For the exclusive use of k. huang‚ 2015. 4409 FEBRUARY 23‚ 2012 CHRISTOPHER A. BARTLETT LAURA WINIG Kent Chemical: Organizing for International Growth In July 2008‚ Luis Morales‚ president of Kent Chemical International (KCI)‚ the international arm of Kent Chemical Products (KCP)‚ balanced a computer on his lap‚ trying to merge the organizational charts of his KCI worldwide operations with KCP’s domestic businesses. After his third attempt‚ the two charts finally shared the screen. He had achieved
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assessment as it relates to leaders today In today’s ever changing environment‚ organizations need to continuously adapt and transform‚ not only in order to succeed but even just to survive. While it takes a capable manager to efficiently run a business in steady-state‚ it takes a leader to successfully drive an organization through change (Kotter in Robbins and Judge‚ 2009: 385). Dealing with technology‚ economic and legislation changes isn’t new for
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Harvard Business Case Analysis How would you categorize Kearney’s commitment to the company? How might you change or maintain this commitment? Eugene Kearney is very committed to Old Colony Associates (OCA). Kearney is committed in that he has been with the company for 13 years‚ loves going to work every day and aspires to maintain a higher level management position. However‚ he clearly needs to make improvements to his current level of commitment to OCA. Kearney needs to realize that commitment
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www.hbr.org How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli‚ Harbir Singh‚ Jitendra V. Singh‚ and Michael Useem Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 Leadership Lessons from India Reprint R1003G Leadership Lessons from India Idea in Brief The leaders of India’s biggest and fastestgrowing companies take an internally focused‚ long-term
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Stanford University Graduate School of Business‚ where he received the Distinguished Teaching Award in 1992. In 1995‚ he founded a management laboratory in Boulder‚ Colorado‚ where he now conducts research and consults with executives from the corporate and social sectors. He holds degrees in business administration and mathematical sciences from Stanford University‚ and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate
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growth is what you’re after‚ you won’t learn much from complex measurements of customer satisfaction or retention. You simply need to know what your customers tell their friends about you. The One Number You Need to Grow COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Frederick F. Reichheld The CEOs in the room knew all about the power of loyalty. They had already transformed their companies into industry leaders‚ largely by building intensely loyal relationships
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Stefan Henningsson (sh.itm@cbs.dk) Jonas Hedman (jh.itm@cbs.dk) + guests Course Description This course uses the IVK Case Series to examine important issues in IT management through the eyes of Jim Barton‚ a talented business (i.e.‚ non-technical) manager who is thrust into the Chief Information Officer (CIO) role at a troubled financial services firm. The course follows Barton through challenges‚ mistakes‚ travails‚ and triumphs. We take this journey with him‚ commenting
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References: Cappelli‚ P. (2008). Talent management for the twenty-first century. Harvard Business Review‚ Retrieved from http://hbr.org/2008/03/talent-management-for-the-twenty-first-century/ar/1 Cappelli‚ P Farrell‚ D.‚ & Grant‚ A. J. (2005). China ’s loomig talent shortage. The McKinsey Quarterly‚ 4‚ 70-79. McCool‚ J. D. (2010‚ March
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HOW HOW THE MOST INNOVATIVE COMPANIES CAPITALIZE ON TODAY’S RAPID RAPID FIRE STRATEGIC CHALLENGES AND AND STILL MAKE THEIR NUMBERS. BY BY JOHN P. KOTTER PHOTOGRAPHY: GETTY IMAGES HBR.ORG November 2012 Harvard Business Review 45 THE BIG IDEA ACCELERATE! Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption. Any company that has made it past the start-up stage is optimized for e ciency rather than for strategic agility—the
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case study. HCL Technologies‚ in 2006 midwinter‚ people started to think enormous potential. HCL Technologies had developed a system called BAIT it is called Business-Aligned IT(Nayar‚V 2010). The goal of this system is align the services to the customers’ specific business processes. The system has identified the three most critical business processes. According to the case study‚ the three are - analyzed them‚ determine how to align them with HCLT solutions‚ and estimated the amount of money we
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