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The upsides of downward deference
Reiche, Sebastian; Neeley, TsedalArticle 75264Leadership and People ManagementLeaders who find themselves out of their element can get ahead by deferring to subordinates. Here we explain how power can come from letting it go.Starting at €8.20
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Global Business Speaks English (Spanish version)
Neeley, TsedalArticle HBS-R1205HStrategyLike it or not, English is the global language of business. Today 1.75 billion people speak English at a useful level--that's one in four of us. Multinational companies such as Airbus, Daimler-Chrysler, SAP, Nokia, Alcatel-Lucent, and Microsoft in Beijing have mandated English as the corporate language. And any company with a global presence or global aspirations would be wise to do the same, says HBS professor Tsedal Neeley, to ensure good commu...Starting at €8.20
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Global Teams That Work (Spanish version)
Neeley, TsedalArticle HBS-R1510DStrategy(1) Structure. If a team is made up of groups with different views about their relative power, the leader should connect frequently with those who are farthest away and emphasize unity. (2) Process. Meeting processes should allow for informal interactions that build empathy. (3) Language. Everyone, regardless of language fluency, should be empowered to speak up. (4) Identity. Team members must be active cultural learners and teachers to understa...Starting at €8.20
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Greg James at Sun Microsystems, Inc. (A) (Spanish version)
Neeley, Tsedal; DeLong, Thomas J.Case HBS-415S01StrategyGreg James, a global manager at Sun Microsystems, Inc., sets out to meet with his entire 43-member customer implementation team spread across India, France, the United Arab Emirates, and the United States of America to resolve a dire customer system outage as required by a service agreement. Rather than finding a swift resolution to the rapidly escalating customer situation that motivated his trip, he finds himself facing distributed work, global...Starting at €8.20
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Tim Keller Katzenbach Partners LLC (Resumido)
Groysberg, Boris; Marquis, Christopher; Kanji, Ayesha; Weber, JamesCase HBS-418S12Leadership and People ManagementPistas de los primeros seis meses de un reciente graduado de MBA, Tim Keller, en Katzenbach Partners, una empresa de consultoría moderna especializada en el cambio organizacional y la estrategia. Cubiertas cómo Keller inicialmente lucha con sus misiones y termina con una pregunta de si debía o no asistir a una reunión que no fue invitado a, donde los consultores más altos planean implementar la herramienta de la dinámica del sistema que él era re...Starting at €8.20
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Dannon: mercadotecnia y responsabilidad social Corporativa
Marquis, Christopher; Shah, Pooja; Tolleson, Amanda; Thomason, BobbiCase HBS-410S22Leadership and People ManagementPara maximizar su eficacia, los casos de color deben imprimirse en color. A finales de 2009, The Dannon Company estaba considerando pro comunicando activamente sus esfuerzos en materia de RSE a los consumidores. Con la fuerte conexión entre la producción de Dannon de alimentos para la salud y su compromiso con la salud y la nutrición de las actividades de RSE de base, la comunicación de estas actividades a los consumidores podrían mejorar el éxit...Starting at €8.20
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How Much Is Sweat Equity Worth? (HBR Case Study and Commentary)
Marquis, Christopher; Margolis, Joshua D.Article HBS-R1212L-EEntrepreneurshipBrooks and Tyler are first cousins who are running Erbe, a line of sustainably produced herb-infused vodkas. Brooks put up all his savings--$250,000--to get started, and just a month later Tyler quit a lucrative private equity job to join the new venture. The time has come to decide how to divide the remaining 90% stake in Erbe (the company's investors hold 10%). Brooks feels he's entitled to the lion's share; Tyler believes he should get half. W...Starting at €8.20
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How Much Is Sweat Equity Worth (HBR Case Study)
Marquis, Christopher; Margolis, Joshua D.Article HBS-R1212X-EEntrepreneurshipBrooks and Tyler are first cousins who are running Erbe, a line of sustainably produced herb-infused vodkas. Brooks put up all his savings--$250,000--to get started, and just a month later Tyler quit a lucrative private equity job to join the new venture. The time has come to decide how to divide the remaining 90% stake in Erbe (the company's investors hold 10%). Brooks feels he's entitled to the lion's share; Tyler believes he should get half. W...Starting at €8.20
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How Much Is Sweat Equity Worth (Commentary for HBR Case Study)
Marquis, Christopher; Margolis, Joshua D.Article HBS-R1212Z-EEntrepreneurshipBrooks and Tyler are first cousins who are running Erbe, a line of sustainably produced herb-infused vodkas. Brooks put up all his savings--$250,000--to get started, and just a month later Tyler quit a lucrative private equity job to join the new venture. The time has come to decide how to divide the remaining 90% stake in Erbe (the company's investors hold 10%). Brooks feels he's entitled to the lion's share; Tyler believes he should get half. W...Starting at €8.20
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Can an "Ethical" Bank Support Guns and Fracking (Commentary for HBR Case Study)
Marquis, Christopher; Almandoz, JuanArticle HBS-R1404Z-EAs the founder of a new "ethical" bank focused on environmental sustainability, Jay McGuane realizes that he has to come up with clear rules about how the board should make decisions on "values" grounds--and quickly. Already, the bank is facing loan approvals involving two hot-button issues. Without clear guidelines, the bank's directors may fall into bitter squabbling, which could lead to resignations, negative media attention, and a flight of i...Starting at €8.20