CaseLink for Bateman-Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition
To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
To review the list of items you have selected so far, click on the word Review in the progress bar above.
Case — Katie Burke (A) Hart, Myra; Iansiti, Marco; Feinberg, Barbara Follows the career of Katie Burke, HBS MBA 1995. Offers the opportunity to discuss a variety of issues, including innovation, software development, entrepreneurship, new venture design, and career choices. HBS Number: 9-698-092 Type: Case (Field) Publication Date: 4/13/1998 Geographic Setting: Boston, MA and California Industry Setting: Internet Subjects: Careers & career planning; Entrepreneurship; Innovation; Internet; Product development; Software Supplementary Materials: Supplement (Field), (9-698-093), 3p, by Myra Hart, Marco Iansiti, Barbara Feinberg
Case — Kevin Simpson Hill, Linda A.; Conrad, Melinda B. Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational health product corporation; and a position as the assistant to the president of Haemonetics, an entrepreneurial company in the biomedical equipment field. Addresses the factors Simpson should consider when making job choices as well as the issues he faces as an African-American professional. HBS Number: 9-492-041 Type: Case (Field) Publication Date: 3/2/1992 Revision Date: 3/27/1995 Geographic Setting: Boston, MA Event Year Start: 1990 Event Year End: 1990 Subjects: Biotechnology; Careers & career planning; Medical supplies; Pharmaceuticals; Power & influence Supplementary Materials: Case Video, (9-494-516), 12 min, by Linda A. Hill, Katherine S. Weber; Teaching Note, (5-494-088), 21p, by Linda A. Hill, Katherine S. Weber
Case — Dell Computer Corp. Author(s): Narayandas, Das; Rangan, V. Kasturi Publication Date: 10/17/1995 Revision Date: 09/25/1996 Product Type: Case (Field) Product Description: Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future. Teaching Purpose: To give students an appreciation of developing strategy in a dynamic and rapidly evolving market. HBS Number: 9-596-058 Geographic Setting: Global Industry Setting: personal computers Gross Revenues: $4 billion revenues Event Year Start: 1978 Event Year End: 1994 Subjects: Computer industry; Direct marketing; Marketing strategy Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-596-098), 19p, by Das Narayandas
Case — New Technologies, New Markets: The Launch of Hongkong Telecom’s Video-on-Demand Lovelock, Peter In March 1998, Hongkong Telecom’s Interactive Multimedia Services (IMS) unit launched the world‘s first commercial Video-on-Demand (VOD) system. Worldwide interest resulted from the implementation of the world's first commercial VOD sy HBS Number: HKU011 Type: Case (Field) Publication Date: 01/01/1998 Geographic Setting: Hong Kong Industry Setting: multimedia/telecommunications Event Year Start: 1998 Event Year End: 1998 Subjects: Asia; Business government relations; Capital investments; Forecasting; Market entry; Marketing strategy; Telecommunications Supplementary Materials: Teaching Note, (HKU012), 4p, by Peter Lovelock Publisher: University of Hong Kong (Sales restricted to North America.)
Case — Crown Cork & Seal in 1989 Author(s): Bradley, Stephen P.; Cavanaugh, Sheila Publication Date: 03/01/1993 Revision Date: 07/26/2005 Product Type: Case (Library) Product Description: Describes the structure and recent trends of the metal container industry, Crown’s successful strategy for competing in the industry, and John Connelly‘s leadership over more than 20 years. In 1989, William Avery succeeded Connelly as CEO and is forced to consider new strategic options in the face of industry change. HBS Number: 9-793-035 Geographic Setting: United States Industry Setting: Packaging, carton & container industries Company Size: Fortune 500 Gross Revenues: $1.8 billion revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Business policy; Competition; Industry analysis; Packaging; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-395-224), 10p, by Stephen P. Bradley
Case — Business Teams at Rubbermaid, Inc. Amabile, Teresa; Whitney, Dean Rubbermaid, a consumer products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within HBS Number: 9-897-165 Type: Case (Field) Publication Date: 3/10/1997 Revision Date: 3/25/1997 Geographic Setting: Wooster, OH Industry Setting: consumer products/plastics manufacturer Number of Employees: 14,500 Gross Revenues: $2.3 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Consumer goods; Creativity; Cross functional management; Entrepreneurship; Innovation; Teams
Case — Corporate New Ventures at Procter & Gamble Author(s): Amabile, Teresa; Whitney, Dean Publication Date: 01/23/1997 Revision Date: 06/20/1997 Product Type: Case (Field) Product Description: Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company’s top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. Operating within a conducive work environment, the team invents a systematic approach to gathering information and producing creative ideas for radically new product categories. Teaching Purpose: To illustrate approaches to creativity and innovation in a large, successful, well-established firm; analyze the feasibility of systematic methods for creative thinking; consider the role of the work environment in fostering creativity; examine the possibility of entrepreneurial activity within a large, well-established firm; demonstrate the role of broad-based information gathering in commercially successful radical innovation. HBS Number: 9-897-088 Geographic Setting: Cincinnati, OH Industry Setting: consumer products Number of Employees: 103,000 Gross Revenues: $33 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Consumer goods; Creativity; Cross functional management; Entrepreneurship; Innovation; Teams Academic Discipline: Entrepreneurship
Case — Edmunds.com Bradley, Stephen P.; Akers, Christina Edmund’s began in 1966 as a publisher of new and used vehicle guides and grew into one of the leading third-party automotive web sites of today. This case explores how Edmunds.com gained a competitive edge using strategic partnerships and alliances, as well as careful product positioning and strategy implementation. HBS Number: 9-701-025 Type: Case (Field) Publication Date: 8/24/2000 Revision Date: 9/26/2000 Geographic Setting: Santa Monica, CA Industry Setting: Internet automotive resource site Event Year Start: 1997 Event Year End: 2000 Subjects: Automobile industry; Competitive advantage; Electronic commerce; Product positioning; Strategic alliances; Strategy implementation
Case — Matching Dell Author(s): Rivkin, Jan W.; Porter, Michael E. Publication Date: 06/06/1999 Product Type: Case (Library) Product Description: After years of success with its vaunted “Direct Model” for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell’s strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell‘s approach. Students are called on to formulate strategic plans of action for Dell and its various rivals. Teaching Purpose: Designed to be taught in any of several places in an MBA course on competitive strategy. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis, the evolution of industry structure, and relative cost analysis. HBS Number: 9-799-158 Geographic Setting: Global Industry Setting: personal computers Company Size: Fortune 500 Gross Revenues: $19 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Competition; Computer industry; Cost analysis; Industry structure; Personal computers; Strategic planning Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-700-084), 24p, by Jan W. Rivkin
Article — Strategic Stories: How 3M Is Rewriting Business Planning Shaw, Gordon; Brown, Robert; Bromiley, Philip This article argues that a good strategic plan must be written in a narrative form that tells an exciting, detailed, nuanced story. Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of HBS Number: 98310 Type: Harvard Business Review Article Publication Date: 5/1/98 Subjects: Communication strategy; Management communication; Planning; Strategic planning; Strategy formulation
Case — Tim Hertach at GL Consulting (A) Nanda, Ashish; DeLong, Thomas J.; Landry, Scot Ten years into his career after graduating from HBS, Tim Hertach discovers billing irregularities at his consulting firm. He must decide whether (and how) to challenge senior management or to stay quiet and protect his career. Teaching Purpose: 1) To explore how to negotiate an ethical dilemma; 2) to study the flexibility and initiative of professional service firms’ billing practices. HBS Number: 9-800-153 Type: Case (Field) Publication Date: 11/17/1999 Revision Date: 5/22/2000 Geographic Setting: New Jersey Industry Setting: consulting Number of Employees: 1,000 Gross Revenues: $150 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Careers & career planning; Consulting; Decision making; Ethics; Professional services Supplementary Materials: Supplement (Field), (9-800-172), 2p, by Ashish Nanda, Thomas J. DeLong, Scot Landry; Supplement (Field), (9-800-382), 2p, by Ashish Nanda, Thomas J. DeLong, Scot Landry; Supplement (Field), (9-800-383), 3p, by Ashish Nanda, Thomas J. DeLong, Scot Landry
Case — Becton Dickinson: Ethics and Business Practices (A) Author(s): Paine, Lynn Sharp Publication Date: 09/17/1998 Revision Date: 05/26/2004 Product Type: Case (Field) Product Description: Becton Dickinson’s Global One-Company Operations Group must decide on the company‘s global policy on gifts, gratuities, and business entertainment. A central issue is whether the policy should be established centrally and made uniform worldwide or whether it should be decided locally, depending on local circumstances and practices. The case contains numerous examples of troubling situations drawn from different regions of the world, as well as background information on growing anticorruption efforts worldwide. Teaching Purpose: To help students understand the ethical, legal, organizational, and strategic issues involved in establishing a worldwide corporate policy on gifts. HBS Number: 9-399-055 Geographic Setting: United States, Asia, Latin America, Middle East Industry Setting: medical and diagnostic devices Number of Employees: 19,000 Gross Revenues: $2.7 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Bribery; Business & society; Business etiquette; Conflicts of interest; Corporate culture; Ethics; International business; Medical supplies Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-399-044), 1p, by Lynn Sharp Paine; Supplement (Field), (9-399-045), 9p, by Lynn Sharp Paine; Supplement (Field), (9-399-105), 1p, by Lynn Sharp Paine; Supplement, (9-300-073), 2p, by Lynn Sharp Paine
Case — Brush with AIDS (A) Badaracco, Joseph L., Jr.; Useem, Jerry A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospi HBS Number: 9-394-058 Type: Case (Field) Publication Date: 10/8/1993 Revision Date: 7/14/1994 Geographic Setting: Unspecified Industry Setting: health care products Company Size: large Event Year Start: 1989 Event Year End: 1989 Subjects: Ethics; Health; Incentives; Management philosophy; Medical supplies; Product management; Product safety Supplementary Materials: Supplement (Field), (9-394-059), 2p, by Joseph L. Badaracco Jr., Jerry Useem; Teaching Note, (5-394-180), 5p, by Joseph L. Badaracco Jr., Jerry Useem
Case — Philips vs. Matsushita: A New Century, a New Round Author(s): Bartlett, Christopher A. Publication Date: 09/21/2001 Revision Date: 06/23/2005 Product Type: Case (Library) Product Description: Describes the development of the international strategies and organizations of two major competitors in the global consumer electronics industry. The history of both companies is traced and their changing strategic postures and organizational capabilities are documented. Particular attention is given to the major restructuring each company is forced to undertake as its competitive position is eroded. A rewritten version of an earlier case. HBS Number: 9-302-049 Geographic Setting: Global; Europe; Japan Industry Setting: Electronics industry Company Size: large Number of Employees: 270,000 Gross Revenues: $40 billion-$60 billion revenues Event Year Start: 1970 Event Year End: 2001 Subjects: Competition; Electronics; International operations; Multinational corporations; Organizational change; Organizational structure; Strategy implementation Academic Discipline: General management Supplementary Materials: Case Video, (9-302-810), 8 min, by Christopher A. Bartlett; Teaching Note, (5-302-063), 14p, by Christopher A. Bartlett
Case — BRL Hardy: Globalizing an Australian Wine Company Author(s): Bartlett, Christopher A. Publication Date: 12/21/1999 Revision Date: 10/06/2003 Product Type: Case (Field) Product Description: Focuses on two new product launch decisions facing Christopher Carson, managing director of BRL Hardy, Europe. Responsible for the European operations of a major Australian wine company, Carson has begun to globalize his strategy beyond selling the parent company’s wines. After a difficult joint venture with a Chilean wine source, he is proposing to launch an Italian line of wines. His local team has also developed a new Australian brand that would compete directly with a parent company‘s global brand rollout. Teaching Purpose: Focuses on global strategy choices being made through headquarter-subsidiary negotiations that define the roles of country managers and global product managers. HBS Number: 9-300-018 Geographic Setting: Australia/United Kingdom Industry Setting: wine Gross Revenues: $250 million revenues Event Year Start: 1992 Event Year End: 1998 Subjects: Australia; Beverages; Business policy; Entrepreneurship; International business; International marketing; New product marketing; Strategy implementation; United Kingdom Academic Discipline: General management Supplementary Materials: Case Video, (9-300-506), 21 min, by Christopher A. Bartlett; Teaching Note, (5-300-128), 14p, by Christopher A. Bartlett
Case — Euro Disney: The First 100 Days Author(s): Loveman, Gary; Schlesinger, Leonard A.; An Publication Date: 08/13/1992 Revision Date: 06/04/1993 Product Type: Case (Library) Product Description: The Walt Disney Co. theme parks historically have thrived on the basis of a formula stressing excellent customer service and a magnificent physical environment. The formula has proven successful in Japan, as well as the United States. With the controversial opening of Euro Disney in France, however, there has become reason to doubt the international appeal of the formula. The case documents issues involved with Euro Disney. Examines the transferability of a successful service concept across international boundaries. HBS Number: 9-693-013 Geographic Setting: Paris, France Industry Setting: entertainment Company Size: large Number of Employees: 16,000 Gross Revenues: $1 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Entertainment industry; France; International business; Service management Academic Discipline: Service management Supplementary Materials: Teaching Note, (5-693-082), 12p, by Gary Loveman, Robert T. Anthony
Article — Right Way to Manage Expats Black, J. Stewart; Gregersen, Hal B. In the global economy, having a workforce that is fluent in the ways of the world is a competitive necessity. That’s why more and more companies are sending more and more professionals abroad. But international assignments don‘t come c HBS Number: 99201 Type: Harvard Business Review Article Publication Date: 3/1/99 Subjects: Careers & career planning; International business; International management; Management development; Management of professionals
Case — Randy Haykin: The Making of an Entrepreneur (A) Hill, Linda A.; Suesse, Jennifer M. An MBA graduate, 10 years out, reflects on his career path. Randy Haykin is currently running his own venture catalyst organization in the Silicon Valley. HBS Number: 9-498-044 Type: Case (Field) Publication Date: 12/8/1997 Revision Date: 8/5/1998 Geographic Setting: California Industry Setting: multimedia/high technology Subjects: Careers & career planning; Entrepreneurship; High technology; Leadership; Silicon Valley; Venture capital
Case — Crunch Author(s): Marshall, Paul W.; Dann, Jeremy Publication Date: 03/19/1999 Revision Date: 07/26/1999 Product Type: Case (Field) Product Description: Entrepreneur Doug Levine runs a fitness company with an incredibly powerful brand. His company leverages the brand to expand, both in terms of facilities and lines of business. But he may need to make significant organizational changes in order to continue the growth. Teaching Purpose: To illustrate the steps necessary to transition from an entrepreneurial, small company to a professionally managed, medium-sized one. HBS Number: 9-899-233 Geographic Setting: New York Industry Setting: fitness Company Size: small Gross Revenues: $20 million revenues Event Year Start: 1997 Event Year End: 1999 Subjects: Acquisitions; Brands; Business growth; Entrepreneurs; Facilities planning; Organizational design; Services Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (5-800-146), 15p, by Paul W. Marshall, Jeremy Dann
Case — SMA: Micro-Electronic Products Division Beer, Michael; Tushman, Michael L. Describes a division of SMA with financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by change in organization and management. Teaching Purpose: Can be used for analysis of organization-environment relationships and action planning for change and environment. A rewritten version of an earlier case. HBS Number: 9-400-034 Type: Case (Field) Publication Date: 7/20/1999 Geographic Setting: Switzerland Industry Setting: electronic manufacturing Number of Employees: 1,200 Gross Revenues: SFr 134 million Event Year Start: 1990 Event Year End: 1990 Subjects: Business conditions; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Switzerland
Article — When Is Virtual Virtuous? Organizing for Innovation Chesbrough, Henry W.; Teece, David J. Champions of virtual corporations are urging managers to subcontract anything and everything. The authors argue that the virtual corporation has been oversold. Innovation is not monolithic, and it is critically important to understand the type of innovation in question. For some innovations, joint ventures, alliances, and outsourcing can play a useful role. But for others, they are inappropriate—and strategically dangerous. The initial success--and subsequent failure--of the IBM PC illustrate the strategic mistake of using a virtual approach for the kind of complex technology that should have been controlled in-house. HBS Number: 96103 Type: Harvard Business Review Article Publication Date: 1/1/96 Subjects: Centralization; High technology products; Incentives; Innovation; Joint ventures; Organizational structure; Product development
Case — Wainwright Industries (A): Beyond the Baldrige Author(s): Kanter, Rosabeth Moss; Klein, Norman Publication Date: 02/14/1996 Revision Date: 11/18/1996 Product Type: Case (Field) Product Description: Traces the growth of Wainwright, a small automotive supply company, focusing on its commitment to quality in 1981 and the evolution of its quality culture. Breakthrough programs that stress “trust and belief” in the workforce and commitment to customers result in Wainwright winning the Malcolm Baldrige Award in 1994. HBS Number: 9-396-219 Geographic Setting: Missouri Industry Setting: Automotive supplies Number of Employees: 300 Gross Revenues: $28 million revenues Event Year Start: 1979 Event Year End: 1996 Subjects: Corporate culture; Organizational change; Reengineering; Total quality Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-396-220), 5p, by Rosabeth Moss Kanter, Norman Klein
Case — Romeo Engine Plant (Abridged) Kaplan, Robert S.; Hutton, Amy P. A newly reopened automobile engine plant has been organized along total quality and teamwork principles. The employees’ job is to solve problems and ensure quality, not to watch parts being produced. New operating and financial systems have been installed to promote continuous improvement, waste elimination, and cost reduction activities. Teaching Purpose: To illustrate employee empowerment and team problem-solving to achieve total quality management; and to contrast operational and actual costing systems with traditional labor and overhead variance reporting. HBS Number: 9-197-100 Type: Case (Field) Publication Date: 4/23/1997 Geographic Setting: Michigan Industry Setting: automobiles Event Year Start: 1993 Event Year End: 1993 Subjects: Automobiles; Continuous improvement; Cost control; Cost systems; Management accounting; Teams; Total quality; Variance analysis
Case — Chaparral Steel: Rapid Product and Process Development Author(s): Leonard-Barton, Dorothy; Preuss, Gil Publication Date: 09/03/1991 Revision Date: 01/26/1998 Product Type: Case (Field) Product Description: One of the nation’s foremost mini-mills‘ core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The company exemplifies a learning organization. HBS Number: 9-692-018 Geographic Setting: Texas Industry Setting: steel Number of Employees: 900 Event Year Start: 1983 Event Year End: 1991 Subjects: Corporate culture; Innovation; Product development; Production planning; Research & development; Steel; Technology Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-692-047), 15p, by Dorothy Leonard-Barton, Alistair D. Williamson
Case — Wolfgang Keller at Konigsbrau-Hellas A.E. (A) Author(s): Gabarro, John J. Publication Date: 12/15/1997 Revision Date: 09/21/2007 Product Type: Case (Field) HBS Number: 9-498-045 Geographic Setting: Europe Industry Setting: Beer Company Size: mid-size Gross Revenues: $100 million sales Subjects: Beverages; Human resources management; Leadership; Management styles; Performance appraisal; Superior & subordinate Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-498-046), 6p, by John J. Gabarro; Teaching Note, (5-400-069), 20p, by Linda A. Hill, Jennifer M. Suesse Product Description: Raises issues concerning performance evaluation, performance appraisal, managing ineffective performance, and conflicts in management style. A rewritten version of an earlier case. May be used with: (R0401H) What Makes a Leader? (HBR Classic).
Case — Firmwide 360-degree Performance Evaluation Process at Morgan Stanley Author(s): Burton, M. Diane Publication Date: 02/13/1998 Revision Date: 10/29/1998 Product Type: Case (Field) Product Description: Describes Morgan Stanley’s firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. Teaching Purpose: To introduce students to a 360-degree performance evaluation process. May be used with: (9-498-054) Rob Parson at Morgan Stanley (A); (9-498-056) Rob Parson at Morgan Stanley (C); (9-498-057) Rob Parson at Morgan Stanley (C) (Abridged); (9-400-043) Morgan Stanley: Becoming a “One-Firm Firm”. HBS Number: 9-498-053 Geographic Setting: New York, NY Industry Setting: investment banking Number of Employees: 2,000 Gross Revenues: $1 billion revenues Event Year Start: 1993 Event Year End: 1995 Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-400-078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O‘Reilly III; Teaching Note, (5-400-101), 18p, by M. Diane Burton, Thomas J. DeLong
Case — Southwest Airlines: Using Human Resources for Competitive Advantage (A) Author(s): O’Reilly, Charles A., III; Pfeffer, Jeffrey Publication Date: 01/01/1995 Revision Date: 04/05/2006 Product Type: Case (Field) Publisher: Stanford University Product Description: In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach. May be used with: (99307) Firing Up the Front Line. HBS Number: HR1A Geographic Setting: United States Industry Setting: Airline industry Number of Employees: 12,000 Gross Revenues: $2.2 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Corporate strategy; Human resources management; Organizational behavior; Strategy implementation Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (HR1B), 8p, by Charles A. O‘Reilly III; Teaching Note, (HR1T), 3p, by Charles A. O'Reilly III, Jeffrey Pfeffer
Case — Human Resources at Hewlett-Packard (A) Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 04/14/1995 Revision Date: 11/01/1995 Product Type: Case (Field) Product Description: Provides an overview of the human resource policies and practices applied by Hewlett-Packard (HP). Discusses HP’s reactions as an organization to changes in its business environment. As such, it is an opportunity to analyze HP‘s practices, and how they have been affected through the years in all four policy areas: stakeholder influence, flows, rewards, and work systems. HBS Number: 9-495-051 Geographic Setting: California Industry Setting: high tech Company Size: large Number of Employees: 90,000 Gross Revenues: $25 billion revenues Event Year Start: 1979 Event Year End: 1992 Subjects: High technology products; Human resources management; Management communication; Organizational behavior; Organizational change; Organizational management; Silicon Valley; Work force management Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-495-052), 7p, by Michael Beer, Gregory C. Rogers; Teaching Note, (5-497-022), 7p, by Michael Beer, Gregory C. Rogers
Case — Lotus Development Corp.: Spousal Equivalents (A) Gentile, Mary; Gant, Sara B. A group of Lotus employees propose extending all health care and other benefits to the spousal equivalents of lesbian and gay employees. The vice president of human resources considers the proposal during a reorganization and period of financial uncertainty. Teaching Purpose: Provides an opportunity to discuss the limits and competitive implications of a business’s appropriate role in responding to diverse employee needs. May be used with: (9-394-201) Lotus Development Corp.: Spousal Equivalents (B). HBS Number: 9-394-197 Type: Case (Field) Publication Date: 6/22/1994 Revision Date: 3/13/1995 Geographic Setting: Cambridge, MA Industry Setting: computers Company Size: Fortune 500 Number of Employees: 2,500 Gross Revenues: $500 million revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Computer industry; Diversity; Employee benefits; Employee compensation; Human resources management; Leadership Supplementary Materials: Teaching Note, (5-396-020), 10p, by Mary Gentile
Case — Laura Wollen and ARPCO, Inc. Author(s): Gentile, Mary Publication Date: 07/08/1992 Product Type: Case (Gen Exp) Product Description: Laura Wollen, a group marketing director for ARPCO, Inc., must decide whether to recommend a high performance product manager for a choice position overseas. The supervisor overseas resists the hire because of the candidate’s race and Wollen fears that insisting will set her candidate up for failure. On the other hand, she believes she is the best candidate and should not be denied the position. HBS Number: 9-393-003 Geographic Setting: Columbus, OH Industry Setting: electrical appliances and home machinery Company Size: large Gross Revenues: $2.5 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Careers & career planning; Discrimination; Diversity; Ethics Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-393-031), 7p, by Mary Gentile
Case — Kurt Landgraf and Du Pont Merck Pharmaceutical Co. (A) Gentile, Mary; Gant, Sara B. Kurt Landgraf, newly named CEO of Du Pont Merck Pharmaceutical Co., addresses complaints of discrimination from African-American scientists in R&D during a significant downsizing and dramatic changes within the pharmaceutical industry. Teaching Purpose: Discusses how organizations can effectively address hiring and promotion concerns of minority groups and women. HBS Number: 9-394-202 Type: Case (Field) Publication Date: 6/1/1994 Revision Date: 3/13/1995 Geographic Setting: Wilmington, DE Industry Setting: pharmaceuticals Company Size: Fortune 500 Number of Employees: 5,000 Gross Revenues: $1 billion revenues Event Year Start: 1993 Event Year End: 1994 Subjects: Conflict; Discrimination; Diversity; Grievances; Layoffs; Leadership; Pharmaceuticals Supplementary Materials: Supplement (Field), (9-395-035), 3p, by Mary Gentile, Sara B. Gant; Teaching Note, (5-396-018), 9p, by Mary Gentile
Case — Meg Whitman at eBay, Inc. (A) Author(s): Hill, Linda A.; Farkas, Maria T. Publication Date: 11/17/2000 Revision Date: 02/28/2001 Product Type: Case (Field) Product Description: Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay’s unique external customer culture and internal culture—its key success factors. Teaching Purpose: Leadership, managing change, managing growth, and organizational culture. A rewritten version of an earlier case. May be used with: (9-402-006) Meg Whitman and eBay Germany; (9-402-007) Philipp Justus at eBay Germany (A); (9-402-015) Philipp Justus at eBay Germany (B). HBS Number: 9-401-024 Geographic Setting: San Jose, CA Industry Setting: Internet Event Year Start: 1999 Event Year End: 1999 Subjects: California Research Center; Corporate culture; Entrepreneurial management; High technology; Internet; Leadership; Management styles; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-400-047), 2p, by Jeffrey L. Bradach, Nicole Tempest
Case — Jeanne Lewis at Staples, Inc. (A) (Abridged) Author(s): Hill, Linda A.; Suesse, Jennifer M. Publication Date: 03/23/2000 Revision Date: 07/24/2000 Product Type: Case (Field) HBS Number: 9-400-065 Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty Product Description: Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, “learning the ropes” before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples’ attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces “taking charge” and managing change in a revitalization situation in which a more evolutionary approach is appropriate. Teaching Purpose: To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in
Case — Chattanooga Ice Cream Division Author(s): Sloane, Carl S. Publication Date: 07/09/1997 Revision Date: 10/03/2003 Product Type: Case (Gen Exp) Product Description: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-oriented style is appropriate to the needs of the situation. Teaching Purpose: To introduce students to issues and dilemmas of leadership of teams, especially cross-functional teams operating under pressure for results. HBS Number: 9-498-001 Geographic Setting: United States Industry Setting: food products Number of Employees: 750 Gross Revenues: $150 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; Teams Academic Discipline: Organizational behavior & leadership
Case — Chrysler: Iacocca’s Legacy Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: Case (Library) Product Description: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. HBS Number: 9-493-017 Geographic Setting: United States Industry Setting: automobiles Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues Event Year Start: 1978 Event Year End: 1992 Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-496-059), 9p, by Nitin Nohria
Case — Microsoft: Competing on Talent Author(s): Bartlett, Christopher A.; Wozny, Meg Publication Date: 03/02/2000 Revision Date: 07/25/2001 Product Type: Case (Field) Product Description: Describes the evolution of Microsoft’s human resource philosophies, policies, and practices and how they were used as a core of the company‘s competitive advantage. In particular, the case focuses on how Microsoft has tried to retain its ability to recruit, develop, motivate, and retain first class talent as it grew from a start-up to a global behemoth. Triggered by high-profile, senior-level departures in 1999, the company must decide if it is time to change the “hard core” culture that many feel is at the core of its competitiveness. Teaching Purpose: To show how human resource policies and practices can become a source of competitive advantage—and the impact of a hard-charging corporate culture on people burnout. May be used with: (9-300-004) Microsoft's Vega Project: Developing People and Products. HBS Number: 9-300-001 Geographic Setting: Redmond, WA Industry Setting: computer software Number of Employees: 31,000 Gross Revenues: $20 billion revenues Event Year Start: 1975 Event Year End: 1999 Subjects: Corporate culture; Employee retention; Growth management; Human resources management; Motivation; Organizational behavior; Software; Strategy implementation Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-301-135), 2p, by Christopher A. Bartlett, Meg Glinska; Teaching Note, (5-302-010), 13p, by Christopher A. Bartlett
Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A) Simons, Robert L.; Weston, Hilary A. Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided. HBS Number: 9-190-103 Type: Case (Field) Publication Date: 3/8/1990 Revision Date: 10/15/1999 Geographic Setting: Dallas, TX Industry Setting: cosmetics Company Size: mid-size Gross Revenues: $400 million sales Event Year Start: 1989 Event Year End: 1989 Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
Case — Nordstrom: Dissension in the Ranks? (A) Simons, Robert L.; Weston, Hilary A. In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system which many believed to be instrumental in Nordstrom’s phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences. HBS Number: 9-191-002 Type: Case (Library) Publication Date: 7/24/1990 Revision Date: 10/15/1999 Geographic Setting: West Coast Industry Setting: retailing Event Year Start: 1989 Event Year End: 1989 Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing Supplementary Materials: Supplement (Field), (9-192-027), 2p, by Robert L. Simons; Teaching Note, (5-692-085), 12p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-192-026), 11p, by Robert L. Simons
Case — Visionary Design Systems: Are Incentives Enough? Author(s): Baker, George P.; Monsler, Karin B. Publication Date: 10/18/1994 Revision Date: 04/14/1995 Product Type: Case (Field) Product Description: A compensation case about a small, high-tech firm based in Silicon Valley with eleven offices throughout the country. Visionary Design Systems (VDS) began as a sales company selling Hewlett-Packard’s Computer Aided Design systems, and grew rapidly into a full-service systems integrator. All employees, including engineers, administrators, and receptionists, received a significant portion of their income from commissions and bonuses, and all were shareholders. The company espoused a philosophy of empowerment, under which all employees were given substantial decision-making authority, and were expected to act in the interests of the firm. Examines in detail one group that, although it had both the authority and the incentives to exploit a new market opportunity, continued to wait for top management‘s instructions and approval before making decisions or taking action. Teaching Purpose: Examines the costs and benefits of decentralized decision rights and the creative use of incentives. Also illustrates the potential problems with compensation systems that assume that well-informed employees faced with the right incentives will make the right decisions. HBS Number: 9-495-011 Geographic Setting: Silicon Valley, CA Gross Revenues: $18 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Bonuses; Employee compensation; Incentives; Service management; Silicon Valley Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-495-050), 17p, by George P. Baker, Karin B. Monsler
Case — Lincoln Electric Co. Author(s): Berg, Norman A.; Fast, Norman D. Publication Date: 08/01/1975 Revision Date: 07/29/1983 Product Type: Case (Field) HBS Number: 9-376-028 Geographic Setting: Cleveland, OH Industry Setting: Manufacturing industries; Welding Gross Revenues: $270 million sales Event Year Start: 1974 Event Year End: 1974 Subjects: Autobiographical narratives; Bonuses; Business policy; Compensation; Corporate culture; Corporate strategy; Factories; Incentives; Labor relations; Management philosophy; Productivity; Values; Work environment Academic Discipline: General management Supplementary Materials: Case Video, (9-889-517), 20 min, by Norman A. Berg; Case Video, DVD, (9-889-520), 20 min, by Norman A. Berg; Teaching Note, (5-395-230), 5p, by Norman A. Berg Product Description: Covers the strategy and management practices of the world’s largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management. May be used with: (9-398-095) Lincoln Electric: Venturing Abroad; (9-378-216) Lincoln Electric Co. (B); (388X) One More Time: How Do You Motivate Employees? (HBR Classic) (HBR OnPoint Enhanced Edition); (R0301F) One More Time: How Do You Motivate Employees? (HBR Classic).
Case — Rudi Gassner and the Executive Committee of BMG International (A) Author(s): Hill, Linda A.; Weber, Katherine S. Publication Date: 11/30/1993 Revision Date: 10/20/1995 Product Type: Case (Field) Product Description: Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether or not to change managers’ business plans and bonus targets as a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior mangement team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee. HBS Number: 9-494-055 Geographic Setting: Global Industry Setting: entertainment/music Company Size: large Gross Revenues: $2 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Cross cultural relations; Entertainment industry; Executive compensation; Germany; International business; Leadership; Management styles; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-494-524), 13 min, by Linda A. Hill, Katherine S. Weber; Supplement (Field), (9-494-056), 3p, by Linda A. Hill, Katherine S. Weber; Teaching Note, (5-494-122), 27p, by Linda A. Hill, Katherine S. Weber
Case — Jack Welch: General Electric’s Revolutionary Author(s): Bower, Joseph L.; Dial, Jay Publication Date: 10/25/1993 Revision Date: 04/12/1994 Product Type: Case (Pub Mat) Product Description: Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company’s portfolio through extensive dispositions and acquisitions and the company‘s culture through a mandated process called “work out.” To a considerable extent, the case tells the story in Welch's own words drawing on earlier cases on Welch prepared by Richard Hammermesh and Frank Aguilar, as well as a 1991 interview with Welch in the Harvard Business Review and an article in Fortune, “GE Keeps Those Ideas Coming.'' HBS Number: 9-394-065 Geographic Setting: United States Industry Setting: conglomerate Company Size: Fortune 500 Subjects: Corporate strategy; Leadership; Management of change; Organizational change Academic Discipline: General management Supplementary Materials: Case Video, (9-395-508), 20 min, by Joseph L. Bower, Sonja Ellingson; Teaching Note, (5-395-232), 6p, by Joseph L. Bower
Case — Jack Thomas Author(s): Kotter, John P.; Burtis, Andrew Publication Date: 11/08/1993 Revision Date: 06/01/2007 Product Type: Case (Field) HBS Number: 9-494-062 Geographic Setting: New York, NY Industry Setting: Publishing industry Company Size: large Event Year Start: 1990 Event Year End: 1990 Subjects: Managing superiors; Organizational behavior; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards — particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data. May be used with: (R0501J) Managing Your Boss (HBR Classic).
Case — Jensen Shoes: Lyndon Twitchell’s Story Author(s): Gentile, Mary; Maus, Pamela J. Publication Date: 12/05/1994 Revision Date: 09/27/2006 Product Type: Case (Gen Exp) HBS Number: 9-395-121 Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz‘s Story.
Case — Jensen Shoes: Jane Kravitz’s Story Author(s): Gentile, Mary; Maus, Pamela J. Publication Date: 12/05/1994 Revision Date: 05/04/2007 Product Type: Case (Gen Exp) HBS Number: 9-395-120 Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Twitchell‘s Story.
Case — GE: We Bring Good Things to Life (A) Heskett, James L. Jack Welch and the Corporate Executive Council of GE are faced with a decision about whether and how to implement a six sigma quality improvement effort in the context of many other initiatives already undertaken at GE in recent years. Teaching Purpose: To illustrate the complexity of managing change and the momentum that related and integrated initiatives can provide. HBS Number: 9-899-162 Type: Case (Pub Mat) Publication Date: 1/22/99 Revision Date: 2/9/00 Geographic Setting: Global Industry Setting: diversified Number of Employees: 222,000 Gross Revenues: $80 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality Supplementary Materials: Supplement (Pub Mat), (9-899-163), 4p, by James L. Heskett; Teaching Note, (5-899-222), 19p, by James L. Heskett
Case — Codman & Shurtleff, Inc.: Planning and Control System Author(s): Simons, Robert L. Publication Date: 05/01/1987 Revision Date: 02/10/2000 Product Type: Case (Field) Product Description: Detailed description of the planning and control systems in use at Johnson & Johnson. Focuses on the actions of managers in one subsidiary in revising budget targets. Illustrates intensive strategic planning and financial planning process in a large, decentralized company. Includes interviews with the president and senior executives concerning benefits of the system. Raises issue of the role of formal control systems in decentralized organizations. HBS Number: 9-187-081 Geographic Setting: Massachusetts, New Jersey Industry Setting: health care Company Size: Fortune 500 Number of Employees: 75,000 Event Year Start: 1986 Event Year End: 1986 Subjects: Budgeting; Control systems; Decentralization; Planning systems; Strategic planning Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-188-029), 9p, by Robert L. Simons
Article — How High Is Your Return on Management? Simons, Robert L.; Davila, Antonio The classic business ratios for measuring performance—return on equity, return on assets, and return on sales, to name a few--may be useful. But none is designed specifically to reflect how well a company implements its strategy. Ente HBS Number: 98110 Type: Harvard Business Review Article Publication Date: 1/1/98 Subjects: Control systems; Corporate strategy; Strategy implementation
Case — Disruptive Technology a Heartbeat Away: Ecton, Inc. Author(s): Christensen, Clayton M.; Cape, Edward G. Publication Date: 12/11/1998 Revision Date: 03/11/1999 Product Type: Case (Field) Product Description: Describes an innovating start-up company with a disruptive technology to the large, expensive echocardiography machines that leading cardiologists use to create images of heart functions for diagnostic purposes. Ecton’s machine is small, cheap, portable, and can‘t create images as clear as those that large, expensive instruments can make. The entrepreneur is searching for a market for his product, and wonders whether he should sell out or try to build a successful commercial organization. HBS Number: 9-699-018 Geographic Setting: United States Industry Setting: health care Company Size: start-up Number of Employees: 6 Gross Revenues: $1 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Entrepreneurship; Health services; Innovation; Medical supplies; Product development; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-600-129), 8p, by Clayton M. Christensen, Tara Donovan
Case — 3M: Profile of an Innovating Company Author(s): Bartlett, Christopher A.; Mohammed, Afroz Publication Date: 01/03/1995 Product Type: Case (Field) Product Description: Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to nuture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt the policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required. Teaching Purpose: To show how culturally embedded organizational behavior can become a sustainable source of competitive advantage and to show how such strong cultures can and should be adjusted to new internal and external realities. HBS Number: 9-395-016 Geographic Setting: United States Industry Setting: high technology products Company Size: Fortune 500 Subjects: Business policy; Corporate culture; Corporate strategy; Innovation; Leadership; Management of change Academic Discipline: General management
Case — Hewlett-Packard: The Flight of the Kittyhawk Author(s): Christensen, Clayton M.; Rogers, Gregory Publication Date: 01/02/1997 Revision Date: 03/10/2003 Product Type: Case (Field) Product Description: Hewlett-Packard decided that, in order to grow more rapidly, it needed to design a revolutionary disk drive product that would create an entirely new market or application for magnetic recording technology. The company followed most of the “rules” good managers follow in such situations: heavyweight project team, lots of senior management support, etc. But they still failed. This case helps students learn why good management isn’t enough and how they should manage similar situations. Teaching Purpose: Useful in courses on managing innovation or new product development, especially where the general manager‘s perspective is paramount. A rewritten version of an earlier case. HBS Number: 9-697-060 Geographic Setting: United States Industry Setting: electronics Number of Employees: 2,000 Gross Revenues: $600 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Electronics; Innovation; Market definition; Market research; Product development; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-697-122), 7p, by Clayton M. Christensen
Article — What’s Your Strategy for Managing Knowledge? Author(s): Hansen, Morten T.; Nohria, Nitin; Tierney, Thomas Publication Date: 03/01/1999 Product Type: Harvard Business Review Article Product Description: The rise of the computer and the increasing importance of intellectual assets have compelled executives to examine the knowledge underlying their businesses and how it is used. Because knowledge management as a conscious practice is so young, however, executives have lacked models to use as guides. To help fill that gap, the authors recently studied knowledge management practices at management consulting firms, health care providers, and computer manufacturers. They found two very different knowledge management strategies in place. In companies that sell relatively standardized products that fill common needs, knowledge is carefully codified and stored in databases, where it can be accessed and used — over and over again — by anyone in the organization. The authors call this the codification strategy. In companies that provide highly customized solutions to unique problems, knowledge is shared mainly through person-to-person contacts; the chief purpose of computers is to help people communicate. They call this the personalization strategy. A company’s choice of knowledge management strategy is not arbitrary — it must be driven by the company‘s competitive strategy. Emphasizing the wrong approach or trying to pursue both can quickly undermine a business. The authors warn that knowledge management should not be isolated in a functional department like HR or IT. They emphasize that the benefits are greatest — to both the company and its customers — when a CEO and other general managers actively choose one of the approaches as a primary strategy. HBS Number: 99206 Subjects: Competitive advantage; Data bases; Information systems; Information technology; Knowledge management Academic Discipline: General management
Case — Charlotte Beers at Ogilvy & Mather Worldwide (A) Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 10/12/1999 Product Type: Case (Field) HBS Number: 9-495-031 Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Advertising; Leadership; Multinational corporations; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-495-032), 2p, by Herminia Ibarra, Nicole Sackley; Case Video, (9-497-501), 6 min, by Herminia Ibarra, Nicole Sackley; Case Video, DVD, (9-497-500), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note, (5-495-033), 16p, by Herminia Ibarra, Nicole Sackley Product Description: Examines Beer’s actions on assuming leadership of Ogilvy & Mather Worldwide, the world‘s sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (95204) Leading Change: Why Transformation Efforts Fail; (R0111F) What Leaders Really Do (HBR Classic).
Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership Author(s): Bartlett, Christopher A.; Wozny, Meg Publication Date: 04/28/1999 Revision Date: 05/03/2005 Product Type: Case (Library) Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO. HBS Number: 9-399-150 Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues Event Year Start: 1981 Event Year End: 1998 Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation Academic Discipline: General management Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
Case — Peter Browning and Continental White Cap (A) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 03/12/1986 Revision Date: 07/24/2000 Product Type: Case (Field) Product Description: Presents a new divisional vice president’s entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that the crisis is real and to make changes in the organization‘s family culture and practice, in order to better position them to face the onslaught of price wars and new technology. Concludes with several complex choices facing the new vice president as he considers whether or not to replace some key but problematic senior managers, and what strategy to adopt in his relations with the retired but still visible descendant of the firm's founder. HBS Number: 9-486-090 Geographic Setting: Illinois Industry Setting: bottle caps Event Year Start: 1984 Event Year End: 1984 Subjects: Corporate culture; Human resources management; Management of change; Management of crises; Management styles; Manufacturing Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-486-091), 3p, by Todd D. Jick, Mary Gentile; Supplement (Field), (9-486-092), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (5-491-110), 9p, by Todd D. Jick; Case Video, (9-887-502), 17 min, by Todd D. Jick, Mary Gentile
