HBSP (USA)
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Innovation Value Chain (Spanish version)
Hansen, Morten T.; Birkinshaw, JulianArticle HBS-R0706JStrategythe innovation value chain. It comprises the three main phases of innovation (idea generation, conversion, and diffusion) as well as the critical activities performed during those phases (looking for ideas inside your unit; looking for them in other units; looking for them externally; selecting ideas; funding them; and promoting and spreading ideas companywide). Using this framework, managers get an end-to-end view of their innovation efforts. T...Starting at €8.20
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Los CEO con mejor desempeño en el mundo
Hansen, Morten T.; Ibarra, Herminia; Peyer, UrsArticle HBS-R1001HLeadership and People ManagementUna gran cantidad de personas que han culpado a pensar a corto plazo para hacer que nuestros problemas económicos actuales, lo que ha provocado un debate sobre qué ventana de tiempo que debe utilizar para evaluar el desempeño de un director general. Hoy tableros de directores, altos directivos y los inversores intensamente quieren saber cómo manejar los directores generales de los altibajos de los negocios que se ejecutan durante un período prolo...Starting at €8.20
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Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2193BC-EWhat does it mean to compete on analytics and how can companies move in that direction? This chapter lays out the general ideas around analytical competition, providing a few examples from the worlds of business and sports. This chapter was originally published as Chapter 1 of "Competing on Analytics."Starting at €8.20
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Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2197BC-EThis chapter explores the links between the extensive use of analytics and business performance, describing how several highly successful companies have transformed their ability to compete analytically into a key point of differentiation and long-term competitive advantage. This chapter was originally published as Chapter 3 of "Competing on Analytics."Starting at €8.20
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Competing on Analytics with External Processes: Customer and Supplier Applications
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2199BC-EBecause externally focused processes require cooperation from outsiders, as well as their resources, managing analytics related to external processes is a greater challenge than managing those related to processes within an organization's complete control. This chapter addresses applications of analytics to external relationships with customers and suppliers. This chapter was originally published as Chapter 5 of "Competing on Analytics."Starting at €8.20
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Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2201BC-EWhen most people visualize business analytics, they think of computers, software, and printouts or screens full of numbers. What they should be envisioning, however, are their fellow human beings. This chapter addresses the most important factor in making a company analytical: its people. This chapter was originally published as Chapter 7 of "Competing on Analytics."Starting at €8.20
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The Innovator's DNA
Dyer, Jeffrey H.; Gregersen, Hal B.; Christensen, Clayton M.Article HBS-R0912E-E"How do I find innovative people for my organization? And how can I become more innovative myself?" These are questions that stump most senior executives, who know that the ability to innovate is the "secret sauce" of business success. Perhaps for this reason most of us stand in awe of the work of visionary entrepreneurs such as Apple's Steve Jobs, Amazon's Jeff Bezos, eBay's Pierre Omidyar, and P&G's A.G. Lafley. How do these individuals come ...Starting at €8.20
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Better Brainstorming
Gregersen, Hal B.Article HBS-R1802C-EGreat innovators have long known that the secret to unlocking a better answer is to ask a better question. Applying that insight to brainstorming exercises can vastly improve the search for new ideas--especially when a team is feeling stuck. Brainstorming for questions, rather than answers, helps you avoid group dynamics that often stifle voices, and it lets you reframe problems in ways that spur breakthrough thinking. After testing this approach...Starting at €8.20
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Data: The Prerequisite for Everything Analytical--How to Manage Your Data for More Effective General Management
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5741BC-EStrategyFor too long, managers have relied on their intuition or their "golden gut" to make decisions. Important decisions have been based not on data, but on the experience and unaided judgment of the decision maker. Sometimes intuitive and experience-based decisions work out well, but all too often they go astray, end in disaster, or result in money being left on the table. If you think that your organization ought to make more decisions based on facts...Starting at €8.20
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Leadership: The Deciding DELTA Factor--The Human Element Behind Analytical Mastery
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5745BC-EStrategyThere is no doubt that to be a full-fledged analytical competitor, you need the CEO in your corner. However, there is also no doubt that almost any employee can move an organization in a more analytical direction. In this chapter you will learn how you can make your organization more analytical, advocate for more fact-based decision making, and encourage your employees to become analytical leaders themselves, regardless of your position. By descr...Starting at €8.20