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IESE (España)
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How to Structure Companies for High Growth
Dávila Parra, Antonio; Foster, GeorgeArticle ART-1815-EAccounting and ControlThe old belief that management systems kill the entrepreneurial spirit is wrong. Perhaps when a company has fewer than 100 employees, a business can get by on less. But as the authors point out in this article, companies are actually able to grow faster provided that they have strong internal planning and control systems in place early on. They identify eight main categories that demand managerial attention if companies are ever to achieve high g...Starting at €8.20
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Integrated Reporting in the Cloud
Armbrester, Kyle; Eccles, Robert G.Article ART-1890-EAccounting and ControlFinancial reporting for all listed companies is a long established practice, which more recently has been complemented by corporate social responsibility or sustainability reporting. However, the reporting of nonfinancial information related to environmental, social and governance performance remains largely voluntary. Although still an embryonic management practice, the authors believe that ¿integrated reporting¿ of a company¿s financial and non...Starting at €8.20
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How to Fuel Healthy Growth
Fernández Terricabras, AlbertArticle ART-2711-EAccounting and Control, Entrepreneurship, Finance, StrategyThere are three main reasons for the chronic shortage of resources faced by many SMEs: financial expectations not adjusted to actual results; the tensions of growth; and poor financial management. In this article, the author explores the most common problems in these three areas and proposes strategies for dealing with them. Solutions might include developing more professional management systems or broadening the sources of financing. Although mo...Starting at €8.20
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Risk Oversight: What Every Director Should Know
Ormazabal, GaizkaArticle ART-2818-EAccounting and Control, Corporate Governance, StrategyThe public and political perception that excessive risk-taking was to blame for the global financial crisis has led to a number of legislative and regulatory actions concerning the role of the board in risk oversight. This article discusses the main factors driving the pressure on boards to oversee corporate risk and the potential consequences of this emphasis on risk oversight. The author describes how companies are responding to the higher dema...Starting at €8.20
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IESE Insight. Issue 2. Third quarter 2009
IESE InsightMagazine REV-2-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Corporate Governance, Decision Analysis, Economics, Entrepreneurship, Finance, Information Technologies, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, Service and Operations Management, StrategyThis edition of the IESE Insight review shows how working together with others can multiply your company¿s own best effort. A study by Kathleen M. Eisenhardt (Stanford) and Pinar Ozcan (IESE) reveals how even small firms with few resources can use strategic alliances to strengthen their market position, gain new capabilities and resources, and grow during difficult times. Thomas Vollmann and Carlos Cordón (IMD) present a tested process to ...Starting at €22.00
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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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IESE Insight. Issue 6. Third Quarter 2010
IESE InsightMagazine REV-6-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Information Technologies, Innovation and Change, Knowledge and Communication, Leadership and People Management, Service and Operations Management, StrategyNo matter the season, harvesting value is possible. Prepare the ground, sow creativity and reap the rewards of high growth. Antonio Dávila and George Foster consider eight main categories that demand managerial attention if companies are ever to achieve high growth. Jeanne Liedtka reveals the new mindset, strategic questions and reframing techniques that operating managers need in order to develop successful growth leadership. M. Julia Prats and ...Starting at €22.00
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IESE Insight. Issue 28. First Quarter 2016
IESE InsightMagazine REV-61-EAccounting and Control, Corporate Governance, Decision Analysis, Innovation and Change, Knowledge and Communication, StrategyRisk need not be so fearsome, provided you arm yourself with the winning advice of this magazine. Philip Bromiley and Devaki Rau offer nine practical suggestions to help managers distinguish the risks that really matter, i.e., those that might put you out of business. Gaizka Ormazabal describes the pressure on boards to oversee corporate risk and how companies are responding. Witold J. Henisz explains how to mitigate stakeholder risks and maximiz...Starting at €22.00
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IESE Insight. Issue 7. Fourth Quarter 2010
IESE InsightMagazine REV-7-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Decision Analysis, Finance, Innovation and Change, Leadership and People Management, Service and Operations Management, StrategyMoney may make the world go round, but does it guarantee good results? IESE¿s Sandalio Gómez and Ignacio Contreras explain how compensation systems conspired to form the ¿perfect storm¿ that led to the 2008-¿09 economic crisis. They recommend ways in which companies can improve employee and executive compensation policies. Henry L. Tosi and James Van Scotter (Hough Graduate School of Business, University of Florida) warn that charismatic CEOs may...Starting at €22.00
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Morgan Components
Palencia, Luis; Fernández, AlbertCase C-730-EAccounting and ControlA product manager of a large automobile supplier has to decide whether to reduce by 25% the price of a component for a large automobile manufacturer. Production has not started yet, but substantial resources have been put into place. On the other hand, the customer is key to the company's strategy. Lastly, the information system does not clearly measure the economic impact of the decision. Will Morgan Components be better off accepting the contra...Starting at €8.20