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Talent Management for the Twenty-First Century (Spanish version)
Cappelli, PeterArticle HBS-R0803ELeadership and People Managementa talent-on-demand system.Starting at €8.20
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Leadership Lessons from India
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelArticle HBS-R1003G-ELeadership and People ManagementUntil recently India was seen by Western businesses primarily as a source of cheap, low-skill labor. But over the past decade the country has attracted a flood of high-skill jobs from the West. Meanwhile, India's economy has grown at roughly 9% a year, and some of its largest companies have grown at twice that rate. What accounts for this? A host of economic, policy, and other environmental factors have played important roles, but the authors asc...Starting at €8.20
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Learning from the India Way: Redefining Business Leadership
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelBook Chapter HBS-5822BC-EThe roaring success of Indian business in the last two decades points the world toward a different enterprise model than the one widely practiced in the U.S., with its emphasis on financial goals and shareholder value. Indeed, the global economic crisis of 2008-2009-widely viewed as being triggered by American excesses-has rekindled the debate about the proper role of personal gain and shareholder value in business affairs. In this chapter, autho...Starting at €8.20
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Olam International, Teaching Note
Bell, David E.; Shelman, MaryTeaching Note HBS-509056-EMarketingTeaching Note for [509002].Starting at €0.00
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OSI in China
Bell, David E.; Shelman, MaryCase HBS-513045-EStrategyTo maximize their effectiveness, color cases should be printed in color. OSI, one of the world's largest suppliers of processed meats to McDonald's and other QSRs, was in the middle of a $400M expansion in China that included backward integration into poultry production. However, its current customers took only a portion of each bird produced and OSI had to develop a go-to-market strategy for the rest. The case describes the opportunities and cha...Starting at €8.20
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K&N's: Health and Happiness for Pakistan, Teaching Note
Bell, David E.; McLoughlin, Damien P.; Shelman, MaryTeaching Note HBS-513077-EStrategyTeaching Note for 512002Starting at €0.00
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Yum! China (Spanish version)
Bell, David E.; Shelman, MaryCase HBS-517S06StrategySince the first KFC opened in China in 1987, Yum--under Sam Su's leadership--had built the largest restaurant company by far in mainland China. Averaging one new restaurant opening a day for the past five years, in 2010 Yum ran over 3,600 restaurants in 650 cities and employed over 250,000 people, many of them college students in their first jobs. In the third quarter of 2010, Yum China's revenues surpassed U.S. revenues for the first time and ma...Starting at €8.20
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COFCO Xinjiang Tunhe Co., Ltd., Teaching Note
Bell, David E.; Shelman, Mary; Morton, SarahTeaching Note HBS-509045-EMarketingTeaching Note for [508079].Starting at €0.00
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K&N's: Health and Happiness for Pakistan
Bell, David E.; McLoughlin, Damien P.; Shelman, MaryCase HBS-512002-ETo maximize their effectiveness, color cases should be printed in color. In 2011 Khalil and Adil Sattar are considering growth opportunities for K&N's, their family business that is the market leader for processed chicken and value-added chicken products in Pakistan. This position has been built through a strategy of vertical integration, product innovation, and branding. K&N's has also developed its own chain of retail "Chicken Stores" to promot...Starting at €8.20
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Leadership Lessons from India (Spanish version)
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelArticle HBS-R1003GLeadership and People ManagementFar more than their Western counterparts, they create a sense of social mission, engage employees in give-and-take, empower them to find solutions, and invest in their training and development. Western leaders should understand the managerial approaches that have fueled the rise of India's largest companies, and mindfully adapt them.Starting at €8.20