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Los fundamentos que catapultarán su empresa
Dávila Parra, Antonio; Foster, GeorgeArticle ART-1815Accounting and ControlLa vieja creencia de que los sistemas de gestión matan el espíritu emprendedor es errónea. Tal vez las empresas se conformen con menos cuando no llegan a los cien empleados, pero pueden crecer más rápido si cuentan desde el principio con unos sistemas de planificación y control internos sólidos. Los autores identifican ocho aspectos que deberían ser tenidos en cuenta por las empresas si quieren alcanzar un alto crecimiento: planificación y evalua...Starting at €8.20
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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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Los 'rankings', un arma de doble filo
Davila, Antonio; Foster, George; He, Xiaobin; Shimizu, CarlosArticle ART-3246EntrepreneurshipLos de empresas de alto crecimiento pueden dar a tu el impulso reputacional que necesita, pero, a no ser que entiendas los indicadores utilizados, saldrás de las listas tan rápido como entraste.Starting at €8.20
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Short-Termism: Don't Blame Investors
Brochet, Francois; Serafeim, George; Loumioti, MariaArticle HBS-F1206C-EExecutives often complain that investors' obsession with short-term returns forces them to make decisions that are bad in the long term. New research shows that it works both ways: Companies with a short-term orientation attract investors interested in short-term time frames.Starting at €8.20
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White-Collar Crime
Healy, Paul M.; Serafeim, George; Soltes, Eugene; Osmundsen, Erik; White, Mary JoArticle HBS-R1904B-EDespite efforts to crack down on illegal activity, crimes like fraud, bribery, embezzlement, and money laundering are rampant in corporations. What steps can leaders take to fix this growing problem? In "How to Scandal-Proof Your Company," HBS professors Paul Healy and George Serafeim argue that the cause of misconduct is not ineffective regulations or compliance systems. It's weak leadership and flawed corporate cultures, their research shows. C...Starting at €8.20
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Making Sustainability Count
Serafeim, George; Eccles, Robert G.; Johnstone-Louis, Mary; Mayer, Colin; Stroehle, Judith C.; MacMahon, SimonArticle HBS-R2005B-ELeadership and People ManagementInvestors these days are paying close attention to companies' environmental, social, and governance (ESG) practices. But business leaders are discovering that it's not enough just to disclose ESG data or invite shareholders to a sustainability-focused eveStarting at €8.20
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How rankings shape your growth story
Davila, Antonio; Foster, George; He, Xiaobin; Shimizu, CarlosArticle ART-3246-EEntrepreneurshipHigh-growth rankings can give small companies a quick reputational boost. But unless you understand the metrics involved, your time on the list could be very short indeed.Starting at €8.20
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The Scandal Effect
Groysberg, Boris; Lin, Eric; Serafeim, George; Abrahams, RobinArticle HBS-R1609H-EExecutives with scandal-tainted companies on their resumes pay a penalty on the job market, even if they clearly had nothing to do with the trouble. Because the scandal effect is lasting, a company you left long ago could have an impact on your current and future job mobility, not to mention your compensation. Overall, executives who suffer from the effect are paid nearly 4% less than their peers. You can't control this risk, the authors write, b...Starting at €8.20
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The Performance Frontier: Innovating for a Sustainable Strategy
Eccles, Robert G.; Serafeim, GeorgeArticle HBS-R1305B-EService and Operations ManagementToo often, companies launch sustainability programs with the hope that they'll be financially rewarded for doing good, even when those programs aren't relevant to their strategy and operations. They fail to understand the trade-offs between financial performance and performance on environmental, social, and governance (ESG) issues. Improving one typically comes at a cost to the other. But it doesn't have to be this way. It's possible to simultane...Starting at €8.20
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Inclusive Growth: Profitable Strategies for Tackling Poverty and Inequality
Kaplan, Robert S.; Serafeim, George; Tugendhat, EduardoArticle HBS-R1801K-EStrategyMore than a billion people in the developing world remain in extreme poverty and outside the formal economy. Traditional CSR programs have done little to alleviate the situation and rarely produce transformative change. Instead of trying to fix local problems, the authors argue, corporations need to reimagine the regional ecosystems in which they participate. They should search for systemic, multisector opportunities; mobilize complementary partn...Starting at €8.20