Search results
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Lofty Missions, Down-to-Earth Plans (Spanish version)
Rangan, V. KasturiArticle HBS-R0403JBusiness Ethics and Corporate Social ResponsibilityMost nonprofits make program decisions based on a mission rather than a strategy. They rally under the banner of a particular cause. And because their causes are so worthwhile, they support any programs that are related to their core missions. It's hard to fault people for trying to improve the state of the world, but that approach to making decisions is misguided. Acting without a clear, long-term strategy can stretch an agency's core capabiliti...Starting at €8.20
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Segmenting the Base of the Pyramid
Rangan, V. Kasturi; Chu, Michael; Petkoski, DjordjijaArticle HBS-R1106J-EStrategyThe bottom of the economic pyramid is a risky place for business, but decent profits can be made there if companies link their financial success with their constituencies' well-being. To do that effectively, you must understand the nuances of people's daily lives, say Rangan and Chu, of Harvard Business School, and Petkoski, of the World Bank. Start by dividing the base of the pyramid into three segments according to people's earnings and related...Starting at €8.20
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The Grass Isn't Greener
Hirsh, Evan; Rangan, V. KasturiArticle HBS-F1301A-EStrategyThe belief that leaders should find the "best" industries and move their company into them is misguided; in almost every case, a bigger opportunity lies in rising to the top of the industry you're in.Starting at €8.20
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The Truth About CSR
Rangan, V. Kasturi; Chase, Lisa A.; Karim, SohelArticle HBS-R1501B-EDespite the widely accepted ideal of "shared value," research led by Harvard Business School's Kasturi Rangan suggests that this is not the norm--and that's OK. Most companies practice a multifaceted version of CSR that spans theaters ranging from pure philanthropy to environmental sustainability to the explicitly strategic. To maximize their impact, companies must ensure that initiatives in the various theaters form a unified platform. Four step...Starting at €8.20
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Bagaje multicultural, una buena base para el liderazgo global
Lee, Yih-Teen; Liao, YuanArticle ART-2746Leadership and People ManagementLa investigación más reciente apunta que las personas con un bagaje multicultural son candidatos excepcionales para el liderazgo global, algo que muchas veces no aprovechan los departamentos de RR. HH. Aunque las empresas contratan a más empleados con este perfil multicultural, a menudo es un gesto para reflejar la creciente diversidad étnica de la sociedad o lo hacen porque necesitan sus habilidades lingüísticas. Según los autores, lo que realme...Starting at €8.20
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Cultural Competence: Why It Matters and How You Can Acquire It
Lee, Yih-Teen; Liao, YuanArticle ART-2746-ELeadership and People ManagementEmerging research suggests that multicultural individuals have innate abilities that make them exceptional candidates for global leadership -- yet they often pass under the radar of HR. Although companies are hiring more multicultural employees, it is frequently a token gesture to reflect society's growing ethnic diversity, or because they need their language abilities. What's really needed, say the authors, is a greater awareness and appreciatio...Starting at €8.20
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Cinco pasos para motivar a tus empleados
Almandoz, John; Lee, Yih-Teen; Ribera, AlbertoArticle ART-3171Leadership and People Management¿Cuál es el propósito más importante de tu empresa? Si se reduce a ganar dinero, podría ser insuficiente; en general, ni inspira a los trabajadores ni genera un impacto duradero. Además del económico, deberías tener otro objetivo. Este debería estar centrado en los demás y regir e inspirar el comportamiento y la motivación de los actores de la empresa en pos de una finalidad ligada sobre todo a sus beneficiarios, incluidos los clientes y la socie...Starting at €8.20
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Unleashing the Power of Purpose
Almandoz, John; Lee, Yih-Teen; Ribera, AlbertoArticle ART-3171-ELeadership and People ManagementWhat's the main purpose of your business? If it's just to make money, you may find yourself coming up short, as that is generally not what inspires workers or generates lasting impact. Your business should be oriented toward some other-centered goal, in addition to making money, which will not only guide but inspire the behaviors and motivations of company actors toward some end that is primarily concerned with the organization's beneficiaries, i...Starting at €8.20
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Segmenting the Base of the Pyramid (Spanish version)
Rangan, V. Kasturi; Chu, Michael; Petkoski, DjordjijaArticle HBS-R1106JStrategyconsumers, coproducers, and clients. Specific strategies work best with people in certain roles and at particular income levels. Success requires appreciating the diversity at the base of the pyramid and the importance of scale in undertaking ventures there. Witness Manila Water's success in the Philippines and Hindustan Unilever's in South Asia. Failure to appreciate those elements can foil base-of-the-pyramid ventures, as Microsoft and Procter...Starting at €8.20
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Profit Globally, Give Globally (Spanish version)
Quelch, John A.; Rangan, V. KasturiArticle HBS-F0312BEconomicsTwo academics challenge U.S. multinational companies to match their increasing international sales with commensurate philanthropic giving outside the United States.Starting at €8.20