108 Posts found for Source: IESE Insight

As the key architect of Netflix’s organizational culture, Patty McCord threw out the handbook — a process she describes in her aptly titled book, Powerful: Building a Culture of Freedom and Responsibility. In this edited conversation, McCord shares her radical approach to talent management and organizational development, highlighting the principles and practices that contributed to building a high-performance work environment and industry-defining corporate culture. Her … [ Read more ]

Content: Thought Leader | Authors: Patty McCord, Yih-Teen Lee | Source: IESE Insight | Subjects: Human Resources, Management

From mailshots to influencers, all the basics and not-so-basics to boost your website traffic.

Content: Article | Authors: Inigo Gallo, Javier Segarra, Lorenzo Panlilio | Source: IESE Insight | Subject: Marketing / Sales

IESE Profs. Anneloes Raes and Mireia Las Heras consider the pros and cons of non-hierarchical companies.

Content: Article | Authors: Anneloes Raes, Mireia Las Heras | Source: IESE Insight | Subjects: Management, Organizational Behavior

Among advertising sequences, there’s a gold standard to build brand appeal in consumers’ minds.

Content: Article | Authors: Albert Valenti, Gokhan Yildirim, Koen Pauwels, Marc Vanhuele, Shuba Srinivasan | Source: IESE Insight | Subjects: Advertising, Marketing / Sales

Overpaying CEOs is a mechanism that floats all boats but undermines competition and leaves consumers paying more.

Content: Article | Authors: Florian Ederer, Martin Schmalz, Miguel Anton, Mireia Giné | Source: IESE Insight | Subjects: Corporate Governance, Finance

A new study published in Nature Human Behaviour sheds light on the role of within-job pay differences in the gender pay gap.

Content: Article | Authors: Halil Sabanci, Marta Elvira, Paula Apascaritei | Source: IESE Insight | Subjects: Compensation, Diversity, Human Resources, Organizational Behavior, Women in Business

When presenting BMI internally, be conscious of how you do it. When framed as a threat, people tend to get more rigid, which restricts information, narrows attention and reduces channels, resulting in inertia. When framed as an opportunity, people react more positively under the expectation of gain, which motivates change and promotes innovation. Opportunity and threat perceptions act as important cognitive antecedents to business model … [ Read more ]

Content: Quotation | Authors: Christoph Zott, Raphael Amit | Source: IESE Insight | Subjects: Change Management, Innovation

What’s interesting is that people often treat middle managers as the dispensable layer of the organization. This may be a contracting issue. Those at the very top are incentivized with high compensation tied to stock options. Those at the very bottom have simpler tasks that are spelled out in legally enforceable hourly contracts. Not so for those in the middle, who are responsible for implementing … [ Read more ]

Content: Quotation | Author: Claudine Gartenberg | Source: IESE Insight | Subjects: Human Resources, Motivation, Organizational Behavior

As … Viktor Frankl noted in his writings, we are motivated not so much by money or material objects as by a fundamental need for meaning in our lives, which may come from family, religion, our vocation or something else that acts as the modal force of who we are as individuals. Now, taking that insight and expanding it to companies in the shared sense, … [ Read more ]

Content: Quotation | Author: Claudine Gartenberg | Source: IESE Insight | Subjects: Management, Organizational Behavior

If human nature felt no satisfaction (profit apart) in constructing a factory, a railway, a mine or a farm, there might not be much investment merely as a result of cold calculation.

Content: Quotation | Author: John Maynard Keynes | Source: IESE Insight | Subject: Economics

Does corporate purpose influence firm performance? More than two decades ago, the scholars Christopher A. Bartlett and Sumantra Ghoshal argued that purpose, not strategy, structure or systems, was the essential precursor to effective management. Since then, the public discourse on purpose has gone up substantially. And while there’s a growing body of research on related topics — from CSR to ESG — when it comes … [ Read more ]

Content: Article | Author: Claudine Gartenberg | Source: IESE Insight | Subject: Organizational Behavior

Does corporate purpose influence firm performance? More than two decades ago, the scholars Christopher A. Bartlett and Sumantra Ghoshal argued that purpose, not strategy, structure or systems, was the essential precursor to effective management. Since then, the public discourse on purpose has gone up substantially. And while there’s a growing body of research on related topics — from CSR to ESG — when it comes … [ Read more ]

Content: Article | Author: Claudine Gartenberg | Source: IESE Insight | Subjects: Best Practices, Management, Organizational Behavior

Telling consumers when availability is low has two effects: 1) the scarcity effect induces some customers to buy while they can for fear of missing out; and 2) seeing customers rushing to buy prompts others to follow suit, in what’s known as the herding effect. Product popularity is taken as a proxy for product value. Harnessing these effects can boost sales.

However, it can also backfire. … [ Read more ]

Content: Article | Authors: Eduard Calvo, Laura Wagner, Ruomeng Cui | Source: IESE Insight | Subject: Marketing / Sales

Jaume Ribera breaks down the life cycle of a crisis into five stages and explores the challenges and opportunities each stage presents.

Content: Article | Author: Jaume Ribera | Source: IESE Insight | Subjects: Management, Operations

Why do so many companies insist on focusing their mail campaigns on their most valuable customers? The problem, as research points out, is that many times their analyses of marketing campaigns ignore the cross-channel effects between communication and sales, so they reach the wrong conclusions. They fail to consider the influence that direct mail has on online sales or that digital campaigns have on brick-and-mortar … [ Read more ]

Content: Article | Authors: Albert Valenti, Gokhan Yildirim, Koen Pauwels, Shuba Srinivasan | Source: IESE Insight | Subject: Marketing / Sales

Discount, premium, online-only, you name it: how a company “does business” is as important, or more so, than the geographic or product market in a merger. According to research by Timo Sohl and Govert Vroom, when two companies have similar business models, they make better partners.

Content: Article | Authors: Govert Vroom, Timo Sohl | Source: IESE Insight | Subject: Mergers & Acquisitions

Valuing companies is as important as it is dangerous. A miscalculation or faulty method can prove quite costly in negotiations and investing. Moreover, there is no single, foolproof method, and absurd results are often obtained, such as those cited by IESE’s Pablo Fernández in his document cataloging 204 mistakes in company valuations. The author organizes the common mistakes into seven groups – covering errors in … [ Read more ]

Content: Article | Author: Pablo Fernández | Source: IESE Insight | Subject: Finance

A business model is more than just a business plan. Avoid future headaches by reviewing the key elements of good business model design.

Content: Article | Author: David J. Teece | Source: IESE Insight | Subject: Management

Shareholders are not the only ones to benefit from the value created by a firm. Employees, customers and suppliers reap rewards, too. Introducing a new tool to measure value creation dynamically, over time: the Value Creation and Appropriation (VCA) model. IESE’s Roberto Garcia-Castro and co-authors discuss its practical implications for firm strategy.

Content: Article | Authors: Marvin B. Lieberman, N. Balasubramanian, Roberto García-Castro | Source: IESE Insight | Subjects: Finance, Management, Strategy

Global connectedness is measured along the lines of four pillars: trade (products and services), investment (capital), information (internet traffic, phone calls, print media) and people (migrants, tourists, students). These four pillars encompass most of the aspects of international connectedness that have maximum relevance for business people, policymakers, and ordinary citizens concerned with the impact of globalization on their life opportunities,

Content: Quotation | Authors: Pankaj Ghemawat, Steven A. Altman | Source: IESE Insight | Subjects: Economics, International