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La era de la innovación <i>made in</i> Asia
De Meyer, ArnoudArticle ART-2009Innovation and Change¿De dónde saldrá la próxima innovación de producto o proceso? El mundo de los negocios empieza a tenerlo claro: de Asia. El autor, que desde hace muchos años entrevista a observadores privilegiados de la región, expone cuatro tendencias de la innovación marcadas por las crecientes capacidades de China, India y las economías emergentes del sudeste asiático. Las fuentes de innovación están mucho más dispersas, el lead user (usuario avanzado)...Starting at €8.20
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Luces, cámara, ¡colaboración!
IESE InsightArticle ART-2155Innovation and ChangeAunque Hollywood se lleva la fama, India produce casi el doble de películas y atrae a más espectadores. Sus grandes éxitos de taquilla son fruto de la colaboración de amplios equipos creativos. Para el actor indio Rahul Ravindran, trabajar en estos equipos exige don de gentes, capacidad para adaptarse al director y, en su caso, claro, aprenderse bien las coreografías.Starting at €8.20
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How a Social Logic Can Transform Your Business
Santos, FilipeArticle ART-2594-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, StrategyThough social entrepreneurship and traditional, commercial entrepreneurship have many things in common, there are some fundamental differences. The author, an expert in the field of social entrepreneurship and social innovation, believes social entrepreneurship offers a transformative grassroots alternative to the usual way of doing business. This article highlights four crucial ways in which social entrepreneurs differ from their traditional cou...Starting at €8.20
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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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Is Silence Killing Your Company? (Spanish version)
Perlow, Leslie A.; Williams, StephanieArticle HBS-R0305CLeadership and People ManagementMany times, often with the best of intentions, people at work decide it's more productive to remain silent about their differences than to air them. But as new research by the authors shows, silencing doesn't smooth things over or make people more productive. It merely pushes differences beneath the surface and can set in motion powerfully destructive forces. When people stay silent about important disagreements, they can begin to fill with anxie...Starting at €8.20
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Want Collaboration? Accept--and Actively Manage--Conflict (Spanish version)
Weiss, Jeff; Hughes, JonathanArticle HBS-R0503FLeadership and People ManagementDevise and implement a common method for resolving conflict; provide people with criteria for making trade-offs; use the escalation of conflict as an opportunity for coaching; establish and enforce a requirement of joint escalation; ensure that managers resolve escalated conflicts directly with their counterparts; and make the process for escalated conflict-resolution transparent. The first three strategies focus on the point of conflict; the se...Starting at €8.20
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Strategies That Fit Emerging Markets (Spanish version)
Khanna, Tarun; Palepu, Krishna G.; Sinha, JayantArticle HBS-R0506CEconomicsThey lack specialized intermediaries, regulatory systems, and contract-enforcing methods. These gaps have made it difficult for multinationals to succeed in developing nations; thus, many companies have resisted investing there. That may be a mistake. If Western companies don't come up with good strategies for engaging with emerging markets, they are unlikely to remain competitive. Many firms choose their markets and strategies for the wrong rea...Starting at €8.20
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Regional Strategies for Global Leadership (Spanish version)
Ghemawat, PankajArticle HBS-R0512FStrategyhome base, portfolio, hub, platform, and mandate. Some companies adopt the strategies in sequence, but the most nimble switch from one to another and combine approaches as their markets and businesses evolve. At Toyota, for example, exports from the home base continue to be substantial even as the company builds up an international manufacturing presence. And as Toyota achieves economies of scale and scope with a strong network of hubs, the comp...Starting at €8.20
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China + India: el poder combinado
Khanna, TarunArticle HBS-R0712DEconomicsChina e India están enterrando el hacha de guerra después de poco más de cuatro décadas de hostilidad. Algunas compañías de ambos países se han apresurado a obtener ventajas competitivas mediante la visualización de los dos como simbiótica. Si las corporaciones occidentales no pueden hacer lo mismo, van a perder su ventaja competitiva - y no sólo en China e India, sino a nivel mundial. El problema es que la mayoría de las empresas y consultores s...Starting at €8.20
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Breakthrough Thinking from Inside the Box (Spanish version)
Coyne, Kevin P.; Clifford, Patricia Gorman; Dye, ReneeArticle HBS-R0712EStrategyEach is something that adults loved as children and that was reproduced in an expensive form for grown-ups. Asking brainstorming participants to ponder how their childhood passions could be recast as adult offerings might generate some fabulous ideas for new products or services.Starting at €8.20