Search results
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Creativity and the Role of the Leader (Spanish version)
Amabile, Teresa M.; Khaire, MuktiArticle HBS-R0810GStrategyThe leader's job is not to be the source of ideas but to encourage and champion ideas. Leaders must tap the imagination of employees at all ranks and ask inspiring questions. They also need to help their organizations incorporate diverse perspectives, which spur creative insights, and facilitate creative collaboration by, for instance, harnessing new technologies. The participants shared tactics for enabling discoveries, as well as thoughts on h...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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The HBR Agenda 2011 (Spanish version)
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101BKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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SEWA Trade Facilitation Center: Changing the Spool (Spanish Version)
Khaire, Mukti; McGinn, Kathleen L.Case HBS-814S09EntrepreneurshipEl caso es sobre la decisión de convertir una organización sin fines de lucro en una empresa con fines de lucro. STFC, que es parte de una organización sin ánimo de lucro más grande - la Asociación de Trabajadores Autónomos (SEWA) - trabaja para mejorar las condiciones de vida de las mujeres rurales y urbanas muy pobres en la India. Lo hace mediante la traducción de las habilidades de bordado tradicionales de la India en los muebles y ropa de cas...Starting at €8.20
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Globant
Khaire, Mukti; Herrero, Gustavo A.; Scott, CintraCase HBS-811059-EEntrepreneurshipThe case deals with an IT company born in Argentina in 2003 to provide software services to established companies in the developed world. After reaching sales of $57 million in 2010, the company ponders its next steps to achieve $500 million in revenues by 2015.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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A Reverse-Innovation Playbook
Govindarajan, VijayArticle HBS-R1204J-EStrategyReverse innovation--developing ideas in an emerging market and coaxing them to flow uphill to Western markets--poses immense challenges, because it requires a company to overcome the institutionalized thinking that guides its actions. That's why the experience of the automobile-infotainment division of Harman International is so impressive. The U.S.-based business, known for ultrasophisticated dashboard audiovisual systems designed by German engi...Starting at €8.20
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Becoming a Better Corporate Citizen
Nooyi, Indra; Govindarajan, VijayArticle HBS-R2002G-EKnowledge and Communicationdelivering superior financial returns (financial sustainability); transforming the product portfolio by making more-healthful, more-nutritious foods and beverages while reducing the sugar, salt, and fat in PepsiCo products (human sustainability); limiting environmental impact by conserving water and reducing the company's carbon footprint and plastic waste (environmental sustainability); and lifting people up by offering new types of support to ...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