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Finding the Profit in Fairness
Loch, Christoph H.; Sting, Fabian J.; Huchzermeier, Arnd; Decker, ChristianeArticle HBS-R1209J-EStrategyContrary to conventional wisdom, banking can be both fair and profitable--in fact, fairness can be a source of competitive advantage. The evidence for this claim comes from a segment of the financial services industry seldom associated with fairness: consumer credit. The reputation of this business--which encompasses credit cards, personal loans, payday advances, and so on--is so questionable that any claims of "fairness" are viewed by customers ...Starting at €8.20
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The Transformative Business Model
Kavadias, Stelios; Ladas, Kostas; Loch, Christoph H.Article HBS-R1610H-EStrategyA business model that can link a new technology to an emerging market need is the key to industry transformation. When Apple coupled the iPod with iTunes, it revolutionized the audio devices market. But most attempts to introduce a new model fail. The authors did an in-depth analysis of 40 companies that had launched new business models in a variety of industries, and here they present the key takeaways from their research. They looked for recurr...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
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Why Good Leaders Make Bad Decisions (Spanish version)
Campbell, Andrew; Whitehead, Jo; Finkelstein, SydneyArticle HBS-R0902DLeadership and People Managementinject fresh experience or analysis, introduce further debate and more challenges to their thinking, and impose stronger governance. Rather than rely on the wisdom of experienced chairmen, the humility of CEOs, or the standard organizational checks and balances, the authors urge, everyone involved in important decisions should explicitly consider whether red flags exist and, if they do, lobby for appropriate safeguards.Starting at €8.20
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The Transformative Business Model (Spanish version)
Kavadias, Stelios; Ladas, Kostas; Loch, Christoph H.Article HBS-R1610HStrategypersonalization, a closed-loop process, asset sharing, usage-based pricing, a collaborative ecosystem, and an agile and adaptive organization. No model displayed all of them, but having a higher number of features usually correlated with a greater chance of success at transformation. (The taxi service Uber can claim five of the six.) Companies that are thinking about changing their business model or entering an industry with a new model can rate...Starting at €8.20
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Why Good Leaders Make Bad Decisions
Campbell, Andrew; Whitehead, Jo; Finkelstein, SydneyArticle HBS-R0902D-ELeadership and People ManagementDecision making lies at the heart of our personal and professional lives. Yet the daunting reality is that enormously important decisions made by intelligent, responsible people with the best information and intentions are nevertheless hopelessly flawed at times. In part, that's due to the way our brains work. Modern neuroscience teaches us that two hardwired processes in the brain - pattern recognition and emotional tagging - are critical to d...Starting at €8.20
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Cómo BMW está desactivando la bomba de tiempo demográfica
Loch, Christoph H.; Sting, Fabian J.; Bauer, Nikolaus; Mauermann, HelmutArticle HBS-R1003HService and Operations ManagementEn junio de 2007, Nikolaus Bauer, el jefe de planta de trenes motrices de BMW de 2.500 empleados en Dingolfing, Baja Baviera, pidió a dos de sus gerentes de línea de producción, "¿Cómo vamos a mantener nuestra productividad como la mano de obra se hace mayor y más viejo?" BMW no es la única compañía con esta preocupación. Los líderes empresariales, políticos y economistas del trabajo en la mayoría de los países desarrollados están preocupados por...Starting at €8.20
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Secrets of the Superbosses
Finkelstein, SydneyArticle HBS-R1601J-EWhen you look at the top people in a given industry, you often find that many of them once worked for the same well-known leader. In the NFL, 20 of 32 head coaches trained under Bill Walsh or someone in his coaching tree. Dozens of top hedge fund managers got their start under Julian Robertson of Tiger Management. Nine of Larry Ellison's top execs became CEOs, COOs, or chairs of other companies. The list goes on: Jay Chiat, Alice Waters, Bob Noyc...Starting at €8.20
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How BMW Is Defusing the Demographic Time Bomb
Loch, Christoph H.; Sting, Fabian J.; Bauer, Nikolaus; Mauermann, HelmutArticle HBS-R1003H-EService and Operations ManagementIn June 2007, Nikolaus Bauer, the head of BMW's 2,500-employee power train plant in Dingolfing, Lower Bavaria, asked two of his production line managers, "How are we going to maintain our productivity as the workforce gets older and older?" BMW is not the only company with this concern. Corporate leaders, politicians, and labor economists in most developed nations are worried about the consequences of demographic change in their labor markets, wh...Starting at €8.20
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Don't Be Blinded by Your Own Expertise
Finkelstein, SydneyArticle HBS-R1903L-EA decade of research into top executives shows that expertise can actually severely impede performance, in two important ways. The first is overconfidence: believing that brilliance in one area leads to competence in another. The second is when deep knowledge and experience leave leaders incurious, blinkered, and vulnerable--even in their own fields. The solution is clear: Rededicate yourself to learning and growth, and rediscover just a bit of w...Starting at €8.20