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• • Dirección Estratégica

    Ejercicio de toma de decisiones (C) HBS-307S08

    Garvin D. A.; Roberto M. A.

    HBSP (USA)

• El caso proporciona cuestionarios para que los estudiantes comparen sus experiencias en relación a distintos tipos de procesos de toma de decisiones.
  Los estudiantes leen "Growing Pains", un caso de Harvard Business Review (HBR), y luego trabajan en equipos para elaborar, mediante consenso, una serie de recomendaciones sobre la toma de decisiones. Al día siguiente, a partir de los ejercicios de toma de decisiones (B) y (C) y otro caso de HBR, "Case of the Unhealthy Hospital", y trabajando en los mismos equipos, abordan la toma de decisiones desde un enfoque dialéctico o haciendo de abogado del diablo. Debe utilizarse conjuntamente con: (307S09) Ejercicio de toma de decisiones (B); (307S10) Ejercicio de toma de decisiones (A).
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• • Dirección Estratégica

    Ejercicio de toma de decisiones (B) HBS-307S09

    Garvin D. A.; Roberto M. A.

    HBSP (USA)

• El caso proporciona cuestionarios para que los estudiantes comparen sus experiencias en relación a distintos tipos de procesos de toma de decisiones.
  Los estudiantes leen "Growing Pains", un caso de Harvard Business Review (HBR), y luego trabajan en equipos para elaborar, mediante consenso, una serie de recomendaciones sobre la toma de decisiones. Al día siguiente, a partir de los ejercicios de toma de decisiones (B) y (C) y otro caso de HBR, "Case of the Unhealthy Hospital", y trabajando en los mismos equipos, abordan la toma de decisiones desde un enfoque dialéctico o haciendo de abogado del diablo. Debe utilizarse conjuntamente con: (307S10) Ejercicio de toma de decisiones (A); (307S08) Ejercicio de toma de decisiones (C).
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• • Dirección Estratégica

    Liderar en tiempos de incertidumbre DOS-0001

    Alvarez de Mon Pan de Soraluce, Santiago; Baucells, Manel; Gunther McGrath, Rita; Hunter, Richard; Weber, Martin; Westerman, George

    IESE (España)

• Cuatro visiones sobre lo que necesitamos saber cuando desconocemos qué nos depara el mañana:
  "Testimonios de una paradoja vital. Incertidumbre, hábitat
  natural del directivo" por Santiago Álvarez de Mon;
  "Porque los sistemas fallan... Hable un idioma común sobre el riesgo en TI" por George Westerman y Richard Hunter;
  "Los sesgos de nuestro pensamiento ante la incertidumbre. Cuidado con las trampas de su mente" por Manel Baucells y Martin Weber;
  "Cómo medir las oportunidades. Cuando lo evidente y lo intuitivo no sirven" por Rita Gunther McGrath.
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• • Dirección Estratégica

    Leading in times of Uncertainty DOS-0001-E

    Alvarez de Mon Pan de Soraluce, Santiago; Baucells, Manel; Gunther McGrath, Rita; Hunter, Richard; Weber, Martin; Westerman, George

    IESE (España)

• International experts highlight what you need to know - when you don't know what tomorrow might bring:
  "Personal Testimonies to a Vital Paradox:
  Uncertainty, a Manager?s Natural Habitat" by Santiago Álvarez de Mon;
  "When the System Fails: Developing a Common Language About IT Risk" by George Westerman and Richard Hunter.
  "Cognitive Bias in Situations of Uncertainty: Mind Your Mind Traps" by Manel Baucells and Martin Weber;
  "The Trap of Conventional Thinking: Obvious, Intuitive and Wrong" by Rita Gunther McGrath.
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• • Dirección Estratégica

    The Invisible Hand Meets the Unconscious Brain: The Pitfalls of Free Markets HBS-3923BC-E

    Ubel P. A.

    HBSP (USA)

• Free markets have created tremendous wealth--of opportunity and of consumer goods. Free markets have encouraged the expansion of human liberties, giving
  people more choice in the workplace and in the shopping market. In theory, these liberties and choices should work out for the best. People will make choices based on their preferences and values. But with all the wonders of the free markets, comes the freedom for people to make bad decisions. Take the sixty-year old diabetic man who buys a pound of beef, a six-pack of beer, and a dozen donuts, or the twenty-year old who purchases a carton of cigarettes. Clearly, these people are not acting in their own best interest. According to physician and behavioral economist Peter Ubel, it isn't hard to see evidence all around that many of the purchasing decisions we make are having less than ideal effects on our well-being, and on society at large.
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• • Dirección Estratégica

    Defining Leadership Code: The Five Rules of Effective Leadership HBS-3921BC-E

    Smallwood N.; Sweetman K.; Ulrich D.

    HBSP (USA)

• Everyone agrees that leadership matters. But what makes an effective leader? The answer to this simple question is elusive, but according to Ulrich, Smallwood,
  and Sweetman, there is actually a leadership code comprised of five rules. If you want to be a better leader or build more effective leadership in your organization, you need to master these five rules. In this chapter, the authors define the five rules of leadership and describe briefly how to make the leadership code real for you and your organization.
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• • Dirección Estratégica

    Rule 1: Shape the Future--A Cardinal Rule of Effective Leadership HBS-3924BC-E

    Smallwood N.; Sweetman K.; Ulrich D.

    HBSP (USA)

• Strategy is being clear about where you want to go. The language may differ--mission, vision, goals, strategies, objectives, and outcomes--but any leader's
  intention is to create a future that is even more attractive than the present by occupying a strategic position that no one else can touch. Shaping the future--one of the cardinal rules of leadership--requires you to master the four strategy principles that are outlined in this chapter.
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• • Dirección Estratégica

    Rule 2: Make Things Happen--A Cardinal Rule of Effective Leadership HBS-3925BC-E

    Smallwood N.; Sweetman K.; Ulrich D.

    HBSP (USA)

• Execution is the ability to turn what we know into what we do. As a leader, your ability to execute will enable you to turn strategic aspirations into
  actions, desires into results, and desired futures into present reality. Leaders who execute connect the present to the future, focus on linking the short term to the long term, manage their time, engage others, and ensure accountability and consequences for delivering on time. These leaders accept responsibility for what needs to happen, do what needs to be done, and develop a convincing track record of delivering results. In short, they follow the five fundamental execution disciplines outlined in this chapter.
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• • Dirección Estratégica

    Rule 3: Engage Today's Talent--A Cardinal Rule of Effective Leadership HBS-3926BC-E

    Smallwood N.; Sweetman K.; Ulrich D.

    HBSP (USA)

• Leadership can never occur in isolation from followers. Leaders must be talent managers. Talent managers know how to identify, build, and engage talent
  to get results now. Talent managers identify what skills are required, draw talent to their organizations, develop people, engage them, and ensure that employees turn in their best efforts. Talent managers generate intense personal, professional, and organizational loyalty. How to optimize talent today? This chapter shows you the way.
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• • Dirección Estratégica

    Rule 4: Build the Next Generation--A Cardinal Rule of Effective Leadership HBS-3927BC-E

    Smallwood N.; Sweetman K.; Ulrich D.

    HBSP (USA)

• Today's talent matters, but tomorrow's talent matters just as much. Leaders who invest in tomorrow's talent build for the future, create sustainability,
  and ensure a legacy. Human capital should be enhanced just as financial, information, and relationship capital are. To build the next generation, you must be a human capital developer--this chapter shows you how.
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