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Ricard Lloria
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Los fundadores de startups deben tener en cuenta que las diferentes etapas del negocio dependen de varias decisiones importantes.Estos son algunos de los errores típicos que como emprendedor debes tener cuidado de evitar al construir tu negocio.Muchos fundadores de startups no son flexibles con sus ideas originales y su proceso de toma de decisiones: La flexibilidad es un elemento clave para el éxito de una startup. Inicialmente, es vital que conozcas las necesidades del mercado y la demanda potencial de tu producto o servicio. La investigación, los estudios de mercado y la validación son fundamentales. Si vas a lanzar un producto, es inteligente construirlo por etapas. Asegúrate de verificar qué necesita el mercado y validar el producto en cada etapa. Si la retroalimentación del mercado entra en conflicto con el diseño, puedes minimizar las pérdidas con el rediseño. Ser flexible te ayuda a impulsar rápidamente tu startup en función de los comentarios del mercado. Apegarte rígidamente a tu concepto central original puede resultar un error. Via Juan Carlos Valda
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From
hbr
Despite a long-term decline in the circus industry, Cirque du Soleil profitably increased revenue 22-fold over the last 10 years by reinventing the circus. Rather than competing within the confines of the existing industry or trying to steal customers from rivals, Cirque developed uncontested market space that made the competition irrelevant. Cirque created what the authors call a blue ocean, a previously unknown market space. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In red oceans—that is, in all the industries already existing—companies compete by grabbing for a greater share of limited demand. As the market space gets more crowded, prospects for profits and growth decline. Products turn into commodities, and increasing competition turns the water bloody. There are two ways to create blue oceans. One is to launch completely new industries, as eBay did with online auctions. But it’s much more common for a blue ocean to be created from within a red ocean when a company expands the boundaries of an existing industry. In studying more than 150 blue ocean creations in over 30 industries, the authors observed that the traditional units of strategic analysis—company and industry—are of limited use in explaining how and why blue oceans are created. The most appropriate unit of analysis is the strategic move, the set of managerial actions and decisions involved in making a major market-creating business offering. Creating blue oceans builds brands. So powerful is blue ocean strategy, in fact, that a blue ocean strategic move can create brand equity that lasts for decades.
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por Esteban Owen Via Juan Carlos Valda
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por Javier Escudero Via Juan Carlos Valda
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Oh, how the mighty have fallen. A decade ago, social media was celebrated for sparking democratic uprisings in the Arab world and beyond. Now front pages are splashed with stories of social platforms’ role in misinformation, business conspiracy, malfeasance, and risks to mental health. In a 2022 survey, Americans blamed social media for the coarsening of our political discourse, the spread of misinformation, and the increase in partisan polarization. Via Edumorfosis
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Por Eri Gutiérrez Via Juan Carlos Valda
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From
hbr
Pay inequality is common in most workplaces. You get paid significantly more than your subordinates, your boss gets paid more than you, and your boss’s boss gets even more. At some point your employees have wondered about your salary – and their peers’. Should you be worried about that? Recent research sheds some light on this question. Researchers conducted an experiment with a sample of 2,060 employees from all rungs of a large commercial bank in Asia. They found that employees tended to underestimate the pay of their managers, but learning the actual amount led them to work harder. However, while people seemed to be fine with vertical inequality, they had more of a problem with horizontal inequality. Finding out peers get paid more had a negative effect on employees’ effort and performance.
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From
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Reprint: R0406C An effective executive does not need to be a leader in the typical sense of the word. Peter Drucker, the author of more than two dozen HBR articles, says some of the best business and nonprofit CEOs he has worked with over his 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices: They asked, “What needs to be done?” They also asked, “What is right for the enterprise?” They developed action plans. They took responsibility for decisions. They took responsibility for communicating. They were focused on opportunities rather than problems. They ran productive meetings. And they thought and said “we” rather than “I.” The first two practices provided them with the knowledge they needed. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The last two ensured that the whole organization felt responsible and accountable. Effective executives know that they have authority only because they have the trust of the organization. This means they must think of the needs and opportunities of the organization before they think of their own needs and opportunities. The author also suggests a ninth practice that’s so important, he elevates it to the level of a rule: Listen first, speak last. The demand for effective executives is much too great to be satisfied by those few people who are simply born to lead. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned.
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The AI era is here, and leaders across learning and talent development have a new mandate: help people and organizations rise to opportunity with speed and impact.
As AI reshapes how people learn, work, and chart their careers, L&D sits at the center of organizational agility, delivering business innovation and critical skills. This report combines survey results, LinkedIn behavioral data, and wisdom from L&D pros around the globe to help you rewrite your playbook for the future of work. Via Edumorfosis
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From
hbr
Many people with high-pressure jobs find themselves unhappy with their careers, despite working hard their whole lives to get to their current position. Hating your job is one thing – but what happens if you identify so closely with your work that hating your job means hating yourself?Psychologists use the term “enmeshment” to describe a situation where the boundaries between people become blurred, and individual identities lose importance. Enmeshment prevents the development of a stable, independent sense of self. While identifying closely with your career isn’t necessarily bad, it makes you vulnerable to a painful identity crisis if you burn out, get laid off, or retire. Individuals in these situations frequently suffer anxiety, depression, and despair. By claiming back some time for yourself and diversifying your activities and relationships, you can build a more balanced and robust identity in line with your values.
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From
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A recent EY survey found that more than 40% of U.S. respondents reported feeling physically and emotionally isolated in the workplace. This group spanned generations, genders and ethnicities. People want more connection with those they work with. So how can companies connect more effectively with employees and help them feel like they belong within their workplace community? The survey points to one simple solution: establish more opportunities for colleagues to check in with one another. 39% of respondents feel the greatest sense of belonging when their colleagues check in with them, both personally and professionally. By reaching out and acknowledging their employees on a personal level, companies and leaders can significantly enhance the employee experience by making their people feel valued and connected.
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From
hbr
The inflated ego that comes with success – the bigger salary, the nicer office, the easy laughs – often makes us feel as if we’ve found the eternal answer to being a leader. But the reality is, we haven’t. An inflated ego makes us susceptible to manipulation; it narrows our field of vision; and it corrupts our behavior, often causing us to act against our values. Breaking free of an overly-protective or inflated ego and avoiding the leadership bubble is an important and challenging job that requires selflessness, reflection, and courage.
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por XIMENA HERNÁNDEZ BUFFA |
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por Alvaro Mendoza Via Juan Carlos Valda
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Phygital, otro 'palabro' que utilizamos para referirmos a eso de combinar el comercio físico y el digital. Sí, es un reto crear un recorrido coherente para el cliente en todos los puntos de contacto.
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Mi columna en Invertia de esta semana se titula «El dilema de Estados Unidos con TikTok» (pdf), y trata de explicar lo que ocurre cuando un gobierno cree que el problema es que una red social esté en manos del gobierno de otro país, cuando la realidad es que el problema está en la propia esencia del funcionamiento de las redes sociales, sean de donde sean. Que lo único que el Congreso de los Estados Unidos sea capaz de aprobar por casi total unanimidad durante toda una legislatura sea una ley, “Protecting Americans from Foreign Adversary Controlled Applications Act” Via Alvaro Díaz A.
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Aviso navegantes esta entrada donde vamos a intentar hablar sobre la “Inteligencia Artificial y el Futuro del Trabajo en las Organizaciones: Desafíos y Oportunidades”, es una entrada larga, compuesta de 4 partes, que iremos descubriendo a lo largo de los próximos meses, el “porqué” de las 4 partes es por el mero hecho que vamos…
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From
hbr
Many C-Suite leaders are focused on how to build higher performance cultures. The irony, we’ve found, is that building a culture focused on performance may not be the best, healthiest, or most sustainable way to fuel results. Instead, it may be more effective to focus on creating a culture of growth. Building a growth culture requires a blend of individual and organizational components: an environment that feels safe, a focus on continuous learning, time-limited experiments, and continuous feedback.
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Por Mario Chao y Guillermo GarzaBienvenidos a la era de los contrastes, por un lado, en el estudio de mercado más reciente compartido por Mercado Libre nos habla que en México aparecieron 1 millón de nuevos compradores digitales en el mes de mayo, esto nos habla de casi 3 años de aceleración en la penetración del comercio digital en México derivado del contexto actual.Por el otro, estamos viviendo una de las crisis económicas más profundas para las empresas que aunado al contexto social está acelerando la creación de nuevos mecanismos para establecer una relación con los clientes vía digital o híbrida.¿Cómo podemos liderar el cambio en un momento que nos invita a reinventar el negocio? Este reto nos incentiva a fortalecer nuestras capacidades digitales y a migrar a un modelo de experiencia del cliente a la conveniencia híper personalizada que cada uno de los distintos segmentos busca. Via Juan Carlos Valda
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Conoce cómo afecta la actualización de la nueva ley de Cookies a todas las páginas web y a los sitios de comercio electrónico y cómo adaptarse. Via Santiago Sanz Lastra
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Se trata de un juego tan sencillo como "adictivo".Instagram lo ha lanzado de forma discreta con el propósito de amenizar el tiempo de espera al conversar en su plataforma de chat... Via Santiago Sanz Lastra
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por David Gomez Via Juan Carlos Valda
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From
hbr
To be effective in organizations today, you must be able to influence people. Here are some tips on how to position yourself as an informal leader, even if you’re not a formal one. (1) Strategize. Create a “power map” — an org chart of decision makers related to the initiative you wish to promote — to guide your campaign. Think about how and when you will approach your colleagues. (2) Craft your message. Prepare a concise elevator pitch about your idea. Then, based on your map, customize your pitch, taking into account your individual colleagues’ needs, perspectives, and temperaments. (3) Cultivate allies. Ask colleagues for their advice and incorporate their feedback. Enlist colleagues who are enthusiastic about your idea to serve as ambassadors. (4) Develop expertise. Stay up-to-date about your topic area. Attend conferences, enroll in a certification program, or assume a leadership position in a professional organization. These visible steps help you become that go-to person that others look to for advice.
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Comparto 8 elementos que he aprendido que son cruciales para que descubran tu podcast Via Ramon Aragon
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por Leonardo J. Glikin |