IESE (España)
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Obvious, Intuitive and Wrong
Gunther McGrath, RitaArticle ART-1448-EEntrepreneurshipPast success can become tomorrows liability. But instead of throwing out the old and taking a bold leap into the new, leaders in uncertain times should focus on creating conditions for internally generated growth. Columbias Rita Gunther McGrath presents a portfolio of opportunities that managers can employ, including a questionnaire to help you pinpoint the greatest sources of uncertainty in the business, and thereby focus your investments in l...Starting at €8.20
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Cómo gestionar una crisis antes de sufrirla
González Herrero, AlfonsoArticle ART-2270MarketingNo hay sector ni empresa inmune a las crisis. Los accidentes, las huelgas o los problemas derivados de Internet, como el robo de datos, pueden dañar la reputación de las empresas. El impacto final de una crisis sobre la reputación y la cuenta de resultados depende, en gran medida, del modo en que la empresa afectada gestiona la comunicación con sus grupos de interés y de cómo circula la información a través de los medios de comunicación tradicio...Starting at €8.20
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How to Manage a Crisis Before It Hits
González Herrero, AlfonsoArticle ART-2270-EMarketingNo industry or company is safe from crisis. Every company's reputation is potentially vulnerable to accidents, strikes, cyberattacks or data theft. How well a firm's reputation and balance sheet hold up in a crisis will depend on how well the firm communicates with stakeholders and with traditional and online media. The old-style approach to crisis management was reactive: Companies hoped that nothing would go wrong and that, if it did, managemen...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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Liderar en tiempos de incertidumbre
Álvarez de Mon Pan de Soraluce, Santiago; Baucells Alibés, Manel; Gunther McGrath, Rita; Hunter, Richard; Weber, Martin; Westerman, GeorgeDossier DOS-1Decision Analysis, Entrepreneurship, Information Technologies, Leadership and People ManagementCuatro visiones sobre lo que necesitamos saber cuando desconocemos qué nos depara el mañana.Starting at €15.00
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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
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Cuando lo evidente y lo intuitivo no sirven
Gunther McGrath, RitaArticle ART-1448EntrepreneurshipEl éxito de ayer puede convertirse en la carga de mañana. Pero en tiempos de incertidumbre, en lugar de descartar lo viejo y tirarse a la piscina de lo nuevo, los líderes deberían centrarse en crear las condiciones necesarias para crecer desde dentro. Rita Gunther McGrath, de la Columbia Business School, presenta una cartera de oportunidades de la que pueden valerse los directivos. Incluye un cuestionario de gran ayuda para identificar las fuente...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