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Apostar sobre seguro o tomar partido
Clifford, Trish Gorman; Barney, JayArticle HBS-R1011NLeadership and People ManagementEl director financiero de una empresa de plásticos se ha pedido que el moderador de un debate interno sobre una tecnología revolucionaria. El responsable de I + D cree que la empresa debe utilizar para entrar en una industria completamente nueva, mientras que el vicepresidente de la unidad más rentable de la empresa cree que es una quimera que debe ser abandonada. el futuro de la compañía podría estar en la cresta de la decisión. Es hora de que e...Starting at €8.20
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Play It Safe or Take a Stand? (HBR Case Study and Commentary)
Clifford, Trish Gorman; Barney, JayArticle HBS-R1011N-ELeadership and People ManagementThe CFO of a plastics company has been asked to moderate a heated internal debate over a revolutionary technology. The head of R&D thinks the company should use it to break into a whole new industry, while the VP of the firm's most profitable unit believes it's a pipe dream that should be abandoned. The company's future could be riding on the decision. Is it time for the CFO to stop facilitating and take a strong stand promoting one choice over t...Starting at €8.20
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Play It Safe or Take a Stand (Commentary for HBR Case Study)
Clifford, Trish Gorman; Barney, JayArticle HBS-R1011Z-ELeadership and People ManagementThe CFO of a plastics company has been asked to moderate a heated internal debate over a revolutionary technology. The head of R&D thinks the company should use it to break into a whole new industry, while the VP of the firm's most profitable unit believes it's a pipe dream that should be abandoned. The company's future could be riding on the decision. Is it time for the CFO to stop facilitating and take a strong stand promoting one choice over t...Starting at €8.20
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Play It Safe or Take a Stand (HBR Case Study)
Clifford, Trish Gorman; Barney, JayArticle HBS-R1011X-ELeadership and People ManagementThe CFO of a plastics company has been asked to moderate a heated internal debate over a revolutionary technology. The head of R&D thinks the company should use it to break into a whole new industry, while the VP of the firm's most profitable unit believes it's a pipe dream that should be abandoned. The company's future could be riding on the decision. Is it time for the CFO to stop facilitating and take a strong stand promoting one choice over t...Starting at €8.20
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How Do You Grow a Premium Brand? (HBR Case Study and Commentary)
Maruca, Regina Fazio; Campbell, William; Dolan, Robert J.; Hersh, Anita K.; Farquhar, Peter H.; Aaker, David A.; Shelman, MaryArticle HBS-95205-EService and Operations ManagementGordon Johnston has taken his elite health-club concept from the germ of an idea to the pinnacle of success. But the most difficult decision in managing his company lies ahead. Gordon must figure out how to lead Transition fitness clubs into the next phase. In each of the 15 years since Transition's flagship club opened in New York City, its sales have doubled. The company boasts fitness trainers handpicked by Olympic medalists, health-conscious ...Starting at €8.20