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Resuelva la crisis de sucesión desarrollando líderes inside-outside
Bower, Joseph L.Article HBS-R0711ELeadership 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 sus entrevistas y análisis de datos, profesor de Harvard Bower encontró que las empresas llevan a cabo mejor cuando nombraron a información privilegiada a la tarea de director general. Otros investigadores, entre ellos Jim Co...Starting at €8.20
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Threats to the Global Market System: Ten Potential "Disruptors" of Global Capitalism
Bower, Joseph L.; Leonard, Herman B.; Paine, Lynn S.Book Chapter HBS-8617BC-EThe World Bank forecast for the year 2030 provides reason for optimism. The forces of global market capitalism seem to be gathering strength, and long-term prospects show reasonable economic growth. But there are also challenges. As we have already seen, the benefits of growth will not be evenly spread across countries--or even within countries--and collateral damage to the environment will be significant. Scarce resources will be consumed, and t...Starting at €8.20
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The Business Response: Five Views of the Role of Business in Ensuring a Viable Future for Market Capitalism
Bower, Joseph L.; Leonard, Herman B.; Paine, Lynn S.Book Chapter HBS-8619BC-EWhat should be done about the challenges facing market capitalism? And more specifically, what is the role of business in combating potential disruptors and ensuring the system's health and future viability? In this chapter, Harvard Business School professors Joseph Bower, Herman Leonard, and Lynn Paine examine four views that emerged from their discussion forums with prominent business leaders in Europe, East Asia, Latin America, and the United ...Starting at €8.20
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Catching the Wave (Spanish version)
Bower, Joseph L.; Christensen, Clayton M.Article HBS-95103Service and Operations Managementthey stay close to their customers. To remain at the top of their industries, managers must first be able to spot disruptive technologies. To pursue these technologies, managers must protect them from the processes and incentives that are geared to serving mainstream customers. And the only way to do that is to create organizations that are completely independent of the mainstream business.Starting at €8.20
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DMR España (D)
Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-56-ELeadership and People ManagementThis case reproduces the e-mail that Fernando Francés sent to all the company employees explaining the reorganization required to achieve the aim of getting the company listed on the stock market.Starting at €5.74
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John Galliano: Defiant Success (D)
Rodríguez Fernández-Hidalgo, Enriqu; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-290-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementDior opted for unbroken continuity when it came to replacing its star designer. Dior said good-bye to John Galliano and hired Bill Gaytten. A year later, Galliano issued an apology and recognized that, at the time of the events, he was very ill. That opened up a moving story about his difficult childhood and his inner demonsStarting at €5.74
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John Galliano: Defiant Success (C)
Rodríguez Fernández-Hidalgo, Enriqu; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-289-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThough they had not yet chosen a successor to John Galliano (the company's former creative director), Dior presented its new fantasy jewelry collection, inspired by dance, as the natural continuation of its high-fashion runway show. The dilemma concerning who Galliano's successor at the firm would be was still up in the airStarting at €5.74
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Quarelli & Gabbianti - Teaching Note
Alonso, J.; Rodríguez, Cristina; Ortiz de Bethancourt R.; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónTeaching Note DPOT-23-ELeadership and People ManagementThis teaching note provides a brief summary of the case and presents the discussion topics: the problems involved in managing people in companies in the luxury fashion industry: ego management, organization problems in luxury companies, conflict management and the creative business, and assessing intangibles compared with economic results. In addition it provides a description of blackboard presentations and class timings.Starting at €0.00
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Quarelli & Gabbianti (C)
Susaeta Erburu, Lourdes; Rodríguez, Cristina; Pin Arboledas, José RamónCase DPO-113-ELeadership and People ManagementThis case study describes the ultimate outcome of the situation at Q&G. The company decides to let its renowned creative director go and to refocus the company on what has traditionally been its core business. An agreement is reached between the holding company and the Italian subsidiary that will help strengthen the business and make it more coherent.Starting at €5.74
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Quarelli & Gabbianti (B)
Rodríguez, Cristina; Susaeta Erburu, Lourdes; Ortiz de Bethancourt R.; Pin Arboledas, José RamónCase DPO-101-ELeadership and People ManagementThe outcome of the situation described in case study A. This case focuses on the problem of managing designers in the luxury fashion industry. It describes the interpersonal conflict that arises in the company between the creative director and a new designer who has a more business-oriented approach. The case examines the problems of managing egos and conflicts, and the different organizational design models for this kind of company, depending on...Starting at €5.74