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American Express: Deciding on a hybrid work model after the COVID crisis (A) & (B) - Teaching note
Almandoz, John; Reiche, SebastianTeaching Note DPOT-126-ECorporate Governance, Leadership and People ManagementIn the fall of 2021, after leading his team through 18 turbulent months of the coronavirus pandemic, Juan Ortiz, CEO of American Express (Amex) in Spain, and his country executive team (CET) had to address what the new way of working would look like for their team in Spain. After a companywide discussion about what the "new normal" would look like globally, they were faced with determining to what extent, from the perspective of Amex Spain, emplo...Starting at €0.00
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American Express: decidir sobre un modelo de trabajo híbrido tras la crisis de COVID-19 (B)
Almandoz, John; Reiche, Sebastian; Tatge, LarisaCase DPO-815Corporate Governance, Leadership and People ManagementStarting at €5.74
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Itau Unibanco (B): The Merger Outcome
Villalonga, Belen; Davis, John A.; Reisen de Pinho, RicardoCase HBS-212095-EFinanceStarting at €5.74
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Itau Unibanco (A): The Merger Process
Villalonga, Belen; Davis, John A.; Reisen de Pinho, RicardoCase HBS-212094-EFinanceStarting at €8.20
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Haier In Japan: An Ongoing Transformational Journey (Chinese Version)
Sánchez-Runde, Carlos; Lee, Yih-Teen; Reiche, SebastianCase DPO-464-ZHInnovation and Change, Leadership and People ManagementFor Du Jingguo, president of Haier Asia, a lot had been achieved since Haier acquired Sanyo in Japan. Compared with the beginning of 2012, the year of the acquisition, employees' morale had been restored. People were generally motivated and saw a positive future for the company and their own careers. A new organizational structure based on the principles of self-managed units (ZZJYT) and the Rendanheyi principle had been created. Some units even ...Starting at €8.20
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IESE ON. Lead yourself to lead
Ginebra, Gabriel; Reiche, Sebastian; Neeley, Tsedal; Rosanas, Josep Maria; Andreu i Civit, Rafael; Evangelia Demerouti; Clark, Dorie; IESE InsightDossier DOS-43-ELeadership and People ManagementWhat does it mean to be a good leader? Why should you want to be one, and what point are you at in your journey? Where, ultimately, do you want to go?
Leadership isn't a clearly marked path. It begins with you, with your knowledge of yourself and your ability to reflect on the world around you.
With this collection of articles, we provide the information you need to understand the kind of leader you are today, and the one you co...Starting at €15.00
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Growing, Financing, and Managing Family and Closely Held Firms: Overview of the Course
Villalonga, BelenCase HBS-209137-EFinanceMost companies around the world are controlled by their founding families, including more than half of all public corporations in the U.S. and Europe, and more than two thirds of these in Asia. These companies are the subject of the Financial Management of Family and Closely Held Firms course, an elective MBA course at Harvard Business School. The course introduces students to the unique finance, governance, and management issues faced by family ...Starting at €8.20
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Financing Growth in Family and Closely Held Firms, module note- -instr
Villalonga, BelenCase HBS-209014-EFinanceTo maximize their effectiveness, color cases should be printed in color. This note describes the second of four modules in Financial Management of Family and Closely Held Firms, an elective MBA course at Harvard Business School. The note analyzes the pros and cons of different equity financing options that are available to family firms such as private equity, strategic alliances, public equity with and without mechanisms for retaining or enhancin...Starting at €8.20
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Spiegel-Verlag Rudolf Augstein GmbH & Co. KG, Teaching Note
Villalonga, BelenTeaching Note HBS-209019-ETeaching Note for [208096].Starting at €0.00
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Spiegel-Verlag Rudolf Augstein GmbH & Co. KG
Villalonga, Belen; Beyersdorfer, Daniela; Dessain, VincentCase HBS-208096-EDer Spiegel is Germany's most influential political news magazine. In the 1970's, its founder Rudolf Augstein gave a 50% ownership stake to his employees and sold another 25% to rival publisher Gruner+Jahr, but retained significant control during his lifetime by stipulating in the bylaws that every important business decision would require a 76% shareholder approval. When Augstein died in 2002, however, his co-owners exercised the option the same...Starting at €8.20