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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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IESE Insight. Número 11. Cuarto trimestre 2011
IESE InsightMagazine REV-25Economics, Entrepreneurship, Information Technologies, Innovation and Change, Leadership and People Management, Service and Operations Management, StrategyExisten mejores caminos para gestionar la carrera profesional que los que hemos seguido hasta ahora. Douglas T. Hall y Elana R. Feldman (Universidad de Boston) animan a las empresas a que ayuden a los empleados a alcanzar sus sueños y encuentren un significado a su vida personal y profesional. La profesora del IESE Mireia Las Heras describe varios recursos con los que impulsar el desarrollo profesional y personal en nuestras empresas: flexibilida...Starting at €22.00
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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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Infosys Technologies: Powered by Intellect, Driven by Values
Mitchell, Jordan; Velamuri, RamaCase E-81-EBusiness Ethics and Corporate Social Responsibility, EntrepreneurshipThis case documents the evolution of Infosys Technologies from its humble beginnings in 1981 to its position in 2004 as one of the most admired companies in India, with revenues exceeding US$ 1 billion, profits of US$ 270 million (CAGR in revenues and profits of approximately 60% over the past 10 years), and a workforce of more than 25,000 employees. The case focuses on the values of the founders, and the extent to which these values have allowed...Starting at €8.20
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Nacre (A): la transformación de una idea de laboratorio a una empresa de alto crecimiento: Los retos de comercializar un dispositivo tecnológico innovador
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-2Entrepreneurship, Innovation and ChangeEste caso habla sobre un director general que se puso al frente de una spin-off creada a partir de un instituto de investigación, se convirtió en el primer empleado de la nueva empresa y trató de convertir esa idea de laboratorio en un prototipo con el objetivo de producirlo industrialmente y venderlo finalmente a un cliente muy exigente, afrontando entre tanto varias crisis notables. Además de las dificultades para conseguir que el producto (un...Starting at €8.20
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Argo Interactive (A): Surviving in the Roller-Coasting Mobile Industry: A struggling mobile software provider must decide whether to retreat, refocus, or rebrand
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-1-EEntrepreneurship, Information Technologies, Innovation and ChangeThis FocusCase is about a young VC-backed technology company in the UK, trying to turn around from a near-death crisis after their market did not pick up. The company Argo Interactive focused, with their innovative software product, on the newly emerging WAP-market. However, after burning through 14 million pound sterling of venture capital, the market had still not shown any signs of life, and the senior management team needed to make an urgent...Starting at €8.20
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JacobsRimell (B): una apuesta única que da sus resultados: Decisiones y consecuencias
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-9Entrepreneurship, Innovation and ChangeEste caso B sobre una joven compañía tecnológica del Reino Unido respaldada por capital riesgo que trata de recuperarse de una crisis casi definitiva no puede impartirse de forma aislada, pues es una continuación directa del caso "JacobsRimell (A): cómo evitar la quiebra". En esta segunda parte se comentan las decisiones que adoptó la empresa durante y después de su casi definitiva crisis (provocada por la pérdida de dos contratos importantes en...Starting at €8.20
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Nacre (B): una cuesta empinada y arriesgada hacia el éxito: Decisiones y consecuencias
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7Entrepreneurship, Innovation and ChangeEste caso B no puede impartirse de manera aislada, pues es una continuación directa del caso "Nacre: cómo convertir una idea de laboratorio en una empresa de alto crecimiento" (A) [EFC-2-E]. En el caso B se describen las decisiones y medidas estratégicas del director general y cómo esta empresa (que tan sólo tenía entre 12 y 15 empleados en aquel momento y subcontrataba los servicios de un gran fabricante) consiguió finalmente cerrar un contrato...Starting at €8.20
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Striders: Running Toward or Away from Growth
Gayathri Sampath; Akarsh MahendraCase IVEY-9B19M045-EEntrepreneurship, StrategyThe founders of Strider Miles (Striders), a running club headquartered in Mumbai, India, faced a dilemma. Over 14 years, they had built a business based on their love for sport and their own entrepreneurial inclination. The growth of Striders was an outcome of both a growing interest in running for fitness as well as the promoters’ efforts. The founders had, thus far, made minimal investments in fixed assets and marketing and promotion. Going for...Starting at €8.20
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Unicommerce eSolutions: The Exit Decision
Nilesh Gupta; Shantam ShuklaCase IVEY-9B19M039-EEntrepreneurship, StrategyOn a late evening in December 2014, three co-founders of Unicommerce eSolutions Pvt. Ltd. (Unicommerce) assembled for a meeting. A couple of months earlier, Unicommerce, an India-based software-as-a-service solution provider for order- and warehouse-management activities in the e-commerce industry, had received an offer of US$10 million in series-B funding from Tiger Global Management to fund their business growth. The offer seemed fair, and the ...Starting at €8.20