Search results
-
Unconventional Wisdom in a Downturn (Spanish version)
Kaplan, Robert S.; Norton, David P.; Friedman, Stewart D.; Krishnamurthy, BV; Erickson, Tamara J.; Stibel, Jeffrey M.; Delgrosso, PeterArticle HBS-F0812DStrategyWhat best practice challenges the conventional wisdom about what to do in a downturn? We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.Starting at €8.20
-
Kaupthing Bank hf Acquires Singer & Friedlander Group plc (Spanish version)
Murray J. Bryant; Ken MarkCase IVEY-9B07BS13Accounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20
-
Feng Farm (Spanish version)
David J. Sharp; Murray J. Bryant; Yasheng ChenCase IVEY-9B02BS05Accounting and Control, StrategyEl líder de la aldea debe reasignar tierras de cultivo y decide organizar una competencia entre los tres mejores campesinos de la aldea. El contrato de las tierras de cultivo se le otorgará al campesino con mejor rendimiento en la temporada de cosecha. La temporada de cosecha ha terminado y el líder de la aldea debe determinar la solvencia económica de los campesinos, su capacidad, costos de alquiler, y finalmente tomar la decisión.Starting at €8.20
-
Voestalpine AG (B) (Spanish version)
Murray J. Bryant; Michael EyettCase IVEY-9B07MS33StrategyThis supplement to Voestalpine AG (A), product 9b07M032, examines the decision to expand vertically instead of horizontally, but looking at a stamping plant and plastics firm (to get closer to its automotive customers) and a design firm. More importantly, the case examines the tools and methodologies employed by the company to assess fit in terms of costs and competencies and customers and competition.Starting at €5.74
-
British Petroleum (PLC) and John Brown: A Culture of Risk Beyond Petroleum (A) (Spanish version)
Murray J. Bryant; Trevor HunterCase IVEY-9B08MS02StrategyEl ano 2007 tuvo que haber sido uno del peor de la historia de British-Petroleum plc (BP). En el palmo de cuatro meses, dos informes independientes separados (el primero comisionado por BP si mismo) habian identificado una “cultura profundamente arraigada del riesgo” dentro de BP donde el dinero y los beneficios fueron valorados sobre trabajador y seguridad ambiental. Estos informes estaban en respuesta a una explosion en 2005 en una refineria de...Starting at €8.20
-
Measures That Drive Performance (Spanish version)
Kaplan, Robert S.; Norton, David P.Article HBS-R0507QStrategyHow do customers see us? What must we excel at? Can we continue to improve and create value? How do we appear to shareholders? By looking at all of these parameters, managers can determine whether improvements in one area have come at the expense of another. Armed with that knowledge, the authors say, executives can glean a complete picture of where the company stands--and where it's headed.Starting at €8.20
-
El caso HBR: el lado oscuro del an lisis del consumidor
Davenport, Thomas H.; Harris, Jeanne G.; Jones, George L.; Lemon, Katherine N.; Norton, David P.; McCallister, Michael B.Article HBS-R0705AStrategySalud aseguradora IFA y ShopSense cadena de supermercados han formado una asociación interesante, pero amenaza con la tolerancia de las pruebas de los clientes para compartir información personal. Durante años, el gerente regional de IFA para las operaciones de la Costa Oeste, Laura Brickman, había estado defendiendo el uso de análisis de clientes - sacar conclusiones acerca de los comportamientos de los consumidores sobre la base de patrones que...Starting at €8.20
-
Cómo usar el balanced scorecard para gestionar alianzas
Kaplan, Robert S.; Norton, David P.; Rugelsjoen, BjarneArticle HBS-R1001JStrategyLa mitad de todas las empresas conjuntas son un fracaso. Eso es preocupante, dado que las asociaciones y alianzas son fundamentales para los modelos de negocio de muchas empresas. Las razones no son misteriosos: los socios tienen estrategias divergentes; los objetivos establecidos para la empresa son ambiguos; acuerdos de asociación vuelven rápidamente obsoletos; y los mandos medios no tienen principios estratégicos claros para trabajar. Los prob...Starting at €8.20
-
Using the Balanced Scorecard as a Strategic Management System (Spanish version)
Kaplan, Robert S.; Norton, David P.Article HBS-R0707MAccounting and Controlthe inability to link a company's long-term strategy with its short-term financial goals. The scorecard lets managers introduce four new processes that help companies make that important link. The first process--translating the vision--helps managers build a consensus concerning a company's strategy and express it in terms that can guide action at the local level. The second--communicating and linking--calls for communicating a strategy at all l...Starting at €8.20
-
Mastering the Management System (Spanish version)
Kaplan, Robert S.; Norton, David P.Article HBS-R0801DStrategyWorld-class processes won't lead to success without the right strategic direction, and the best strategy in the world will get nowhere without strong operations to execute it. In this article, Kaplan, of Harvard Business School, and Norton, founder and director of the Palladium Group, explain how to effectively manage both strategy and operations by linking them tightly in a closed-loop management system. The system comprises five stages, beginn...Starting at €8.20