HBSP (USA)
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Capitalizing on Capabilities (Spanish version)
Ulrich, Dave; Smallwood, NormArticle HBS-R0406JLeadership and People Managementtalent, speed, shared mind-set and coherent brand identity, accountability, collaboration, learning, leadership, customer connectivity, strategic unity, innovation, and efficiency. Such companies typically excel in only three of these capabilities while maintaining industry parity in the other areas. Organizations that fall below the norm in any of the 11 are likely candidates for dysfunction and competitive disadvantage. To determine how your c...Starting at €8.20
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El caso HBR: El modelo exacto del alto ejecutivo moderno
Morrison, Mike; Mark, Reuben; Ray, Rebecca; Manderlink, George; Ulrich, DaveArticle HBS-R0701BLeadership and People ManagementUna crisis de liderazgo ha entrado en erupción en Barker Foods. Doug Lothian, el director nacional de ventas de la división de chocolates y confites, fue simplemente despedido por tomar algunas decisiones malas de marketing, adopción de conductas cuestionables de venta, y, en última instancia, la pérdida de la confianza de sus clientes y su personal. Como resultado, hay un cisma en ventas. Los altos directivos se preguntan si un modelo de compete...Starting at €8.20
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Defining Leadership Code: The Five Rules of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3921BC-EKnowledge and CommunicationEveryone agrees that leadership matters. But what makes an effective leader? The answer to this simple question is elusive, but according to Ulrich, Smallwood, and Sweetman, there is actually a leadership code comprised of five rules. If you want to be aStarting at €8.20
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Rule 1: Shape the Future--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3924BC-EStrategy is being clear about where you want to go. The language may differ--mission, vision, goals, strategies, objectives, and outcomes--but any leader's intention is to create a future that is even more attractive than the present by occupying a strategic position that no one else can touch. Shaping the future--one of the cardinal rules of leadership--requires you to master the four strategy principles that are outlined in this chapter. This c...Starting at €8.20
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Rule 2: Make Things Happen--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3925BC-EExecution is the ability to turn what we know into what we do. As a leader, your ability to execute will enable you to turn strategic aspirations into actions, desires into results, and desired futures into present reality. Leaders who execute connect the present to the future, focus on linking the short term to the long term, manage their time, engage others, and ensure accountability and consequences for delivering on time. These leaders accept...Starting at €8.20
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Rule 4: Build the Next Generation--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3927BC-EToday's talent matters, but tomorrow's talent matters just as much. Leaders who invest in tomorrow's talent build for the future, create sustainability, and ensure a legacy. Human capital should be enhanced just as financial, information, and relationship capital are. To build the next generation, you must be a human capital developer--this chapter shows you how. This chapter is excerpted from "The Leadership Code: Five Rules to Lead By."Starting at €8.20
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La punta del iceberg: JP Morgan Chase y Bear Stearns (B2)
Rose, Clayton; Bergstresser, Daniel B.; Lane, DavidCase HBS-216S05FinanceBear Stearns & Co quemados a través de casi todas sus $ 18 mil millones en reservas de efectivo durante la semana del 10 de marzo de 2008, y una disposición sin precedentes de apoyo a la liquidez de la Reserva Federal viernes 13 de marzo fue insuficiente para revertir el deterioro de la condición del oso. Presidente de la Reserva Federal, Benjamin Bernanke, el secretario del Tesoro, Henry Paulson, y el presidente de la Fed de Nueva York, Timothy ...Starting at €8.20
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Very Model of a Modern Senior Manager (HBR Case Study and Commentary)
Morrison, Mike; Mark, Reuben; Ray, Rebecca; Manderlink, George; Ulrich, DaveArticle HBS-R0701B-ELeadership and People ManagementA leadership crisis has erupted at Barker Foods. Doug Lothian, the national sales director of the chocolates and confections division, was just fired for making some bad marketing choices, engaging in questionable selling behaviors, and, ultimately, losing the confidence of his customers and his staff. As a result, there's a schism in Sales. Senior managers are wondering whether a competency model would help the company replace Doug with the righ...Starting at €8.20
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The Tip of the Iceberg: JP Morgan and Bear Stearns (A)
Bergstresser, Daniel B.; Rose, Clayton; Lane, DavidCase HBS-309001-EFinanceBear Stearns & Co. burned through nearly all of its $18 billion in cash reserves during the week of March 10, 2008, and an unprecedented provision of liquidity support from the Federal Reserve on Friday March 13 was insufficient to reverse the decline inStarting at €8.20
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The Tip of the Iceberg: JP Morgan Chase and Bear Stearns (B1)
Rose, Clayton; Bergstresser, Daniel B.; Lane, DavidCase HBS-309070-EFinanceBear Stearns & Co burned through nearly all of its $18 billion in cash reserves during the week of March 10, 2008, and an unprecedented provision of liquidity support from the Federal Reserve on Friday March 13 was insufficient to reverse the decline in Bear's condition. Federal Reserve Chairman Benjamin Bernanke, Treasury Secretary Henry Paulson and New York Fed President Timothy Geithner were intent on limiting the impact of Bear's problems on ...Starting at €8.20