HBSP (USA)
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GROW: Using Artificial Intelligence to Screen Human Intelligence
Bernstein, Ethan S.; McKinnon, Paul D.; Yarabe, PaulCase HBS-418020-ELeadership and People ManagementOver 10% of all 2017 university graduates in Japan used GROW, an artificial intelligence platform and mobile app developed by Tokyo-based people analytics startup IGS, to recruit for a job. This case puts participants in the shoes of IGS founder and CEO Masahiro Fukuhara, a first-time entrepreneur, as he considers the varied ways the "big data" he is collecting is being used--and whether some uses promised more meaningful (or less potentially mis...Starting at €8.20
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George Barker (Spanish version)
Davis, John A.Case HBS-807S20Leadership and People ManagementGeorge Barker, de 40 años de edad, CEO de diseño y desarrollo de la empresa de bienes raíces comerciales de su familia, debe hacer frente a los resultados poco satisfactorios de su hermano Pedro, que también está en el negocio. Aunque el rendimiento de Peter está alterando a George, George siente que va a ser difícil de navegar la propiedad familiar y otros factores de negocio que lidiar con el problema.Starting at €8.20
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Matthew B. Hunter (Spanish version)
Malhotra, Deepak; Davis, John A.Case HBS-809S15EntrepreneurshipMateo Hunter, director general de una empresa familiar de segunda generación, debe gestionar el rendimiento de un gestor de claves en su compañía. Examina el impacto de las relaciones familiares en la gestión del rendimiento.Starting at €8.20
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J. Perez Foods (B) (Spanish version)
Davis, John A.; Lachapelle, KacieCase HBS-813S14EntrepreneurshipComplementa el caso (A).Starting at €5.74
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Sensing (and Monetizing) Happiness at Hitachi (Spanish version)
Bernstein, Ethan S.; Marton, StephanieCase HBS-418S11Leadership and People ManagementInspired by research linking happiness and productivity, Hitachi had invested in developing new "people analytics" technologies to help companies increase employee happiness. Hitachi had begun manufacturing high-tech badges that quantify a wearer's activity patterns. Data from these devices revealed an unusually high correlation between certain patterns of activity and a person's subjective sense of happiness at work. Unlike mood rings or even f...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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The Best Leaders Are Great Teachers
Finkelstein, SydneyArticle HBS-R1801M-EWhat sets exceptional business leaders apart? One thing, says Sydney Finkelstein, is their ongoing commitment to giving direct reports one-on-one instruction. Finkelstein, a management professor at Dartmouth's Tuck School of Business, has studied world-class leaders for more than a decade. He's found that they make a point of personally imparting memorable lessons that fall into three categories: pointers on professionalism, technical knowledge a...Starting at €8.20