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• • Dirección Estratégica

    The Sense-and-Respond Alternative: Designing an Adaptive Capability HBS-7729BC-E

    Haeckel S. H.

    HBSP (USA)

• If strategy is neither a purposeful plan to make and sell offers nor a naturally emerging phenomenon, what is it? In this chapter, the author argues that
  the answer for large firms operating in highly unpredictable environments is that strategy is a design for an adaptive structure. Describing the sense-and-respond alternative to both make-and-sell and emergent strategies, he explores the idea of strategy as structure.
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• • Dirección Estratégica

    Power Across Latin America: Endesa de Chile HBS-799015-E

    Del Sol, Patricio; Ghemawat, Pankaj

    HBSP (USA)

• Endesa, a privatized Chilean electricity generator, has made significant investments in the privatization of Argentina's electricity sector and is now
  contemplating an even larger privatization opportunity in Peru. In deciding how much to bid in Peru, Endesa must account for the political context in which privatization is being undertaken, as well as a host of other uncertainties.
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• • Dirección Estratégica

    Successful Change and the Force That Drives It HBS-4723BC-E

    Kotter John P.

    HBSP (USA)

• In order to make it in the global marketplace, organizations must be willing to radically transform. According to John Kotter, the world's foremost expert
  on leadership, change that improves the organization at an acceptable cost requires two things: an eight-step process that creates power and motivation sufficient to overwhelm all the sources of inertia, and high-quality leadership.
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• • Dirección Estratégica

    Establishing a Sense of Urgency: Overcoming Barriers to Organizational Change HBS-4724BC-E

    Kotter John P.

    HBSP (USA)

• Creating change in any organization is extremely difficult and requires a large number of employees to collaborate effectively. Creating a sense of urgency
  is crucial to inspiring needed cooperation, initiative, and willingness to make sacrifices.
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• • Dirección Estratégica

    Creating the Guiding Coalition: Overcoming Barriers to Organizational Change HBS-4725BC-E

    Kotter John P.

    HBSP (USA)

• Because major change is so difficult to accomplish, a powerful force is required to sustain the process. A strong guiding coalition is always needed--one
  with the right composition, level of trust, and shared objective.
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• • Dirección Estratégica

    Communicating the Change Vision: Overcoming Barriers to Organizational Change HBS-4727BC-E

    Kotter John P.

    HBSP (USA)

• Communicating a vision for change and gaining understanding and commitment to a new direction is never an easy task, especially in large enterprises.
  However, the new vision must be constantly and effectively communicated in order to create a shared sense of a desirable future, which helps motivate and coordinate the transformation effort.
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• • Dirección Estratégica

    Empowering Employees for Broad-Based Action: Overcoming Barriers to Organizational Change HBS-4728BC-E

    Kotter John P.

    HBSP (USA)

• With the right structure, training, systems, and supervisors to build on a well-communicated vision, increasing numbers of firms are finding that they
  can tap an enormous source of power to improve organizational performance--they can mobilize hundreds or thousands of people to help provide leadership to produce needed changes.
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• • Dirección Estratégica

    Generating Short-Term Wins: Overcoming Barriers to Organizational Change HBS-4729BC-E

    Kotter John P.

    HBSP (USA)

• Major change takes time, sometimes lots of time. But running a transformation effort without serious attention to short-term wins is extremely risky.
  Planning for short-term results can provide much needed evidence that hard work, and investment of resources on behalf of change is paying off.
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• • Dirección Estratégica

    Consolidating Gains and Producing More Change: Overcoming Barriers to Organizational Change HBS-4730BC-E

    Kotter John P.

    HBSP (USA)

• Major change often takes a long time, especially in big organizations. Short term wins are essential to keep the change effort going, but the celebration
  of those wins can be lethal if urgency is lost. If you let up before the job is done, critical momentum can be lost and regression may follow.
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• • Dirección Estratégica

    Anchoring New Approaches in the Culture: Overcoming Barriers to Organizational Change HBS-4731BC-E

    Kotter John P.

    HBSP (USA)

• When the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Changes
  in a work group, a division, or an entire company can come undone, even after years of effort, because the new approaches haven't been anchored firmly in group norms and values.
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