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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
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YouTube CEO Susan Wojcicki: Can She Deliver Again?
Elvira, Marta; Villamor, IsabelCase SM-1649-EInnovation and Change, Leadership and People Management, StrategyIn September 2014, Susan Wojcicki, CEO of YouTube, the world's largest video-sharing website, discovered that Facebook - one of the leaders in the technology industry - had announced a strategic shift toward online videos. Wojcicki had been appointed YouTube's CEO in February that year, with the goal of making the website profitable. Even though YouTube's revenues had hit $5.6 billion in 2013, the website had not yet turned a profit.Starting at €8.20
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Max Müller en Betrieb und Beruf (A)
Elvira, MartaCase DPO-196Knowledge and CommunicationBetrieb und Beruf es un medio de comunicación escrito especializado en empleo, formación y recursos humanos, que nace en 2000 para completar la información dominical del periódico alemán Die Erde, empeñado en alcanzar a sus dos competidores directos. El caso describe el punto de inflexión que vive BunbB en 2003, con más de tres años en números rojos y sin poder mantener la situación. El director general del grupo, junto a los directores de public...Starting at €8.20
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How to Start an Entrepreneurial Revolution (Spanish version)
Isenberg, Daniel J.Article HBS-R1006AEntrepreneurship(1) Stop emulating Silicon Valley. (2) Shape the ecosystem around local conditions. (3) Engage the private sector early. (4) Favor the high potentials. (5) Get a big win on the board. (6) Tackle cultural change head-on. (7) Stress the roots. (8) Don't overengineer clusters; help them grow organically. (9) Reform legal, regulatory, and bureaucratic frameworks. Each of these is critical to entrepreneurship-yet insufficient to sustain it. They key ...Starting at €8.20
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A Catalyst Journey during Corona Times (B)
Elvira, Marta; Villamor, IsabelCase DPO-734-ELeadership and People ManagementCristina Ventura has decided to start a new venture in Singapore, focused on launching her new venture capital firm: VenturaXVentures, and exploring other initiatives driven by impact while continuing as external advisor for LCJG. She has been accepted as a Kauffman Fellow, co-founded "Catalyst One"; advised "The Constellation" board of directors; considered joining IVY FUND as a founder and general partner, and become an advisor at ZeroCap. Simu...Starting at €5.74
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Bert Twaalfhoven: The Successes and Failures of a Global Entrepreneur
Isenberg, Daniel J.Case HBS-807165-EEntrepreneurshipTo maximize their effectiveness, color cases should be printed in color. Bert Twaalfhoven (70; HBS '54) is faced with two offers to acquire the manufacturing holding company he had built up over 40 years. Despite the attractive price, which would net Twaalfhoven and his family $70 million, he is reluctant to sell the company because his original vision was to create a family-owned conglomerate which would last for generations. Of his eight childr...Starting at €8.20