HBSP (USA)
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Cumberland Metal Industries (C): Model Year 1979 Negotiations with Beta Motors (Spanish Version)
Shapiro, Benson P.; Cline, Craig E.Case HBS-518S26MarketingDiseñado como un caso (b) la clase lado de salida después de la discusión de la (A) y.Starting at €5.74
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Olympia Machine Company, Inc. (Spanish Version)
Cespedes, Frank V.; Shapiro, Benson P.Case HBS-709S04MarketingEl equipo de dirección de un proveedor de equipos industriales está debatiendo método para compensar los vendedores de la compañía. Diferentes ejecutivos han ofrecido diferentes alternativas al método actual de salario fijo más los gastos. Cada opción tiene diferentes implicaciones para la estrategia de negocios, organización, sistemas de control, y los requisitos de gestión de ventas. Como resultado, el caso plantea cuestiones y análisis pertine...Starting at €8.20
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SafeBlend Fracturing (Spanish version)
Shapiro, Benson P.; Cespedes, Frank V.; Zalosh, AlisaCase HBS-915S14MarketingThe CEO of SafeBlend Technologies must set a price for the company's environmentally friendly fracturing fluid additive. The firm is negotiating a new contract with its biggest client, Bristol Natural Gas. For the past two years, SafeBlend has been the sole provider of additives to Bristol due to aggressive negotiation and limited competition. New competitors are entering the market, and the CEO believes one competitor is prepared to offer Bristo...Starting at €8.20
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Milford Industries (A) (Spanish version)
Shapiro, Benson P.; Dolan, Robert J.Case HBS-502S06MarketingThe new district sales manager for a tool company must determine how to get his district "back on track." The case presents various qualitative and quantitative information on the salespeople. Teaching objectives include the specification of the tasks of a district sales manager and the sales analysis helpful to him in his job. A rewritten version of an earlier case series.Starting at €8.20
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Before You Begin: Preparing Yourself for the Challenges of Adaptive Leadership
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3274BC-ELeadership and People ManagementTo successfully lead adaptive change, you must connect with the values, beliefs, and anxieties of the people you are trying to move. But in addition to mobilizing others, adaptive leadership requires you to do some introspective work as well. Practicing adaptive leadership is difficult on the one hand and profoundly meaningful on the other--it is not something you should enter into casually. This chapter provides four tips to consider before taki...Starting at €8.20
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Diagnose the System: The First Step in Leading Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3275BC-ELeadership and People ManagementThe first step in tackling any adaptive challenge is to take a step back so you can see how your organizational system is responding to it. From this perspective, you will gain a clearer view of your company's structures, culture, and default responses to problems. You will grasp the nature of the adaptive challenges at hand, and map the networks of political relationships that will be relevant to how effectively you mobilize people to deal with ...Starting at €8.20
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Diagnose the Political Landscape: Understanding Political Relationships in the Organization Will Help You Lead Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3277BC-ELeadership and People ManagementUnderstanding the political relationships in your organization is key to seeing how your organization works as a system. This activity, which the authors call thinking politically, can help you design more effective strategies for leading adaptive change. The key assumption behind thinking politically is that people in an organization are seeking to meet the expectations of their various constituencies. When you understand the nature of those exp...Starting at €8.20
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Qualities of an Adaptive Organization: How Does Your Organization Measure Up
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3278BC-ELeadership and People ManagementDiagnosing the organizational system, the adaptive challenge at hand, and the political landscape in an enterprise takes time, careful thought, and courage. You have to improvise creatively and responsively as you engage stakeholders inside and across the boundaries of your organization. Some organizations have the keen external sensors, internal norms, and a critical mass of people to do this. What distinguishes these enterprises? What makes som...Starting at €8.20
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Make Interpretations: Helping Your Team Recognize and Deal with Adaptive Challenges
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3279BC-ELeadership and People ManagementWhen a problem is identified, people gravitate toward interpretations of the problem that are technical rather than adaptive, benign instead of conflictual, and individual rather than systemic. These kinds of problems are seen as having easy, painless solutions. Your job in exercising adaptive leadership is to wean people away from these interpretations and nudge them towards recognizing adaptive elements of the challenge, with the ultimate goal ...Starting at €8.20
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Design Effective Interventions: Mobilizing People to Tackle an Adaptive Challenge
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3280BC-ELeadership and People ManagementEffective interventions mobilize people to tackle an adaptive challenge. They may be designed to make progress at any point in the process: for example, to surface a difficult issue, quash a diversion, or move people forward through a difficult period. At whatever stage of the process you are intervening, this chapter provides a checklist, a series of practices that can make your interventions more effective. This chapter was originally published...Starting at €8.20