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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
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Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
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Hella India Lighting Limited: Transforming Human Resources
Akhil Pratap Singh; Raghav GargCase IVEY-9B19C016-ELeadership and People Management, StrategyStriving for Great Place to Work (GPTW) culture enabled Hella India Lighting Limited (HIL), a company that manufactured automotive lighting, to recover from huge losses and become profitable. Although the company’s German management had decided to stop further investment in India after the setback of the 2008 recession, in 2018 HIL became the number one Hella location worldwide. It was also recognized as one of the best places to work at the nati...Starting at €8.20
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Hydropack India Pvt. Ltd.: Resolving a Data Breach
Gurudutt NayakCase IVEY-9B21E013-EInformation Technologies, Leadership and People ManagementIn April 2018, Amit Darekar, director of operations at Hydropack India Pvt. Ltd. (Hydropack), was focused on revamping the company’s information technology (IT) infrastructure. This had become crucial in the face of a product design leak resulting from anStarting at €8.20
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iimjobs.com: Integrated Analytics for Talent Management
Debolina Dutta; Bishakha MajumdarCase IVEY-9B19C017-EEntrepreneurship, Leadership and People ManagementJob-search site iimjobs.com had evolved in the Indian recruitment landscape as one of the major players for premium jobs, spanning across mid-management and leadership roles, and across multiple industries. In January 2018, leveraging the database of job posts and resumes on its site, the company launched Calculus, a platform built using advanced talent analytics, to provide holistic and integrated talent management solutions. At the same time, m...Starting at €8.20
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Mannarkkad Rural Service Co-operative Bank: Innovating at the Edge
Nidheesh Joseph; Abhishek Totawar; Ranjeet NambudiriCase IVEY-9B20C009-EEntrepreneurship, Leadership and People Management, StrategyIn November 2016, the secretary of Mannarkkad Rural Service Co-operative Bank Ltd. (MCB) based in Kerala, India, learned that the prime minister of India had announced that large-denomination currency notes would be invalid as of midnight November 8. This demonetization move was to eradicate unaccounted for “black money” from the nation. Co-operative banks like MCB were excluded from the purview of India’s central bank, the Reserve Bank of India,...Starting at €8.20
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Colgate-Palmolive: Determining a Salary Offer
Zubin R. Mulla; L. GurunathanCase IVEY-9B20C026-ELeadership and People Management, StrategyIn March 2012, the head of compensation for Colgate-Palmolive (India) Limited was reviewing five resumes. He had been asked to determine appropriate pay scales for the five candidates, and he knew that the decision had ramifications far beyond the salaryStarting at €8.20
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Juhi Warrier: Driving the Diversity Agenda at Revital Pharma Inc.
Romina Mathew; Rajita Singh; Anjali Bhole Desai; Sudhanshu BhattCase IVEY-9B20C047-ELeadership and People Management, StrategyJuhi Warrier was a successful human resources (HR) professional with almost two decades of work experience across various industries. She had recently joined the Indian unit of Revital Pharma Inc. (Revital), a leading healthcare manufacturer based in theStarting at €8.20