HBSP (USA)
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Cómo encontrar y preparar a los innovadores revolucionarios
Cohn, Jeffrey; Katzenbach, Jon R.; Vlak, GusArticle HBS-R0812DKnowledge and CommunicationEste artículo incluye una vista previa de una página que resume rápidamente las ideas clave y proporciona una visión general de cómo los conceptos funcionan en la práctica, junto con sugerencias para la lectura adicional. Sostener la innovación, muchos están de acuerdo, es crucial para el éxito a largo plazo de una empresa. Pero en verdad las personas innovadoras son raros: Tienen excelentes habilidades analíticas, no dormirse en los laureles, y ...Starting at €8.20
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Cultural Change That Sticks (Spanish version)
Katzenbach, Jon R.; Steffen, Ilona; Kronley, CarolineArticle HBS-R1207KLeadership and People Management1) Match strategy to culture. Culture trumps strategy every time, no matter how brilliant the plan, so the two need to be in alignment. 2) Focus on a few critical shifts in behavior. Wholesale change is hard; choose your battles wisely. 3) Honor the strengths of the existing culture. Every culture is the product of good intentions and has strengths; put them to use. 4) Integrate formal and informal interventions. Don't just implement new rules a...Starting at €8.20
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Creating the Best Workplace on Earth
Goffee, Rob; Jones, GarethArticle HBS-R1305H-ELeadership and People ManagementNo organization can fulfill every hope and desire of its employees, so it helps to know which ones matter most to people. Goffee and Jones have identified the six most essential imperatives for creating an ideal work environment. Their insights come from surveys and interviews of hundreds of executives from all over the world. Few organizations embody all six attributes of the dream organization, many are difficult to achieve, and some even confl...Starting at €8.20
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Finding and Grooming Breakthrough Innovators
Cohn, Jeffrey; Katzenbach, Jon R.; Vlak, GusArticle HBS-R0812D-EThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Sustaining innovation, many agree, is crucial for a company's long-term success. But truly innovative people are rare: They have excellent analytic skills, never rest on their laurels, and can identify the solutions likeliest to win over top leadership. They are so...Starting at €8.20
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Discipline of Teams (Spanish version)
Katzenbach, Jon R.; Smith, Douglas K.Article HBS-R0507PLeadership and People Managementthose that recommend things--task forces or project groups; those that make or do things--manufacturing, operations, or marketing groups; and those that run things--groups that oversee some significant functional activity. For managers, the key is knowing where in the organization these teams should be encouraged. Managers who can foster team development in the right place at the right time prime their organizations for top performance.Starting at €8.20
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The Paradox of Great Leadership (Spanish version)
Goffee, Rob; Jones, GarethArticle HBS-R0512ELeadership and People ManagementLeaders and followers both associate authenticity with sincerity, honesty, and integrity. It's the real thing--the attribute that uniquely defines great managers. But while the expression of a genuine self is necessary for great leadership, the concept of authenticity is often misunderstood, not least by leaders themselves. They often assume that authenticity is an innate quality--that a person is either genuine or not. In fact, the authors say, ...Starting at €8.20
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Leading Clever People (Spanish version)
Goffee, Rob; Jones, GarethArticle HBS-R0703DLeadership and People ManagementIt focuses on what overachievers can do to anticipate and prevent their own rough patches. Managing top talent isn't easy--but it's the most important job the majority of HBR readers have to do. And it can be done well. 2007 McKinsey Award winnerStarting at €8.20
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Cultural Change That Sticks
Katzenbach, Jon R.; Steffen, Ilona; Kronley, CarolineArticle HBS-R1207K-ELeadership and People ManagementWhen a major change initiative runs aground, leaders often blame their company's culture for pushing it off course. They try to forge ahead by overhauling the culture--a tactic that tends to fizzle, fail, or backfire. Most cultures are too well entrenched to be jettisoned. The secret is to stop fighting your culture--and to work with and within it, until it evolves in the right direction. Today's best-performing companies, such as Southwest Airli...Starting at €8.20
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What's Stifling the Creativity at CoolBurst? (HBR Case Study and Commentary)
Wetlaufer, Suzy; Barker, Paul; Kets de Vries, Manfred F.R.; Jones, Gareth; McFadzean, Elspeth; Amabile, Teresa M.Article HBS-97511-ELeadership and People ManagementThis fictitious case study explores the challenges facing CoolBurst, a Miami-based fruit-juice company. For over a decade, CoolBurst had ruled the market in the Southeast. Why, then, are its annual revenues stuck at $30 million, and why have profits been stagnant for four years straight? CoolBurst's new CEO, Luisa Reboredo, knows that the company's survival--and her own--depend on the answers. Reboredo has succeeded former utilitarian CEO Garth L...Starting at €8.20
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The Team That Wasn't (HBR Case Study and Commentary)
Wetlaufer, Suzy; Katzenbach, Jon R.; Hackman, J. Richard; Segol, Genevieve; Baard, Paul P.; Musselwhite, Ed; Hurson, Kathleen; Garber, MichaelArticle HBS-94612-ELeadership and People ManagementEric Holt had one responsibility as FireArt's director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed...Starting at €8.20