This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
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
-
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
-
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
-
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
-
Lajpal Tea: Black Gold at Stake-Supplier Selection
Alison Konrad; Abdul Rehman Shaikh; Asad Ali QaziCase IVEY-9B19D020-EService and Operations ManagementIn September 2014, the national logistics manager at Lajpal Tea Pvt. Limited (Lajpal Tea), a leading tea brand in Pakistan, received notice that one of his key logistics service providers would soon terminate his service contract for transportation servicStarting at €8.20
-
Butterfly Edufields: Different Shades of Capacity
Kalyana C. Chejarla; Sourabh Bhattacharya; Siddhartha ModukuriCase IVEY-9B19D003-EService and Operations ManagementIn April 2017, Butterfly Edufields Pvt. Ltd., in Hyderabad, India, was experiencing a rapid growth in demand and needed to find ways to expand its capacity to meet this demand without significantly increasing costs. The company created innovative teaching and learning products for students in grades 1 through 10. Working with these products hands-on helped students understand various mathematics and science concepts such as magnetism, light, and ...Starting at €8.20
-
MICA Dining Hall: Debottlenecking Operations
Subrat Sarangi; Sudiksha PatilCase IVEY-9B19D001-EService and Operations Management, StrategyIn July 2018, MICA, Ahmedabad, one of the leading management institutions in India, was experiencing bottlenecks in its dining hall that were delaying regular operations during peak lunch hours. The lunch break was for about 75 minutes between classes. The dining hall catered to 480 people at any given time—not only students but also faculty members and other MICA staff. After eating lunch at the dining hall, many students had to rush to post-lun...Starting at €8.20
-
Mini Iron & Alloys Private Limited: Springing into a New Future
Rajiv Misra; Arohini Narain; Shloka JaiswalCase IVEY-9B20D020-EEntrepreneurship, Service and Operations Management, StrategyThe case details the challenges of running a small manufacturing enterprise in India. The current operations at Mini Iron & Alloys Private Limited (MIA), which produced springs for rail wagons, were stable, and business had grown. However, the demand forStarting at €8.20
-
Jay Bharat Spices Pvt. Ltd.: A Spicy Quandary
Shravan M Parsam, Amol S. Dhaigude, Sidhartha PadhiCase IVEY-W25298-EDecision Analysis, Service and Operations ManagementJay Bharat Spices Pvt. Ltd., a company located in Cuttack, India, was involved in the manufacturing and distribution of spices across India under the brand name Bharat Masala. The company specialized in producing basic spices such as turmeric powder, cumin powder, and chili powder. The senior management team had recently noticed a rise in demand for the spice garam masala in the East India market and asked the company’s vice-president of East Ind...Starting at €8.20
-
Strategic Decisions in Locating a New Assembly and Test Plant (A) (Spanish version)
Alcacer, Juan; Herman, KerryCase HBS-716S16Service and Operations ManagementIn mid-2005, Intel is examining its options for where to locate its next assembly and test plant. On its short list of potential sites includes locations in China, India, Thailand, and Vietnam. Each country has its own unique benefits and risks related to infrastructure, governance, education, business culture, intellectual property protection, labor markets, experience working with Western firms, and tax breaks and other incentives. Intel's Gene...Starting at €8.20