• •  Dirección de Personas en las Organizaciones

    Teach Workers About the Perils of Debt (Harvard Business Review Article) HBS-F0911A-E 

    Lusardi, Annamaria; Tufano, Peter

    HBSP (USA)

• Most consumers don't understand how interest rates work and can't make sound decisions about borrowing. So wouldn't employees be better served by company
  programs that ventured beyond retirement planning and helped them stop pouring money into credit card fees and payments?
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• •  Dirección Estratégica

    Two leading researchers discuss the value of oddball data (Harvard Business Review Article) HBS-F0911B-E 

    Martin, Roger; Scherer, Stephen

    HBSP (USA)

• Roger Martin, dean of the Rotman School of Management, talks with renowned autism and genomics researcher Stephen Scherer about how to tackle a big, messy
  problem.
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• •  Dirección Estratégica

    Smile, Don't Bark, in Tough Times (Harvard Business Review Article) HBS-F0911C-E 

    O'Connell, Andrew

    HBSP (USA)

• New research indicates that leaders who crack the whip in stressful situations don't get good results.

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• •  Dirección de Personas en las Organizaciones

    Time for an End Run? (HBR Case Study and Commentary) (Harvard Business Review Article) HBS-R0911B-E 

    Fryer, Bronwyn

    HBSP (USA)

• This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only,
  reprint R0911X, and commentary-only, R0911Z. When a UK insurance company is plagued with a securities fraud scandal that results in the ouster of the CEO, the head of human resources seizes the opportunity to shake up the culture with a bold replacement. But the chairman of the board is uncomfortable with that strategy, preferring to focus on candidates of a more traditional stamp. How far can - and should - the HR director go to influence the high-stakes appointment? Three experts comment on this fictional case study in R0911B and R0911Z. CIPD's Vanessa Robinson acknowledges that the HR director has painted herself into a corner by making her case to the board chairman first. To get out, she needs to gather hard data to bolster her argument and demonstrate in business terms the downsides of maintaining the status quo. Debating the rel
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• •  Dirección de Producción, Tecnología y Operaciones

    Community Relations 2.0 (Harvard Business Review Article) HBS-R0911C-E 

    Fichman, Robert G.; Gallaugher, John; Glaser, John; Kane, Gerald C.

    HBSP (USA)

• Before the internet, organizations had far more time to monitor and respond to community activity, but that luxury is long gone, leaving them in dire
  need of a coherent outreach strategy, fresh skills, and adaptive tactics. Drawing on the authors' study of more than two dozen firms, this article describes the changes wrought by social media in particular and shows managers how to take advantage of them - lessons that Kaiser Permanente, Domino's, and others learned the hard way. Social media platforms enhance the power of communities by promoting deep relationships, facilitating rapid organization, improving the creation and synthesis of knowledge, and enabling robust filtering of information. The authors cite many examples from the health care industry, where social media participation is vigorous and influential. For instance, members of Sermo, an online network exclusively for doctors, used the site to call attention to and organize against insurers' proposed reimbursement cuts. And on P
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• •  Dirección Estratégica

    How to Jump-Start the Clean-Tech Economy (Harvard Business Review Article) HBS-R0911D-E 

    Johnson, Mark W.; Suskewicz, Josh

    HBSP (USA)

• Billions of dollars worldwide are pumped into the search for clean technology and renewable energy. So far, however, most investment has been in companies
  that are using conventional business models to fit new technologies into existing systems. A far better approach, say Johnson and Suskewicz, is to create whole new systems. The authors propose a framework for thinking about clean tech that consists of four interdependent components: an enabling technology, an innovative business model, a careful market-adoption strategy, and a favorable government policy. Two recent experiments show how this framework can be applied: Better Place, founded by the software executive Shai Agassi, has a network of battery-recharging and -switching stations to support its electric cars and a business model based on selling electricity (miles) rather than vehicles. It has a foothold market in Israel, where gas-powered cars are taxed far higher than electric ones. Masdar City, now under construction in Abu Dhab
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• •  Dirección Estratégica

    What Would Peter Say? (Harvard Business Review Article) HBS-R0911E-E 

    Kanter, Rosabeth Moss

    HBSP (USA)

• Heeding the wisdom of Peter Drucker might have helped us avoid - and will help us solve - numerous challenges, from restoring trust in business to tackling
  climate change. He issued early warnings about excessive executive pay, the auto industry's failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. If he were still here, a century after his birth, what would he say about the path forward? The essential Drucker can be summarized in three themes: First, management should be a profession, and executives and managers should remember that their primary job is to look out for the long-term health of their organizations. That means taking responsibility for social well-being, not just wealth. Second, knowledge workers cannot be controlled; they must be motivated. Such employees must see a purpose more meaningful than personal profit. And third, nonprofits are necessary ingredients for p
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• •  Dirección Estratégica

    Why Read Peter Drucker? (Harvard Business Review Article) HBS-R0911F-E 

    Kantrow, Alan M.

    HBSP (USA)

• Peter Drucker's extensive writings, including more than 30 HBR essays, are landmarks of the managerial profession. They've influenced the practice and
  teaching of management for decades and no doubt line thousands of bookshelves. But does anyone read his works? More important, ought they? More important still, what will they gain if they do? In this 1980 article, Kantrow maintains that Drucker's real contribution to the discipline of management lies not so much in the cash value of his ideas but in the rigorous activity of mind by which they are formulated. One can learn far more deeply from watching Drucker think, says Kantrow, than from studying the content of his thought. Using specific passages from many of Drucker's books, the author demonstrates how Drucker's broadly contextual, logical, holistic play of thought enacts a kind of ongoing drama of perspective and how, combined with his fair-minded approach and commonsense flow of reasoning, Drucker so effectively convinces the reader.
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• •  Dirección Financiera

    Is It Fair to Blame Fair Value Accounting for the Financial Crisis? (Harvard Business Review Article) HBS-R0911G-E 

    Pozen, Robert C.

    HBSP (USA)

• When the credit markets seized up in 2008, many heaped blame on "mark to market" accounting rules, which require banks to write down their troubled assets
  to the prices they'd fetch if sold on the open market - at the time, next to nothing. Recording those assets below their "true" value, critics argued, drove financial institutions toward insolvency. Proponents of marking to market, on the other hand, said it exposed executives' bad decisions. If not for this fair value accounting practice, investors would be kept in the dark about the banks' real state of affairs. In this article, Pozen, the chairman of MFS Investment Management, dispels the myths about fair value accounting. For example, it's untrue that most bank assets are marked to market - in 2008 just a third were. Not all write-downs reduce the banks' regulatory capital. Nor is it true that under historical cost accounting, companies don't have to acknowledge changes in market value; they're required to record permanent impairment
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• •  Dirección Estratégica

    A Practical Guide to Combining Products and Services (Harvard Business Review Article) HBS-R0911H-E 

    Berry, Leonard L.; Dotzel, Thomas; Shankar, Venkatesh

    HBSP (USA)

• Most firms are trying to combine products and services into innovative offerings in an effort to boost revenue and profit streams and balance cash flows.
  These hybrid solutions can help companies attract new customers and increase demand among existing ones by offering them superior value. Such offerings are commonplace - think Apple (the iPod product combined with the iTunes service). While the promise of combined offerings is great, it's easy to get them wrong. The problem is that too many companies, expecting to catch the brass ring, don't think through exactly how to structure, market, and sell their combined offerings. Over the past three years, the authors have analyzed more than 100 winning hybrid offerings from a variety of B2B and B2C companies. Their research shows that most companies stumble in at least one of four ways: failure to differentiate, failure to scale, failure to assess markets and prices appropriately, and failure to invest in the brand. The authors identify common
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