Search results
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Recupera, S.A.
Pancorvo, JorgeCase PAD-P-C-343Service and Operations ManagementDardo López-Dolz, propietario del negocio y persona emprendedora, afronta varias decisiones para conseguir que su empresa siga creciendo. Sin embargo, la naturaleza del servicio parte de una anomalía de las transacciones de compraventa: un deudor que no cumple sus obligaciones según lo convenido. La demanda tiene un comportamiento irregular, con expedientes de cobranza que varían según cada caso, y con exigencias operativas distintas por cad...Starting at €8.20
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Cenabal (C)
Stewart Thornhill; Jane GravillCase IVEY-9B08M022-EEntrepreneurship, StrategyThe owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and...Starting at €5.74
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Thunderball (B)
Stewart Thornhill; Colin McDougallCase IVEY-9B11M020-EEntrepreneurship, StrategyThis supplement to Thunderball (A) deals with the entrepreneur’s mission to find a successful business model.Starting at €5.74
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Canadian National Railway Company: Culture Change (B)
Stewart Thornhill; Ken MarkCase IVEY-9B13M091-EStrategyThis is a supplement to 9B13M090.Starting at €5.74
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SawStop (B)
Stewart Thornhill; Sylvia SquairCase IVEY-9B12M065-EEntrepreneurship, StrategyThis supplemental case to SawStop (A) advances the narrative to 2012.Starting at €5.74
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Ten Dirty Little Secrets of Successful Entrepreneurs
Stewart ThornhillArticle IVEY-9B12TF03-EEntrepreneurshipAlthough entrepreneurs commonly give advice, many of their most valuable lessons are left unsaid. This article lists and explains ten entrepreneurial “secrets.” 1. People are lazy and most innovations involve efficiency or reduced effort. 2. People are impatient and want instant gratification. 3. Starting a new business is a slow and deliberate process, but time is limited. 4. There is value in getting started and learning as you go. 5. Everythin...Starting at €8.20
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Corporate Governance (Spanish version)
Khurana, RakeshCase HBS-410S02Leadership and People ManagementExamines how Tyco and its board recovered from its corporate scandals. Describes how its CEO and board set out to institute processes, guidelines, and a culture that would make Tyco into a company widely recognized for its world class corporate governance.Starting at €8.20
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Joe Smith's Closing Analysis (A) (Spanish Version)
Applegate, Lynda M.; Khurana, RakeshCase HBS-808S07Knowledge and CommunicationDestacados dar y recibir retroalimentación en un salón de clases de MBA.Starting at €8.20
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Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge
Kanter, Rosabeth Moss; Khurana, Rakesh; Penrice, DanielCase HBS-315057-ERaymond Jetson, an inner-city pastor, former Louisiana state legislator, and 2010 Harvard University Advanced Leadership Fellow, has embarked on a new career as a social entrepreneur. The case charts Jetson's career in public life and the ministry, his experience as an Advanced Leadership Fellow, and his efforts to establish and grow a nonprofit organization, MetroMorphosis, with a mission "to develop and mobilize a critical mass of citizens in i...Starting at €8.20
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Ejecutar el cambio: siete consideraciones clave
Nohria, Nitin; Khurana, RakeshCase HBS-406S06Leadership and People ManagementProporciona un marco 7S para complementar el marco McKinsey 7S. Se centra en algunas de las decisiones críticas que deben realizarse en la implementación del cambio - Intención Estratégica, sustancia, escala, alcance, velocidad, secuencia y estilo. En general, la nota sostiene que estas decisiones deberán fabricarse de modo que sean coherentes y robusto.Starting at €8.20