Search results
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Ascendido y superado
Roche, EileenArticle HBS-R1001NLeadership and People ManagementDan Sestak ha tenido una trayectoria profesional en Charmed-envasados ??alimentos NutriSelect gigante. Pero cuando el CEO pasa inesperadamente distancia tan sólo unos meses después de que Dan es aprovechado como su sucesor, él se encuentra empuje en el papel antes de que se siente listo. Dos expertos comentan en este caso ficticio en R1001N y R1001Z. Comentarista Bruce Chizen, CEO de Adobe antigua, recuerda lo que se siente al paso en los zapatos...Starting at €8.20
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Accelerate! (Spanish version)
Kotter, John P.Article HBS-R1211BLeadership and People ManagementThe old ways of setting and implementing strategy are failing us, writes the author of Leading Change, in part because we can no longer keep up with the pace of change. Organizational leaders are torn between trying to stay ahead of increasingly fierce competition and needing to deliver this year's results. Although traditional hierarchies and managerial processes--the components of a company's "operating system"--can meet the daily demands of ru...Starting at €8.20
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La selección de personal en Bowles Hollowell Conner & Co.
Gabarro, John J.; Burtis, Andrew; Ibarra, Herminia; Kotter, John P.Case HBS-411S08Leadership and People ManagementExamina el proceso de reclutamiento de Bowles Hollowell Conner & Co. (BHC), una firma de banca de inversión conocido por su trabajo con las empresas del mercado medio. En concreto, presenta un perfil de la su proceso de reclutamiento firme y después hacer un análisis de ese proceso a través de los esfuerzos de reclutamiento de la firma en la Harvard Business School (HBS). Incluye las hojas de vida de 17 HBS segundo año los estudiantes que buscaba...Starting at €8.20
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Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds
Kotter, John P.Book Chapter HBS-4888BC-ELeadership and People ManagementOrganizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and must be diminished if organizations hope to implement change successfully. This chapter is excerpted from "A Sense of Urgency."Starting at €8.20
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Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change
Kotter, John P.Book Chapter HBS-4891BC-ELeadership and People ManagementA NoNo is more than a skeptic-he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change. This chapter is excerpted from "A Sense of Urgency."Starting at €8.20
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Keep Urgency Up: Creating a Culture that is Conducive to Continuous Change
Kotter, John P.Book Chapter HBS-4892BC-ELeadership and People ManagementAn organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond. But sustaining urgency over time requires that it not only be created, and created well, but that it be re-created again and again, becoming firmly ingrained in an organization's culture. This chapter is excerpted from "A Sense of Urgency."Starting at €8.20
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Overpromoted and Over His Head (HBR Case Study and Commentary)
Roche, EileenArticle HBS-R1001N-ELeadership and People ManagementDan Sestak has had a charmed career path at packaged-foods giant NutriSelect. But when the CEO unexpectedly passes away just months after Dan is tapped as his successor, he finds himself thrust into the role before he feels ready. Two experts comment on this fictional case study in R1001N and R1001Z. Commentator Bruce Chizen, former CEO of Adobe, remembers what it's like to step into big shoes and advises Dan to acknowledge his weaknesses and rea...Starting at €8.20
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Riding the Celtic Tiger (HBR Case Study and Commentary)
Roche, Eileen; Kondur, Raj; Haslberger, Arno; Esarey, Sharman; Treacy, Maurice; Citrin, James M.Article HBS-R0511A-ELeadership and People ManagementJohn Dooley, BioSol's vice-president of strategic research, has been making a name for himself at the biotechnology company's offices in Ireland. He's been doing so well, in fact, that the firm has offered him a promotion to director of strategy at headquarters--in California. He's lived abroad before. In the 1980s, making a living in Ireland was tough: Jobs were scarce and unemployment was high. So John and his wife, Fiona, moved to Massachusett...Starting at €8.20
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Managing Your Boss (Spanish version)
Gabarro, John J.; Kotter, John P.Article HBS-R0501JLeadership and People ManagementIn this classic HBR article, first published in 1980, John J. Gabarro and John P. Kotter advise readers to devote time and energy to managing their relationships with their bosses. The authors aren't talking about showering supervisors with flattery; rather, they ask readers to understand that the manager-boss relationship is one of mutual dependence. Bosses need cooperation, reliability, and honesty from their direct reports. Managers, for their...Starting at €8.20
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Why Transformation Efforts Fail (Spanish version)
Kotter, John P.Article HBS-R0701JLeadership and People Managementgenerating a sense of urgency, establishing a powerful guiding coalition, developing a vision, communicating the vision clearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of victory, and embedding changes in the corporate culture. Realizing that change usually takes a long time, says Kotter, can improve the chances of success.Starting at €8.20