• •  

    IESE Insight. Número 5. Segundo trimestre 2010 REV-5 

    IESE Insight

    IESE (España)

• En dirección de empresas, lo que funciona en una cultura no tiene por qué ser válido en otra. El número 5 de la revista IESE Insight analiza algunos de
  los retos que plantea la dirección de empresas internacionales desde la perspectiva del liderazgo, la gestión de personas, el marketing y la ética empresarial. Carlos Sánchez-Runde y Richard M. Steers revisan el papel de la cultura en el rol de los directivos y en la motivación de los empleados que operan en distintas geografías. Marieke de Mooij recomienda a los directivos abandonar su insistencia en la uniformidad y la estandarización a la hora de definir la misión de su empresa, su marca y otros conceptos clave de marketing global. Sophia Kusyk aborda tres grandes mitos que envuelven la gestión transcultural: la apelación a las costumbres locales por encima de consideraciones morales; la idea de que la tolerancia basada en el relativismo y el subjetivismo resolverá cualquier dilema; y la creencia de que los beneficios justifican los medios. Por úlitmo, Sebastian Reiche analiza el fenómeno de la impatriación y recomienda a las multinacionales un proceso para capitalizar todo su valor. En otras secciones de este número, Raúl Ibáñez y Josep María Rosanas nos hablan del proceso de creación de unos buenos indicadores de gestión, y Dominique Hanssens (UCLA) propone ampliar el marketing mix con el objetivo de atinar en el diagnóstico de los problemas de la empresa y poder así remediarlos. Además, la revista incluye una entrevista con Kevin Roberts, CEO de Saatchi & Saatchi, el relato de un día en la vida de Josep Lagares, empresario y apasionado del paracaidismo y el complicado dilema de G.ho.st, una start-up formada por israelíes y palestinos.
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• •  

    IESE Insight. Issue 5. Second quarter 2010 REV-5-E 

    IESE Insight

    IESE (España)

• Gives you the bigger mindset you need to adapt to the challenges of operating cross-culturally. Richard M. Steers and Carlos Sanchez-Runde explore the
  implications of culture for managing and motivating employees around the world. Marieke de Mooij urges managers to take a culturally segmented approach in their global marketing effort. Sophia Kusyk challenges three myths about doing business across cultures and provides some ethical decision-making tools. B. Sebastian Reiche identifies vital criteria to leverage the skills and knowledge that subsidiary staff brings to headquarters. Elsewhere in this magazine, Dominique Hanssens prescribes better marketing strategies to turn around a sick brand during periods of reduced consumption; and Raúl Ibáñez and Josep M. Rosanas examine management planning and control systems to help executives use them more wisely. Other articles touch on sustainability: Kevin Roberts, CEO Worldwide of Saatchi & Saatchi, considers it ¿the biggest idea of our time¿ and ¿the next big imperative¿; while Robert G. Eccles, of Harvard Business School, notes a clear trend in most industries and most countries toward integrating sustainability into the company¿s core operations and processes: Get ready, he says, or get left behind! There¿s also a business case on an Israeli/Palestinian start-up, with three executives pondering whether such an unlikely joint venture in this part of the world might actually generate peace as well as profit. We go jumping with parachuting enthusiast and entrepreneur Josep Lagares and learn about the importance of training, teamwork and backup. And Joan Enric Ricart pays tribute to the enduring management legacy of the late, great C.K. Prahalad.
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• •  Dirección Estratégica

    Google and Google Inc. (Abridged) - Teaching Note HBS-910050-E 

    Edelman, Benjamin; Eisenmann, Thomas

    HBSP (USA)

• Teaching Note for [910032] and [910036].

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• •  Iniciativa Emprendedora

    ISS Spain. The Integration Machine (A) E-126-E 

    Agulles, Remei; Prats Moreno, Mª Julia

    IESE (España)

• ISS Spain Country Manager Joaquim Borràs was preparing a meeting with other ISS Country Managers in which he was invited to share with them his experiences
  on acquisitions and integrations along the already ten years he had been in this position. Going over the firm's history, he decided to dwell on two key points: the first acquisitions which led to the constitution of ISS Spain, and the the year 2004. From 1999 to 2004, the subsidiary had gone from 1 to 9,160 employees, through 18 acquisitions. The company had a 7% organic growth and 132M ¿ revenue and it was strongly positioned in Spanish Levante, East, North and The Balearic Islands. Joaquim Borràs was confronting a strategic decision to continue this growth story and was explaining in the meeting the final three alternatives that he was considering to make the next quantum leap: 1) to buy a firm that was at that time bigger than ISS Spain; 2) to buy a firm to start a new service line outside of cleaning services; or 3) to continue ¿business as usual¿ and keep buying small and mid size firms around Spain. The case describes the inception of the firm going in detail through the first steps in the acquisition process and allows for discussing best practices going forward.
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• •  Iniciativa Emprendedora

    ISS Spain. The Integration Machine (B) E-133-E 

    Agulles, Remei; Prats Moreno, Mª Julia

    IESE (España)

• ISS Spain Country Manager Joaquim Borràs remembered how the ISS Spain team decided in 2004 to buy the cleaning company UNICA, as well as Alitecnic, which
  operated in the service areas of pest control and environmental hygiene. From 1999 to 2004, the subsidiary had gone from 1 to 9,160 employees, through 18 acquisitions. The company had a 7% organic growth and 132M ¿ revenue and it was strongly positioned in Spanish Levante, East, North and The Balearic Islands. After these new acquisitions, ISS-Spain reached around 300M ¿ turnover and a country-wide scope. The acquisition and integration of both companies had been a confirmation that in business things do not always go as expected. «The value of an acquisition comes not from the acquisition itself, but from a good integration» (Joaquim Borràs, Founder and Executive Chairman of ISS Spain).
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• •  Dirección Estratégica

    Google Inc. (Spanish Version) HBS-806105 

    Edelman, Benjamin; Eisenmann, Thomas

    HBSP (USA)

• El caso describe la historia de Google y su modelo de negocio, estructura de gobierno, cultura corporativa y procesos de gestión de la innovación. Evalúa
  las recientes iniciativas estratégicas de la empresa y las amenazas que plantean a Yahoo, Microsoft y otros. Se pregunta a los estudiantes cuál debería ser el siguiente paso de Google. Una opción es seguir concentrándose en la competencia fundamental de la empresa, es decir, el desarrollo de soluciones superiores de búsqueda en Internet y su rentabilización a través de la publicidad. Otra opción es diversificarse, por ejemplo: convertir Google en un portal como Yahoo o MSN; aumentar la presencia de la empresa en el sector del comercio electrónico más allá de los motores de búsqueda y adoptar un papel más activo como intermediario (al igual que hace eBay) permitiendo transacciones, o desafiar a Microsoft en el mercado de los PC desarrollando software que compita con Office y Windows.
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• •  Dirección Estratégica

    Las reglas del juego están cambiando DOS-0004 

    Ferraro, Fabrizio; Malone, Thomas W.; Ricart Costa, Joan Enric; Ryans, Adrian

    IESE (España)

• Los tiempos cambian. ¿Qué puede hacer como directivo para que el cambio juegue a su favor?: "Tome el mando de su sector: el modelo de negocio, motor del
  cambio sectorial", de Joan E. Ricart; "El reto de competir con el bajo coste: cuando lo aceptable es dos veces bueno", de Adrian Ryans; "Cómo redefinir un sector en beneficio propio: lecciones de un magnate en Hollywood", de Fabrizio Ferraro; "Descentralizar es lo central: Nuevas formas de organización", de Thomas W. Malone
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• •  Dirección Estratégica

    Changing the Rules of the Game DOS-0004-E 

    Ferraro, Fabrizio; Malone, Thomas W.; Ricart, Joan Enric; Ryans A.

    IESE (España)

• Sometimes the best way to get a jump on rivals is to rewrite the norms. When your turn comes, be ready to go!: "Choices, Consequences and Change: Get
  on Top of Your Game" by Joan E. Ricart; "When Good Enough Is Great: The High Stakes of Low-Cost Competition" by Adrian Ryans; "Lessons of a Hollywood Mogul: Shaping an Industry in Your Favor" by Fabrizio Ferraro; "The New Order of Business: Decentralization Is the New Center of Command" by Thomas W. Malone.
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• •  Dirección Estratégica

    Applied Research Technologies, Inc.: Global Innovation's Challenges HBS-4168-E 

    Bartlett, Christopher A.; Beckham, Heather

    HBSP (USA)

• Applied Research Technologies, Inc. (ART) is a diversified technology company which has used its entrepreneurial culture and encouragement of innovation
  as an ongoing competitive advantage. The case concentrates on the challenges faced by Peter Vyas, the Filtration Unit manager, who must decide whether to request $2 million in project funding from the divisional vice president, Cynthia Jackson. Similar Filtration projects have failed twice before, damaging the credibility of the Filtration Unit and Vyas personally. Jackson has recently been challenged to turn around or shut down the unit. Students must determine a strategy from the perspectives of both a unit manager and a division VP. This two-tier focus provides the opportunity to analyze the management decision process at different levels of the organization. Topics include empowerment, project management, and managing innovation. Topics Include: Managing Innovation, International Business, Organizational Behavior, Empowerment, Team
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• •  Dirección Estratégica

    Applied Research Technologies, Inc.: Global Innovation's Challenges - Teaching Note HBS-4169-E 

    Bartlett, Christopher A.; Beckham, Heather

    HBSP (USA)

• Teaching Note to 4168

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