First ninety days as head of an organization

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2008.Includes bibliographical references (leaves 64-68).Human nature does not like change, and unfortunately, in some areas, changes must be made. From an economic standpoint, firms have to adapt to new technologies, the size of markets change constantly as a result of globalization, and customers' needs are never-ending and wide-ranging. In a word, market dynamics mean change. Thus, when a new CEO must be hired, it becomes necessary to find the right person to handle this fluid situation. The task before a new CEO is tough: building a strategy that achieves the goal(s) set by the governance of the company. This thesis considers just such a situation: once in his/her position, what decisions must a new CEO make? Will this person have considerable latitude to implement his/her ideas? What must be accomplished before setting a strategy? What first measures should be implemented? What will those first 90 days at the top of the organization be like? Indeed: What is her/his License to Change?by Damien Liot.M.B.A

Web services strategy

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2003.June 2003.Includes bibliographical references (p. 116-123).This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.Everything is connected to everything. El Aleph (1945), by Jorge Luis Borges[1] This thesis addresses the need to simplify and streamline web service network infrastructure and to identify business models that best leverage Web services technology and industry dynamics to generate positive business results. Web services have evolved from the simple page-display protocol of their origin and now reach beyond the links that simply updated web data dynamically from corporate databases, to where systems can automatically transact. These Web services represent a series of network business technology standards and capabilities that irrevocably change the way in which businesses will do business. In fact, every business today is a networked business and has opportunities to grow using Web services. This study focuses on the implementation challenges in the financial services market, specifically the On Line Transaction Processing (OLTP) sector where legacy mainframes interface with multiple tiers of distribution through proprietary EDI links. The OLTP industry operates under stringent regulatory requirements for availability and audit-ability of not only who performed what transaction, but who had access to the information about the information. In this environment organizational demands on network infrastructure including hardware, software and personnel are changing radically, while concurrently Information Technology (IT) budgets are under pressure. The strategic choices for deploying web services in this environment may contain lessons for other industries where cost effective large scale processing, high availability, security, manageability and Intellectual Property Rights (IPR) are paramount concerns. In this paper we use a systems dynamics model to simulate the impact of market changes on the adoption of innovative technologies and their commoditization on the industry value chain, with the aim of identifying business models and network topologies which best support the growth of an Open Systems network business. From the results of the simulation we will derive strategic recommendations for networked business models and web services integration strategies to meet Line Of Business (LOB) objectives.by Stephen B. Miles.S.M.M.O.T

An exploration of corporate entrepreneurship : venturing signatures and their underlying dynamics

Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2005.This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.Includes bibliographical references (p. 131-135).The primary goal of this work is to broadly explore the factors influencing corporate entrepreneurship and to examine how its many elements can be linked together. A broad reading of the published literature on corporate entrepreneurship provides numerous frameworks and recommendations. When gathered together many of the recommendations are inconsistent or conflict with one another. The concept of a "venture signature" which evolves into a detailed look at the underlying dynamics of venturing is proposed as a way to examine corporate entrepreneurship and better identify critical influencing factors. This work consists of an extensive review of published material which forms the basis of a set of recommendations, trade-offs, and dynamics from which a "venture signature" is created. This is followed by a series of interviews with personnel from eight corporations with venturing histories that were both successful and mixed (some successes and some failures). The venture signatures for each are constructed and then compared and contrasted element by element. Key lessons and advice from the interviews are captured as part of this analysis.(cont.) The recommendations, trade-offs, and dynamics from the literature review are combined with the interviews and the venture signatures for the eight companies. These results show that an appropriate high-level model for corporate entrepreneurship should be a dynamic one. Discussion of what a dynamic venture signature would look like and several of the dynamics of corporate entrepreneurship are developed and explained in detail. A set of "must-haves" are separated from the "choices" available to corporate entrepreneurs. A "top ten" list of organizational dynamics that affect corporate entrepreneurship is proposed for consideration when making those choices. Finally, summary findings, four questions every corporate entrepreneur should know the answers to, and next steps are provided.by Michale R. Furst.S.M

O ethos dos executivos das transnacionais e o espirito do capitalismo

Orientador: Renato OrtizTese (doutorado) - Universidade Estadual de Campinas, Instituto de Filosofia e Ciencias HumanasDoutoradoDoutor em Ciências Sociai

Informe anual

El grup es constitueix a partir de quatre entitats: Banco Santander, Banco Central, Banco Hispano Americano i Banco Español de Crédito, que a la seva vegada es van constituir a partir de l'adquisició i absorció d'altres entitats més petites.Banca comercial, banca majorista global i gestió d'actius i assegurance