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Regional Strategies for Global Leadership (Spanish version)
Ghemawat, PankajArticle HBS-R0512FStrategyhome base, portfolio, hub, platform, and mandate. Some companies adopt the strategies in sequence, but the most nimble switch from one to another and combine approaches as their markets and businesses evolve. At Toyota, for example, exports from the home base continue to be substantial even as the company builds up an international manufacturing presence. And as Toyota achieves economies of scale and scope with a strong network of hubs, the comp...Starting at €8.20
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The Work of Leadership (Spanish version)
Heifetz, Ronald A.; Laurie, Donald L.Article HBS-R0111KLeadership and People ManagementChanges in societies, markets, and technologies around the globe constantly force businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people throughout their organizations to do adaptive work. In this HBR article from 1997, the authors suggest that the prevailing notion that leadership consists of having a vision and aligning p...Starting at €8.20
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Dual-Class Shares: Risks and Advantages
W. Glenn Rowe; Andrew SweeneyArticle IVEY-W29979-EAccounting and ControlDual-class share structures offer stakeholders real advantages, but more firms need to follow best practices in deployment to mitigate the risk of abuse. This article highlights four different ways that Canadian firms, including Rogers and Shaw, implement dual-class share structures. It also discusses the related advantages and risks. Advantages include how dual-class shares facilitate the execution of strategy; encourage founders to publicly lis...Starting at €8.20
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Five Minds of a Manager (Spanish version)
Gosling, Jonathan; Mintzberg, HenryArticle HBS-R0311CLeadership and People Managementmanaging the self (the reflective mindset); managing organizations (the analytic mindset); managing context (the worldly mindset); managing relationships (the collaborative mindset); and managing change (the action mindset). The program is built on the exploration and integration of those five aspects of the managerial mind.Starting at €8.20
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Playing the Whole Game (Spanish version)
Lax, David A.; Sebenius, James K.Article HBS-R0311DStrategy1-D negotiators focus on improving their interpersonal skills at the negotiating table, and 2-D negotiators focus on diagnosing underlying sources of value in a deal and then recrafting the terms to satisfy all parties. In this article, the authors explore the often-neglected third dimension. Instead of just playing the game at the bargaining table, 3-D negotiators reshape the scope and sequence of the game itself to achieve the desired outcome....Starting at €8.20
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How Financial Tools Destroy Your Capacity to Do New Things (Spanish version)
Christensen, Clayton M.; Kaufman, Stephen P.; Shih, WillyArticle HBS-R0801FStrategyMost companies aren't half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What's stifling innovation? There are plenty of usual suspects, but the authors finger three financial tools as key accomplices. Discounted cash flow and net present value, as commonly used, underestimate the real returns and benefits of proceeding with an investment. Most executives compare the cash flows from inno...Starting at €8.20
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Preparing for a Pandemic (Spanish version)
Staples, Jeffrey; Dowell, Scott F.; Bresee, Joseph S.; Nohria, Nitin; Bennis, Warren G.; Fischhoff, Baruch; MacGowan, William; Brilliant, Larry; Susser, Peter; Cooper, Sherry; Dobson, Wendy; Golden, Brian R.Article HBS-F0605AThis month, all of Harvard Business Review's Forethought contributions address avian influenza, its potential to become a pandemic, and the red flags this possibility raises for businesses. Jeffrey Staples warns that the H5N1 strain of the avian flu represents a new class of global threat and urges companies to plan accordingly. Scott F. Dowell and Joseph S. Bresee show how mutations of the virus could boost its ability to spread from person to p...Starting at €8.20
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Why Entrepreneurs Don't Scale (Spanish version)
Hamm, JohnArticle HBS-R0212JEntrepreneurshipIt's well known that many executives who excel at starting businesses or projects fizzle out--in other words, they fail to "scale"--as their ventures grow. But the reasons have remained fuzzy. In this article, leadership coach John Hamm identifies four management tendencies that work for small-company or business-unit leaders but become Achilles' heels as those individuals try to run larger organizations. The first tendency is loyalty to comrades...Starting at €8.20
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The Case of the Floundering Expatriate (HBR Case Study)
Adler, GordonArticle HBS-95401X-ELeadership and People ManagementFrank Waterhouse, CEO of Argos Diesel, Europe, is exasperated. Bert Donaldson, who arrived in Zurich a year ago to create a European team--to facilitate communication among the parts suppliers that Argos has acquired over the past two years--just isn't working out. Although he has excellent credentials, both as a successful team builder at Argos International in Detroit and as a teacher in Cairo, his style seems abrasive here and he is behind sch...Starting at €8.20
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It May Be Cheaper to Manufacture at Home
de Treville, Suzanne; Trigeorgis, LenosArticle HBS-R1010F-EService and Operations ManagementConventional financial tools can lead to supply chain mistakes. Most managers use the discounted cash flow (DCF) model to help them make decisions such as where to locate a new manufacturing plant or whether to use a foreign or domestic supplier. But DCF typically undervalues flexibility-and as a result, companies may end up with supply chains that are low cost as long as everything proceeds according to plan but extremely expensive if problems a...Starting at €8.20