108 Posts found for Source: IESE Insight

Businesses are breaking out of the old too-big-to-fail mindset to face disruptive technologies head on. Disruption’s survivors are learning how to benefit from new modes of engagement with potential competitors and tomorrow’s startups. Call it corporate venturing. In this paper, the co-authors outline a menu of options for established businesses looking to embrace startups in their drive to achieve profitable growth.

Content: Article | Authors: Adrià Batlle, Julia Prats, Pau Amigó, Xavier Ametller | Source: IESE Insight | Subjects: Entrepreneurship, Strategy

Taking on a new management position can create certain doubts and insecurities. A clash between expectations and reality is almost inevitable – but it can be minimized. Professor Guido Stein offers 10 tips to streamline your adaptation to a new executive role.

Content: Article | Author: Guido Stein | Source: IESE Insight | Subjects: Career, Personal Development

Professor Pankaj Ghemawat argues that four key propositions he has put forth regarding international business also apply to intranational business – working within national borders. Recognize local biases and regional differences to help unlock strategic opportunities at home as well as abroad.

Content: Article | Author: Pankaj Ghemawat | Source: IESE Insight | Subjects: International, Management

How can you optimize the price of a product or service? Julián Villanueva, José Antonio Segarra and Iciar Ferrer outline the variables to keep in mind and explain how to tailor your pricing policy. For starters, remember that most buying decisions are far from rational, as they are influenced by certain psychological factors.

Content: Article | Authors: Iciar Ferrer, José Antonio Segarra, Julián Villanueva | Source: IESE Insight | Subject: Pricing

In multinationals with subsidiaries scattered around the world, communication is key – and complex. So what’s the best way to get firm knowledge flowing in the right directions? A large scale survey of over 800 subsidiaries in 13 countries finds that the relatively novel trend of “inpatriation” may be more useful to businesses than the traditional expat assignments for two-way knowledge flow.

Content: Article | Authors: Anne-Wil Harzing, B. Sebastian Reiche, Markus Pudelko | Source: IESE Insight | Subjects: Human Resources, International, Management, Organizational Behavior

If you search for books on “leadership,” you will find hundreds of thousands of titles. But are their theories tested? Is anything new being said in each year’s releases? IESE’s Guido Stein discusses four levels of leadership and argues that influence, connection, commitment, vision and authenticity are among the essential and time-tested ingredients.

Content: Article | Author: Guido Stein | Source: IESE Insight | Subject: Leadership

Four predictors of power, five factors that help the powerful stay that way and six red flags are identified by the authors after reviewing hundreds of studies on the psychology of power in organizations.

Content: Article | Authors: Cameron P. Anderson, Sebastien Brion | Source: IESE Insight | Subject: Organizational Behavior

ESE’s Domènec Melé presents a framework for “human quality treatment” (HQT) based on a recognition and respect for our shared human characteristics as well as our uniqueness. He ranks the quality of treatment in an organization according to five levels: Maltreatment, Indifference, Justice, Care, and Development.

Content: Article | Authors: Domènec Melé, E. L. Kersten | Source: IESE Insight | Subjects: Ethics, Management, Organizational Behavior

“Innovation is for CFOs, too,” say IESE’s Tony Davila and co-authors of this article identifying six levers of innovation applicable to any field.

Content: Article | Author: Tony Davila | Source: IESE Insight | Subjects: Finance, Innovation

When executives take on new leadership positions, their ability to be effective is assumed. That is why they are appointed in the first place. But competence alone is not enough for optimal results. Thriving in a new managerial role requires setting the stage for success, winning over key colleagues, communicating according to a plan and listening to those affected by the change.

Content: Article | Authors: David García, Guido Stein | Source: IESE Insight | Subjects: Career, Management, Organizational Behavior

In today’s turbulent business environment, leaders must be able to adapt to rapidly changing circumstances. A study coauthored by IESE’s Mireia Las Heras suggests that the most adaptable executives are those who have worked in a variety of different jobs during their careers and those who had access to senior managers early in their careers.

Editor’s Note: I would be very wary of drawing the … [ Read more ]

Content: Article | Source: IESE Insight | Subjects: Career, Human Resources, Management, Organizational Behavior

Who are the informal leaders in your company? Which connections would increase your ability to get your job done? Visualizing your social network will help you to understand your position in the company and whether it is consistent with your short- and long-term objectives.

Content: Article | Authors: Fabrizio Ferraro, Marco Tortoriello | Source: IESE Insight | Subject: Organizational Behavior

If you have ever finished a presentation to a polite smattering of applause, you probably didn’t start out by asking yourself the right questions. As IESE’s Conor Neill explains, most communication fails because the speaker isn’t clear, specific or realistic about what he or she wants from the audience. Winning the argument is all well and good, but the ultimate prize is winning audience action, … [ Read more ]

Content: Article | Author: Conor Neill | Source: IESE Insight | Subject: Productivity / Work Tips

Japanese-honed techniques, such as 5S, hoshin kanri, taguchi, jidoka and takt time, are behind such manufacturing approaches as just in time and lean manufacturing. A technical note by IESE’s Rocio Arenas and Beatriz Muñoz-Seca analyzes these five Japanese methods, which they say could be implemented in services.

Content: Article | Authors: Beatriz Muñoz-Seca, Rocio Arenas | Source: IESE Insight | Subject: International

Finding the perfect job might seem like a universal goal. Not necessarily, say IESE’s Yih-teen Lee and ESSEC’s Aarti Ramaswami, who argue that a lot depends on culture. By learning to recognize the sometimes invisible cultural influences on HR practices, global managers can better understand how to attract, select and retain talent in their organizations.

Content: Article | Source: IESE Insight | Subjects: International, Organizational Behavior

Both international joint ventures (IJVs) and acquisitions facilitate the entry of companies into new markets and business domains. They also expose firms to significant risk. How do executives weigh decisions about which governance approach is best, particularly in emerging markets like China where information may be limited? A team of professors led a study to better understand how to make these strategic decisions.

Content: Article | Source: IESE Insight | Subjects: International, Mergers & Acquisitions, Strategy

Why do some people outperform their peers by up to 40 percent? Why are some professionals more efficient at work than others? Why do some offer solutions, while others just complain and point fingers? IESE’s Pablo Maella analyzes the foundations of personal and organizational productivity through six variables.

Content: Article | Author: Pablo Maella | Source: IESE Insight | Subjects: Organizational Behavior, Personal Development

Shakeouts are a common feature of nascent industries. IESE visiting professor Luís Cabral proposes a novel explanation for shakeouts based on sunk costs and technological uncertainty. Fearing they will back the wrong horse, firms initially invest conservatively, only expanding to their optimal capacity once the winning technology emerges, thereby triggering a shakeout.

Content: Article | Author: Luís Cabral | Source: IESE Insight | Subjects: Economics, History

The challenges of generating growth in low-growth contexts are very different from those of managing growth in high-growth contexts. A new article by IESE’s Julia Prats and Marc Sosna, together with R. Velamuri of CEIBS, offers a framework of four growth scenarios that firm units can use to map themselves, in order to identify the particular barriers they face and the actions needed to overcome … [ Read more ]

Content: Article | Authors: Julia Prats, Marc Sosna, Ramakrishna Velamuri | Source: IESE Insight | Subject: Strategy

A variable remuneration scheme can create value or, if it is poorly designed and implemented, destroy it. When it discourages rather than motivates employees, not only do you fail to achieve the expected results, but you pay extra for something that is detrimental to the company. IESE’s Pablo Maella offers recommendations aimed at strengthening the incentive effect.

Content: Article | Author: Pablo Maella | Source: IESE Insight | Subjects: Human Resources, Management, Organizational Behavior