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Model Overview: The 90 Days Transformation Model
Tabrizi, BehnamBook Chapter HBS-8191BC-ELeadership and People ManagementCompanies need to constantly reinvent themselves to remain competitive in today's world. The 90 days transformation model presented in this chapter provides companies with a framework for transforming themselves in order to stay ahead of the curve. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Cross-Functional Rapid Response Teams: Harnessing the Power--Rapid Transformation
Tabrizi, BehnamBook Chapter HBS-8195BC-ELeadership and People ManagementCross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Phase 1: Diagnosing the Patient--Rapid Transformation
Tabrizi, BehnamBook Chapter HBS-8197BC-ELeadership and People ManagementDiagnosis of an organization's underlying issues is the most important phase in the transformation process. This chapter outlines the process and methodology for a successful diagnosis, providing rapid response teams with tools and examples of key areas to analyze. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Transformation Implementation: Execution
Tabrizi, BehnamBook Chapter HBS-8203BC-ELeadership and People ManagementOn completion of a 90 days transformation planning effort, the company stands ready to embark on the most critical phase of the process: the execution phase. This chapter highlights several best practices for transformation implementation and describes some of the more common barriers to implementation. This chapter is excerpted from "Rapid Transformation: A 90-Day Plan for Fast and Effective Change."Starting at €8.20
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Ram Bhawnani, ¿suerte o talento
Sánchez, M. J.; Alvarez de Mon, SantiagoCase DPO-28Leadership and People ManagementEl caso recoge la trayectoria profesional y vital de Ram Bawhnani, dueño de un bazar en Tenerife, ciudadano hindú, en la actualidad tercer accionista de Bankinter. El caso recorre desde su nacimiento, infancia y primer viaje profesional al Japón, hasta su llegada a Tenerife para gestionar un bazar, negocio donde inicia sus multimillonarias operaciones en Bolsa, fundamentalmente en la banca.Starting at €8.20
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Ram Bhawnani: Luck or Talent
Sánchez, M. J.; Alvarez de Mon, SantiagoCase DPO-28-ELeadership and People ManagementThis case outlines the personal and professional history of Ram Bhawnani, an Indian citizen, owner of a bazaar in Tenerife, and currently the third largest shareholder in Bankinter. The case moves from his birth, childhood and his first working trip to Hong Kong, to his arrival in Tenerife, to manage a bazaar, a business from which he began his multi-million dollar forays into the stock market, mostly in the banking sector.Starting at €8.20
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Rosa García, CEO at Microsoft España
Sánchez, M. J.; Alvarez de Mon, SantiagoCase DPO-48-ELeadership and People ManagementThis case follows the career of Rosa García, currently director of Microsoft in Spain. Among the challenges and reflections discussed in the case are her years of academic training, her first professional experiences, her spell in Redmond, where she worked with Steve Ballmer, her return to Spain to manage Microsoft, and her search for a balance between work and family, and between the world of new technologies and education.Starting at €8.20
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Carlos López Otín: el espíritu de un investigador
Alvarez de Mon, Santiago; Flores Alonso, Juan EnriqueCase DPO-393Innovation and Change, Leadership and People ManagementEn un país "poco aficionado a la ciencia", obligado a competir con los más prestigiosos centros de investigación del mundo, el profesor Carlos López Otín apuesta por el talento de sus alumnos más brillantes. La confección, dirección y renovación de un equipo comprometido con el aprendizaje y el servicio a la humanidad constituye la clave de su liderazgo. Ese es el propósito último de su vocación y creatividad.Starting at €8.20
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Pau Gasol (A): una carrera internacional
Alvarez de Mon, Santiago; Flores Alonso, Juan EnriqueCase DPO-375Leadership and People ManagementEl presente caso es resultado del trabajo de campo realizado durante los años 2014 y 2015, e ilustra la trayectoria personal y profesional de Pau Gasol. El documento está inspirado en un conjunto de entrevistas personales llevadas a cabo en Barcelona, Madrid, Los Ángeles y Chicago, y que constituyen la fuente principal de investigación y estudio. Además de múltiples encuentros y reuniones con Pau Gasol, dichas entrevistas incluyen conversaciones ...Starting at €8.20
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Hospital de la Santa Cruz y de San Pablo (B)
Alvarez de Mon, Santiago; Iniesta, FranciscoCase FH-429-ELeadership and People ManagementStarting at €5.74