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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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Termine con las guerras en la innovación
Govindarajan, Vijay; Trimble, ChrisArticle HBS-R1007FKnowledge and Communicationequipos especiales dedicados a las iniciativas de innovación, inevitablemente, se ejecutan en conflicto con el resto de la organización. Las personas responsables de las operaciones en curso ver los innovadores como advenedizos indisciplinados. Los innovadores descartan la gente de operaciones como los dinosaurios burocráticos. Es natural para separar los dos grupos en conflicto. Pero también es totalmente equivocado, por ejemplo Govindarajan y T...Starting at €8.20
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Stop the Innovation Wars
Govindarajan, Vijay; Trimble, ChrisArticle HBS-R1007F-ESpecial teams dedicated to innovation initiatives inevitably run into conflict with the rest of the organization. The people responsible for ongoing operations view the innovators as undisciplined upstarts. The innovators dismiss the operations people as bureaucratic dinosaurs. It's natural to separate the two warring groups. But it's also dead wrong, say Tuck Business School's Govindarajan and Trimble. Nearly all innovation initiatives build on ...Starting at €8.20
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The CEO's Role in Business Model Reinvention
Govindarajan, Vijay; Trimble, ChrisArticle HBS-R1101H-ELeadership and People ManagementMany corporations become too comfortable with their existing business models and neglect the necessary work of radically reinventing them. The authors map out an alternative in their "three boxes" framework. They argue that while a CEO manages the present (box 1), he or she must also selectively forget the past (box 2) in order to create the future (box 3). Infosys chairman N.R. Narayana Murthy mastered the three boxes to reinvigorate his compan...Starting at €8.20
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Are You Suited for a Start-Up
Bussgang, Jeffrey J.Article HBS-R1706M-EEntrepreneurshipRelative to established organizations, start-ups can be hard to figure out. What are the jobs to be done? The best entry points? How can you tell whether a company has potential for success and is the right fit for you? The author advises that you first assess whether you're suited for a young, entrepreneurial organization. Start-up joiners need to do three things well: manage uncertainty, push the limits, and think like an owner. He then outline...Starting at €8.20
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Making Innovation Happen: The Importance of a Custom Organizational Model and a Dedicated Project Plan
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-7053BC-EMost well-managed companies are adept at two basic models for innovation execution: 1) The innovation = ideas + motivation formula, which can generate thousands of small initiatives but cannot support major projects, and 2) The innovation = ideas + process formula, which can efficiently crank out innovation after innovation, as long as each one is a repeat of a prior effort. In this chapter, the authors introduce the thesis of their book, which i...Starting at €8.20
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Divide the Labor: Forming a Successful Innovation Partnership Based on Effective Cross-Functional Relationships
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-7054BC-EJust as there is a wide variety of innovation initiatives in organizations, there is a wide variety of teams that push them forward. But all these teams have something in common: They are internal partnerships. The two entities of the partnership are the Performance Engine (the organization's ongoing operations) and a Dedicated Team. The Dedicated Team consists of people who will work on the innovation initiative full time. The subset of Performa...Starting at €8.20
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Changing the Mind-Set: Organizing Your Business for Innovation in Emerging Markets
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-9193BC-EChapter 3 of "Reverse Innovation: Create Far from Home, Win Everywhere" shows leaders how to reshape their global organizations to capitalize on the shift of innovation to the developing world. This chapter explains how to move the right people, resources, and power to those locations where growth is happening, as well as how to transition the organizational culture from "exporting to emerging markets" to "innovating for emerging markets." *About...Starting at €8.20
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Changing the Management Model: Fostering Reverse Innovation Through Local Growth Teams
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-9194BC-EChapter 4 of "Reverse Innovation: Create Far from Home, Win Everywhere" shows you how to pursue specific projects in order to capitalize on the global shift of innovation to the developing world and take advantage of the opportunities those innovations represent in the developed world. This chapter also explains the importance of "local growth teams" that can leverage global resources to create clean-slate innovations in emerging markets. The cha...Starting at €8.20
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Procter & Gamble, Innovating the "Un-P&G" Way: The Importance of the Value Proposition in Your Company's Reverse Innovation Strategy
Govindarajan, Vijay; Trimble, ChrisBook Chapter HBS-9200BC-EChapter 6 of "Reverse Innovation: Create Far from Home, Win Everywhere" shows how P&G has adapted its innovation strategy for a global market by focusing on the value proposition first and actual R&D and product development second. The chapter tells the story of how P&G's local growth team in Mexico created a brand of feminine products that addressed local consumers' particular needs, overcoming their company's organizational orthodoxy and deeply...Starting at €8.20