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Pequeñas grandes lecciones de las empresas familiares
Miller, Danny; Le Breton-Miller, IsabelleArticle ART-2713Corporate Governance, Entrepreneurship, StrategyLas pymes carecen de la liquidez, economías de escala y alcance de las grandes corporaciones, por lo que la planificación a muy largo plazo puede parecer un lujo. Pero no tienen por qué renunciar a la longevidad. Los autores han analizado pymes de Norteamérica, Europa y Corea del Sur, muchas de ellas familiares, y concluyen que las de mayor éxito se guían por cuatro principios (continuidad, comunidad, conexiones y control) que han sabido converti...Starting at €8.20
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A New Framework (Spanish version)
Kaplan, Robert S.; Mikes, AnetteArticle HBS-R1206BStrategyRisk management is too often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them. Many such rules, of course, are sensible and do reduce some risks that could severely damage a company. But rules-based risk management will not diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did not prevent the failure of many financial institut...Starting at €8.20
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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7678BC-EStrategyIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Starting at €8.20
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7686BC-EStrategyThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Starting at €8.20
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Aligning Organizational Units and Employees: A Critical Step in the Strategy Execution Process
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7688BC-EStrategyA truly effective management system for aligning business unit strategy with operations must address how strategy is integrated across diverse organizational units, and how to align employees with the strategy. This chapter describes the best practices companies use to align business units, support units, and employees to strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7690BC-EStrategyPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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Operational and Strategy Review Meetings: Keeping the Organization on a Strategic Trajectory for Breakthrough Performance
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7691BC-EStrategyWith strategy and operational plans in place, the enterprise embarks on executing the strategy: producing and delivering products and services to customers, implementing initiatives, and improving processes. However, like mission control after a spaceship has been launched, the enterprise needs to continually monitor and adjust its performance to achieve strategic objectives. Managers guide the enterprise by holding a structured set of meetings t...Starting at €8.20
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Fast-Track Profit Model: Creating the New Due-Diligence Process for Mergers and Acquisitions
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2228BC-EAccounting and ControlIn this chapter, the authors demonstrate how to quickly build a simple Time-Driven Activity-Based Costing model for assessing the attractiveness of a company being considered for acquisition. Using this model during the due-diligence process enables a prospective buyer to identify where profit opportunities exist, how they can be captured, their cost and impact, and whether the organization has the capacity to execute. This chapter is excerpted ...Starting at €8.20
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Kemps LLC: Handling Product, Distribution, and Customer Variety
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2230BC-EAccounting and ControlThis chapter illustrates comprehensive, enterprise-wide implementation of Time-Driven Activity-Based Costing projects using the case of Kemps LLC. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Global Insurance Company Private Client Group: Forecasting Key Employee Staffing Levels--The Benefits of Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2237BC-EAccounting and ControlThe Private Client Group of Global Insurance (disguised) experienced explosive growth and turned to time-driven activity-based budgeting to help plan for future resource capacity. Within this chapter, the case study describes how to integrate a staffing forecast system with the enterprise-wide business planning, budgeting, and forecasting system, and how to apply TDABC to budget and forecast resource consumption. This chapter is excerpted from "...Starting at €8.20