Stanford Graduate School of Business (USA)
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Who Moved My Cube
Fayard, Anne-Laure; Weeks, JohnArticle HBS-R1107H-EService and Operations ManagementManagers once discouraged casual interaction among employees, viewing it as a distraction from "real work." Today we know that chance encounters on the job promote cooperation and innovation, and companies craft their floor plans and cultures with this in mind. So why do their careful, well-intentioned efforts often go awry? Common sense, it turns out, is a poor guide when it comes to designing for interaction. Work spaces inspire informal enco...Starting at €8.20
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A Better Way to Onboard AI
Babic, Boris; Chen, Daniel L.; Evgeniou, Theodoros; Fayard, Anne-LaureArticle HBS-R2004C-EInformation TechnologiesIn a 2018 Workforce Institute survey of 3,000 managers across eight industrialized nations, the majority of respondents described artificial intelligence as a valuable productivity tool. But respondents to that survey also expressed fears that AI would taStarting at €8.20
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Quién movió mi cubo
Fayard, Anne-Laure; Weeks, JohnArticle HBS-R1107HService and Operations ManagementLos gestores vez desalienta la interacción informal entre los empleados, viéndolo como una distracción de "trabajo real". Hoy sabemos que los encuentros casuales en el trabajo promueven la cooperación y la innovación, y las empresas elaboran sus planos de planta y culturas con esto en mente. Entonces, ¿por qué sus cuidadosas, los esfuerzos bien intencionados a menudo van mal? El sentido común, resulta que es una guía pobre cuando se trata de dise...Starting at €8.20
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Cuando llega el momento de reducir costos
Coyne, Kevin P.; Coyne, Shawn T.; Coyne, Edward J.Article HBS-R1005EService and Operations ManagementUsted ha recibido la orden de reducir los gastos generales en un 10%, 20%, o incluso (mueca de dolor) 30%. ¿Cómo lo haces? En primer lugar, no esperes a llegar a su destino con una sola gran idea; usted necesitará una combinación de 10 o más acciones separadas. En segundo lugar, haga coincidir los tipos de oportunidades de examinar y poner en práctica con el grado de reducción de costos requerida. Para cortar un 10%, utilizar un enfoque gradual, ...Starting at €8.20
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When You've Got to Cut Costs--Now
Coyne, Kevin P.; Coyne, Shawn T.; Coyne, Edward J.Article HBS-R1005E-EService and Operations ManagementYou've been ordered to reduce overhead by 10%, 20%, or even (wince) 30%. How do you do it? First, don't expect to reach your target with a single big idea; you'll need a combination of 10 or more separate actions. Second, match the kinds of opportunities you examine and implement to the degree of cost-reduction required. To cut 10%, use an incremental approach-for instance, reduce spending on department management, hold down pay increases, and re...Starting at €8.20