Innovation

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  1. TerraCycle (A) GE1-117-A

    This case walks readers through the history of TerraCycle, an environmentally friendly company launched by two Princeton students that faced many financial hardships and setbacks over the years.

    Szaky and Beyer, founders of TerraCycle, just won one million dollars in a business plan competition organized by a venture capital firm called Carrot Capital. Their business was based on using worms to eat organic waste, creating a waste management company that earned money by collecting waste and processing it into fertilizer. Prior to the competition, the company had been struggling. It had been running off $60,000 from family and friends and from other business plan competitions with few resources, no money to hire real employees, no factory and no scale. Shortly after winning the competition, Carrot Capital’s managing partner told the founders that although he loved their business idea, they would need to tone down the product’s environmental identity and bring in real professionals. This made the founders wonder if accepting the money would mean having to change the core of their green business.

    They had tried to get funding before by sending their business plan to many venture capital firms but they only received rejection letters. In addition, they could not find anyone who would pay them to take their garbage and no one was interested in buying the worm poop. Eventually, they hired a CEO with 20 years of experience who began recruiting board members with relevant experience. But since their business was still not profitable, they ended up changing their business model and started focusing on home users. They realized that home users may not want to have direct contact with the product, and spent time turning it into a sprayable indoor plant food instead. Following their eco-friendly mission, the company decided to “upcycle” by packaging their product in used plastic bottles. Although the company had the idea, product and packaging figured out, they were still in desperate need of funding. The company had to decide if they were going to join up with Carrot Capital, search for angel investors, go back to friends and family or try to find a partnership with the competition. They had to decide how to tailor the pitch to each group and to think about whether any funding would result from all the time and effort since their time was running out.

    Academic Area:
    Entrepreneurship
  2. El machista CO1-245

    How would you provide negative feedback? The sales director of a specialized retail store had to talk to a close colleague and tell him that there was this certain attitude he needed to quit on: chauvinism. What's the best way to do this?

    Academic Area:
    Organisational Behaviour
  3. NERTUS DO1-129-M

    This multimedia case describes the story of NERTUS a joint venture between Renfe and Siemens and how the company has achieved success in the area of maintenance. The case includes three sections: interviews with company managers the maintenance process and a virtual tour of the maintenance facility.

    The maintenance process section contains video interviews with NERTUS employees who describe each stage of the process from the detection of an error to the departure of the train after the service. 360º photos bring the maintenance facility to life in the virtual tour.

    Academic Area:
    Operations & Supply Chain Management | Innovation
  4. The Pan American Health Organization CO1-244-I

    Is it possible for a public, inter-governmental, and technical cooperation organization to implement institutional change while maintaining normal performance in different contexts and while achieving objectives established by the member governments, without labor conflicts or a significant overall increase in financial resources?

    This case documents and comparatively analyzes two experiences (Costa Rica and Nicaragua) to answer the question posed above, as these countries provide two different situations in terms of national demand profiles and institutional resources.

    Academic Area:
    Organisational Behaviour | Innovation
  5. Estrategia personal. La gestión de nuestro "fel … CO2-313

    Are we the result of destiny and life’s coincidences or can we achieve what we set out to do? In this technical note, we study how we manage ourselves by defining functional areas whose objective will be to maximize our personal profitability and to increase the values on our “happiness meter.”

    Academic Area:
    Organisational Behaviour
  6. Del liderazgo de equipos al liderazgo personal CO2-312

    Starting from the idea that “organizations are the people that are in them,” and that managing them correctly determines business success, a number of tools are studied that allow personal skills to be developed, examining motivational, communication and coaching factors. In addition, the figure of the leader and the leader’s influence on work teams is studied, defining the guidelines to be followed to be a good leader and thus achieve a high-performance team.

    Academic Area:
    Organisational Behaviour
  7. From Team Leadership to Self-Leadership CO2-312-I

    Starting from the idea that “organizations are the people that are in them,” and that managing them correctly determines business success, a number of tools are studied that allow personal skills to be developed, examining motivational, communication and coaching factors. In addition, the figure of the leader and the leader’s influence on work teams is studied, defining the guidelines to be followed to be a good leader and thus achieve a high-performance team.

    Academic Area:
    Organisational Behaviour
  8. PEREZ LLORCA AJ-GSJ-001-M

    The interactive case shows the selection process for a new junior lawyer at the law firm Perez Llorca.

    Interviews with the HR director the company's timeline and a series of graphs provide information about the company and the “war for talent” in the law sector. As a final exercise students are able to watch four job interviews and choose the best candidate for the job offer.

    Academic Area:
    Organisational Behaviour | Human Resources | Law
  9. Percepción del liderazgo en el mundo CO2-310-M

    This tutorial introduces six dimensions of leadership found across the world some which are highly regarded in all cultures and some which are associated as undesirable in certain countries.

    The students will be asked to compare these dimensions across countries and cultures and estimate which are higher than others to gain a sense of understanding for how expectations and prototypes for leadership differ around the world.

    Academic Area:
    Organisational Behaviour
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