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Objectives Are SMART, Missions Are WISE
Rey, Carlos; Chinchilla, Nuria; Pitta, NunoArticle ART-3015-ELeadership and People ManagementFar from staying at the corporate level, missions are increasingly playing a cross-organizational role in companies. Entire divisions, teams and individual workers are setting their own missions across a growing number of firms. Welcome to management by missions (MBM), in which objectives stop being an end in and of themselves and are put to the service of a greater purpose. As the authors argue, while objectives are SMART (Specific, Measurable, ...Starting at €8.20
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New Business Models in Emerging Markets
Eyring, Matthew J.; Johnson, Mark W.; Nair, HariArticle HBS-R1101E-EStrategyMany Western multinationals expect to find most of their future growth in emerging economies. But they have frequently struggled to exploit the opportunity, relentlessly cutting costs and accepting profit margins close to zero. The problem, say the authors, who are all with the innovation consultancy Innosight, is not that these companies can't create viable offerings but that simply transplanting their domestic business models to the new markets...Starting at €8.20
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Cuando el propósito falla
Chinchilla, Nuria; Pitta, Nuno; Loossens, RudiArticle HDBR-13Business Ethics and Corporate Social Responsibility¿Qué factores hacen que el propósito de una compañía fracase? Tras muchos años de trabajo aplicando metodologías para ayudar a empresas a marcarse un propósito claro y hacerlo realidad, los autores de este artículo han llegado a la conclusión de que la razón principal por la que falla el propósito, ya sea a nivel organizacional o personal, es la superficialidad. Pero ¿cuáles son las causas comunes que se encuentran en todas las organizaciones cua...Starting at €8.20
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Cómo romper los techos de cemento y de cristal
Chinchilla, Nuria; Jiménez, EstherArticle ART-2889Corporate Governance, Leadership and People ManagementEl futuro de las empresas globales depende de su capacidad para incorporar puntos de vista diversos a la alta dirección y aprovechar el gran talento y valor que aportan las mujeres. ¿Por qué entonces están tan poco representadas en los puestos de liderazgo corporativo? Este artículo expone las barreras que impiden su avance. También algunos de los pasos clave que pueden tomar las empresas no solo para atraer, cultivar y fidelizar el talento femen...Starting at €8.20
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Beating the Odds When You Launch a New Venture (Spanish version)
Gilbert, Clark G.; Eyring, Matthew J.Article HBS-R1005GEntrepreneurshipYou should be trying to prove that your assumptions are wrong, not simply to confirm your own biases.Starting at €8.20
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New Business Models in Emerging Markets (Spanish version)
Eyring, Matthew J.; Johnson, Mark W.; Nair, HariArticle HBS-R1101EStrategyMany Western multinationals expect to find most of their future growth in emerging economies. But they have frequently struggled to exploit the opportunity, relentlessly cutting costs and accepting profit margins close to zero. The problem, say the authors, who are all with the innovation consultancy Innosight, is not that these companies can't create viable offerings but that simply transplanting their domestic business models to the new markets...Starting at €8.20
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Helping Women Thrive in Your Company
Chinchilla, Nuria; Jiménez, EstherArticle ART-2889-ECorporate Governance, Leadership and People ManagementThe future of global organizations depends on their ability to incorporate diverse perspectives in their top management teams and to harness the wealth of talent and value that women bring. So why are so few women represented in corporate leadership today? This article describes the barriers to progress and suggests some of the key actions that companies can take, not only to attract, cultivate and retain female talent but to create a balanced ec...Starting at €8.20
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En qué mejora la dirección por misiones a la dirección por objetivos
Rey, Carlos; Chinchilla, Nuria; Pitta, NunoArticle ART-3015Leadership and People ManagementLejos de ceñirse al nivel corporativo, las misiones están cada vez más presentes en toda la organización y crece el número de empresas en las que divisiones y empleados definen su propia misión. Llegamos así a la dirección por misiones (DPM), en la que los objetivos dejan de ser un fin en sí mismo para estar al servicio de un propósito superior. Los autores defienden que, mientras los objetivos son SMART, las misiones son WISE (amplias, inspirado...Starting at €8.20
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Beating the Odds When You Launch a New Venture
Gilbert, Clark G.; Eyring, Matthew J.Article HBS-R1005G-EEntrepreneurshipDespite the popular image of entrepreneurs as risk-loving cowboys, the reality is that great entrepreneurs don't take risks-they manage them. The authors counsel managers to recognize that not all risks are created equal: When you're launching a new venture, first consider deal-killer risks that, if left unexamined, could kill the whole business. Next tackle the risks that could sabotage the project if it took a path you're not currently anticipa...Starting at €8.20
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Two Routes to Resilience
Gilbert, Clark G.; Eyring, Matthew J.; Foster, Richard N.Article HBS-R1212D-ELeadership and People ManagementSooner or later, most companies will need to reinvent themselves in response to disruptive market shifts, technologies, or start-ups. But can a new business model quickly replace all the revenue an incumbent has lost to market upheaval? Only in rare instances, say the authors. That's why they propose that companies under assault pursue two distinct but parallel efforts: "Transformation A" should reposition the core business, adapting it to the al...Starting at €8.20