HBSP (USA)
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Apple Inc. in 2012 (Spanish version)
Yoffie, David B.; Rossano, PenelopeCase HBS-713S04Strategyhe had changed Apple from a company near bankruptcy to one of the largest and most profitable companies in the world. Moreover, he had revolutionized several industries in the process, including music, phones, and computer tablets. The 'Apple Inc. in 2012' case explores Steve Jobs' successes and the challenges facing his successor, Tim Cook. Could Cook continue to revitalize the Macintosh? With iPod sales declining for four straight years, would...Starting at €8.20
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Pattern Recognition: How Our Mental Processes Increase the Likelihood of Making Flawed Decisions
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3606BC-EPattern recognition is a great friend to decision makers. It allows us to make (mostly) good judgments, filling in gaps in information based on our past experience. This process is not foolproof, however, and can cause failures in judgment if we're not careful, especially when we think we have sufficient relevant experience in situations when we do not. As the authors explain in this chapter, we need to identify when erroneous pattern recognition...Starting at €8.20
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Misleading Experiences: How to Spot This Common Cause of Flawed Decisions
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3609BC-EComplex decisions involving interpretation and judgment are difficult to get right. Especially considering the fact that our brains have developed decision making processes that rely heavily on our past experience. Misleading experiences are a common source of error in decision making that occur when the brain erroneously connects memories that seem similar to the situation we are currently assessing. But how do we know when an experience is misl...Starting at €8.20
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Inappropriate Self-Interest: A Beguiling and Unconscious Influence on Decision Making
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3611BC-EThe demise of Enron stands out as an iconic story of self-interest and its corrosive effect on decision making. This story of corruption, however, is extreme, and we might be tempted to think that self-interest is a rare influence on decision making, limited to a few dishonest or misguided people. Not true. In fact, the impact of self-interest is much more pervasive. It can affect the decisions of the most thoughtful and upstanding leaders. It ca...Starting at €8.20
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Inappropriate Attachments: How to Avoid Letting Personal Attachments Lead Decision Making Astray
Finkelstein, Sydney; Whitehead, Jo; Campbell, AndrewBook Chapter HBS-3612BC-EPersonal attachments surround us and can have a major role in any decision, sometimes to our extreme detriment. Attachments are very important to consider. They bring meaning and joy to our lives--they include attachments to our friends and families, to communities, to places, and even to objects that have taken on significance for us. It would be virtually impossible not to be affected by these attachments as we make decisions, but, under certai...Starting at €8.20
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Exeter Group, Inc., Teaching Note
Eccles, Robert G.; Rossano, PenelopeTeaching Note HBS-412024-ELeadership and People ManagementTeaching Note for 409001.Starting at €0.00
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Mistry Architects (A), (B), and (C), Teaching Note
Eccles, Robert G.; Rossano, PenelopeTeaching Note HBS-412025-ETeaching Note for 609044, 609064, and 609086.Starting at €0.00
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Addleshaw Goddard LLP, Teaching Note
Eccles, Robert G.; Rossano, PenelopeTeaching Note HBS-412026-ELeadership and People ManagementTeaching Note for 409056.Starting at €0.00
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One Firm One Future at Davis Langdon (A), (B), and (C), Teaching Note
Eccles, Robert G.; McFee, Erin; Rossano, PenelopeTeaching Note HBS-412031-ELeadership and People ManagementTeaching Note for 411-006, 411-007, and 411-008.Starting at €0.00
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Buro Happold B
Eccles, Robert G.; Rossano, PenelopeCase HBS-413102-ELeadership and People ManagementSupplement for case 409021Starting at €8.20