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Riesgo sistémico, el precio de la interconectividad
Goldin, IanArticle ART-2077Economics, StrategyLas últimas décadas de globalización han generado un mundo más interconectado, interdependiente y complejo que nunca. Los gobiernos y las instituciones se han esforzado para propiciar la integración, pero han descuidado las consecuencias de la creciente interdependencia. Además de numerosos beneficios, también se han generado fragilidades. Este artículo ayuda a comprender los nuevos riesgos sistémicos del siglo XXI y los retos que plantean. La cr...Starting at €8.20
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Koji Yamada in India (B): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-348-ZHLeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Anticípese al futuro
Done, Adrian A.; Goldin, Ian; Fidler, Devin; Gorbis, Marina; Rosenberg, MikeDossier DOS-12Economics, Leadership and People Management, Service and Operations Management, StrategySon muchos los retos que nos esperan. Este dossier le permitirá gestionar mejor las tendencias globales.Starting at €15.00
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Managing the Future: The Way Ahead
Done, Adrian A.; Goldin, Ian; Fidler, Devin; Gorbis, Marina; Rosenberg, MikeDossier DOS-12-EEconomics, Leadership and People Management, Service and Operations Management, StrategyWhat you need to know today to lead the charge into tomorrow, with boldness and vision.Starting at €15.00
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Preparing for the Pitfalls of Interconnectivity
Goldin, IanArticle ART-2077-EEconomics, StrategyRecent decades of globalization have created a more interconnected, interdependent and complex world than ever witnessed before. While policy makers have focused on facilitating integration, the implications of growing interdependence have been largely ignored. Global integration has brought many benefits, but it has also created fragility by producing new kinds of systemic risks. This article provides an understanding of these new 21st century s...Starting at €8.20
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Conviértete en un directivo renacentista
Goldin, Ian; Kutarna, ChrisArticle ART-2984Innovation and ChangeHace quinientos años el mundo vivió un periodo convulso que culminó en una explosión de genialidad, el Renacimiento. Hoy nos encontramos en medio de otro cambio de paradigma. Pero corremos el riesgo de obviar lo que sabemos sobre el clima, el sistema financiero global o la pobreza intergeneracional y, en consecuencia, repitamos errores históricos. En este artículo, basado en su libro más reciente, los autores establecen paralelismos entre el Rena...Starting at €8.20
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Koji Yamada in India (C): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-349-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (D): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-350-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (B): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-348-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (A): Managing an India-Japan Joint Venture
Saka, Fuyuki; Cheely, Michael; Lee, Yih-Teen; Almandoz, JohnCase DPO-347-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €8.20