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Cómo piensan los líderes exitosos
Martin, RogerArticle HBS-R0706CLeadership and People ManagementEste artículo incluye una vista previa de una página que resume rápidamente las ideas clave y proporciona una visión general de cómo los conceptos funcionan en la práctica, junto con sugerencias para la lectura adicional. En busca de lecciones para aplicar en nuestras propias carreras, a menudo tratamos de emular lo que hacen los líderes eficaces. Roger Martin dice que este enfoque está fuera de lugar, ya que el trabajo se mueve en un contexto pu...Starting at €8.20
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The Execution Trap (Spanish version)
Martin, RogerArticle HBS-R1007DLeadership and People Managementhow to organize for innovation, motivate workers at all levels, sponsor creativity, and wield power effectively.Starting at €8.20
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Directing for All the Wrong Reasons (Spanish version)
Martin, RogerArticle HBS-F0606ALeadership and People ManagementBoard directors suffer from conflicts of interest just as managers do and, so, can't be trusted to act in shareholders' interests. The solution is to make directorship a high-profile public service.Starting at €8.20
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Design for Action
Brown, Tim; Martin, RogerArticle HBS-R1509C-ELeadership and People ManagementEver since it became clear that smart design led to the success of many products, companies have been employing it in other areas, from customer experiences, to strategy, to business ecosystems. But as design is used in increasingly complex contexts, a new hurdle has emerged: gaining acceptance of the "designed artifact" into the status quo. In fact, the more innovative a new design is, the more resistance it's likely to meet. The solution, say...Starting at €8.20
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The Overvaluation Trap
Martin, Roger; Kemper, AlisonArticle HBS-R1512H-ELeadership and People ManagementIn 2007, Chuck Prince, then the CEO of Citigroup, made a notorious comment about the subprime mortgage market: "As long as the music's playing, you've got to get up and dance. We're still dancing." Soon after, the financial system crashed, and that remark came to be seen as a cavalier justification for excessive risk taking by the bank. But authors Martin and Kemper raise another possibility: Prince may have been painted into a corner, because Ci...Starting at €8.20
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"Powering Down" Leadership in the U.S. Army
Weinberger, DavidArticle HBS-W1011B-ELeadership and People ManagementAccording to long-held U.S. Army tradition, leadership is based on a rigid hierarchy. Are you a young officer not sure what to do? Look one level up. But in modern warfare, particularly in Iraq and Afghanistan, teams of soldiers are distributed across-and embedded in-an entire population. This has sparked a movement toward leadership training that encompasses not only the skills of single individuals, but the effectiveness of the teams they lead....Starting at €8.20
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Authenticity: Is It Real or Is It Marketing? (HBR Case Study and Commentary)
Weinberger, DavidArticle HBS-R0803A-ELeadership and People ManagementMarty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an aut...Starting at €8.20
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Authenticity: Is It Real or Is It Marketing (HBR Case Study)
Weinberger, DavidArticle HBS-R0803X-ELeadership and People ManagementMarty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an aut...Starting at €8.20
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Taking Stock (Spanish version)
Martin, RogerArticle HBS-F0301CLeadership and People ManagementIt sounds simple: Compensate managers with stock or options, and they'll do what's best for shareholders. But it doesn't always work that way; more than a few executives have cashed in while shareholder value burned up. To fix that problem, Roger Martin contends, boards need to abolish stock-based compensation and replace it with bonuses based on real earnings growth.Starting at €8.20
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The Execution Trap
Martin, RogerArticle HBS-R1007D-ELeadership and People ManagementThe realization of a strategy depends on countless employees. So it's no surprise that when a strategy fails, the reason cited is usually poor execution. But this view of strategy and execution relies on a false metaphor in which senior management is a choosing brain while those in the rest of the company are choiceless arms and legs that merely carry out the brain's bidding. The approach does damage to the corporation because it alienates the pe...Starting at €8.20