HBSP (USA)
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Howard Schultz, CEO de Starbucks
Schultz, Howard; Ignatius, AdiArticle HBS-R1007KLeadership and People ManagementHace dos años Starbucks se metió en problemas, y Schultz fue llamado a servir por segunda vez como su CEO. En esta entrevista editada, habla de los efectos de la crisis financiera en las ventas de Starbucks, el aumento de la competencia, la blogosfera, y la autenticidad que conserva a pesar del crecimiento. Schultz llama a los valores, la cultura y el depósito de confianza con sus empleados de Starbucks "los únicos activos que tenemos como socied...Starting at €8.20
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Tecnología, tradición y el ratón Mickey
Iger, Robert A.; Ignatius, AdiArticle HBS-R1107JKnowledge and CommunicationBob Iger, CEO de Disney se convirtió en 2005, después de una áspera cinco años para la compañía que incluía un intento de toma de control hostil, una revuelta de accionistas, y una batalla con dos prominentes miembros de la junta. En su agenda estaba terminando la guerra interna y recuperar el entusiasmo y la admiración de los empleados. También necesitaba para ayudar a la tecnología see empresa como una oportunidad más que una amenaza y para log...Starting at €8.20
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Capturing Confectionery (D) (Spanish version)
Collis, David J.; Stuart, Toby; Smith, TroyCase HBS-708S48StrategyIn late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the a...Starting at €5.74
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Designing Specific Growth Initiatives: A Discovery-Driven Approach
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3070BC-EOnce corporate leadership has defined what success should look like for the whole portfolio of new initiatives it will be pursuing, the next step is to flesh out discovery-driven plans for each of the major initiatives. This chapter shows you how to connect your growth strategy and internal processes to your specific strategic initiatives and provides an example of how to start a discovery-driven plan. This chapter is excerpted from "Discovery-Dr...Starting at €8.20
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Designing the Business Model Architecture: Executing Specific Growth Opportunities Using Discovery-Driven Planning
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3071BC-EIn reality, your strategy is what projects you are working on and how you run them, not what's printed on an annual report or posted on your website. Thus, whether you are a CEO or someone else in the organization, you must have the right practices in place to manage strategic growth initiatives effectively. This chapter addresses how to design the fundamental business that will generate growth, including establishing the viability of a business,...Starting at €8.20
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Actively Managing and Redirecting Projects: Executing Specific Growth Opportunities Using Discovery-Driven Planning
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3073BC-EIn an emerging business, you will learn a lot from situations that reveal how close your assumptions are to what is actually unfolding. Sometimes, these situations or events occur naturally as you work on developing a business. Other times, you'll have to deliberately create a management intervention to get at the information. Either way, these events can be used as checkpoints in the discovery-driven plan to deliberately structure the systematic...Starting at €8.20
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Implementing Discovery-Driven Growth: What Other Firms Have Done and How You Can Make It Work for You
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3074BC-EIt is axiomatic that before change can take place in an organization, there has to be some reason for it. In the case of discovery-driven growth (DDG), the impetus is almost always someone who recognizes problems in the organization's current tools and approaches to growth or innovation or who is frustrated with the poor track record of growth programs. This chapter provides real-world examples of why some companies decided to adopt discovery-dri...Starting at €8.20
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Change with Your Customers - and Win Big
MacMillan, Ian C.; Selden, LarryArticle HBS-F0812B-EService and Operations ManagementDownturns naturally reshape customers' needs. While competitors mindlessly cut costs, you should divide your customer base into new segments, whose emerging needs you can serve - and invest in - profitably. You'll increase market share and market capitalization.Starting at €8.20
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Change with Your Customers - and Win Big (Spanish version)
MacMillan, Ian C.; Selden, LarryArticle HBS-F0812BService and Operations ManagementDownturns naturally reshape customers' needs. While competitors mindlessly cut costs, you should divide your customer base into new segments, whose emerging needs you can serve - and invest in - profitably. You'll increase market share and market capitalization.Starting at €8.20
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How to Get Unstuck (Spanish version)
McGrath, Rita Gunther; MacMillan, Ian C.Article HBS-F0905ALeadership and People ManagementTwo professors who have studied how leaders regain momentum in uncertain times suggest four ways to get your employees to face their fear, outrun hesitant competitors, and seize advantage.Starting at €8.20