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Los fundamentos que catapultarán su empresa
Dávila Parra, Antonio; Foster, GeorgeArticle ART-1815Accounting and ControlLa vieja creencia de que los sistemas de gestión matan el espíritu emprendedor es errónea. Tal vez las empresas se conformen con menos cuando no llegan a los cien empleados, pero pueden crecer más rápido si cuentan desde el principio con unos sistemas de planificación y control internos sólidos. Los autores identifican ocho aspectos que deberían ser tenidos en cuenta por las empresas si quieren alcanzar un alto crecimiento: planificación y evalua...Starting at €8.20
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How to Structure Companies for High Growth
Dávila Parra, Antonio; Foster, GeorgeArticle ART-1815-EAccounting and ControlThe old belief that management systems kill the entrepreneurial spirit is wrong. Perhaps when a company has fewer than 100 employees, a business can get by on less. But as the authors point out in this article, companies are actually able to grow faster provided that they have strong internal planning and control systems in place early on. They identify eight main categories that demand managerial attention if companies are ever to achieve high g...Starting at €8.20
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Los 'rankings', un arma de doble filo
Davila, Antonio; Foster, George; He, Xiaobin; Shimizu, CarlosArticle ART-3246EntrepreneurshipLos de empresas de alto crecimiento pueden dar a tu el impulso reputacional que necesita, pero, a no ser que entiendas los indicadores utilizados, saldrás de las listas tan rápido como entraste.Starting at €8.20
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Cómo la IA cambiará (o no) tu modo de dirigir
Canals, Jordi; Cassiman, Bruno; Elvira, Marta; Sieber, Sandra; Raes, AnneloesArticle ART-3203Information Technologies, Leadership and People Management, StrategyAl expandir los límites de lo que las máquinas son capaces de hacer, la inteligencia artificial (IA) plantea nuevos retos a los directivos, desde entender esta tecnología en constante evolución hasta darle un uso práctico o resolver los dilemas éticos asociados a sus crecientes cualidades humanas. Para muchos, se trata de un mundo completamente nuevo. ¿Cómo deben prepararse los directivos para afrontarlo?Starting at €8.20
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How AI Will - and Won't - Change the Way You Manage
Canals, Jordi; Cassiman, Bruno; Elvira, Marta; Sieber, Sandra; Raes, AnneloesArticle ART-3203-EInformation Technologies, Leadership and People Management, StrategyDigitalization, big data, machine learning, robotics and artificial intelligence are reshaping industries, making once strong business models obsolete, growing new enterprises with different capabilities and skill sets, disrupting companies and communities, and ushering in social change. What are the key issues for leadership, governance and management? What new competencies are needed? How should executives respond? In this article, IESE profess...Starting at €8.20
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Atam: Innovating in the Social Sector (A)
Elvira, Marta; Prats, Mª Julia; Plaza López, LuisCase DPO-244-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeAtam is an association of Grupo Telefónica, which was founded in 1973 with the aim of providing assistance for the disabled and elderly dependents. It was the result of an agreement between the company and its labor unions. It is a nonprofit, national organization, declared to be serving the public interest, and has 60,000 members belonging to 28 companies of the group. Atam has three major areas of action: individual financial support, direct-ca...Starting at €8.20
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Atam: A New Model of Sustainable Social Welfare (C)
Elvira, Marta; Prats, Mª JuliaCase DPO-389-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeThe economic crisis and the successive redundancy plans of Telefónica in Spain were having an inexorable effect on the viability of Atam and its economic operations. The association had to complete its restructuring of the old service delivery system and concentrate on building a new model for a sustainable social welfare institution. A turning point was reached, from which point Atam began to speed up all the transformation processes. The case d...Starting at €5.74
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CEO de You Tube Susan Wojcicki: ¿Podrá reproducir su éxito
Elvira, Marta; Isabel VillamorCase SM-1649Innovation and Change, Leadership and People Management, StrategyStarting at €8.20
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UFINET Telecom: un nuevo cambio en la propiedad (B)
Calleja, Luis Manuel; Elvira, Marta; Sastre Boquet, IsaacCase SM-1680Corporate Governance, Information Technologies, StrategyEl presente caso relata la venta de la compañía de telecomunicaciones Ufinet en 2018, que divide el negocio en dos compañías: una para el mercado español (Lyntia Networks) y otra para el latinoamericano (Ufinet International). Aunque el fondo de inversión Cinven continuaba siendo el propietario mayoritario de Ufinet International, se incorporó al accionariado Enel, una multinacional italiana de gas y energía, con vistas a, posiblemente, adquirir ...Starting at €5.74
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Atam: el día después (B)
Elvira, Marta; Prats, Mª Julia; Plaza López, LuisCase DPO-245Business Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeIgnacio Aizpún (CEO) y su equipo idearon una solución que otorgó a Atam una mayor viabilidad. La estrategia principal consistía en concentrar las actividades económicas y en crear spin-offs con ánimo de lucro; es decir, siguiendo la tradición de innovar en todos sus aspectos de gestión, la Asociación lanzaría al mercado sociedades con ánimo de lucro provenientes del sector social. Así, a partir de entonces, Atam creó tres sociedades mercantiles a...Starting at €5.74