Search results
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Leadership Team: Complementary Strengths or Conflicting Agendas
Miles, Stephen A.; Watkins, Michael D.Article HBS-R0704F-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Senior leadership teams whose members play complementary roles have been chronicled as far back as Homer's account of the Trojan War: Although King Agamemnon commanded the Greek army, Achilles, Odysseus, and Nestor each played a distinct role in defeating Troy. Tod...Starting at €8.20
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How Insider CEOs Succeed
Chastain, Andrew P.; Watkins, Michael D.Article HBS-R2002D-ECEOs who are hired from outside the company tend to get far more attention, not to mention support with the transition to their new role, than CEOs promoted from the inside do. Leaders who come from within the firm, it's assumed, already know the organizaStarting at €8.20
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Defining Moments: Leading When You're Being Followed
Detert, James R.; Black, Christina; Sachan, NikitaCase DARDEN-OB-1385-ELeadership and People ManagementThis case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn’t meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships,...Starting at €8.20
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Five Mistakes Newly Promoted Leaders Make
Watkins, Michael D.Article HBS-U0810B-ELeadership and People ManagementWhat you do and what you say during the first 90 days of your new leadership role has a huge impact on your chances of success, says best-selling author and leadership expert Michael Watkins. This succinct article lists the five most common mistakes new lStarting at €8.20
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The Disasters You Should Have Seen Coming (Spanish version)
Watkins, Michael D.; Bazerman, Max H.Article HBS-R0303ELeadership and People Managementpsychological, organizational, and political. To address these vulnerabilities, the authors recommend the RPM approach. More than just the usual environmental scanning and contingency planning, RPM requires a chain of actions--recognizing, prioritizing, and mobilizing--that companies must meticulously adhere to. Failure to apply any one of these steps, the authors say, can leave an organization vulnerable.Starting at €8.20
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Picking the Right Transition Strategy (Spanish version)
Watkins, Michael D.Article HBS-R0901CLeadership and People ManagementOrganize to learn about the business, establish A-item priorities, define strategic intent, quickly build the leadership team, secure early wins, and create supportive alliances across the company. But the way those principles should be applied depends very much on the business situation, which the STARS framework can help leaders analyze. Turnarounds and realignments present especially distinct leadership challenges that call for particular tra...Starting at €8.20
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Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A) (Spanish Version)
Shapiro, Roy D.; Watkins, Michael D.; Rosegrant, SusanCase HBS-616S01Service and Operations ManagementAT & T Universal Card Services (UCS) ha tenido un gran éxito durante su corta vida. Dedicada a mejorar la calidad del servicio y la satisfacción del cliente, director de calidad Rob Davis y su equipo de calidad han diseñado y puesto en marcha un sistema de medición y compensación inusual teniendo en cuenta más de 100 medidas de rendimiento monitorizado y comunicada al día.Starting at €8.20
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Sunk Costs: The Plan to Dump the Brent Spar (B) (Spanish Version)
Watkins, Michael D.; Passow, SamuelCase HBS-909S05StrategyComplementa el caso (A).Starting at €5.74
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Ben Fiorentino: Selling the Family Business (Spanish Version)
Watkins, Michael D.Case HBS-914S08StrategyEl caso describe los retos Ben Fiorentino, el jefe de segunda generación de un negocio de equipos de gestión familiar, se debe tratar como él decide cuándo y cómo vender el negocio. El negocio está encontrando problemas clásicos que las empresas de propiedad familiar Confront: La tercera generación se compone de un gran número de miembros, pero sólo algunos de ellos están interesados en el manejo del negocio. Además, Ben prevé tiempos difíciles...Starting at €8.20
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Defining Moments: Is It Worth It? - Teaching Note
Detert, James R.; Black, ChristinaTeaching Note DARDEN-OB-1276TN-ELeadership and People ManagementTeaching Note for product OB-1276Starting at €0.00