Innovation

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  1. Banesco Banco Universal DO1-110

    Between 1992 and 2005, Banesco Banco Universal experienced sustainable and inexorable growth within Venezuela’s complex financial and banking market. Venezuela had weathered several political, social and economic crises over the last fifteen years. The vision of its founders Juan Carlos Escotet and Luis Xavier Lujan had been a key driver for the Bank’s success. However, after thirteen years of good decisions and results, Banesco was now a large and complex organization and was starting to show certain weaknesses that needed to be addressed by reviewing management and innovation processes to date. 

    In 2005, the Bank was in a situation in which it was able to launch a number of initiatives and projects designed to leverage strategic objectives. The demand for projects, however, was bigger than the Bank’s capacity to implement them, and it did not seem capable of prioritizing them.

    Academic Area:
    Operations & Supply Chain Management | Innovation
  2. Galletas Fontaneda & United Biscuits RH1-120-M

    This interactive multimedia case describes the crisis that surrounded the sale of the Galletas Fontaneda biscuit factory in 2002. United Biscuit's announcement to sell the factory was the beginning of a seven month conflict that would affect the employees its managers and residents of the town of Aguilar de Campoo.

    The case is based around an interactive timeline which allows students to consider the main events of the crisis in detail. For each of the milestones interviews with the president of United Biscuits the head of the worker's council and the mayor of Aguilar de Campoo provide analysis.

    Academic Area:
    Human Resources | Negotiation
  3. La gestión de los servicios en las empresas de manuf … DO2-114

    This technical note reviews the insights that the services industry can provide to manufacturing, along with some keys to innovate within services.

    Academic Area:
    Operations & Supply Chain Management | Innovation
  4. La entrevista por competencias. Versión expedición RH2-106-M

    Multimedia exercises about recruitment based on competence and behavioral patterns. Three different exercises, each one with two different versions: for a business environment or a survival expedition.

    In the first exercise, the student is presented with a series of possible interview questions and has to decide which of these questions are useful or not for predicting the candidates' future behavior.

    In the second exercise, the student will view videos of candidates answering interview questions. The student must then classify these answers according to the S.A.R. technique.

    In the third exercise, the student will view four candidates being interviewed for their competence for a job. The student must determine each candidate’s level of competence so that he or she can later compare that with the actual level of suitability of each for the post.

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
  5. La entrevista de descripción de patrones conductuale … RH2-104-M

    Multimedia exercises about recruitment based on competence and behavioral patterns. Three different exercises, each one with two different versions: for a business environment or a survival expedition.

    In the first exercise, the student is presented with a series of possible interview questions and has to decide which of these questions are useful or not for predicting the candidates' future behavior.

    In the second exercise, the student will view videos of candidates answering interview questions. The student must then classify these answers according to the S.A.R. technique.

    In the third exercise, the student will view four candidates being interviewed for their competence for a job. The student must determine each candidate’s level of competence so that he or she can later compare that with the actual level of suitability of each for the post.

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
  6. La entrevista de descripción de patrones conductuale … RH2-105-M

    Multimedia exercises about recruitment based on competence and behavioral patterns. Three different exercises, each one with two different versions: for a business environment or a survival expedition.

    In the first exercise, the student is presented with a series of possible interview questions and has to decide which of these questions are useful or not for predicting the candidates' future behavior.

    In the second exercise, the student will view videos of candidates answering interview questions. The student must then classify these answers according to the S.A.R. technique.

    In the third exercise, the student will view four candidates being interviewed for their competence for a job. The student must determine each candidate’s level of competence so that he or she can later compare that with the actual level of suitability of each for the post.

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
  7. MECCA-COLA: MENSAJE EN UNA BOTELLA GE1-111

    Mathlouthi had been for a long time very unsatisfied by the American policy in the Middle East. This disappointment soon turned into a boycott on products perceived by consumers as a symbol of American hegemony. With the possibility of war in Iraq, the boycott intensified and became a global phenomenon during the year 2002. The affected companies were, for example, Burger King, McDonald's, Starbucks, Pepsi and Coke.

    Trying to involve his family in this campaign, Mathlouthi encouraged his son, consumer of Coca-Cola, to stop drinking it: "Agree-said the child, but you have to offer me another alternative drink". Solving this puzzle became a personal challenge to Mathlouthi and began to look for a solution.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  8. Expatriación: cuando la conciliación familia-trabajo … CO2-101

    As a result of globalization, companies are increasingly operating on an international scale and must therefore be prepared to operate in culturally diverse locations. One of the ways in which companies make their way out of their country is through the expatriation of employees. There are a number of factors that can influence whether the expatriate's adaptation process is more or less successful.

    The expatriation experience is a process that includes several phases: selection, training, adaptation and repatriation. Both the person and the company must know what these phases are and act appropriately in each of them to ensure the success of the expatriation.

    Academic Area:
    Organisational Behaviour | Human Resources
  9. WORKCENTER GE1-102

    This case analyzes the trajectory of Workcenter SGD, a Spanish company that offers digital reprography services, from the time of its founding in 1998 up to the beginning of 2005. By that time, the company had surpassed the first growth phase and was confronting important issues concerning its medium and long-term future.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
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