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Both/And Leadership (Spanish version)
Smith, Wendy K.; Lewis, Marianne W.; Tushman, Michael L.Article HBS-R1605DStrategyManagers must pull apart the organization's goals and value each of them individually, while also finding linkages and synergies across goals.Starting at €8.20
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Sloan & Harrison: Descontento de los socios no Capitalistas
Groysberg, Boris; Sherman, EliotCase HBS-412S11Leadership and People ManagementEl bufete de abogados, Sloan y Harrison, estaba tratando con cierto descontento entre sus socios no participativos juveniles. Estos socios se refieren a la transparencia del proceso de avance, su capacidad para posicionarse como líderes tanto dentro de la empresa y hacedores de lluvia, y la política de promoción dentro de la empresa. La empresa debe encontrar soluciones a estos retos. socios más antiguos se preguntaba: ¿era el camino a la asociac...Starting at €8.20
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SMA: División de productos microelectrónicos (C)
Beer, Michael; Tushman, Michael L.Case HBS-407S08Leadership and People ManagementComplementa el caso (B). Una versión reescrita de un suplemento antes.Starting at €5.74
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Managing Corporate Social Networks (Spanish version)
Kleinbaum, Adam M.; Tushman, Michael L.Article HBS-F0807JLeadership and People ManagementIdea brokers are good at sparking cross-divisional innovation through their broad social networks. But implementation-marshaling resources and getting various stakeholders on board-requires dense webs of strong interpersonal relationships.Starting at €8.20
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Both/And Leadership
Smith, Wendy K.; Lewis, Marianne W.; Tushman, Michael L.Article HBS-R1605D-EKnowledge and CommunicationLeaders face a multitude of strategic paradoxes--contradictory pressures that are too often viewed as "either/or" choices. There are "innovation paradoxes," in which the pursuit of new offerings and processes conflicts with the mandate to sustain the tried and true. There are "globalization paradoxes," which involve tensions between local imperatives and boundary-crossing integration. And there are "obligation paradoxes," when the goal of maximiz...Starting at €8.20
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Managing Corporate Social Networks
Kleinbaum, Adam M.; Tushman, Michael L.Article HBS-F0807J-ELeadership and People ManagementIdea brokers are good at sparking cross-divisional innovation through their broad social networks. But implementation-marshaling resources and getting various stakeholders on board-requires dense webs of strong interpersonal relationships.Starting at €8.20
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Baker & McKenzie (B): A New Framework for Talent Management
Groysberg, Boris; Sherman, EliotCase HBS-408009-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
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Perfect Storm over Zurich Airport (A)
Tushman, Michael L.; Kiron, DavidCase HBS-408023-ELeadership and People ManagementJosef Felder, CEO of Zurich Airport, faces several crises as he tries to transform the Airport from a slow-moving, conflict-ridden, government-owned entity into a privatized, world-class airport.Starting at €8.20
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American National Red Cross (B)
Lorsch, Jay W.; Sherman, Eliot; Chen, DavidCase HBS-408041-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
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KPMG (B): Risk and Reform
Eccles, Robert G.; Sherman, EliotCase HBS-409075-EAccounting and ControlUnder the leadership of Tim Flynn, Chairman and CEO of KPMG, the firm made a number of changes in compensation, governance, and culture in order to address the underlying reasons for actions that occurred prior to him becoming CEO that led to the accounting giant paying $456 million to the federal government over allegedly selling illegal tax shelters. These changes included a common compensation bonus pool for the entire firm and rewarding peopl...Starting at €5.74