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When Teams Can't Decide
Frisch, BobArticle HBS-R0811J-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Leadership teams that can't reach consensus wait for the CEO to make the final call - and often are disappointed by the outcome. Frisch calls this phenomenon the dictator-by-default syndrome. Many companies turn to team-building and communication exercises to try t...Starting at €8.20
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Quién realmente toma las decisiones importantes en su empresa
Frisch, BobArticle HBS-R1112GLeadership and People ManagementEn muchas empresas, el equipo de alta dirección es oficialmente responsable de ayudar al CEO tomar decisiones importantes de la empresa. Sin embargo, otro grupo no oficial por lo general hace que el trabajo de facto. Esa es la manera que debe ser, argumenta Frisch, de la offsites grupo estratégico, a condición de que el CEO es deliberada en la elaboración del papel de este informal y sin nombre "armario de la cocina." Sin embargo, los problemas p...Starting at €8.20
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Motivating Through Metrics (Spanish version)
Reichheld, Fred; Rogers, PaulArticle HBS-F0509CLeadership and People ManagementTo get frontline employees to work as a team, solicit performance rankings from customers and employees, not bosses.Starting at €8.20
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Leadership Summits That Work
Frisch, Bob; Greene, CaryArticle HBS-R1503F-ELeadership and People ManagementWhen executed well, annual gatherings of an organization's high-level leaders are worth the effort and expense. But for many companies, the leadership summit is a numbing series of presentations and sessions in which information flows only from the top--and not all that coherently. By applying the appropriate techniques before, during, and after the summit, C-level leaders can seize this rare opportunity to harness the collective knowledge of the...Starting at €8.20
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Who Has the D? How Clear Decision Roles Enhance Organizational Performance (Spanish version)
Rogers, Paul; Blenko, MarciaArticle HBS-R0601DLeadership and People ManagementAlign decision roles with the most important sources of value, make sure that decisions are made by the right people at the right levels of the organization, and let the people who will live with the new process help design it.Starting at €8.20
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Cuando los equipos no pueden decidir
Frisch, BobArticle HBS-R0811JLeadership 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. Los equipos de liderazgo que no pueden alcanzar el consenso espera que el CEO para hacer la llamada final - ya menudo están decepcionados por el resultado. Frisch llama a este fenómeno el síndrome de dictador por defecto. Muchas...Starting at €8.20
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La organización impulsada por las decisiones
Blenko, Marcia W.; Mankins, Michael C.; Rogers, PaulArticle HBS-R1006BLeadership and People ManagementCEOs tienden a creer que la estructura empresarial está estrechamente ligada al rendimiento, así que tiene sentido que la mitad de casi todos los directores generales reorganizar sus empresas durante sus dos primeros años en el trabajo. Pero Marcia W. Blenko, Michael C. Mankins, y Paul Rogers, de Bain & Company informe en el que de 57 reorganizaciones que estudiaron entre 2000 y 2006, menos de un tercio de la sierra mejora significativa del rendi...Starting at €8.20
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The Decision-Driven Organization
Blenko, Marcia W.; Mankins, Michael C.; Rogers, PaulArticle HBS-R1006B-ELeadership and People ManagementCEOs tend to believe that company structure is closely tied to performance, so it makes sense that nearly half of all CEOs reorganize their companies during their first two years on the job. But Marcia W. Blenko, Michael C. Mankins, and Paul Rogers of Bain & Company report that of 57 reorganizations they studied between 2000 and 2006, less than one-third saw significant performance improvement. This failure, they believe, is rooted in a misunders...Starting at €8.20
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Who Really Makes the Big Decisions in Your Company
Frisch, BobArticle HBS-R1112G-ELeadership and People ManagementIn many companies, the top management team is officially responsible for helping the CEO make a company's big decisions. But another, unofficial group usually does that job de facto. That's the way it should be, argues Frisch, of the Strategic Offsites Group, provided that the CEO is deliberate in devising the role of this informal and unnamed "kitchen cabinet." Problems can nevertheless arise when senior executives learn about important decision...Starting at €8.20