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IESE (España)
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Lessons from 9/11: Operations in times of crisis
Sabrià, Frederic; Lago, Alejandro; Krawchuck, FredArticle 75533Service and Operations ManagementOn the 20th anniversary of the September 11, 2001 terrorist attacks in the United States, it’s worth revisiting how leaders responded. That story contains useful lessons for distinguishing between clear, complicated, complex and chaotic situations, and managing the associated operations challenges accordingly.Starting at €8.20
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Lecciones del 11 de septiembre: operaciones en tiempos de crisis
Sabrià, Frederic; Lago, Alejandro; Krawchuck, FredArticle 75545Service and Operations ManagementEl 20 aniversario del ataque terrorista a las Torres Gemelas invita a repasar las respuestas que adoptaron algunos líderes. Este artículo extrae de ellas lecciones útiles para distinguir distintos estados (entornos simples, complicados, complejos y caóticos) y gestionar retos operativos que plantean cada uno de ellos.Starting at €8.20
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Centro Médico Virtual
Krawchuck, Fred; Nueno C.; Subirats M.; Jiménez A.; Nueno, PedroCase E-26-EEntrepreneurshipCentro Médico Virtual (CMV) is an entrepreneurial initiative designed to offer a new medical concept through the Internet, addressed to the personal needs of the Spanish-speaking population and prepared by a pool of some of the best doctors in each specialty.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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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
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Koji Yamada in India (D): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-350-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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Koji Yamada in India (A): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Cheely, Michael; Lee, Yih-Teen; Almandoz, JohnCase DPO-347-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 €8.20