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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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La era de la innovación <i>made in</i> Asia
De Meyer, ArnoudArticle ART-2009Innovation and Change¿De dónde saldrá la próxima innovación de producto o proceso? El mundo de los negocios empieza a tenerlo claro: de Asia. El autor, que desde hace muchos años entrevista a observadores privilegiados de la región, expone cuatro tendencias de la innovación marcadas por las crecientes capacidades de China, India y las economías emergentes del sudeste asiático. Las fuentes de innovación están mucho más dispersas, el lead user (usuario avanzado)...Starting at €8.20
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Luces, cámara, ¡colaboración!
IESE InsightArticle ART-2155Innovation and ChangeAunque Hollywood se lleva la fama, India produce casi el doble de películas y atrae a más espectadores. Sus grandes éxitos de taquilla son fruto de la colaboración de amplios equipos creativos. Para el actor indio Rahul Ravindran, trabajar en estos equipos exige don de gentes, capacidad para adaptarse al director y, en su caso, claro, aprenderse bien las coreografías.Starting at €8.20
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Creating a Cluster around a Clown: The Montreal Circus Cluster (A)
Berrone, Pascual; Blázquez, María Luisa; Diego, Enrique deCase SM-1597-EInnovation and Change, StrategyThe case examines the situation of Cirque du Soleil in its early years. Despite initial success, Guy Laliberté, founder and CEO of Cirque du Soleil, is facing a number of challenges, including aspects such as increasing competition, access to the pool of talent, location and growth. All of these elements are in Laliberté's mind just before meeting with Jean Doré, the mayor of Montreal. Laliberté thinks that it will be a great opportunity to ask f...Starting at €8.20
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Creating a Cluster around a Clown: The Montreal Circus Cluster (C)
Berrone, Pascual; Blázquez, María Luisa; Diego, Enrique deCase SM-1599-EInnovation and Change, StrategyThe case describes the late developments of the circus cluster in Montreal. By 2007 an active community had been organized around the circus in Montreal, including forty circus companies, twenty schools, several production agencies and social-change organizations as well as hundreds of professional circus artists. The circus had also created an entire industry of specialized services including presenters, administrators, riggers, suppliers, techn...Starting at €5.74
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ZipDial: Reaching The Next 3 Billion Consumers
Sorensen, J; de, Clara, LCase SGSB-IDE07-EInnovation and ChangeIn June 2014, Anthony Pile, founder and chairman of Blue Skies, called a board meeting to discuss the company’s development plans. The economic crisis in Europe had made consumers more price sensitive, putting pressure on profit margins and spurring the search for new markets. Founded in 1998, Blue Skies was a fruit processing company headquartered in the U.K., with its main production site located in Ghana, Africa, where it cut and packaged frui...Starting at €8.20
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Frontier Services Group: Building a Pan African Logistics Provider (A)
Lee, H; de, Clara, LCase SGSB-IDE11-EInnovation and ChangeIn June 2015, Peter Phillips, Chief Operating Officer of Frontier Services Group (FSG), was preparing an update for the board on how operations would support the company’s new strategy. Given the ongoing decline in the price of oil and the extractive industries, the outlook had changed for FSG. His aim was to steer a new course to becoming the leading pan-African logistics provider. Founded in March 2014 by Erik Prince, a former U.S. Navy Seal a...Starting at €8.20
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IESE Insight. Issue 10. Third Quarter 2011
IESE InsightMagazine REV-10-EEconomics, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, Service and Operations Management, StrategyMauro F. Guillén and Esteban García-Canal highlight what managers of traditional, established MNCs can learn from their emerging market counterparts. Arnoud De Meyer considers the global innovation trends that have been heavily influenced by China, India and Southeast Asia. Francesc Prior and Javier Santomá take lessons from the banking sector to help all companies adapt their offer to the customers and circumstances of low-income segments. Alici...Starting at €22.00
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Diving Into the New Innovation Landscape
De Meyer, ArnoudArticle ART-2009-EInnovation and ChangeToday when the business world asks where the next innovative product or process will come from, many people start looking East. Based on decades of interaction and interviews with privileged observers in Asia, the author starts by discussing four innovation trends that have been heavily influenced by the growing capabilities in the emerging economies of China, India and Southeast Asia. The sources of innovation have become much more dispersed, th...Starting at €8.20