HBSP (USA)
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Cross-Silo Leadership
Casciaro, Tiziana; Edmondson, Amy C.; Jang, SujinArticle HBS-R1903J-EToday the most promising innovation and business opportunities require collaboration among functions, offices, and organizations. To realize them, companies must break down silos and get people working together across boundaries. But that's a challenge for many leaders. Employees naturally default to focusing on vertical relationships, and formal restructuring is costly, confusing, and slow. What, then, is the solution? Engaging in four activitie...Starting at €8.20
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Competent Jerks, Lovable Fools, and the Formation of Social Networks (Spanish version)
Casciaro, Tiziana; Lobo, Miguel SousaArticle HBS-R0506ELeadership and People Managementthe competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for eve...Starting at €8.20
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Elizabeth Parker (B) (Spanish version)
Skinner, C. Wickham; Casciaro, Tiziana; Krackhardt, DavidCase HBS-412S35Leadership and People ManagementSupplements the (A) case.Starting at €5.74
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Developing Disruptive Ideas
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Book Chapter HBS-4551BC-EStrategyInnovation isn't predictable. However, remembering key principles and following the straightforward process for generating disruptive ideas that is outlined in this chapter, can reliably increase the odds of coming up with a high-potential idea. This chapter is excerpted from "The Innovator's Guide to Growth: Putting Disruptive Innovation to Work."Starting at €8.20
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Innovation Metrics
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Book Chapter HBS-4556BC-EStrategyOne of the key challenges for companies seeking to improve their ability to create growth through innovation is that the metrics many companies use to measure innovation run a high risk of actually leading them in the wrong direction. This chapter describes key measurement traps and lays out fifteen potential innovation metrics companies can use to more accurately assess innovation-related activities. This chapter is excerpted from "The Innovato...Starting at €8.20
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Principles and Patterns of Disruptive Innovation
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Book Chapter HBS-4557BC-EStrategyThis chapter highlights key innovation traps and summarizes the processes and principles that will significantly increase your chances of creating growth through innovation. This chapter is excerpted from "The Innovator's Guide to Growth: Putting Disruptive Innovation to Work."Starting at €8.20
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Abelli y Saviotti en Banca Commerciale Italiana (A)
Casciaro, Tiziana; McGinn, Kathleen L.; Belingheri, MassimilianoCase HBS-408S11Leadership and People ManagementEn 1999, una poderosa lucha en medio de las redes corporativas e interpersonales complejas llevado a la fallida fusión entre la Banca Commerciale Italiana y Unicredito Italiano - dos de los grupos bancarios más grandes de Italia. Este caso analiza las acciones de Abelli y Saviotti, co-CEOs de la Banca Commerciale Italiana en ese momento, así como las de los actores centrales en el Banco de Italia, Mediobanca, y varios grupos nacionales e internac...Starting at €8.20
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Finding the Platform in Your Product
Hagiu, Andrei; Altman, Elizabeth J.Article HBS-R1704G-EStrategyFive of the 10 most valuable companies in the world today--Apple, Alphabet, Amazon, Facebook, and Microsoft--derive much of their worth from their multisided platforms, which facilitate interactions or transactions between parties. Many MSPs are more valuable than companies in the same industries that provide only products or services: For instance, Airbnb is now worth more than Marriott, the world's largest hotel chain. However, companies that w...Starting at €8.20
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When to Make Private News Public (HBR Case Study and Commentary)
Casciaro, Tiziana; Winston, Victoria W.Article HBS-R1203S-ELeadership and People ManagementBetsy Sugarman, a rising star in a biotech company, finds out that she is pregnant. This is good news for her, but bad timing for her career. She has been interviewing internally to take on a new role as the director of overseas operations, a position that requires a great deal of travel. Her prospective boss has all but offered her the job and is expecting a commitment from her within a week. She wants the job and feels she is prepared to do wha...Starting at €8.20
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If This Is a Service Economy, Why Am I Still on Hold: An Introduction to the Four Fundamental Principles of Service Excellence
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8921BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20