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Case Author(s): Stevenson, Howard H.; Spence, Shirley Publication Date: 03/20/2008 Product Type: Case (Compilation) HBS Number: 9-808-083 Event Year Start: 1955 Event Year End: 2007 Subjects: Career advancement; Entrepreneurship; Leadership; Philanthropy; Software development; Success Academic Discipline: Entrepreneurship Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence Product Description: Profile of Bill Gates designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.
Case Author(s): Stevenson, Howard; Spence, Shirley Publication Date: 08/28/2007 Revision Date: 04/28/2008 Product Type: Case (Library) HBS Number: 808040 Geographic Setting: South Africa Industry Setting: Government & regulatory Event Year Start: 1918 Event Year End: 2007 Subjects: Careers & career planning; Leadership; Politics; Success Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence Product Description: Profile of Nelson Mandela designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.
Article Author(s): Carini, Gary; Townsend, Bill Publication Date: 04/01/2007 Product Type: Harvard Business Review Article HBS Number: F0704D Subjects: Creativity; Management techniques Academic Discipline: General management Product Description: Making employees prove their ideas’ worth results in better concepts and more motivated workers. Executives must give people the tools to stand behind their ideas and must follow up with strong rewards.
Case Author(s): Nohria, Nitin; Nichols, Charles A., III Publication Date: 03/08/2006 Revision Date: 08/24/2006 Product Type: Case (Field) HBS Number: 9-406-009 Geographic Setting: Boston, MA Industry Setting: Financial services Number of Employees: 500 Gross Revenues: $2 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Brand management; CEO; Corporate culture; Corporate responsibility; Crisis management; Ethics; Growth strategy; Organizational change; Organizational environment; Turnarounds Academic Discipline: Organizational behavior & leadership Product Description: Charles “Ed” Haldeman Jr. is promoted CEO of Putnam Investments after the firm was badly damaged by a series of improper trading practices. He is charged with the task of managing the crisis, repairing the company culture, and putting the firm back into a pattern of growth. Haldeman realizes that nothing less than a radical change in the culture of Putnam Investments would be enough to win back the trust of clients and employees who felt betrayed by the firm’s apparent misconduct. He must confront some tough decisions about recently uncovered questions concerning the handling of certain accounting transactions three years earlier and about the continued lagging performance of Voyager, the firm‘s flagship equity fund.
Case Author(s): Wheelwright, Steven C.; Gill, Geoffrey K. Publication Date: 11/08/1990 Revision Date: 04/29/1999 Product Type: Case (Field) HBS Number: 9-691-030 Geographic Setting: Warren, OH Industry Setting: Automotive industry Company Size: Fortune 500 Gross Revenues: $100 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Automobiles; Interdepartmental relations; Process analysis; Product development; Project evaluation; Technological change; Technology Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-693-003), 7p, by Steven C. Wheelwright Product Description: Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology called the RIM (Reaction Injection Molded) grommet, was supported heavily by the product development group because it was simpler to design and improved the leak seat. Process development was against using it because it cost more, complicated the manufacturing process, and provided only minor improvements in leak resistance. The students must analyze the risk in continuing with the project, the potential benefits from product simplification and the potential benefits from improving the leak resistance. The students must also review the product development process to determine conflicts before they reach a crisis.
Case Author(s): Jones, Geoffrey G.; Decker, Stephanie Publication Date: 08/31/2007 Revision Date: 12/19/2007 Product Type: Case (Library) HBS Number: 9-808-025 Geographic Setting: Africa; India; United Kingdom; United States Industry Setting: Consumer products Number of Employees: 350,000 Gross Revenues: $17,470,000,000 Revenues (1977) Event Year Start: 1945 Event Year End: 1979 Subjects: Business history; Compliance; Consumer goods; Corporate reorganization; Foreign subsidiaries; Globalization; International management; Laws & regulations; Strategic management Academic Discipline: Competitive strategy Product Description: Explores the opportunities and threats to Unilever’s global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.
(OP 5/2004) Case Author(s): Corey, E. Raymond Publication Date: 08/09/1989 Revision Date: 10/04/1989 Product Type: Case (Field) HBS Number: 9-590-024 Geographic Setting: Southeastern United States Industry Setting: Chemical industry Subjects: Negotiations; Pricing; Suppliers Academic Discipline: Marketing Product Description: Involves price negotiation and reciprocity. A rewritten version of a case by W.B. England and J. Landendorf.
Case Author(s): Wheeler, Michael A.; Sebenius, James K.; Aaron, Marjorie C Publication Date: 03/04/2008 Revision Date: 03/11/2009 Product Type: Note Publisher: Harvard Business School HBS Number: 908040 Subjects: Negotiations; Alternative dispute resolution; Arbitration; Business law Academic Discipline: Negotiations Supplementary Materials: Video Supplement, (910702), 36p, by Michael A. Wheeler,James K. Sebenius Product Description: Six different business disputes, all in the shadow of pending litigation, are described. Students are asked to recommend the appropriate method of dispute resolution (mediation, arbitration, mini-trial, etc.) for each one, depending on the circumstances, especially to assess likely barriers to unassisted negotiation.
Case Author(s): Glynn, John; Spitzer, Joshua Publication Date: 09/07/2006 Revision Date: 11/09/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: E218 Geographic Setting: Silicon Valley; China; India; Israel Subjects: Capital markets; Equity capital; Foreign investment; Entrepreneurship; International entrepreneurial finance; Venture capital; Organizational design Academic Discipline: Finance Supplementary Materials: Case Teaching Note, (E218TN), 7p, by John Glynn, Joshua Spitzer Product Description: The protagonist is Bruce Dunlevie, a co-founder of venture firm Benchmark Capital. In early 2007, Dunlevie and his partners are faced with whether to expand their firm into China and/or India, as many other well respected VC firms had been doing at the same time. Despite having two existing and successful satellite offices in the UK and Israel, the partners are not convinced that further expansion makes sense. Therefore, to follow logic, they are also considering whether to spin out the existing satelittes to be independent entities or keep them as part of the Benchmark franchise.
Case Author(s): Abrami, Regina ; Abrami, Regina ; Kirby, William C.; Kirby, William C.; McFarlan, F. Warren; McFarlan, F. Warren; Wathieu, Luc ; Wathieu, Luc ; Wang, Gao ; Li, Fei ; Manty, Tracy Yuen Publication Date: 08/09/2007 Revision Date: 03/07/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 308025 Geographic Setting: China Gross Revenue: $6 billion revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Marketing; Marketing management; Brand management Academic Discipline: Marketing Product Description: Fiyta had long been on of China’s foremost watch brands. However, as China‘s economy began to improve and the livelihood of many Chinese rose with it, their tastes began to change. Exposed to more luxurious foreign brands, many Chinese strived to purchase a Swiss or Japanese watch. How could Fiyta build up its brand image to a more sophisticated Chinese consumer? What marketing activities should it undertake to reinvigorate its brand? Is it meeting the needs of all segments of Chinese consumers? Should it?
Case Author(s): Kanter, Rosabeth Moss; Bird, Matthew Publication Date: 01/17/2008 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 308083 Geographic Setting: Brazil Subjects: Innovation; Middle management; Brand management Academic Discipline: General management Supplementary Materials: Case Teaching Note, (308098), 14p, by Rosabeth Moss Kanter, Matthew Bird Product Description: Supplements with the (A) Case.
Case Author(s): Lorsch, Jay W.; Spaulding, Norman Publication Date: 04/14/1994 Revision Date: 12/13/1999 Product Type: Case (Field) HBS Number: 9-494-096 Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry Subjects: Corporate culture; Corporate governance; Corporate responsibility; Succession planning Academic Discipline: Human resources management Product Description: In 1993, Medtronic Chairman Winston Wallin and CEO Bill George want to reevaluate their respective roles, as well as the entire corporate governance process at Medtronic. The board at Medtronic has long been very actively involved in the supervision of the company. Wallin and George seek to preserve that tradition, while at the same time navigating a significant turnover of board personnel due to term limits and a mandatory retirement age. The case probes the thoughts of Medtronic’s management and directors concerning what the proper role of the board is in supervising the company. May be used with: (9-400-042) Medtronic, Inc. (B); (95107) Empowering the Board.
Case Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 10/04/1999 Product Type: Case (Field) HBS Number: 9-400-042 Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry Number of Employees: 19,334 Gross Revenues: $4 billion revenues Event Year Start: 1995 Event Year End: 1999 Subjects: Corporate culture; Corporate governance; Corporate responsibility; Succession planning Academic Discipline: Human resources management Product Description: The board of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman and CEO Bill George and the retirement of four long-time directors. The company had experienced rapid growth in the early 1990’s as well as significant change in the composition of its board. Now the Medtronic directors must evaluate how the board has changed, how it will continue to change, and how it should prepare for the future. May be used with: (9-494-096) Medtronic, Inc. (A).
Case Author(s): Bower, Joseph L. Publication Date: 05/19/1997 Revision Date: 10/18/2007 Product Type: Case (Field) HBS Number: 9-397-114 Geographic Setting: Boston, MA Industry Setting: Semiconductor industry Gross Revenues: $1 billion revenues Event Year Start: 1996 Event Year End: 1997 Subjects: Corporate strategy; Middle management; Product development; Technology Academic Discipline: General management Supplementary Materials: Case Video, (9-302-804), 41 min, by Joseph L. Bower, Sonja Ellingson Hout; Teaching Note, (5-398-179), 12p, by Joseph L. Bower Product Description: Three cases deal with the introduction of a new product to Teradyne’s line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This revision is shorter and provides a simpler description of the technology involved. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management — in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful. May be used with: (95103) Disruptive Technologies: Catching the Wave.
Case Author(s): McKern, Bruce; Mackenzie, Susan Publication Date: 01/29/2003 Revision Date: 10/15/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: IB39A Geographic Setting: Europe, Eastern Subjects: Acquisitions; Corporate strategy; Expansion; Industrial goods; International business; Market entry; Political risk Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (IB39B), 11p, by Bruce McKern, Susan Mackenzie; Teaching Note, (IB42TN), 11p, by Bruce McKern, Susan Mackenzie Product Description: On November 17, 1997, Jon T. Elsasser, then vice-president of The Timken Co. bearings business for Europe, Africa, and West Asia, reviewed the company’s proposal to the Romanian government for the acquisition of Rulmenti Grei, S.A., an industrial bearings plant being privatized through the Romanian State Ownership Fund. Elsasser reflected on the significance of the acquisition and its potential impact on Timken‘s global bearings business. Although Rulmenti Grei offered needed production capacity and an improved cost structure, Timken remained wary of Romania's political instability and the numerous operational challenges of integrating the plant into Timken's global organization. Importantly, the investment also represented a marked shift in corporate culture and objectives. Rulmenti Grei produced a variety of bearings types, whereas Timken remained focused on tapered roller bearings, driven by corporate history and pride as a specialist manufacturer. European customer demand required that Timken consider expanding its product offering. Rulmenti Grei had the potential to drive change in a century-old corporate culture.
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Revision Date: 09/11/2008 Product Type: Color Case HBS Number: 9-509-013 Geographic Setting: Africa; United States Number of Employees: 10 Event Year Start: 2007 Event Year End: 2007 Subjects: Advertising; Brand management; Consumer marketing; Marketing campaigns; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (9-509-014), 2p, by David Chen, Youngme Moon, Michael Norton Product Description: Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2’s Bono and Bobby Shiver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases — of (RED)-branded products such as red iPods and phones — while also resulting in increased donations to the Global Fund.
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Revision Date: 02/25/2009 Product Type: Case (Field) HBS Number: 509013 Geographic Setting: Africa; United States Number of Employees: 10 Event Year Start: 2007 Event Year End: 2007 Subjects: Advertising; Brand management; Consumer marketing; Marketing campaigns; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (509014), 2p, by David Chen, Youngme Moon, Michael Norton Product Description: Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2’s Bono and Bobby Shriver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases — of (RED)-branded products such as red iPods and phones — while also resulting in increased donations to the Global Fund.
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Revision Date: 02/25/2009 Product Type: Supplement (Field) HBS Number: 509014 Subjects: Advertising; Brand management; Consumer marketing; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (509013) (PRODUCT) RED (A).
Case Author(s): Chen, David; Moon, Youngme; Norton, Michael Publication Date: 07/12/2008 Product Type: Supplement (Field) HBS Number: 9-509-014 Subjects: Advertising; Brand management; Consumer marketing; Nonprofits; Philanthropy; Product management; Social enterprise Academic Discipline: Marketing Product Description: An abstract is not available for this product. Must be used with: (9-509-013) (PRODUCT) RED (A).
Case Author(s): Emmons, Willis; Cooper, Adele; Lenane, J. Publication Date: 04/12/1999 Revision Date: 06/30/1999 Product Type: Case (Library) Product Description: After decades of poor economic performance, the Irish government adopted major changes in economic policy in 1987. By the end of the 1990s, Ireland’s real GDP growth rate of almost 10% per year exceeds that of all member nations of the European Union (EU). A key component of Ireland‘s growth strategy has been the encouragement of foreign direct investment through low tax rates and financial and logistical support provided by the Irish Industrial Development Agency (IDA). In 1999, Ireland confronts the issue of sustainability of the “Irish miracle” in the face of diminishing access to EU subsidies, increasingly strained physical infrastructure, and questions of equity in the distribution of economic gains across the population. The case includes substantial material relating to the Irish political, social, and historical context in addition to traditional economic statistics. Teaching Purpose: To provide a broad range of “raw material'' for conducting a country analysis of Ireland. The case lends itself particularly well to an exploration of the role of industrial policy, macroeconomic reforms, foreign direct investment, and regional integration in national development strategy. HBS Number: 9-799-132 Geographic Setting: Ireland Event Year Start: 1100 Event Year End: 1999 Subjects: Country analysis; Economic development; Economic policy; Europe; Foreign investment; Industrial policy; National competitiveness Academic Discipline: Business & government
Article Author(s): Stauffer, David Publication Date: 04/01/1998 Product Type: Harvard Management Update Article Product Description: Increasingly, the heroic model of leadership is being challenged by a movement toward shared responsibility. Post-heroic managers allow their employees to contribute to the process of managing and thereby produce better results and higher morale. As good as this sounds, the concept of post-heroic management is often met with strong resistance, particularly at upper levels. This article discusses 10 misunderstandings about post-heroic leadership and offers suggestions for getting past them. HBS Number: U9804A Geographic Setting:Industry Setting: Subjects: Employee morale; Leadership; Managers; Participatory management Academic Discipline: Organizational behavior & leadership
Finding Gold with Theory-Focused Planning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1572BC Subjects: Learning; Profitability; Strategic planning Academic Discipline: Competitive strategy Product Description: Planning is crucial for strategic experiments because it establishes the context for learning, but past chapters have explained why the conventional planning process is inappropriate. Theory-Focused Planning (TFP) is an entirely different approach to planning and is much better suited than conventional approaches to the dynamic and uncertain environments faced by strategic experiments. This chapter describes a solution to overcoming the barriers to learning described in chapters 7 and 8, offering six alterations executives should make to the planning process. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1573BC) The Ten Rules Explained.
How Being Bold, Competitive, or Demanding Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1569BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 7 reviews the history of Hasbro Interactive, an ambitious initiative that targeted the video game market. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1570BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 8 analyzes the development of a new services business at Capston-White (not its real name), a large information technology company. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Introduction to Strategic Innovation Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 2206BC Subjects: Experimentation; Innovation; Strategic management; Strategy & execution Academic Discipline: Competitive strategy Product Description: In today’s marketplace, characterized by rapid and nonlinear change, executing strategic innovation successfully has become imperative for generating sustained growth and extending the corporate life span. In this chapter, the authors describe and demystify strategic innovation. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Taming the Elephant: How to Overcome the Forgetting Challenge Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1564BC Subjects: Market entry; Organizational design; Organizational structure Academic Discipline: Competitive strategy Product Description: Continues the story of Corning Microarray Technologies (CMT), describes how Corning changed CMT’s organizational design, and explains how this reconstruction of a new and distinct organizational DNA accelerated progress. The authors then develop a framework that guides organizational choices to help a new company cope effectively with the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
The Ten Rules Explained Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1573BC Subjects: Profitability; Strategic initiatives; Uncertainty Academic Discipline: Competitive strategy Product Description: Using the story of Analog Devices and its efforts to develop a new technology for automotive crash sensors, the authors summarize their advice as ten rules for strategic innovators. To commercialize the revolutionary crash sensors, the company’s leadership team succeeded in overcoming the three challenges of forgetting, borrowing, and learning, ultimately becoming a profitable business that still has tremendous growth potential. This is an ideal demonstration that leading a strategic experiment, using the ten rules, is well within reach. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning.
Turning Tension into a Productive Force Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1566BC Subjects: Conflicts of interest; Cooperative strategies; Organizational design Academic Discipline: Competitive strategy Product Description: New York Times Digital is profitable and continues to grow because its organizational design allows forgetting and borrowing simultaneously. This chapter suggests specific roles and responsibilities for a senior executive responsible for ensuring the effectiveness of six types of operational links between NewCo and CoreCo. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Learning from Experience Is an Unnatural Act Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1567BC Subjects: Accountability; Adaptability; Learning; Performance; Profitability Academic Discipline: Competitive strategy Product Description: Despite the unsettling reality that much more is unknown than known when it comes to strategic experiments, companies must occasionally take risks on strategic experiments if they hope to stay ahead of the competition. The winner is not necessarily the one that starts with the best plan, but rather, is often the one that learns and adapts the quickest. Describes the nature of the learning challenge and identifies four types of learning disabilities. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Organizations, Like Elephants, Never Forget Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1562BC Subjects: Competencies; Market entry; Organizational design Academic Discipline: Competitive strategy Product Description: In response to the explosive growth of the genomics field in 1998, Corning created a new division, Corning Microarray Technologies (CMT), to capitalize on this promising new market. This chapter focuses on the story of Corning Microarray Technologies and demonstrates how Corning’s initial choice to replicate its existing DNA for CMT made it difficult for CMT to overcome the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Strategic Innovators Need a Different Approach to Execution Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1561BC Subjects: Core competencies; Creativity; Growth strategy; Learning; Strategic initiatives Academic Discipline: Competitive strategy Product Description: Strategic innovators seeking long-term growth and competitive advantage for their organizations face three major challenges: forgetting, borrowing, and learning. Outlined in this introductory chapter, the main objective of the book in reviewing stories of 10 major U.S. companies is not only to tell what happened, but also to explain why it happened and how decisions about organizational DNA either accelerated or constrained progress on the three challenges. The authors analyze root causes that lead to problems, and offer frameworks and recommendations for overcoming them. May be used with: (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Why Tensions Rise When NewCo Borrows from CoreCo Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1565BC Subjects: Organizational transformations; Profitability Academic Discipline: Competitive strategy Product Description: Overcoming the forgetting challenge is necessary but not sufficient. To have the best possible chance at success, NewCo must also borrow CoreCo resources. This chapter looks at the development of New York Times Digital (the business unit of the New York Times Company that provides online news and information services in multimedia format), describing the stresses that arose as New York Times Digital discovered that it needed to assert its distinctiveness while continuing to benefit from access to the resources of the New York Times newspaper. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.
Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 11/09/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: CG10 Industry Setting: Arts, entertainment & sports Subjects: Board of directors; Corporate governance; Executive compensation; Financial management; Insider trading; Mortgages; Stock options Academic Discipline: Social enterprise & ethics Product Description: In 2006, David Zucker, chief executive officer of Midway Games, came under fire for selling a significant amount of Midway stock just weeks before a precipitous decline in the company’s share price. One year later, Angelo Mozilo, chairman and chief executive officer of Countrywide Financial, also increased the pace of his stock sales in the months before troubles in the U.S. mortgage lending market led to a similar drop off in Countrywide‘s share price. Both executives placed their trades through prearranged programs known as 10b5-1 plans. 10b5-1 plans, named after the Securities and Exchange Commission rule which led to their creation, provided a systematic method for corporate executives who were routinely in the possession of material nonpublic information to engage in the sale of company stock. When implemented appropriately, 10b5-1 plans provided a safe haven that shielded these individuals from liability under insider trading laws by demonstrating that certain safeguard conditions were in place at the time the trades were executed. However, the circumstances under which both executives carried out their programs led to an outcry from shareholders that the programs were being abused. Regulators and shareholders were left to decide whether the two men executed their 10b5-1 plans in good faith as required or whether their actions amounted to a sophisticated form of illegal insider trading.
Case Author(s): Lassiter, Joseph B.; Nanda, Ramana; Kiron, David Publication Date: 10/20/2009 Revision Date: 06/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 810005 Geographic Setting: United States Number of Employees: 20+ Event Year Start: 2009 Subjects: Financial strategy; Financing; Entrepreneurial finance; Entrepreneurial management; Innovation; Corporate strategy; Development stage enterprises Academic Discipline: General management Supplementary Materials: Case Teaching Note, (811003), 16p, by Ramana Nanda, Joseph B. Lassiter Product Description: To maximize their effectiveness, color cases should be printed in color. Just months after declaring their intent to become a solar cell equipment supplier, van Mierlo and Sachs were again revisiting the issue of what the company should be. Becoming a successful solar cell manufacturer would potentially be much more lucrative than becoming a successful equipment supplier. But, the latter was much less capital intensive and perhaps a less operationally risky approach. For van Mierlo and Sachs, the question - “What kind of company should 1366 become?” - was back on the table.
Article Magee, John F. Europe is determined to achieve economic unity and to compete on at least equal terms with America and Asia. American companies should plan now to meet heavier competition from Europe and to exploit the new European market. U.S.-based multinationals need pan-European strategies. Improved transport, reduction of regulatory barriers, and new alliances make local focus dangerous. Companies exporting to Europe have two concerns: strengthened European competition and increased European protectionism. HBS Number: 89310 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Competition; Europe; International business; International trade
Article Friberg, Eric G. The best European managers are preparing for the essential challenges of European unification: 1) reduce overcapacity; 2) build scale; 3) recognize international competition; and 4) work to homogenize local tastes. HBS Number: 89305 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Competition; Europe; International business; International trade
Case Author(s): Di Tella, Rafael; Vogel, Ingrid Publication Date: 10/27/2003 Revision Date: 01/14/2004 Product Type: Case (Library) HBS Number: 9-704-004 Geographic Setting: Argentina Event Year Start: 1999 Event Year End: 2001 Subjects: Development banks; Economic conditions; International banking; Macroeconomics; Politics; South America Academic Discipline: Business & government Supplementary Materials: Supplement (Library), (9-704-021), 11p, by Rafael Di Tella, Ingrid Vogel; Teaching Note, (5-704-020), 26p, by Rafael Di Tella, Ingrid Vogel Product Description: At the end of 2001, Argentina’s economy and society both appeared on the verge of collapse. Furious about controls imposed on the convertibility of their bank deposits into cash (the “corralito”) and huge proposed government spending cuts amidst high unemployment and deteriorating social services, Argentines from all economic backgrounds took to the streets in protest. In violent rioting, stores were looted, buildings burned, and more than 22 people died. The entire government was forced to resign. A succession of increasingly ineffectual presidents shuffled through the presidential palace, each seemingly more powerless to confront the crisis than the last. Meanwhile, the country‘s economic situation continued to deteriorate, and Argentina soon defaulted on its $141 billion in foreign debt outstanding in the largest sovereign default in history. On January 2, 2002, Eduardo Duhalde was selected interim president by Argentina's Congress — and would serve as Argentina's fifth president in two weeks. At the helm of Argentina's flailing economy, he had a number of important decisions to make. Among these were what to do with Argentina's decade-long peg to the dollar under the Convertibility Plan. Teaching Purpose: (a) To study theories of banking, financial, and exchange rate crises, in p
Case Author(s): Di Tella, Rafael; Vogel, Ingrid Publication Date: 10/27/2003 Revision Date: 01/07/2004 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-704-004) The 2001 Crisis in Argentina: An IMF-Sponsored Default? (A). HBS Number: 9-704-021 Subjects: Development banks; Economic conditions; International banking; Macroeconomics; Politics; South America Academic Discipline: Business & government Supplementary Materials: Teaching Note, (5-704-020), 26p, by Rafael Di Tella, Ingrid Vogel
Article Publication Date: 04/01/2001 Product Type: Harvard Business Review Article Product Description: Business is shaped by ideas. But how do you separate enduring ideas from passing fancies? In this, the first edition of the annual HBR List, our editors spotlight five breakthrough ideas that are truly shaping the future of business. Even a great business model is not enough. The rise and fall of dot-coms left markets reeling and CEOs scratching their heads. The most important lesson of the debacle: squishy thinking about “business models” is no substitute for a distinctive strategy. Change is changing. In recent years, pundits have urged executives to incite revolutions within their companies. But a growing group of experts now suggests that the best companies actually evolve through incremental change — change that builds on rather than subverts their heritage. Ego makes the leader. By looking deeply into executives’ psyches, we are beginning to unlock the enigma of leadership. While there will never be a single recipe for successful corporate stewardship, an understanding of the human ego can shed light on leadership‘s most fundamental components. Only connect. In business organizations, what's really important about people is not their individual skills but the relationships they form with one another. By investing in “social capital,” companies can often push their performance to a whole new level. The biology century dawns. In the twentieth century, product innovations tended to spring from physics. But in the new century, biology may be the central source of innovation. From genomics to biomimicry, the study of life promises to change what companies sell and even how they operate. HBS Number: R0104H Subjects: Biotechnology; Business models; Human relations; Leadership; Management of change Academic Discipline: General management
Article Publication Date: 03/01/2002 Product Type: Harvard Business Review Article HBS Number: R0203D Subjects: Behavioral sciences; Business history; Customer relations; Financial statements; Innovation; Internet; Leadership Academic Discipline: General management Product Description: In the last year, war broke out, the economy took a nosedive, and an alarming number of businesses went belly up. Thus, it is with some urgency that we bring you this year’s list of the seven best new business ideas to help you find your way through these complex times. History Returns. Many thought that the fall of the Berlin Wall marked the beginning of a new world order, one in which history didn‘t matter. But September 11, 2001, put an end to that theory. And it raised serious questions about globalization, security, and strategy. Enter the Everyday Leader — at Last. CEOs are used to getting all the glory, but leaders outside the limelight — middle managers and tempered radicals — are beginning to receive the attention they deserve. The Internet Is Not About You. The real value of the Internet may lie less in connecting individuals than in connecting databases, servers, and devices — a web not of people but of machines. Mind Your Behavior. Behavioral scientists are beginning to be able to predict accurately the ways individuals and crowds will respond to stimuli, and the implications for business are profound. Don't Delight Your Customers Away. Companies have wooed and coddled customers for too long. The truth is, people delight in being teased and are repelled by those who try too hard to befriend them. Games Are for Losers. Financial game playing and verbal politicking are seriously damaging businesses. Honesty is more than an admirable virtue; it's the foundation of every lasting enterprise. Three Cheers for Creativity (Sometimes). Creativity and best-practice replication are fundamentally different undertaki
Article Publication Date: 04/01/2003 Product Type: Harvard Business Review Article Product Description: The events of this past year have prompted intense soul-searching in many quarters and led us, in this year’s list of the best business ideas, to reassess some of the most basic assumptions about strategy, organizations, and leadership. We began by reconsidering the role of the leader. Discussions of leadership focus almost exclusively on the CEO. But attention also needs to be paid to the other people who make organizations work: the followers—to their responsibilities, their power, and their obligation not to follow flawed leadership. And we considered the fate of soft issues, like emotional intelligence, in hard times. It‘s tempting to dismiss them when your employees will do anything just to keep their jobs. But hard times are good times to employ such tools on yourself. Despite valiant efforts to lead change and eliminate inefficiencies, organizations stay messy. Perhaps it's better to learn to live with messiness. There's growth potential, too, in considering the company as a portfolio of opportunities--but only if managers can sell off poorly performing business units as easily as they've been shedding ailing stocks of late. HBS Number: R0304G Subjects: Corporate governance; Divestiture; International business; Leadership; Organizational behavior; Strategy formulation Academic Discipline: General management
Case Author(s): Stafford, Erik; Perold, Andre F. Publication Date: 10/23/2006 Revision Date: 03/28/2008 Product Type: Case (Gen Exp) HBS Number: 207075 Industry Setting: Insurance industry Event Year Start: 2006 Event Year End: 2006 Subjects: Insurance; Investment management; Personal finance; Risk; Risk management Academic Discipline: Finance Supplementary Materials: Teaching Note, (208140), 7p, by Erik Stafford, Andre F. Perold Product Description: In May 2006, a resident of Key West, FL had to decide whether to renew his policy to insure against hurricane damage. The policy would cost $13,000 for one year, $5,000 more than what he paid in 2005. At the same time, a wealthy California resident was contemplating an opportunity to buy a “cat note” that offered a high yield, but with a chance of losing the full investment if severe hurricanes struck the coastline of the United States.
Case Author(s): Arrillaga, Laura K.; Spitzer, Joshua Publication Date: 03/30/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI85 Industry Setting: Nonprofit Subjects: Charities; Community development; Economic development; Financial management; Nonprofits; Philanthropy; Social enterprise; Social responsibility Academic Discipline: Social enterprise & ethics Product Description: In January 2006, the PRI Makers Network and Stanford Graduate School of Business’s Center for Social Innovation sponsored the first annual Program-Related Investments (PRI) Conference in Palo Alto, California. The conference brought together 150 professionals from foundations ranging in size, programmatic focus, geographic concentration, and familiarity with PRIs. Conference participants shared best practices, discussed emerging innovations, and built professional networks. The organizers and participants aimed to increase the prevalence and efficacy of PRI making. Presents key issues addressed in the conference and features several case studies that illustrate them.
Article Publication Date: 02/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: The traditional job description has failed to keep pace with the fast-moving world of work. But there are ways to make these documents useful. One key: describe the results the company wants from the employee, rather than focusing on how he or she should spend his or her time. HBS Number: C0102E Subjects: Communication; Management communication; Recruitment Academic Discipline: Organizational behavior & leadership
Case Author(s): Wells, John R.; Raabe, Elizabeth A. Publication Date: 07/13/2005 Product Type: Case (Field) Product Description: In late December 2004, Mark S. Mastrov, CEO of 24 Hour Fitness, reflected on how far the company had come in 20 years. From its humble beginnings in San Leandro, California, in 1983, 24 Hour Fitness had grown to become the largest privately owned health club chain in the world. In 2003, the company operated 305 clubs in 16 of the U.S. states and 21 in overseas locations. It had three million members, 16,000 employees, and generated $1 billion in revenues. Going into 2005, Matrov faced many opportunities. Should the business focus on domestic market expansion or devote more resources to international expansion? If he decided to expand into the Northeast, how should the company enter against entrenched competition such as Bally Total Fitness? Would a major acquisition make sense or would it threaten the company’s culture? And how should he fund such an acquisition? May be used with: (9-705-445) The Health Club Industry in 2004; (9-705-451) Bally Total Fitness. HBS Number: 9-706-404 Geographic Setting: United States Number of Employees: 16,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: CEO; Corporate strategy; Expansion; Industry analysis; Leadership; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy
Article Author(s): Lax, David A.; Sebenius, James K. Publication Date: 11/01/2003 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0311D Geographic Setting: United States; Chile; Europe; Switzerland; Mexico Subjects: Negotiations; Arbitration; BATNA; Alliances; Coopetition; Value creation; Information sharing Academic Discipline: Negotiations Product Description: What stands between you and the yes you want? According to negotiation experts David Lax and James Sebenius, executives face obstacles in three common and complementary dimensions: tactics, or interactions at the bargaining table; deal design, or the ability to draw up a deal at the table that creates lasting value; and setup, which includes the structure of the negotiation itself. Each dimension is crucial in the bargaining process, but most executives fixate on only the first two: 1-D negotiators focus on improving their interpersonal skills at the negotiating table, and 2-D negotiators focus on diagnosing underlying sources of value in a deal and then recrafting the terms to satisfy all parties. In this article, the authors explore the often-neglected third dimension. Instead of just playing the game at the bargaining table, 3-D negotiators reshape the scope and sequence of the game itself to achieve the desired outcome. They scan widely to identify elements outside the deal on the table that might create a more favorable structure for it. They map backward from their ideal resolution to the current setup of the deal and carefully choose which players to approach and when. And they manage and frame the flow of information among the parties involved to improve their odds of getting to yes. Lax and Sebenius describe the tactics 3-D negotiators use and cite examples from business and foreign affairs.
Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7985BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: In this chapter, the authors describe how to overcome the barriers to agreement that your 3-D audit has identified by crafting a strategy that aligns the three dimensions of effective negotiation: setting up the right negotiation, designing value-creating deals, and stressing problem-solving tactics. May be used with: (7983BC) Negotiate in Three Dimensions; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation.
Do a 3-D Audit of Barriers to Agreement Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8008BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Without an accurate barriers assessment, your strategy and tactics may address the wrong problem. What’s needed is a systematic assessment of the situation in terms of its setup, deal design, and tactics. This chapter shows you how to perform a 3-D assessment of barriers to agreement.
Dovetail Differences: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7996BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: According to the authors, the most frequently overlooked sources of value in an agreement arise from differences or complementarities rather than common ground among interested parties. This chapter shows you how to develop an inventory of all the ways you differ from your negotiating counterparts, and to use those differences to produce joint gains. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Get All the Interests Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7987BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: An inability to clearly and accurately assess the full set of party interests will get in the way of a successful deal. This chapter reviews the key dos and don’ts of getting all the interests right. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Get All the Parties Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7986BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Starting preparations for a negotiation by thinking about the interested parties may seem self-evident. But there are many negotiations in which interested parties are far from obvious — and if you don’t identify them correctly, the negotiation may be doomed from the start. This chapter discusses how to exercise a disciplined imagination when considering the full set of involved and influential parties who should be brought to the table. May be used with: (7983BC) Negotiate in Three Dimensions; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation.
Get the No-Deal Options Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7988BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: The perception and reality of no-deal options play a key role in most negotiations. This chapter provides five prescriptions for using the power of no-deal options to drive great deals. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals.
Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7994BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter starts with how to establish the right sequencing of the negotiation — the right order of approach to the parties, and the most productive staging of the negotiation — and moves to how to make the right basic process choices — the right “rules of engagement” and expectations within which each party will negotiate. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Make Lasting Deals: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7997BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Ideally, negotiators will craft agreements to take advantage of the reality that change is bound to occur. This chapter discusses what you can do to make your deal stick, especially in the face of external and internal change. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8006BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter shows you how to align set-up, deal-design, and tactical moves to create a 3-D negotiation strategy that will help you realize the potential for agreement.
Move "Northeast": Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7995BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Some of the most important work in negotiation takes place “on the drawing board,” with parties trying to create value, not only for themselves, but for other parties as well. This chapter examines the possibility that if north is the direction I want to go, and east is the direction you want to go, then moving northeast may represent the best possible deal. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Negotiate in Three Dimensions Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7983BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Most negotiators focus on a single dimension of the bargaining process: tactics. This chapter, in contrast, introduces a three-dimensional approach designed to teach you how to negotiate in ways that recognize, and take advantage of, the rich complexities of human interaction. The three dimensions of this approach — tactics, deal design, and setup — are described. May be used with: (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7996BC) Dovetail Differences: Designing Value-Creating Deals.
Negotiate the Spirit of the Deal: Designing Value-Creating Deals Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 7998BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter explores the problems that arise when the social and economic contracts of a deal are at odds with each other and suggests ways to negotiate both so that they are independently strong, as well as mutually reinforcing. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8004BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: Virtually all negotiations involve claiming value. This chapter focuses on at-the-table tactics for claiming value when a move in favor of one party entails a loss for the other. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8005BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter shows you how to align set-up, deal-design, and tactical moves to create a 3-D negotiation strategy that will help you realize the potential for agreement. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice; (8007BC) Think Strategically, Act Opportunistically: 3-D Negotiation in Practice.
Think Strategically, Act Opportunistically: 3-D Negotiation in Practice Author(s): Lax, David A.; Sebenius, James K. Publication Date: 09/26/2006 Product Type: HBS Press Chapter HBS Number: 8007BC Subjects: Agreements; Conflict management; Decision making; Interpersonal communications; Interpersonal relations; Negotiations; Organizational development; Organizational learning Academic Discipline: Negotiations Product Description: This chapter presents three examples of negotiators who overcame daunting barriers by changing the game to their advantage through their moves in multiple dimensions, highlighting aspects of the 3-D strategy that can enhance your own effectiveness as a negotiator. May be used with: (7983BC) Negotiate in Three Dimensions; (8008BC) Do a 3-D Audit of Barriers to Agreement; (7985BC) Craft a 3-D Strategy to Overcome the Barriers: The Components of 3-D Negotiation; (7986BC) Get All the Parties Right: Setting Up the Right Negotiation; (7987BC) Get All the Interests Right: Setting Up the Right Negotiation; (7988BC) Get the No-Deal Options Right: Setting Up the Right Negotiation; (7994BC) Get the Sequence and Basic Process Choices Right: Setting Up the Right Negotiation; (7995BC) Move “Northeast: “ Designing Value-Creating Deals; (7996BC) Dovetail Differences: Designing Value-Creating Deals; (7997BC) Make Lasting Deals: Designing Value-Creating Deals; (7998BC) Negotiate the Spirit of the Deal: Designing Value-Creating Deals; (8004BC) Shape Perceptions to Claim Value: At-the-Table Tactics for Negotiators; (8005BC) Solve Joint Problems to Create and Claim Value: At-the-Table Tactics for Negotiators; (8006BC) Map Backward to Craft a 3-D Strategy: 3-D Negotiation in Practice.
Article Author(s): Collins, Elizabeth Publication Date: 03/01/2008 Product Type: Harvard Management Update Article HBS Number: U0803B Subjects: Management development; Mentors; Organizational learning; Peer assist Academic Discipline: Organizational behavior & leadership Product Description: In today’s business culture, your ideal mentor is not necessarily several rungs up the corporate ladder. Instead, your mentor might actually be a network of five or six individuals from all levels in your organization. Think of it as the 360-degree model of mentoring. In this article, thought leaders and practitioners lay out specific steps to take to wring the most value from your mentoring relationships. Among their advice: Clarify learning goals and expectations upfront. Make every mentoring relationship reciprocal. Keep the commitment strong on both sides — and know how to end the relationship when it‘s run its course.
Article Publication Date: 01/01/2001 Product Type: Harvard Management Communication Letter Article Product Description: The latest wireless telephone technology may have enormous implications on the way people communicate. Donal O’Shea and Mary Crowe, two technology experts, offer insight on how this technology could change the way business will be done. HBS Number: C0101D Subjects: Communication; Management communication; Technology Academic Discipline: Organizational behavior & leadership
Case Author(s): Hardymon, Felda; Leamon, Ann Publication Date: 09/19/2006 Revision Date: 06/14/2007 Product Type: Case (Field) HBS Number: 9-807-006 Geographic Setting: United Kingdom Industry Setting: Private equity Number of Employees: 750 Gross Revenues: 830 million Pounds Sterling Event Year Start: 2004 Event Year End: 2006 Subjects: Financial strategy; Globalization; Growth strategy; Partnerships; Private equity; Scaling Academic Discipline: Finance Product Description: Since 2004, Philip Yea, the first outsider ever to lead 3i Group, one of Europe’s largest publicly listed private equity firms, has been trying to help the far flung organization become more of a streamlined partnership even as it functions around the globe. As he considers 3i‘s performance through the first quarter of 2006 (3i's fiscal year 2006), he must balance his satisfaction at the firm's results and progress in the recent buoyant market with the question of whether the firm's people, strategy, and goals are sufficiently aligned that it can survive and prosper in the coming market correction.
Case Author(s): Conley, James G.; Deutsch, Susan; Fields, James; Wong, Richard Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL288 Geographic Setting: Germany Industry Setting: Dental industry Subjects: Distribution; Intellectual property; Manufacturing; Marketing; Patents; Product management; Strategy; Technology Academic Discipline: Competitive strategy Product Description: ESPE, the market leader, is a medium-sized German manufacturer of precision dental impression materials competing in a shrinking market. To grow the business, ESPE invests substantial resources in innovative impression materials and associated distribution mechanisms. Squeezed by the shrinking market, the competition is increasingly using the proprietary channels (dispensing mechanisms) and brand equity (trademark) of ESPE to maintain their market share. There is a potential infringement. Explores how ESPE is organized to execute on the options imbedded in its IP rights.
Case Author(s): Bartlett, Christopher A.; Mohammed, Afroz Publication Date: 12/27/1994 Revision Date: 05/28/1999 Product Type: Case (Field) Product Description: Focuses on the decision faced by a middle-level division manager concerning whether he should support an investment request to support a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product—a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager’s concerns about the need for discipline and control, setting up a tension that is focused on the launch decision. Teaching Purpose: Focusing on the role of the first line and middle-level general manager, the subject matter also allows an exploration of the challenge of creating and sustaining entrepreneurship in large organizations--in a company that has managed it with great success for decades. HBS Number: 9-395-017 Geographic Setting: United States Industry Setting: manufacturing Company Size: Fortune 500 Gross Revenues: $14 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Business policy; Corporate culture; Entrepreneurship; Implementation; Innovation; Middle management Academic Discipline: General management Supplementary Materials: Case Video, (9-395-513), 13 min, by Christopher A. Bartlett; Teaching Note, (5-398-094), 11p, by Christopher A. Bartlett
Teaching Note For use with 9-395-017 HBS Number: 5-398-094 Subjects: Business policy; Corporate culture; Entrepreneurship; Implementation; Innovation; Middle management
Case Wheeler, Michael A.; Dretler, Thomas D. Describes a proposed trade of air pollution emission credits between 3M (now Imation) and Procter and Gamble. Though such trading is encouraged under federal environmental laws, 3M had adopted a company-wide policy against such deals. Procter and Gamble needs the credits and is an important 3M customer. Local citizens and public officials are sharply divided on the proposed deal. Teaching Purpose: 1) To illustrate the kinds of negotiation stimulated by market-based regulatory regimes and 2) To expose the complex public and internal negotiations that ensue. May be used with: (9-897-136) 3M: Negotiating Air Pollution Credits (C). HBS Number: 9-897-134 Type: Case (Field) Publication Date: 2/12/1997 Revision Date: 5/28/1998 Geographic Setting: California Industry Setting: tape/film manufacturing Company Size: Fortune 500 Event Year Start: 1990 Event Year End: 1991 Subjects: Environmental protection; Facilities; Interest groups; Negotiations; Political risk; Public policy Supplementary Materials: Supplement (Field), (9-897-135), 2p, by Michael A. Wheeler, Thomas D. Dretler
Case Author(s): Wheeler, Michael A.; Dretler, Thomas D. Publication Date: 02/12/1997 Revision Date: 09/21/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-897-134) 3M: Negotiating Air Pollution Credits (A). HBS Number: 9-897-135 Subjects: Environmental protection; Facilities; Interest groups; Negotiations; Political risk; Public policy Academic Discipline: Negotiations
Case Wheeler, Michael A.; Dretler, Thomas D. Provides an epilogue to the (A) and (B) cases. Describes the final steps in implementing the agreement 3M made with Procter and Gamble and with local public officials and interest groups. Teaching Purpose: Invites analysis of the substantive and procedural criteria for effectiveness in negotiating complex disputes. May be used with: (9-897-134) 3M: Negotiating Air Pollution Credits (A). HBS Number: 9-897-136 Type: Case (Field) Publication Date: 2/12/1997 Revision Date: 10/27/1999 Geographic Setting: California Industry Setting: tape/film manufacturing Subjects: Environmental protection; Facilities; Interest groups; Negotiations; Political risk; Public policy
Case Author(s): Bartlett, Christopher A.; Mohammed, Afroze Publication Date: 01/03/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 395016 Geographic Setting: United States Subjects: Innovation; Leadership; Change management; Business policy; Organizational culture; Corporate strategy Academic Discipline: General management 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 nurture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt new policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required.
Case 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 Author(s): Hart, Myra; Dror, Judith Publication Date: 10/11/2000 Revision Date: 10/19/2000 Product Type: Case (Field) Product Description: A start-up team is faced with the challenge of building a senior management team with relevant industry experience. The marriage of e-commerce and the transportation logistics industry creates unusual problems in blending "old economy" employees and employee practices (compensation/equity) and company cultures. HBS Number: 9-801-152 Geographic Setting: Cambridge, MAIndustry Setting: e-commerce/transportationCompany Size: smallNumber of Employees: 10 Event Year Start: 1999Event Year End: 2000 Subjects: Compensation; Electronic commerce; Entrepreneurship; Human resources management; Transportation industry Academic Discipline: Entrepreneurship
Case Author(s): Poorvu, William J.; Brown, Donald A. Publication Date: 08/29/1995 Revision Date: 12/05/2003 Product Type: Case (Field) Product Description: In September 2003, Mason Sexton, a young, inexperienced developer, was making plans to replace a rooming house he had inherited next to the University of Virginia campus in Charlottesville with a new 14-unit, 5-story apartment house. His attempts to assemble the information, approvals, and resources necessary to go ahead point up the steps and risks inherent in the development process. Using the example of a small-scale residential project, this case illustrates development lessons applicable to projects of any scale. Teaching Purpose: Traces the development process from the precommitment to the construction phase on a small scale. Serves as an excellent introduction to the real estate development process. A rewritten version of an earlier case. HBS Number: 9-396-001 Geographic Setting: Virginia Industry Setting: real estate Number of Employees: 1 Gross Revenues: $65,000 revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Construction; Entrepreneurship; Real estate; Regulated industries Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-396-381), 8p, by William J. Poorvu
Case Author(s): Santoma, Javier; Marce, Carmen Publication Date: 09/26/2003 Revision Date: 11/11/2003 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES105 Industry Setting: Convenience store industry Subjects: Change management; R&D; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (IES106), 10p, by Javier Santoma Product Description: Upon analyzing the next-generation ATMs that the 7-Eleven chain of convenience stores was installing in its stores, a consulting firm specializing in payment systems anticipated major changes in the payments sector in the medium and longer term. How would the banks react to further encroachment on their business, already under pressure from traditional competitors and new players backed by the latest technologies?
Case Author(s): Bell, David E.; Hogan, Hal Publication Date: 12/04/2003 Revision Date: 01/27/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 504057 Geographic Setting: United States; Japan Gross Revenue: $10 billion revenues Event Year Start: 2003 Event Year End: 2003 Academic Discipline: Marketing Supplementary Materials: Case Teaching Note, (505067), 4p, by David E. Bell Product Description: Can 7-Eleven United States replicate the successful experience of 7-Eleven Japan in selling fresh foods through convenience stores? Describes the Japanese system and shows the steps the company is taking to try to achieve the same success in the United States.
Case Author(s): Bell, David E.; Hogan, Hal Publication Date: 12/04/2003 Revision Date: 01/27/2004 Product Type: Case (Field) Product Description: Can 7-Eleven (United States) replicate the successful experience of 7-Eleven (Japan) in selling fresh foods through convenience stores? Describes the Japanese system, both logistical and store, and shows the steps the U.S. company is taking to try to achieve the same success. Teaching Purpose: To discuss the future distribution of prepared foods. HBS Number: 9-504-057 Geographic Setting: Japan, United StatesIndustry Setting: retailGross Revenues: $10 billion revenues Event Year Start: 2003Event Year End: 2003 Subjects: Agribusiness; Food; Global Research Group; Retailing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-505-067), 4p, by David E. Bell
Case Author(s): Hopkins, Michael S. Publication Date: 10/01/2009 Product Type: Case Publisher: MIT Sloan Management Review HBS Number: SMR328 Subjects: Corporate strategy; Sustainability Academic Discipline: Social enterprise & ethics Product Description: MIT Sloan Management Review’s first annual Business of Sustainability survey revealed much about what executives are thinking and doing about sustainability-driven concerns right now -as well as what‘s impeding their attempts both to capture opportunities and defend against threats. The most widely credited leading thinkers at the sustainability and management intersection, though, wanted to explore something else: the ways that many fundamental management and strategy practices will be transformed by the pressures that sustainability issues are already bringing to bear. This article identifies eight significant ways that current management expectations and practices will be affected by growing societal and economic understanding about sustainability. Among them: how labor productivity can be dramatically increased by sustainably designed workplaces; how companies “bump into” sustainability-related choices, even when they don't look for them; how a company's sustainability profile will become a proxy for the organization's overall management quality; how innovation results are improved by pursuit of sustainability-related outcomes; how sustainability efforts within an organization lead to more productive collaboration across typical organizational silos; and how transparency and trustworthiness will become increasingly consequential to competitive success.
Case Brandenburger, Adam; Stuart, Harborne W., Jr.; Nalebuff, Barry J. Describes a problem of bankruptcy, following the treatment in the 2,000 year-old Babylonian Talmud. A person dies, leaving a number of debts that total more than the size of the estate. The question is: How should the estate be divided HBS Number: 9-795-087 Type: Case (Gen Exp) Publication Date: 1/26/1995 Revision Date: 3/27/1997 Geographic Setting: Unspecified Subjects: Bankruptcy; Competition; Economic analysis; Game theory Supplementary Materials: Teaching Note, (5-795-180), 11p, by Adam Brandenburger
Article Vanhonacker, Wilfried R. Traditionally, complex business structures in the Chinese market have kept foreign companies out. Now, with Kodak leading the way, corporate structures from the West are gaining acceptance and are providing a way for China to let foreign companies in through the back door. HBS Number: F00404 Type: Harvard Business Review Article Publication Date: 7/1/2000 Subjects: China; Emerging markets; International business; International trade
Article Author(s): Manzoni, Jean-Francois Publication Date: 09/01/2002 Product Type: HBR OnPoint Article HBS Number: 1776 Subjects: Employee development; Employee empowerment; Employee morale; Employee problems; Human resources management; Interpersonal behavior; Management styles; Managerial skills Academic Discipline: Organizational behavior & leadership Product Description: This is an enhanced edition of HBR article R0209J, originally published in September 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show signs of improvement over time. But things don’t always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional — indeed, unconscious — stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process — the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren‘t considered) and binary (there are only two possible outcomes — win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person
Case Author(s): Christensen, Clayton M.; Rising, Curtis B. Publication Date: 10/19/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610020 Geographic Setting: Texas Number of Employees: 3300 Gross Revenue: 12/05: $7.1 billion Event Year Start: 2006 Subjects: Divestiture; Mergers & acquisitions; Due diligence; Integration planning; Energy; Business models; Production planning; Transformations; Strategy Academic Discipline: Competitive strategy Product Description: On June 23, 2006, Anadarko Petroleum Corporation announced that it was simultaneously acquiring two public companies, Kerr-McGee and Western Gas Resources, in all-cash deals. The total price was about $24 billion, a figure close to Anadarko’s market cap at the time. The parallel deal flows and negotiations had been completed in a matter of months. The specific dynamics of this “deal” were extraordinary. Anadarko, Kerr-McGee and Western were all companies with rich and dynamic histories. The combination of resources, processes and people involved in these deals was complex and powerful. The announcement presented a real investor relations challenge for Anadarko. How would Anadarko explain the deals? How would the companies combine to build the most value? What would be divested to pay back the cash? What was the strategy behind these transformative deals? How was this pulled off so quickly and effectively? Subjects include Mergers & Acquisitions
Article Bryan, Lowell L. The natural franchise of banks is to provide a safe deposit for savers and to protect the payments system. Banks can only do this with government insurance. But government insurance, like any safety net, creates market distortions. To minimize them Washington should isolate government-insured banking from all other financial services. Noninsured banks should be free to compete and innovate, so long as they raise capital from the market and do not rely on safety nets. HBS Number: 91304 Type: Harvard Business Review Article Publication Date: 5/1/1991 Subjects: Banking; Deregulation; Economic policy; Government & business; Insurance; Legislation; Regulated industries
Article Author(s): Estanislao, Jesus P.; Norton, David P. Publication Date: 03/15/2010 Product Type: Balanced Scorecard Report Article Publisher: Harvard Business School Publishing HBS Number: B1003A Geographic Setting: Philippines Subjects: Balanced scorecard; Corporate governance; Business & government; Strategy maps Academic Discipline: Competitive strategy Product Description: Around the world, more and more governments-federal, provincial, and municipal-are recognizing the power of the strategy map and the Balanced Scorecard in helping shape social and economic goals. Few efforts have permeated any society as deeply as the Renaissance Initiative has in the Philippines. The author, a leader in this initiative and a leading proponent of public- and private-sector governance throughout East Asia, recounts the remarkable transformation that is taking place in his nation.
Case Author(s): Kohli, Chiranjeev; Thomas, Sunil Publication Date: 07/15/2009 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH340 Subjects: Brand management; Branding; Brands; Marketing; Marketing strategy; Product positioning; Strategy Academic Discipline: Marketing Product Description: Over the years, numerous brands — such as Oldsmobile, Pan Am, and Woolworth — have met untimely deaths. Many more have steadily declined into oblivion, while others have been revived. When a brand dies, significant investments that were made to build the brand are also lost. Unfortunately, even the strongest brands with high net worth are not immune from brand decline and subsequent death. In today’s market, where new product introductions are both expensive and risky, it may be worthwhile to evaluate brands that are declining and invest in revitalizing them. However, there is a dearth of studies that focus on declining brands. In this article, we use findings from academic literature, detailed case studies, and interviews with marketing executives to provide guidelines in dealing with declining brands. We analyze the conditions that lead to brand decline and brand death, highlight signs that may suggest an impending decline, offer insights into assessing the viability of reviving a brand, and suggest various approaches that can be used to strengthen the brand and give it a second life.
Article Schuster, Thomas F. Large U.S. consumer goods manufacturers and retailers have seen profits decline disastrously when they have overpromoted lines to stimulate short-term volume. A simple application of economic theory shows that overpromotion costs too much - whatever extra volume is generated will be eaten up by increased competition, overhead costs, and customers who learn to wait for a sale rather than to buy at full price. HBS Number: 87613 Type: Harvard Business Review Article Publication Date: 11/1/87 Subjects: Consumer behavior; Marketing management; Marketing strategy; Pricing; Retailing; Sales promotions
Case Author(s): Gurtler, Bridget; Nohria, Nitin Publication Date: 05/14/2004 Revision Date: 06/10/2004 Product Type: Case (Library) Product Description: Provides background biographical information on P. Roy Vagelos, chief executive officer of Merck Pharmaceuticals. Teaching Purpose: To chart the development of a leader in the pharmaceutical industry. May be used with: (94611) Medicine, Management, and Mergers: An Interview with Merck’s P. Roy Vagelos. HBS Number: 9-404-132 Geographic Setting: United States Industry Setting: pharmaceuticals Event Year Start: 1929 Event Year End: 2003 Subjects: Leadership; Organizational behavior; Pharmaceuticals industry Academic Discipline: Organizational behavior & leadership
Case 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 Author(s): Fournier, Susan; Yao, Julie Publication Date: 06/15/1998 Revision Date: 09/09/1998 Product Type: Color Case HBS Number: 598023 Subjects: Brands; Consumer behavior; Customer retention; Loyalty; Marketing management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (598123), 17p, by Susan Fournier, Julie Yao Product Description: Brand loyalty is one of the core concepts of the marketing discipline that has enjoyed practical and academic attention for over 75 years. The era of relationship marketing, with its focus on retaining customers for life, has instilled yet greater interest in the concept, precipitating unprecedented growth in frequency programs designed to lock in customer loyalties over time. Despite this rich history, many questions remain about the definition, measurement, and significance of brand loyalty. Some state that brand loyalties are declining and that in today’s consumer world, multibrand usage — not brand loyalty — appears the norm. Others feel that the concept of loyalty itself is not outmoded or outdated, but rather that new theoretical and methodological perspectives are required that can revitalize what has become a theoretically uninspired, overly simplistic, and conceptually limiting idea. This case seeks to inform this latter point of view by encouraging students to “see” brand loyalty from the perspective of the consumers that live it. Includes color exhibits.
Article Tedlow, Richard S.; Marram, Michele S. In this three-part case, the authors explore how an HIV-infected employee should be managed over time. Manager Greg van de Water must make a series of decisions regarding Joe Collins. Three AIDS-in-the-workplace experts recommend action to Greg at each decision point. They are: Lee Smith of Levi Strauss; Jim Nichols of American Security Bank (where he is on long-term disability leave as a result of HIV infection); and Jonathan Mann of the Harvard School of Public Health. HBS Number: 91611 Type: Harvard Business Review Article Publication Date: 11/1/1991 Subjects: Diversity; HBR Case Discussions; Health; Human resources management; Performance appraisal; Personnel policies; Personnel selection
Article Author(s): Black, J. Stewart; Morrison, Allen J. Publication Date: 09/01/2010 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R1009J Geographic Setting: Japan Subjects: Global business; Emerging markets; Leadership Academic Discipline: Competitive strategy Product Description: Competitors from the developing world are rising fast. Will they come to rule the global economy? Not necessarily, say Insead’s Black and Morrison, who argue that today‘s emerging giants look an awful lot like Japanese corporations in the 1990s. Japan's star has since fallen, and the country no longer dominates the Global 500 as it once did. Drawing on 25 years of research, the authors found that four factors drove Japanese firms' early export growth: strong corporate models and cultures; a domestic market isolated from competition; an agreeable labor force; and cohesive, homogenous leadership. But when the firms moved into foreign markets, those strengths became downfalls. Entrenched in their corporate ways, they were too narrow-minded to look for local insights, and they lacked leaders who had international knowledge. They were also unprepared for contentious overseas labor relations and the sophistication and expertise of their global competitors. To avoid Japan's fate, emerging giants must change their business models, reduce their reliance on protected domestic markets, learn to cope with diverse labor, and shake up their leadership.
Article O’Rourke, J. Tracy; Avishai, Bernard In an interview with HBR, Allen-Bradley CEO J. Tracy O‘Rourke talks about the decisions that led up to the construction and development of the peopleless, paperless plant. He demonstrates how his management team went to computer-integrated manufacturing (CIM), not because of any desire for technological revolution, but as the best way to confront a potentially devastating competitive challenge. HBS Number: 89107 Type: Harvard Business Review Article Publication Date: 1/1/1989 Subjects: Information systems; Interviews; Manufacturing strategy; Production planning
Article Author(s): DeLisi, Peter S.; Danielson, Ronald L.; Po Publication Date: 01/15/1998 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: As the breadth and depth of the impact of information technology (IT) on the firm has grown, there has been a corresponding rise in rank of the senior IT executive. Recent evidence, however, indicates this trend might have reversed itself. This article reports chief executives’ views of IT and senior IT managers. CEOs believe that IT executives need to develop a “big picture” perspective, enhance their interpersonal skills, raise the general awareness of the value of IT, establish visible relationships, and identify with the role of “change agent.‘' CEOs lament that all too often, IT senior managers do not demonstrate those skills or take advantage of their unique opportunities to learn them. HBS Number: BH002 Subjects: Executives; Information systems; Information technology; Leadership Academic Discipline: Management of information systems
Case Author(s): Manty, Tracy Yuen; Kirby, William C.; McFarlan, F. Warren Publication Date: 01/27/2009 Revision Date: 03/11/2009 Product Type: Case (Field) HBS Number: 9-309-060 Geographic Setting: China Industry Setting: Gaming industry Number of Employees: 40 Event Year Start: 2007 Event Year End: 2009 Subjects: Entrepreneurship; Internet; Start-ups; Venture capital Academic Discipline: Entrepreneurship Product Description: Now into their third year at the helm of an internet start-up in China, Ken Pao & Bill Li were managing a totally different company (with a new name) from the one they first founded in 2006. Having changed their business model from a social networking site to an online gaming business came with new challenges. They hired almost an entirely new staff, cultivated new partnerships, and most urgently sought new funding. However, with three years of experience, they were no longer a “start-up” and now faced the ramifications of mid-life. What would it take to remain a viable competitor in China in a new industry? May be used with: (307075) The Challenges of Launching a Start-Up in China: Dorm99.com.
A Short History of Money and Monetary Policy in the United States Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2850BC Geographic Setting: Global Subjects: Business history; Financial management; Foreign exchange; Investment management; Investments; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter provides a brief historical survey of U.S. monetary policy, tracing management of the nation’s money supply from the dawn of the republic to the present. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Expectations: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2849BC Geographic Setting: Global Subjects: Executives; Foreign exchange; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: Expectations about the future play a pivotal role in every market economy, influencing nearly every economic transaction and decision. This chapter focuses on this foundational concept in macroeconomics. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Money: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2848BC Geographic Setting: Global Subjects: Executives; Foreign exchange; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter provides a compact introduction to one of the fundamental pillars of macroeconomics — money — and how it affects the marketplace. May be used with: (2847BC) Output: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Output: Understanding the Macro Economy Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2847BC Geographic Setting: Global Subjects: Executives; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: The notion of national output lies at the heart of macroeconomics. This chapter covers this fundamental principle. May be used with: (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Putting the Pieces Together Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2856BC Geographic Setting: Global Subjects: Foreign exchange; International finance; Investment management; Investments; Macroeconomics; Managerial skills; Money; Statistical analysis Academic Discipline: Finance Product Description: This chapter briefly reviews the three pillars of macroeconomics — output, money, and expectations — and the key relationships between them. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates.
Reading a Balance of Payments Statement Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2854BC Geographic Setting: Global Subjects: Accounting; Balance sheets; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: Knowledge of how to read a balance of payments statement is essential for assessing a country and the performance of its economy. This chapter presents a brief introduction to BOP accounting and considers the best strategies for reading and interpreting a BOP statement. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
The Fundamentals of GDP Accounting Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2851BC Geographic Setting: Global Subjects: Accounting; Foreign exchange; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: Knowledge of how to read a GDP account is essential for assessing a country and the performance of its economy. This chapter provides a brief primer on GDP accounting. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2854BC) Reading a Balance of Payments Statement; (2855BC) Understanding Exchange Rates; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Understanding Exchange Rates Author(s): Moss, David A. Publication Date: 07/05/2007 Product Type: HBS Press Chapter HBS Number: 2855BC Geographic Setting: Global Subjects: Foreign exchange; International finance; Investment management; Macroeconomics; Money; Statistical analysis Academic Discipline: Finance Product Description: For anyone engaged in cross-border transactions, grappling with exchange rates is a necessary fact of life. This chapter surveys the topic of exchange rates, focusing on factors that are thought to drive currencies to appreciate or depreciate. May be used with: (2847BC) Output: Understanding the Macro Economy; (2848BC) Money: Understanding the Macro Economy; (2849BC) Expectations: Understanding the Macro Economy; (2850BC) A Short History of Money and Monetary Policy in the United States; (2851BC) The Fundamentals of GDP Accounting; (2854BC) Reading a Balance of Payments Statement; (2856BC) Putting the Pieces Together: The Core Concepts of Macroeconomics.
Case Author(s): McAfee, Andrew Publication Date: 07/26/2004 Revision Date: 09/28/2004 Product Type: Note Product Description: Two managers discuss the benefits, costs, opportunities, and headaches of corporate computing. Topics include security, training, the Internet and Web, collaboration, productivity, Moore’s law, computer crashes, upgrades, open source software, network effects, enterprise computing, and competitive differentiation via IT. Teaching Purpose: To highlight some of the major issues of information technology. HBS Number: 9-605-023 Geographic Setting: United StatesIndustry Setting: high techNumber of Employees: 100Gross Revenues: $50 million revenues Event Year Start: 2004Event Year End: 2004 Subjects: High technology; Information age; Information systems; Information technology; Internet; Management philosophy; Organizational management Academic Discipline: Management of information systems
Article Krugman, Paul Should politicians turn to business leaders for advice in formulating economic policy? Not according to economist Paul Krugman, who argues that executives’ advice is often disastrously misguided. Business leaders who have been promoted to economic advisers are no more likely to be great economists than are military experts. People who have mastered the complexities of running a multibillion-dollar enterprise may think they can make pronouncements whenever the subject is money, but before they can offer sound economic advice, they must master a new vocabulary and a new set of concepts. In short, they must go back to school. HBS Number: 96108 Type: Harvard Business Review Article Publication Date: 1/1/1996 Subjects: Economic analysis; Macroeconomics Year New: 1996
Case Applegate, Lynda M.; Bleak, Jared Presents a fictional vision of a day in the life of a professor in 1998. Teaching Purpose: To explore the impact of the Internet on knowledge work. HBS Number: 9-399-009 Type: Case (Library) Publication Date: 7/8/98 Revision Date: 9/1/98 Geographic Setting: United States Industry Setting: academic Event Year Start: 1998 Event Year End: 1998 Subjects: Education; Information age; Internet; Knowledge management; Organizational design
Case Author(s): Collins, Elizabeth L. Publication Date: 04/11/2008 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 2177 Geographic Setting: United States Subjects: Organizational behavior; Leadership; Personal strategy & style; Human resources management; Career advancement; Product management; 360-degree feedback; Relationship management; Managing difficult interactions; Top performers Academic Discipline: General management Supplementary Materials: Case Teaching Note, (2180), 7p, by Elizabeth L. Collins,Larry E. Greiner Product Description: Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360 performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander’s interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander‘s supervisor Sam Glass will provide Sander with 360 performance feedback-the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.
Article Author(s): Cox, Anthony D.; Cox, Dena Publication Date: 03/15/2010 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana Univ. HBS Number: BH382 Subjects: Advertising; Advertising strategy Academic Discipline: Marketing Product Description: Within the past 20 years, consumer advertising of prescription drugs has grown from a rarity to one of the most pervasive forms of consumer advertising, with ads for antidepressants and heart medications now as common as those for fast food and automobiles. At the same time, direct-to-consumer (DTC) advertising has attracted a growing chorus of criticism from consumer advocates, health professionals, and elected officials. This article explores the extent to which such criticism has merit and the extent to which it lacks soundness. Specifically, the article casts doubt on the charges that (1) DTC advertising is deceptive; (2) DTC downplays product risks; (3) DTC focuses on trivial or imaginary maladies; (4) DTC doesn’t promote non-pharmaceutical solutions to health problems; (5) DTC harms the doctor-patient relationship; and (6) DTC is responsible for the rapid rise in drug costs.
Article Hahn, Carl H. In this interview, Volkswagen management board chairman Carl Hahn describes the German automaker’s ambitious program of expansion. With the acquisition of the Spanish automaker Set in 1986 and Czechoslovakia‘s Skoda in 1990, Hahn is building a "federated" company—at a cost of some $35 billion. Its autonomous divisions are more flexible than the old, centralized Volkswagen. The new divisions respond to regional tastes and take advantage of low-wage manufacturing regions. Says Hahn, "What works in Europe will equip us to reach beyond it." HBS Number: 91408 Type: Harvard Business Review Article Publication Date: 7/1/1991 Subjects: Automobiles; Competition; Corporate strategy; Decentralization; Germany; International business; International operations; Organizational change
Case Author(s): Bohmer, Richard; Campbell, Bradley Publication Date: 10/22/2002 Product Type: Case (Field) Product Description: John Crowley, CEO of Novazyme Pharmaceuticals, a start-up biotechnology firm developing an orphan drug to treat a rare lysosomal storage disorder from which his children suffer, must choose between a partnership and a buyout to have sufficient funds and support to get the drug to the market. Accompanying this dilemma are questions relating to Novazyme’s clinical trial strategy, marketing, sales, production, and pricing. This case introduces students to the FDA drug approval process and government-supported financial inducements to develop drugs for small patient populations. Also provides insight into the nature of strategic relationships in the biotechnology and pharmaceutical industries. Teaching Purpose: To understand the forces affecting the development and introduction of biologic therapeutics into practice. HBS Number: 9-603-048 Geographic Setting: Oklahoma, New Jersey Industry Setting: biotechnology Company Size: start-up Number of Employees: 40 Event Year Start: 2001 Event Year End: 2001 Subjects: Biotechnology; Business government relations; Health care; Manufacturing; Partnerships; Pharmaceuticals; Product development Academic Discipline: Operations management
Article Author(s): Billington, Jim Publication Date: 03/01/1997 Product Type: Harvard Management Update Article Product Description: Every manager ought to have a grounding in risk and its near kin, decision theory, in order to make intelligent business decisions. Managers view risk in a limited way — four out of five managers think of risk in terms of negative outcomes only, instead of as the distribution of all possible outcomes. Risk should be considered in three different categories: 1) risk as hazard -- managers should place their emphasis on minimizing negative events; 2) risk as uncertainty -- managers should study all possible outcomes with an eye toward reducing the variance between anticipated outcomes and actual results; and 3) risk as opportunity -- managers must assess the risks inherent in opportunities, for taking too little risk can be as much a management failure as taking too much. Opportunity risk reflects the upside and emphasizes innovation, initiative, and entrepreneurship. In fact, the most successful managers take the most upside risks. HBS Number: U9703D Geographic Setting:Industry Setting: Subjects: Decision theory; Entrepreneurship; Innovation; Risk management; Uncertainty Academic Discipline: Negotiations
Article Morley, Eileen D.; Silver, Andrew Similarities exist between the management of a film project and the management of other temporary work systems, such as technical or scientific projects, consulting teams, task forces, and other short-term task groups. Most temporary projects go through an analogous series of phases, including planning and recruiting, implementing and leading, and follow up and clean up. By examining one film director’s successful approach to managing creativity, insights applicable to the business world are gained regarding the stimulation of creativity, working relationships, and leadership styles. HBS Number: 77210 Type: Harvard Business Review Article Publication Date: 3/1/1977 Subjects: Creativity; Entertainment industry; Management styles; Personnel management; Project management
Article Author(s): Froot, Kenneth A.; Scharfstein, David S.; Publication Date: 11/01/1994 Product Type: Harvard Business Review Article Product Description: In recent years, managers have become aware of how their companies can be buffeted by risks beyond their control. To insulate themselves from such risks, many companies are turning to the derivatives markets, taking advantage of instruments like forwards, futures, options, and swaps. Although heavily involved in risk management, most companies do not have clear goals underlying their hedging programs. Without such goals, using derivatives can be dangerous. The authors present a framework to guide top-level managers in developing a coherent risk-management strategy. That strategy cannot be delegated to the corporate treasurer—let alone to a hotshot financial engineer. Ultimately, a company’s risk-management strategy needs to be integrated with its overall corporate strategy. A risk-management program should have one overarching goal: to ensure that a company has the cash available to make value-enhancing investments. HBS Number: 94604 Subjects: Derivatives; Financial instruments; Financial strategy; Hedging; Risk; Risk management Academic Discipline: Negotiations
Article Slater, Stanley F.;Olson, Eric M. Today’s strange, new business world needs an augme HBS Number: BH068 Type: Business Horizons Article Publication Date: 1/15/02 Subjects: Business policy, Competitive strategy, Corporate strategy, General management, Industry analysis, Organization, Organizational design.
Case Author(s): Shih, Willy; Bernstein, Ethan S.; Bernstein, Maly Hout; Wang, Jyun-Cheng; Wei, Yi-Ling Publication Date: 04/16/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610096 Geographic Setting: Asia Gross Revenue: US$350M Event Year Start: 1971 Event Year End: 2009 Subjects: Operations; Consumer marketing; Product positioning; Test markets; Product introduction; Business to consumer Academic Discipline: Operations management Product Description: Few CEOs successfully manage the evolution of their companies from OEM outsourcer to branded manufacturer to expert consumer marketer as well as Tony Lo, CEO of Giant Manufacturing Co. Ltd., now the largest bicycle manufacturer in the world. In the mid-1980s, Giant produced over a million bikes per year with the Giant brand on fewer than 15% of them; by 2008, Giant was producing 6.4 million bicycles with 70% carrying the Giant brand. And in 2010, the transition was still in-process as CEO Lo experimented with a new business model for women cyclists in Taiwan and globally — leveraging some of Giant’s lessons learned and challenging others. The case explores Giant‘s historical evolution from OEM outsourcer to branded manufacturer, which relied heavily on Giant's forward integration into the construction of a world-class, global retail organization. Giant's ability to understand the customer and move him/her up-market has driven both sales growth and profitability (e.g., average sales prices in 2006, 2007, and 2008 were $325, $345, and $360 respectively). That sets the stage for Lo's latest challenge: a realization that his products were not meeting the needs of women customers (including particularly his wife). As a result, Lo commissioned his CFO Bonnie Tu to open the first all-women's bicycle store in Taipei (owned by corporate, not the traditional retail organization), an
Case Author(s): Horniman, Alexander; Freides, Drew Publication Date: 02/05/2001 Product Type: Case (Field) HBS Number: UV0965 Industry Setting: Arts, entertainment & sports; Professional sports teams & organizations Gross Revenues: > $1 million revenues Event Year Start: 1987 Event Year End: 2000 Subjects: Leadership; Team leadership Academic Discipline: General management Supplementary Materials: Teaching Note, (UV0966), 3p, by Alexander Horniman, Drew Freides Product Description: This case describes the creation and performance of the America’s Cup team and the leadership of Dennis Conner.
Article Author(s): Gary, Loren Publication Date: 04/01/2004 Product Type: Harvard Management Update Article Product Description: Wary of the resources and commitment required by mergers, more companies are seeking growth through strategic alliances. Although many companies are taking a more systematic approach to relationship management, these procedures tend to kick in after the partnership has been launched. The critical first step is picking the right partner. HBS Number: U0404B Subjects: Growth strategy; Management of change; Organizational change; Organizational management; Partnerships; Strategic alliances Academic Discipline: Competitive strategy
Case Author(s): Moriguchi, Chiaki; Lane, David Publication Date: 03/05/1999 Revision Date: 01/14/2000 Product Type: Case (Library) Product Description: Through their competitive battle, Coca-Cola and PepsiCo have created stable and highly profitable duopoly in the U.S. soft drink industry. As the domestic industry matured and the cola wars moved to international markets, Coke and Pepsi tried to redesign their competitive strategies as well as the vertical structure of their corporations. Teaching Purpose: 1) How the industry structure evolves as a result of competitive interactions of firms, and 2) How the vertical structure of the firm changes in response to the economic conditions. May be used with: (9-702-442) Cola Wars Continue: Coke vs. Pepsi in the Twenty-First Century; (9-794-055) Cola Wars Continue: Coke vs. Pepsi in the 1990s. HBS Number: 9-799-117 Geographic Setting: United States and global Industry Setting: beverages Company Size: Fortune 500 Subjects: Beverages; Competition; Corporate strategy; International business; Vertical integration Academic Discipline: Competitive strategy
Case Author(s): Soltes, Eugene Publication Date: 12/03/2009 Revision Date: 03/04/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 110045 Geographic Setting: North America Number of Employees: ~14,000 Gross Revenue: 4.2 Billion ($) Subjects: Accounting; Technology; Ethics Academic Discipline: Accounting & control Supplementary Materials: Case Teaching Note, (110059), 10p, by Eugene Soltes Product Description: Stephen Richards, the former global head of sales at Computer Associates, Inc. (CA), is serving a seven year prison sentence for financial fraud. In the case, Richards responds to a number of questions about managerial responsibility and the manipulation of financial performance in a letter written to a graduate student.
Article Asakawa, Jun The new managing director of Yoshihira Heavy Industries proposes to implement a two-month vacation plan. Although finding volunteers for an initial vacation experiment is difficult, eventually a few come forward. Later many of the vacationers decide to defect from the company altogether. This was the result the director had in mind all along, as a way to deal with the middle management squeeze. At the story’s end, two commentators (one American, one Japanese) offer their perspectives on the issues. HBS Number: 91302 Type: Harvard Business Review Article Publication Date: 5/1/1991 Subjects: Employee benefits; International business; Japan; Management styles; Middle management; Personnel selection
Article Author(s): Krishnamurthy, Sandeep Publication Date: 09/15/2003 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Open source software programs (OSS) such as Linux and Apache give any interested party access to the source code, leading to a distributed innovation model in which users actively participate in the product’s development. Often free, OSS products are distributed under many public licenses, are more reliable, and provide greater flexibility and choice. On the other hand, OSS leads to a proliferation of versions and may appeal only to high-end users. The system leads to fascinating competitive and cooperative relationships among companies, between a company and a community, and among communities. How can managers choose? HBS Number: BH095 Subjects: Information technology; Innovation; Product development Academic Discipline: Management of information systems
Article Cappelli, Peter Open competition for other companies’ people, once a rarity in business, is now an accepted fact. Fast-moving markets require fast-moving organizations that are continually refreshed with new talent. But no one likes to see talent leav HBS Number: R00101 Type: Harvard Business Review Article Publication Date: 1/1/2000 Subjects: Employees; Human resources management; Job satisfaction; Labor market; Loyalty; Organizational management; Work force management
Case Author(s): Cohen, Allan Publication Date: 01/01/2000 Revision Date: 04/29/2004 Product Type: Case (Field) Publisher: Babson College Product Description: A four-part, sequential prediction case dealing with intergroup conflict. Teaching Purpose: To improve students’ observational, analytical, and predictive skills. Also, to provide opportunities to explore the sources of intergroup conflict, causes of escalation, and ways of diffusing and resolving conflict. HBS Number: BAB084 Subjects: Conflict; Ethics; Group dynamics; Interpersonal behavior; Interpersonal relations; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (BAB584), 8p, by Allan Cohen
Article Author(s): Nayar, Vineet Publication Date: 06/01/2010 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R1006J Subjects: Work force management; Employee empowerment; Organizational transformations; Getting buy-in Academic Discipline: Organizational Behavior & leadership Product Description: India’s HCL Technologies has, according to Fortune, the world‘s most modern management. BusinessWeek says that HCL is one of the top five emerging companies in the world to watch. That's mainly because of a transformation effort that the author, who took over leadership of the $5 billion IT services company in 2005, launched. Nayar learned from talking with customers that what they valued most-above products, services, and technologies-was HCL's employees. So he came up with a radical idea, Employees First, Customers Second, to bring about organizational change. In this article, he explains how he got stakeholders-HCL's founder and chairman, the board of directors, senior executives, managers, and employees-to back his campaign for radical change.
Case Author(s): Sahlman, William A.; Scherlis, Daniel R. Publication Date: 07/24/1987 Revision Date: 06/21/1989 Product Type: Note Product Description: Describes a method for valuing high-risk, long-term investments such as those confronting venture capitalists. The method entails forecasting a future value (e.g., five years from the present) and discounting that terminal value back to the present by applying a high discount rate (e.g., 50%). Provides an explanation of this method, including a detailed discussion of the determinants of the key factors ranging from the discount rate to the terminal value. The pedagogic objective is to make students aware of the issues involved in valuing such “futures” investments. A model is provided that further elucidates the determinants of value. HBS Number: 9-288-006 Subjects: Entrepreneurial finance; Entrepreneurship; Financial analysis; Leveraged buyouts; Securities; Valuation; Venture capital Academic Discipline: Entrepreneurship
Case Author(s): Sahlman, William A.; Scherlis, Daniel R. Publication Date: 07/24/1987 Revision Date: 07/24/2009 Product Type: Note HBS Number: 288006 Subjects: Entrepreneurial finance; Entrepreneurship; Financial analysis; Leveraged buyouts; Valuation; Venture capital Academic Discipline: Entrepreneurship Product Description: Describes a method for valuing high-risk, long-term investments such as those confronting venture capitalists. The method entails forecasting a future value (e.g., five years from the present) and discounting that terminal value back to the present by applying a high discount rate (e.g., 50%). Provides an explanation of this method, including a detailed discussion of the determinants of the key factors ranging from the discount rate to the terminal value. The pedagogic objective is to make students aware of the issues involved in valuing such “futures” investments. A model is provided that further elucidates the determinants of value.
Article Meyerson, Debra; Fletcher, Joyce K. Although women have made enormous gains in the business world—they hold seats on corporate boards and run major companies--they still comprise only 10% of senior managers in Fortune 500 companies. What will it take to shatter the glas HBS Number: R00107 Type: Harvard Business Review Article Publication Date: 1/1/2000 Subjects: Affirmative action; Human resources management; Sex discrimination; Women; Women executives; Women in business
Article Author(s): Bonabeau, Eric; Bodick, Neil; Armstrong, Robert W. Publication Date: 03/01/2008 Product Type: Harvard Business Review Article HBS Number: R0803G Industry Setting: Pharmaceutical industry Subjects: Process improvement; Product development; R&D; Risk mitigation Academic Discipline: General management Product Description: Companies often treat new-product development as a monolithic process, but it can be more rationally divided into two parts: an early stage that focuses on evaluating prospects and eliminating bad bets, and a late stage that maximizes the remaining candidates’ market potential. Recognizing the value of this approach, Eli Lilly designed and piloted Chorus, an autonomous unit dedicated solely to the early stage. This article demonstrates how segmenting development in this way can speed it up and make it more cost-effective. Two classes of decision-making errors can impede NPD, the authors say. First, managers often ignore evidence challenging their assumptions that projects will succeed. As a result, many projects go forward despite multiple red flags; some even reach the market, only to fail dramatically after their introduction. Second, companies sometimes terminate projects prematurely because people fail to conduct the right experiments to reveal products‘ potential. Most companies promote both kinds of errors by focusing disproportionately on late-stage development; they lack the early, truth-seeking functions that would head such errors off. In segmented NPD, however, the early-stage organization maintains loyalty to the experiment rather than the product, whereas the late-stage organization pursues commercial success. Chorus has significantly improved NPD efficiency and productivity at Lilly. Although the unit absorbs just one-tenth of Lilly's investment in early-stage development, it delivers a substantially greater fraction of the molecules slated f
Article Author(s): Fleming, Lee; Juda, Adam Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: Social and professional networks are crucial to innovation. New research reveals that it takes just a few key players to catalyze the agglomeration of many small networks into larger ones and boost innovation across a whole region. HBS Number: F0404C Subjects: Innovation; Interpersonal relations; Inventions; Networks; Patents Academic Discipline: Entrepreneurship
Article Author(s): Drayton, Bill; Budinich, Valeria Publication Date: 09/01/2010 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R1009C
Subjects: Developing countries; Entrepreneurs; Social enterprise; Strategic alliances; Social responsibility Academic Discipline: Entrepreneurship Product Description: The citizen sector, composed of millions of groups worldwide that are attempting to address critical social needs, has long been regarded as understaffed and inefficient. But it has grown and matured over the past three decades, say the authors, both of Ashoka: Innovators for the Public. Citizen sector organizations (CSOs) are attracting talented and creative leaders, and their work is changing the game in critical industries such as energy and health care. For-profit companies now have an opportunity to collaborate with CSOs to create new markets for reaching the four billion people who are not yet part of the world’s formal economy. The power of such collaborations lies in the complementary strengths of the partners: Business offers scale, expertise in manufacturing and operations, and financing. Social entrepreneurs offer lower costs, strong social networks, and deep insights into potential customers and communities. The authors call this framework the hybrid value chain. In one example, Colceramica, a Colombian manufacturer of kitchen and bathroom tile, collaborated with the human-rights organization Kairos, which recruited and managed a sales force of previously unemployed women, to reach a low-income market. Within three years sales had grown to nearly $12 million; the living conditions of more than 28,000 families had been improved; and 179 saleswomen were each earning $230 a month.
Article Coyle, Martin A.; Koppes, Richard H.; Martin, David B.H., Jr.; Millstein, Ira M.; O’Connell, Philip R.; Teslik, Sarah A.B. et al. The virtual demise of hostile takeovers and leveraged buyouts has not cooled the tensions over corporate governance. The basic issues remain remarkably consistent. When do investors‘ legimate needs for returns translate into destructive pressures on long-term prosperity? What is the role of the board of directors as a management monitor and shareholder representative? A working group of lawyers representing large public companies and leading institutional investors has developed a set of principles that reconciles the tensions between owners and managers. The resulting statement is printed in this article. HBS Number: 91407 Type: Harvard Business Review Article Publication Date: 7/1/91 Subjects: Board of directors; Business policy; Corporate governance; Corporate strategy; Organizational structure; Stockholders
Article Author(s): Catucci, Bill Publication Date: 01/15/2005 Product Type: Balanced Scorecard Report Article Product Description: A combination of necessity and happenstance led this CEO to create an organizational governance model — striking its logic and simplicity -- that helped him pull off stunning and rapid turnarounds at two ailing corporations. Today, it’s the lifeblood of the successful start-up he now heads. HBS Number: B0501C Subjects: Balanced scorecard; Business models; Organizational development; Process innovation Academic Discipline: Organizational behavior & leadership
Article Ulrich, David Mention "human resources" and most line and operating managers groan. Simply put, HR has a reputation for inefficiency and incompetence. But a new and transforming era for HR has arrived, asserts Dave Ulrich, a professor at University of Michigan’s school of business. The challenges of today‘s competitive environment mean that HR must refocus its work away from activities that sap value from the organization and instead focus its efforts on achieving outcomes that improve company performance. Ulrich says HR's radical reinvention must be led by senior managers. HBS Number: 98111 Type: Harvard Business Review Article Publication Date: 1/1/1998 Subjects: Human resources management;
Article Donaldson, Gordon With institutional investors, regulatory authorities, the financial press, and the fear of lawsuits all pressuring boards of public corporations to be more active, many directors are seeking practical ways to conduct strategic oversigh HBS Number: 95404 Type: Harvard Business Review Article Publication Date: 7/1/95 Subjects: Auditing; Board of directors; Corporate governance
Article Carr, Nicholas G. A team of MIT researchers has created an electronic "process repository" that enables managers to easily explore different options for performing common tasks. HBS Number: F99504 Type: Harvard Business Review Article Publication Date: 9/1/99 Subjects: Organization; Organizational design; Process analysis; Process flow
Article Author(s): McGinn, Daniel Publication Date: 09/01/2010 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R1009L
Subjects: Crisis management; Leadership; Organizational transformations; Personal transformations Academic Discipline: Organizational Behavior & leadership Product Description: In 2004, Rick Hendrick, owner of the NASCAR racing operation Hendrick Motorsports, lost most of his management team in a plane crash. Among those killed was his brother and his only son, Ricky, whom Hendrick had been grooming to take over the business. Yet this devastating accident would inspire everyone in the company to fight harder, and would transform Hendrick into a wiser leader.
Case Author(s): Gompers, Paul A. Publication Date: 01/05/1998 Revision Date: 09/05/2001 Product Type: Note Product Description: Discusses the economics of the private equity market and recent efforts by the U.S. Small Business Administration to promote greater angel financing. HBS Number: 9-298-083 Geographic Setting:Industry Setting: Subjects: Capital markets; Entrepreneurial finance; Financing Academic Discipline: Finance
Article Author(s): Corey, E. Raymond Publication Date: 11/06/1998 Revision Date: 04/27/1999 Product Type: Note Product Description: This guide, written for students, is intended to help in case preparation and in understanding case learning. HBS Number: 9-899-105 Geographic Setting:Industry Setting: Subjects: Case method; Learning Academic Discipline: Teaching & the case method
Case Author(s): Urban, Christine D. Publication Date: 10/01/1978 Product Type: Note Product Description: Introductory note on the concept of market segmentation and its processes. HBS Number: 9-579-055 Subjects: Consumer marketing; Market segmentation Academic Discipline: Marketing
Case Author(s): Chakravorti, Bhaskar Publication Date: 06/25/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 810145 Subjects: Entrepreneurship; Innovation Academic Discipline: Entrepreneurship Product Description: This note provides an overview of the rationale and the challenges associated with building new businesses within established companies. It provides a framework for understanding why corporations pursue entrepreneurial ventures and the various levers that they employ. The note offers a comparison of the various approaches, with examples, and their pros and cons.
Case Author(s): Kuemmerle, Walter Publication Date: 09/18/2002 Revision Date: 04/12/2004 Product Type: Note Product Description: Provides an introduction to depositary receipts. Recently, these instruments have been used with increasing frequency by firms seeking to list their shares on stock exchanges in other countries, especially in the United States. Describes different types of depository receipts and comments on their prevalence over time. Also comments on issues that managers need to consider when contemplating the issuance of American Depositary Receipts (ADRs). Teaching Purpose: To teach students about the characteristics of depositary receipts and about pros and cons of issuing ADRs. Can be used in conjunction with cases on entrepreneurial finance, with lectures on the international financial system, or with cases on international finance. May be used with: (9-800-103) Infosys: Financing an Indian Software Start-Up. HBS Number: 9-803-026 Subjects: Banking; Entrepreneurship; Equity capital; International entrprnl finance; International finance; IPO; Stock offerings Academic Discipline: Entrepreneurship
Case Author(s): Chu, Michael ; Segre, Joel Publication Date: 01/07/2010 Revision Date: 03/23/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 310068 Event Year Start: 2008 Subjects: Developing countries; Entrepreneurship; Innovation; Direct sales; Product management; Sales organization; Growth strategy Academic Discipline: Marketing Product Description: Informal and formal direct selling play a particularly important role in developing countries characterized by markets with limited retail sectors. This note explores the practice of direct selling for the company, the sales person and the consumer, as well as the potential of direct selling as a means of reaching the base of the pyramid for both commercial and social purposes.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0928 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication: Module Four. See also “A Note on Management Communication: Module One” (UV0925), “A Note on Management Communication: Module Two” (UV0926), and “A Note on Management Communication: Module Three” (UV0927). May be used with: (UV0925) A Note on Management Communication: Module One; (UV0926) A Note on Management Communication: Module Two; (UV0927) A Note on Management Communication: Module Three.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0925 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication Module One. See also “A Note on Management Communication Module Two” (UV0926). May be used with: (UV0926) A Note on Management Communication: Module Two; (UV0927) A Note on Management Communication: Module Three; (UV0928) A Note on Management Communication: Module Four.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0927 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication: Module Three. See also “A Note on Management Communication: Module One” (UV0925), “A Note on Management Communication: Module Two” (UV0926), and “A Note on Management Communication: Module Four” (UV0928). May be used with: (UV0925) A Note on Management Communication: Module One; (UV0926) A Note on Management Communication: Module Two; (UV0928) A Note on Management Communication: Module Four.
Case Author(s): Powell, Elizabeth A.; Rubin, James R. Publication Date: 12/28/2001 Product Type: Note HBS Number: UV0926 Subjects: Communication; Communication strategy Academic Discipline: General management Product Description: This note is an introduction to the first-year course Management Communication: Module Two. See also “A Note on Management Communication: Module One” (UV0925). May be used with: (UV0925) A Note on Management Communication: Module One; (UV0927) A Note on Management Communication: Module Three; (UV0928) A Note on Management Communication: Module Four.
Case Author(s): Hamermesh, Richard G.; Heskett, James L.; Roberts, Michael J. Publication Date: 01/31/2005 Revision Date: 08/23/2005 Product Type: Note Product Description: Focuses on the strategic and organizational challenges that confront growing enterprises and the entrepreneurs who lead them. Provides an overview of how a new venture needs to change as it passes from the initial start-up to the growth phase. Explores how a venture’s leadership, strategy, and execution need to evolve to deal with rapid growth. A rewritten version of an earlier note. HBS Number: 9-805-092 Subjects: Change management; Entrepreneurial management; Entrepreneurship; Growth management; Implementation; Leadership; Organizational behavior Academic Discipline: Entrepreneurship
Case Author(s): Edmondson, Amy C.; McManus, Stacy Publication Date: 01/08/2004 Revision Date: 02/18/2005 Product Type: Note Product Description: To use in doctoral-level management courses on the design of field research methods. Advocates the importance of fit, or internal consistency, among the different elements of a field research project. Although the scientific method provides an essential framework for gaining knowledge about many natural and social phenomena, this note argues that internal coherence among research questions, data collection, analysis, and contributions to the literature may be as, or in some cases more, important than scientific rigor to the development of useful and compelling research products from field research. Uses nine articles as case studies through which students compare and contrast authors’ methodological decisions and inductively develop a contingency framework relating methodological approach to theoretical contribution. HBS Number: 9-604-072 Subjects: Learning; Organizational behavior; Research methodology Academic Discipline: Organizational behavior & leadership
Case Author(s): Corts, Kenneth S.; Rivkin, Jan W. Publication Date: 03/30/1999 Revision Date: 01/04/2000 Product Type: Note Product Description: Summarizes the core ideas about the microeconomics of markets that are most relevant to business strategy. Sections I and II develop two basic building blocks of any market, demand and supply. Section II discusses how demand and supply interact to determine the quantity of goods traded in a market and the price paid for those goods, with special attention to the way that external events influence the quantity traded and the price paid. Section IV presents the important benchmark of “perfect competition,” in which equally matched firms compete so vigorously and market entry is so easy that no firm earns more than its cost of capital. Section V explores the ways that real markets depart form perfect competition. These departures lie at the heart of long-run profitability. HBS Number: 9-799-128 Subjects: Competition; Corporate strategy; Managerial economics; Pricing; Profitability; Supply & demand Academic Discipline: Competitive strategy
Case Author(s): Cyr, Linda A. Publication Date: 04/17/2001 Revision Date: 04/16/2002 Product Type: Note Product Description: Provides a brief introduction to calculations inherent in pre-money and post-money evaluations at multiple stages of financing. Relies on three different examples to illustrate that valuations can be calculated in a variety of ways depending on the information provided. Teaching Purpose: To introduce students to pre- and post-money calculations at various stages of financing. Key financing concepts such as dilution and step-ups are also illustrated. HBS Number: 9-801-446 Subjects: Entrepreneurial finance; Entrepreneurial management; Valuation; Venture capital Academic Discipline: Entrepreneurship
Case Author(s): Lerner, Josh; Leamon, Ann Publication Date: 08/13/2007 Revision Date: 07/02/2009 Product Type: Note HBS Number: 208037 Subjects: Developing countries; Emerging markets; Entrepreneurial finance; Finance; Leveraged buyouts; Private equity; Venture capital Academic Discipline: Finance Product Description: Provides the background and high-level situation of private equity in emerging markets as of the end of 2006. May be used with: (801333) CDC Capital Partners.
Case Author(s): Hardymon, G. Felda; Lerner, Joshua Publication Date: 12/03/1999 Revision Date: 11/05/2001 Product Type: Note Product Description: Provides an overview of the primary securities used in private equity, their structures, and the economic motivation behind their designs. HBS Number: 9-200-027 Subjects: Equity capital; Financial strategy; Leveraged buyouts; Securities; Venture capital Academic Discipline: Finance
Case Author(s): Garvin, David A.; March, Artemis Publication Date: 09/17/1986 Revision Date: 02/28/1990 Product Type: Note Product Description: Describes the three distinct approaches to quality management represented by W. Edwards Deming, Joseph Juran, and Philip B. Crosby. Designed to introduce students to the elements of statistical quality control, structured approaches to quality improvement, and zero defects programs and to show them that there is more than one way to improve quality. HBS Number: 9-687-011 Subjects: Quality control; Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-691-022), 8p, by David A. Garvin, Norman Klein
Case Author(s): Freeman, R. Edward Publication Date: 04/15/1991 Product Type: Note HBS Number: UV0553 Industry Setting: Higher education Subjects: Communication; Management philosophy Academic Discipline: General management Product Description: This note explains the role of books, especially classics, in the business school curriculum. It proposes a method for reading books both actively and critically. It concludes with a brief analysis of the concept of reading as a creative act.
Case Author(s): Segel, Arthur I; James, Griffin H.; Cullen, Ann Publication Date: 05/07/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 210086 Subjects: Real estate investments Academic Discipline: Finance Product Description: This note provides a comprehensive research guide for real estate students, professionals, and executives. It includes lists of real estate industry trade organizations, publicly available research resources, books, and journals relevant to a wide range of financial and operational careers in real estate.
Case Author(s): Hill, Linda A.; Farkas, Maria T. Publication Date: 10/04/2001 Product Type: Note Product Description: Provides information about how individuals work together to accomplish work in teams. Suggests specific interventions that any team member can make to improve decision making, participation, influence dynamics, and conflict resolution. Also looks at team diversity and virtual teams. Teaching Purpose: Helps reader understand team process and implications for practice. HBS Number: 9-402-032 Subjects: Communication; Conflict; Diversity; Power & influence; Teams Academic Discipline: Organizational behavior & leadership
Case Author(s): Wasserman, Noam ; Barley, Lauren Publication Date: 02/04/2009 Revision Date: 02/04/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 809110 Subjects: Accounting; Tax accounting; Equity capital; Entrepreneurship; Entrepreneurial finance; Legal issues Academic Discipline: Entrepreneurship Product Description: This note summarizes key legal and tax issues that founders should consider as they contemplate an equity split and ownership structure. Specific issues covered include: why founders should not delay splitting the equity, and whether they should involve an attorney or accountant when they do; the importance of considering intellectual property (IP) issues when splitting the equity and the need to do so consistent with Section 351 of the Internal Revenue Code; and the need to make timely and valid Section 83(b) elections if the founders adopt vesting as part of the equity split.
Case Author(s): Joachimsthaler, Erich; Helmstein, Martin; Leppanen, Rolf Publication Date: 03/01/1993 Product Type: Note Publisher: IESE University of Navarra HBS Number: IES082 Subjects: Alliances; Decentralization; Globalization; Multinational corporations; Organization Academic Discipline: Marketing Product Description: As a result of recent changes in the global socio-economic environment and technological advances, managers of many large firms see an opportunity for increased integration and coordination of their businesses. This phenomenon is called globalization. The latest theories and ideas relating to the globalization of business are discussed and applied through a comparison of four corporations that operate on a worldwide basis. The comparison looks at how these firms have acted with respect to the development of more capable and well-informed managers operating in organizations which are having to become increasingly dynamic and flexible in response to the changing business environment. The four companies are Asea Brown Boveri (ABB), General Electric (GE) of the United States, Japan’s Hitachi, and Siemens of Germany.
Case Author(s): Marshall, Paul W. Publication Date: 01/16/2002 Revision Date: 12/16/2002 Product Type: Note Product Description: Uses a decision analysis framework to analyze the value of gaming information before making a full investment in an entrepreneurial venture. Teaching Purpose: To help students formalize how sequential investments in a venture can be used to better manage an entrepreneurial venture. HBS Number: 9-802-143 Subjects: Real options; Value of information Academic Discipline: Entrepreneurship
Case Author(s): Gompers, Paul A. Publication Date: 11/09/1994 Revision Date: 07/12/2001 Product Type: Note Product Description: The history of the venture capital industry is reviewed, and the key institutional features described. May be used with: (9-286-008) Peter Wendell; (9-286-059) Centex Telemanagement, Inc. HBS Number: 9-295-065 Subjects: Entrepreneurship; Venture capital Academic Discipline: Finance
Case Author(s): de Waal, Andre; Kerklaan, Leo Publication Date: 07/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH397 Subjects: Outsourcing; Government Academic Discipline: Business & government Product Description: Governments are increasingly outsourcing their services to external service providers. A precondition for successful outsourcing is that service providers can be managed at arm’s length by the government, via means of performance management. One way of testing whether or not this is the case, is to conduct a performance management readiness review (PMRR). In this article, we will describe a framework that we developed at the request of the Dutch Ministry of Transport, Public Works, and Water Management, to establish whether or not two of its service providers-Dutch Railways and ProRail-were ready to be managed at arm‘s length. The framework's application will be illustrated by a description of a successful review at the two service providers. The results of this test give us confidence that the performance management readiness review framework can be used for efficiently evaluating governmental service providers.
Article Author(s): Norton, David P. Publication Date: 07/15/2010 Product Type: Balanced Scorecard Report Article Publisher: Harvard Business School Publishing HBS Number: B1007A Subjects: Operations; Strategy management; Execution; Systems theory Academic Discipline: Competitive strategy Product Description: Systems consist of people, structures, technologies, and processes that work together to make organizations viable. Systems thinking, a part of operations research, essentially looks at the whole as a basis for understanding, designing, and managing its component parts. Used in organizational management for decades, it has usually been applied only to operations. If strategy management is a system, as David Norton asserts, why not apply systems thinking to it as well?
Article Author(s): Shankar, Venkatesh; Berry, Leonard L.; Dotzel, Thomas Publication Date: 11/01/2009 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0911H Subjects: Value creation; Product bundling Academic Discipline: General management Product Description: Most firms are trying to combine products and services into innovative offerings in an effort to boost revenue and profit streams and balance cash flows. These hybrid solutions can help companies attract new customers and increase demand among existing ones by offering them superior value. Such offerings are commonplace - think Apple (the iPod product combined with the iTunes service). While the promise of combined offerings is great, it’s easy to get them wrong. The problem is that too many companies, expecting to catch the brass ring, don‘t think through exactly how to structure, market, and sell their combined offerings. Over the past three years, the authors have analyzed more than 100 winning hybrid offerings from a variety of B2B and B2C companies. Their research shows that most companies stumble in at least one of four ways: failure to differentiate, failure to scale, failure to assess markets and prices appropriately, and failure to invest in the brand. The authors identify common types of hybrids: A flexible product-and-service combination allows buyers to customize their purchase. A “peace-of-mind” bundle offers the best of breed in both product and service. A multibenefit bundle offers customers an increasing number of add-on features or benefits. A “one-stop” bundle focuses on convenience shopping. The authors also offer a practical set of guidelines for identifying the opportunities to create a successful hybrid offering in your own company.
Article Author(s): Cross, Rob ; Liedtka, Jeanne M.; Weiss, Leigh Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0503H Subjects: Organizational behavior; Communication in organizations; Operations; Knowledge transfer; Networks Academic Discipline: Organizational Behavior & leadership Product Description: Saying that networks are important is stating the obvious. But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking. Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better. In truth, networks create relational demands that sap people’s time and energy and can bog down entire organizations. It‘s crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connections. In this article, the authors introduce three types of social networks, each of which delivers unique value. The customized response network excels at framing the ambiguous problems involved in innovation. Strategy consulting firms and new-product development groups rely on this format. By contrast, surgical teams and law firms rely mostly on the modular response network, which works best when components of the problem are known but the sequence of those components in the solution is unknown. And the routine response network is best suited for organizations like call centers, where the problems and solutions are fairly predictable but collaboration is still needed. Executives shouldn't simply hope that collaboration will spontaneously occur in the right places at the right times in their organizations. They need to develop a strategic, nuanced view of collaboration, and they must take steps to ensure that their companies support the types of soci
Case Author(s): Childress, Stacey; Marietta, Geoff Publication Date: 06/12/2008 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL056 Subjects: Continuous improvement; Problem solving Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (PEL058), 9p, by Stacey Childress, Tonika Cheek Clayton; Case Teaching Note, (PEL059), 11p, by Susan Moore Johnson Product Description: This is a PELP case study. This note helps teams work through a problem-solving process that facilitates the design and implementation of a strategy for continuous improvement.
Case Author(s): Childress, Stacey; Marrietta, Geoff Publication Date: 06/21/2010 Product Type: Case Publisher: Public Education Leadership Project HBS Number: PEL064
Subjects: Continuous improvement; Problem solving Academic Discipline: Competitive strategy Product Description: This note is an updated synopsis of the more detailed PEL-056: A Problem-Solving Approach to Designing and Implementing a Strategy to Improve Performance. This synopsis helps teams work through a problem-solving process of designing and implementing a strategy for continuous improvement.
Article Author(s): Wang, Jianmao; Sprague, Linda G. Publication Date: 04/01/2006 Product Type: Harvard Business Review Article Product Description: China’s Five-Year Plan is now called a Five-Year Guideline, reflecting the country‘s transition to a market economy. HBS Number: F0604K Geographic Setting: China Subjects: Country analysis; Economic planning; Government; International business Academic Discipline: Business & government
Article Wetlaufer, Suzy For the most part, Glamor-a-Go-Go’s board has been thrilled with CEO Joe Ryan‘s performance. Ryan, after all, had transformed the private-label cosmetics company into a retail powerhouse with flashy outlets from New York to Los Angeles HBS Number: 99511 Type: Harvard Business Review Article Publication Date: 9/1/1999 Subjects: Corporate culture; Corporate responsibility; HBR Case Discussions; Leadership; Management performance; Managerial behavior
Article Thomas, David A.; Wetlaufer, Suzy Two decades after affirmative action became law, progress on increasing diversity in the U.S. workplace—particularly beyond the entry level--is mixed. On one hand, people of color make up a larger percentage of senior managers than at any point in the past. On the other hand, many people of color still struggle with the closed doors of institutional racism. For its 75th anniversary issue, HBR asked a group seldom heard from in the media--executives of color--to address the central questions on race and work in the United States: How far has American business come? Is there reason for optimism? Which programs work and which fail? Who is primarily responsible for bringing about advances in diversity? And what does the future hold? HBS Number: 97509 Type: Harvard Business Review Article Publication Date: 9/1/97 Subjects: Affirmative action; Discrimination; Diversity; Executives; Human relations
Article Goldsmith, Jeff In recent years hospitals have found themselves in financial trouble. Demand has plummeted because technological advances in treatment and changes in practice patterns have made most traditional institutional care unnecessary. Hospitals’ new mission is to manage the course of chronic illness - maintaining patients, in a stable condition or restoring them to adequate functional levels. This requires taking services to the patient as much as bringing the patient to the hospital. HBS Number: 89306 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Health services; Management of change; Organizational development
Article Putnam, Arnold O. Integrated manufacturing, the simultaneous collaboration of specialized functions, brings manufacturing engineering, quality engineering, and test engineering in during the early stages of the design process. The work cell integrates the design, development, and procurement functions in the new type of manufacturing. To redesign manufacturing around the work cell, companies must train engineers and managers in statistical quality techniques, put engineers and managers through apprenticeships in all phases of their businesses, encourage employees to adopt attitudes that foster integration of functions, and organize integrated task forces. HBS Number: 85310 Type: Harvard Business Review Article Publication Date: 5/1/85 Subjects: Manufacturing strategy; Organizational structure; Product development; Quality control
Article Bowen, William G.; Bok, Derek; Burkhart, Glenda American institutions of higher learning have long played a disproportionate role in supplying leadership talent to the world’s business and professional organizations. New research by William Bowen and Derek Bok, former presidents of HBS Number: 99102 Type: Harvard Business Review Article Publication Date: 1/1/1999 Subjects: Affirmative action; African Americans; Business & society; Diversity; Higher education; Hispanic Americans; Human resources management; Mentors; Multiculturalism & pluralism; Recruitment
Article Lovins, Amory B.; Lovins, L. Hunter; Hawken, Paul No one would run a business without accounting for its capital outlays. Yet most companies overlook one major capital component—the value of the earth’s ecosystem services. It is a staggering omission; recent calculations place the va HBS Number: 99309 Type: Harvard Business Review Article Publication Date: 5/1/1999 Subjects: Automobiles; Electric power; Energy conservation; Energy resources; Environmental protection; High technology products; Manufacturing; Materials management; Natural resources; Pollution; Pollution control
HBR Case Study Author(s): Stone, Daniel B. Publication Date: 03/01/2003 Product Type: Harvard Business Review Article HBS Number: R0303X Subjects: Brand management; Brands; HBR case discussions; Marketing planning; Marketing strategy Academic Discipline: Marketing Product Description: Tom Rose was about to listen to his marketing head, Cassie Martin, make a major presentation on the biggest strategic initiative in Rose Partyware’s history: the launch of a branded line of party ware. Rose had manufactured paper goods for parties and other social events for many years. But Tom had recently spotted an opportunity to break out of the pack: a new printing technology that would improve quality and reduce costs. When Rose test-marketed the new line, consumers loved it, and retailers pledged their support. Tom felt that the new technology would give Rose the edge it needed to establish its own brand, which would, in turn, allow the company to stay ahead of its rivals. In her presentation, Cassie reported that customers loved the brand concept. However, it was going to be more expensive than she had originally thought. And Hank Lewis, Rose‘s national accounts manager, further complicated matters when he told Tom that one of Rose's biggest customers, Party!, had just decided to offer customers a complete line of party goods under its own name and wanted Rose to manufacture it. The management team is split on whether Rose should launch its own line. Tom needs to decide: What's the best marketing strategy for Rose Partyware?
HBR Case Study and Commentary Author(s): Stone, Daniel B.; Weise , Frank E., III; Pant, Micky; Hoch, Stephen J.; Corstjens, Judith; Corstjens, Marcel Publication Date: 03/01/2003 Product Type: Harvard Business Review Article HBS Number: R0303A Subjects: Brand management; Brands; HBR case discussions; Marketing planning; Marketing strategy Academic Discipline: Marketing Product Description: Tom Rose was about to listen to his marketing head, Cassie Martin, make a major presentation on the biggest strategic initiative in Rose Partyware’s history: the launch of a branded line of party ware. Rose had manufactured paper goods for parties and other social events for many years. But Tom had recently spotted an opportunity to break out of the pack: a new printing technology that would improve quality and reduce costs. When Rose test-marketed the new line, consumers loved it, and retailers pledged their support. Tom felt that the new technology would give Rose the edge it needed to establish its own brand, which would, in turn, allow the company to stay ahead of its rivals. In her presentation, Cassie reported that customers loved the brand concept. However, it was going to be more expensive than she had originally thought. And Hank Lewis, Rose‘s national accounts manager, further complicated matters when he told Tom that one of Rose's biggest customers, Party!, had just decided to offer customers a complete line of party goods under its own name and wanted Rose to manufacture it. The management team is split on whether Rose should launch its own line. Tom needs to decide: What's the best marketing strategy for Rose Partyware?
Article Levinson, Harry As some people approach midlife, they find their careers less interesting, stimulating, or rewarding and begin to think about having a second career. Before making the choice to start a new career or remain with the organization, managers must consider: family responsibilities; the risk of losing one’s present job; the possibility of losing status in the community; the time it will take to cultivate clients; the amount of freedom and autonomy the new career will afford; the necessity of talking about one‘s feelings; the potential of a new career to bring one closer to one's spouse; and the importance of trying to keep options open. HBS Number: 83307 Type: Harvard Business Review Article Publication Date: 5/1/1983 Subjects: Careers & career planning;
Article Kamath, Rajan R.; Liker, Jeffrey K. Many companies throughout the world, seeking ways to develop products more efficiently, are recasting their relationships with suppliers—often modeling their efforts on approaches used by world-class Japanese manufacturers like Toyota HBS Number: 94605 Type: Harvard Business Review Article Publication Date: 11/1/94 Subjects: Automobiles; Japan; Product development; Suppliers
Behave with Urgency Every Day: Winning the Hearts and Minds of Change Agents Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4889BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Almost everyone is too busy today. But when you’re going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity.
Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4888BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization’s sense of urgency, and must be diminished if organizations hope to implement change successfully.
Complacency and False Urgency: Barriers to Successful Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4886BC Subjects: Action planning; Change management; Complacency; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.
Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4891BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: A NoNo is more than a skeptic — he is, in essence, an urgency killer. He’s always ready with ten reasons why the current situation is fine, why the problems and challenges others see don‘t exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change.
Find Opportunity in Crises: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4890BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them, everyone moves, the status quo is eliminated, and a new beginning is possible.
Increasing True Urgency: One Strategy and Four Tactics Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4887BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Underlying the urgent behavior that makes organizations succeed in a turbulent world is not only a set of thoughts — there must also be a set of feelings, a compulsive desire to move, and win, now. This chapter outlines several tactics for increasing urgency and winning the hearts, along with the minds, of those involved in a change effort.
It All Starts with a Sense of Urgency: Laying the Groundwork for Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4831BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Complacency is a serious problem, for organizations, nations, and individuals, yet we underestimate its power and its prevalence. In a fast-moving and changing world, contentment with the status quo can create disaster. This chapter describes why real urgency is an essential asset that must be created and recreated, and discusses the consequences of insufficient urgency.
Keeping Urgency Up: Creating a Culture that is Conducive to Continuous Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4892BC Subjects: Action planning; Change management; Corporate culture; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: An organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond. But sustaining urgency over time requires that it not only be created, and created well, but that it be re-created again and again, becoming firmly ingrained in an organization’s culture.
The Future: Begin Today—Take Action Now to Increase True Urgency Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter HBS Number: 4893BC Subjects: Action planning; Change management; Leadership; Motivation; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Creating a sense of urgency in your organization will become more relevant in the foreseeable future because of the constant change swirling around us. Not only is the world hitting us with new opportunities and hazards, but it is doing so in many arenas at an accelerating rate. Take action now to increase true urgency around important issues.
Case Author(s): Light, Jay O. Publication Date: 03/13/2003 Product Type: Supplement (Note) Product Description: Describes an Excel spreadsheet workbook that facilitates the analysis of AccuFlow, Inc. Must be used with: (9-299-079) AccuFlow, Inc. HBS Number: 9-203-089 Subjects: Entrepreneurial finance; Equity financing; Leveraged buyouts; Machinery; Negotiations Academic Discipline: Finance
Article Author(s): Mathews, John A. Publication Date: 07/01/1997 Product Type: CMR Article Publisher: California Management Review Product Description: A thriving semiconductor industry has been created in Taiwan over the course of the past two decades by the use of advanced organizational techniques of technology leverage and accelerated technology diffusion. By the mid-1990s, the industry had reached a level of output that placed it behind only the United States, Japan, and Korea. Almost all of Taiwan’s semiconductor industry is located in the Hsinchu Science-Based Industry Park, which was created in emulation of California‘s Stanford Research Park, but with more direct government involvement. This article explores the extent to which this emergent Silicon Valley in Taiwan shares the “industrial ecology” that has powered innovation in California and examines the extent to which the Taiwan industry suffers from weaknesses attributed to its rapid creation through technology leverage. HBS Number: CMR087 Subjects: Industrial development; Industry structure; Research & development; Semiconductors; Silicon Valley; Southeast Asia Academic Discipline: Business & government
Article Author(s): Zehnder, Egon Publication Date: 04/01/2001 Product Type: Harvard Business Review Article Product Description: There have been many changes in professional services since Egon Zehnder founded his executive search firm nearly four decades ago — not the least of which has been a shift in the way professionals pay themselves. When he started, compensation everywhere was strongly tied to seniority. Today, partners at most professional services firms are paid according to the size of their client billings and their ability to bring in new clients. But Egon Zehnder International, which now has 57 offices worldwide, has stuck with the old-fashioned way to pay. In addition to giving partners base salaries and equal shares in a percentage of the profit, the firm apportions another fraction of the profit based only on length of tenure as partner. Yet the firm attracts outstanding consultants, and its turnover rate is low. The reasons, the author says, are simple: the firm’s approach to compensation forces it to hire team players — consultants who get more pleasure from the group‘s success than from their own advancement. And the seniority-based system requires the firm to find people who want to stay for the long haul. Call the system a relic, says Zehnder, but don't call it nonsense. It works. In this article, the author describes the extremely intensive interview process used to hire the right kind of people. By the time the interviews are over, he says, potential hires know that people in the firm's Boston office think and act the same way as people in its Brazil offices — and that they themselves must think and act that way if they are to succeed at the firm. HBS Number: R0104B Subjects: Compensation; Employment interviews; Executive compensation; Partnerships; Professional services; Professionals; Recruitment; Seniority Academic Discipline: Human resources management
Article Welsh, John A.; White, Jeffrey F. Resource poverty distinguishes the management of small businesses from that of big businesses. An examination of fundamental financial concepts, such as cash flow, break-even analysis, return on investment, and debt-equity ratio demonstrates how small businesses adapt these financial management tools to their particular situation. An emphasis on liquidity, rather than profit, helps small businesses overcome the problems of strained financial resources, lack of trained personnel, and short-range management perspective imposed by a volatile competitive environment. HBS Number: 81411 Type: Harvard Business Review Article Publication Date: 7/1/1981 Subjects: Cash flow; Entrepreneurial finance; Financial management; Financial ratios; Return on investment; Small business
Article Champion, David Entrepreneurs risk having strategically sensitive information leaked to competitors when their VCs discuss new ventures with outside partners. To avoid that problem, many are turning to other sources of financing. HBS Number: F00501 Type: Harvard Business Review Article Publication Date: 9/1/2000 Subjects: Entrepreneurial finance; Entrepreneurship; New economy; Venture capital
Article Smith, N. Craig; Thomas, Robert J.; Quelch, John A. Product recalls can destroy brands and even companies. But according to the authors, if a company handles recalls strategically, it can lesson their negative impact and maybe even reap some benefits. The authors maintain that a strategic approach to recalls should address the implications of a recall for all relevant business functions and should deal with all stages of a recall, from readiness before the fact to product reintroduction after a recall has ended. The authors offer step-by-step guidelines on handling recalls effectively. With forethought and planning, the authors assert, unavoidable recalls can have long-term favorable outcomes. HBS Number: 96506 Type: Harvard Business Review Article Publication Date: 9/1/96 Subjects: Management of crises; Marketing management; Marketing strategy; Product recalls
Case Author(s): Pretorius, Frederik; Ho, Mary Publication Date: 10/29/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Discusses the operational strategy and financial performance of three property companies in Hong Kong. The companies differ in terms of asset mix, specialization, competitive structure, and financial policy. Set in the 1999 to 2002 period, when the operating environment for property companies in particular, but business in general, underwent a spectacular downturn following the financial instability in 1997, the Asian financial crisis, and its fallout. Teaching Purpose: To match the descriptions of the companies with their financial profiles and to consider the impact of the operating strategy and economic environment on the financial performance of the companies. Also, to comment on company prospects in a significantly changed economic environment. HBS Number: HKU234 Geographic Setting: Hong Kong Event Year Start: 1999 Event Year End: 2002 Subjects: Asia; Financial analysis; Financial ratios; Financial strategy; Real estate Academic Discipline: Finance Supplementary Materials: Teaching Note, (HKU235), 6p, by Frederik Pretorius, Mary Ho (Sales restricted to North America.)
Case Author(s): Stowell, David P.; Carlson, Stephen Publication Date: 06/01/2009 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL402 Subjects: Finance; Investments; Global business Academic Discipline: Finance Supplementary Materials: Case Teaching Note, (KEL462), 6p, by David P. Stowell Product Description: Hedge fund Magnetar Capital had returned 25 percent in 2007 with a strategy that posed significantly lower risk to investors than the S&P 500. Magnetar had made more than $1 billion in profit by noticing that the equity tranche of CDOs and CDO-derivative instruments were relatively mispriced. It took advantage of this anomaly by purchasing CDO equity and buying credit default swap (CDS) protection on tranches that were considered less risky. Now it was the job of Alec Litowitz, chairman and chief investment officer, to provide guidance to his team as they planned next year’s strategy, evaluate and prioritize their ideas, and generate new ideas of his own. An ocean away, Ron Beller was contemplating some very different issues. Beller‘s firm, Peloton Partners LLP, had been one of the top-performing hedge funds in 2007, returning in excess of 80 percent. In late January 2008 Beller accepted two prestigious awards at a black-tie EuroHedge ceremony. A month later, his firm was bankrupt. Beller shorted the U.S. housing market before the subprime crisis hit, and was paid handsomely for his bet. After the crisis began, however, he believed that prices for highly rated mortgage securities were being unfairly punished, so he decided to go long AAA-rated securities backed by Alt-A mortgage loans (between prime and subprime), levered 9x. The trade moved against Peloton in a big way on February 14, 2008, causing $17 billion in losses and closure of the firm.
Case Author(s): Shein, James; Frazzano, Rebecca; Meagher, Evan Publication Date: 03/08/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL425 Geographic Setting: United States; Texas Subjects: Organizational behavior; Cash flow; Finance; Economics; Bankruptcy; Technology; Operations; Strategy management; Outsourcing; Turnarounds Academic Discipline: General management Supplementary Materials: Case Teaching Note, (KEL426), 7p, by James Shein, Rebecca Frazzano, Evan Meagher; Spreadsheet Supplement, (KEL427), 0p, by James Shein, Rebecca Frazzano, Evan Meagher Product Description: The case briefly describes the history of Electronic Data Systems (EDS) under Ross Perot and GM before turning to the beginning of a tumultuous decade in the late 1990s. As the turn of the century approached, EDS made critical strategic missteps such as missing opportunities in the Internet space, overlooking the onset of client-server computing, and failing to obtain major Y2K-related projects. The company attempted a turnaround by replacing the CEO with Dick Brown, whose leadership helped streamline the sprawling company. Despite initial successes, Brown’s tenure ultimately ended in failure, due largely to his failure to recognize the growing Indian market and his willingness to buy business at the expense of the company‘s margin. The disastrous multibillion-dollar Navy & Marine Corp Intranet contract typified the type of high-profile transactions that Brown pursued, often boosting EDS's stock price in the short term while eroding its cash flow short term and its profitability over the long term. EDS management went through several stages of the turnaround process: the blinded phase, the inactive phase, and the faulty action phase, until Michael Jordan replaced Brown as CEO and enacted a three-tiered operational, strategic, and financial turnaround
Case Hallowell, Roger; Hansen, Abby A town, "Michigan’s little Bavaria," discusses word-of-mouth referral. Enables students to calculate the value of word-of-mouth and understand how to increase it. Teaching Purpose: To develop a better understanding of the power of word-of-mouth referral and ways to increase it and its effectiveness. HBS Number: 9-800-029 Type: Case (Field) Publication Date: 9/2/1999 Geographic Setting: Michigan Industry Setting: tourism Event Year Start: 1999 Event Year End: 1999 Subjects: Customer retention; Customer service; Marketing management; Service management; Tourism Supplementary Materials: Teaching Note, (5-800-144), 13p, by Roger Hallowell
Teaching Note For use with 9-800-029 HBS Number: 5-800-144 Subjects: Customer retention; Customer service; Marketing management; Service management; Tourism
Case Author(s): Rodriguez, Peter Publication Date: 08/03/2006 Product Type: Note HBS Number: UV1001 Geographic Setting: Latin America Industry Setting: Venture capital firms Subjects: Angel financing; Economic growth; Emerging markets; Entrepreneurship; Venture capital Academic Discipline: Entrepreneurship Product Description: This technical note discusses the practice of angel investing, particularly its meaning and suitability to emerging markets. Adapted from a chapter in An Executive Briefing on Angel Investing in Latin America (Batten Institute), this note focuses on business in Latin America, but the discussion and the relationships discussed are relevant and perfectly suitable to discussions of early-stage finance and entrepreneurship in all emerging economies. Additionally, the note explores the role of angel investors and venture capitalists on entrepreneurial activity and economic development.
Case Author(s): Rodriguez, Peter Publication Date: 07/26/2006 Product Type: Note HBS Number: UV1000 Subjects: Corruption; Ethics; International business Academic Discipline: Social enterprise & ethics Product Description: This note defines and discusses the measurement of corruption, describes corruption’s principal effects on firms and societies, and discusses its relevance to managers and to the efforts of firms to promote higher living standards throughout the world.
Article Author(s): Hemp, Paul; Sharer, Kevin Publication Date: 07/01/2004 Product Type: Harvard Business Review Article Product Description: Fast growth is a nice problem to have — but a hard one to manage well. In this interview, Kevin Sharer, the CEO of biotech giant Amgen, talks about the special challenges leaders face when their companies are on a roll. Sharer, who was also head of marketing at pre-WorldCom MCI and a division head and a staff assistant to Jack Welch at GE, offers insights drawn from his own experience -- and from his own self-proclaimed blunders: “I learned the hard way that you need to become credible and enlist support inside the company before you start trying to be a change agent. If you think you’re going to make change happen simply by force of personality or position or intellect, you‘d better think again.” And change there was: Under Sharer's leadership, Amgen overhauled its management team, altered its culture, and launched a couple of blockbuster products. How do chief executives survive in that kind of dizzying environment? ‘’A CEO must always be switching between different altitudes -- tasks of different levels of abstraction and specificity,'' Sharer says. ``You might need to spend time working on a redesign of your organizational structure and then quickly switch to drafting a memo to all employees aimed at reinforcing one of the company's values.'' Having a supportive and capable top team is also key. HBS Number: R0407D Subjects: CEO; Corporate culture; Growth management; Leadership; Management of change; Management teams; Organizational structure Academic Discipline: Organizational behavior & leadership
Article Fadiman, Jeffrey A. When abroad, managers often don’t know what to do about "requests" for funds or gifts. Walking out on the deal could ruin business relations. Paying up may mean violating the Foreign Corrupt Practices Act as well as personal moral standards. Understanding the importance of gifts in some societies may help U.S. executives find ways to satisfy both the foreign request and U.S. standards. They can, for example, make an equivalent, public donation to a social project in the requester‘s country; offer services to local causes in lieu of private payments; offer to create local jobs. HBS Number: 86401 Type: Harvard Business Review Article Publication Date: 5/1/1986 Subjects: Cross cultural relations; Developing countries; Ethics; International business; International trade
Article Slater, Stanley F.; Olson, Eric M. "Create shareholder value" has become management’s mantra. Managers have developed an extensive set of tools for determining which parts of their businesses add to or subtract from shareholder value. Unfortunately, merely applying the HBS Number: BH011 Type: Business Horizons Article Publication Date: 9/15/96 Subjects: Corporate strategy; EVA; Goal setting; Strategic planning; Strategy implementation Publisher: Business Horizons/Indiana University
Article Crawford, Frederick C.; Dyer, Davis Throughout his career, Frederick Crawford has used an approach to human resources that made first Thompson Products then TRW famous. Well before anyone had coined the terms "empowerment" or "human capital," Crawford stressed communications with workers. Says Crawford, "The best thing you can do with your employees is to tell them everything." HBS Number: 91604 Type: Harvard Business Review Article Publication Date: 11/1/1991 Subjects: Human resources management; Interviews; Labor relations; Leadership; Machinery; Management communication
Case Author(s): Abdelal, Rawi; Haddad, Kimberly A. Publication Date: 12/12/2002 Revision Date: 01/02/2003 Product Type: Case (Field) Product Description: By 2002, the euphoria that accompanied the grandest achievement to date of Europe’s 50-plus years of integration — full monetary union -- was fading fast. European policy makers completed the historically unprecedented monetary integration of 12 countries and then they turned their attention to an equally challenging issue: enlarging the European Union (EU). By the beginning of the 21st century, 13 countries clamored for membership in this most exclusive club of rich, democratic, European states. With so many prospective members knocking on the door, European policy makers were forced to decide quickly whom to let in and under what conditions. Teaching Purpose: The economic, political, and institutional challenges of EU enlargement. HBS Number: 9-703-021 Geographic Setting: EuropeIndustry Setting: government Event Year Start: 1989Event Year End: 2003 Subjects: Business government relations; Country analysis; Eastern Europe; Emerging markets; Government policy Academic Discipline: Business & government
Article Keehn, E. Barry Much has been made of what American business can learn from Japan’s manufacturing practices, but its service sector also has lessons to teach. E. Barry Keehn reviews two recent books showing how the Tsutsumi family defined consumerism in Japan: The Brothers: The Hidden World of Japan‘s Richest Family, by Lesley Downer, and Architects of Affluence: The Tsutsumi Family and the Seibu-Saison Enerprises in Twentieth-Century Japan, by Thomas R.H. Havens. HBS Number: 96208 Type: Harvard Business Review Article Publication Date: 3/1/1996 Subjects: Japan; Retailing; Services; Vertical integration Year New: 1996
Case Author(s): Wasserman, Noam; Nazeeri, Furqan; Anderson, Kyle Publication Date: 03/17/2010 Revision Date: 05/12/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 810119 Subjects: Negotiations; Entrepreneurial finance; Angel financing; Venture capital; Fund raising Academic Discipline: Entrepreneurship Product Description: This note offers a new approach to Venture Capital term-sheet negotiations, with actionable steps based on insights from Prof. Wasserman’s “Rich-vs.-King” approach to founder decisions. A core thesis of this note is that trying to negotiate all terms in a term sheet will be less effective than focusing on the terms that are most important to the specific entrepreneur in question, taking into account the entrepreneur‘s goals and motivations in founding the venture. In particular, terms that are higher-priority to a control-motivated “King” founder are often lower-priority to a wealth-motivated “Rich” founder, and vice versa. Thus, this note identifies the most common terms that differ in their importance to different types of founders, and provides a framework for weighing the relative importance of each potential term sheet outcome for their specific type.
Technical Note Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Product Type: Technical Note HBS Number: KEL207 Product Description: For use with KEL156 and KEL158.
Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL156 Geographic Setting: United States Industry Setting: Electronic instruments & controls Subjects: Internet; Marketing; Operations management; Outsourcing; Project management; Risk management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL157), 14p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Examines how to create and analyze a project plan in Microsoft Project. Specifically, data is given to build the project plan step-by-step and then analyze the plan using the Microsoft Project management tool. In order to make manageable for students, we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. The project plan that students construct from the data given in the case is fraught with risks, and students must apply risk management techniques to diagnose the plan. Ultimately, students must answer the management question: Will the project be completed for the holiday shopping season? May be used with: (KEL158) A&D High Tech (B): Managing Scope Change.
Case Author(s): Jeffery, Mark; Yung, Derek; Gershbeyn, Alex Publication Date: 01/01/2006 Revision Date: 03/01/2008 Product Type: Case (Field) HBS Number: KEL158 Geographic Setting: Midwestern United States Industry Setting: Electronic instruments & controls; IT industry Subjects: IT management; Marketing; Operations management; Outsourcing; Project management; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (KEL159), 12p, by Mark Jeffery, Derek Yung, Alex Gershbeyn; Teaching Note, (KEL207), 15p, by Mark Jeffery, Derek Yung Product Description: Based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. Part (B) takes place three months into the original project plan. The project manager has just been fired and the management challenge is to find out what is wrong with the project and recommend fixes. In addition, the scope of the project has changed: the VP of marketing has an additional promotional bundle requirement. A&D High Tech (A) examines how to create and analyze a project plan in Microsoft Project. In order to make manageable for students we reduced the size of the project, and the corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. Part (B) gives actual work done on each task three months into the project. Students must answer the management questions: Can the project be fixed and completed in time for the holiday season? Can the additional requirements be incorporated, and if so, what is the best approach? In order to answer these questions, e
Case Author(s): Eccles, Robert G.; Karadzhova, Dilyana Publication Date: 11/23/2008 Revision Date: 08/06/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409036 Geographic Setting: Switzerland Number of Employees: 30 Gross Revenue: CHF 30 million Event Year Start: 2002 Event Year End: 2008 Subjects: Global business; Entrepreneurs; Career planning; Motivation; Business models; Strategic positioning; Networks Academic Discipline: Organizational Behavior & leadership Product Description: a-connect was started in 2002 by three former McKinsey partners who wanted to develop an alternative business model consulting firm which they have positioned as a high-end staffing company. The company has been very successful, growing to revenues of CHF 30 million with offices in Zurich, Dusseldorf, Boston, San Francisco, Hong Kong, and Singapore. Instead of hiring full-time employees, the company uses a pool of 700 independent professionals (IP) who are typically former consultants from firms like Bain, BCG, and McKinsey. These professionals are managed by Talent Partners who match up IPs with client needs. One of the biggest challenges the firm faces is finding people who can fill this Talent Partner role since it requires a wide range of interpersonal and business development skills. As a way of instilling discipline in processes and procedures, from the very beginning the company set the objective of doing an IPO as a staffing company, thereby hoping to get the multiple of that category. Achieving this will require substantial growth in order to get to revenues of CHF 100 million, which they think is the size they need to be. Through the “Crystal Initiative” the company reviewed the three strategic choices of leveraging the operating platform, expanding the service portfolio, and focusing on the Global Sliver. They chose t
Case Author(s): Cohen, Randolph B.; Wallace, Jason Publication Date: 09/23/2002 Revision Date: 01/27/2003 Product Type: Case (Field) Product Description: Analyzes a large investment decision considered by the Texas Rangers in 2000: whether to spend $252 million for the services of shortstop Alex Rodriguez. The signing was probably the most controversial sports contract of the past decade. Teaching Purpose: 1) To teach students to evaluate a complex investment decision — the signing of the largest player contract in baseball history (was $252 million too high a price to pay?) -- as well as to look at regression analysis, complex conditional cash flows, and discounting; and 2) to consider the difference between correlation and causation, the nature of insurance, and the long-run benefits of brand improvement. HBS Number: 9-203-047 Geographic Setting: TexasIndustry Setting: sports/entertainmentNumber of Employees: 200Gross Revenues: $126.5 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Brand management; Cash flow; Insurance; Investments; Present value; Regression analysis; Sports Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-203-091), 18p, by Randolph B. Cohen, Joyce Chi
Case Author(s): Calkins, Timothy Publication Date: 01/01/2004 Product Type: Case (Pub Mat) HBS Number: KEL010 Geographic Setting: United States Industry Setting: Food industry Gross Revenues: $100 million annual sales Event Year Start: 2003 Event Year End: 2003 Subjects: Competition, Competitive strategy, Marketing, New product marketing, Product introduction Academic Discipline: Marketing Product Description: Chuck Smith, senior brand manager of A.1. Steak Sauce, learns that Lawry’s will soon be launching a steak sauce product. He has to determine whether A.1. should defend its business and, if so, what A.1. should do. In formulating the recommendation, he has to consider competitive dynamics and work through the financial implications.
Case Author(s): Bennett, Nicole; Wasynczuk, Andrew Publication Date: 12/11/2008 Product Type: Case (Gen Exp) HBS Number: 9-909-033 Geographic Setting: United States Industry Setting: Football; Professional sports teams & organizations Event Year Start: 2005 Event Year End: 2007 Subjects: Compensation; Incentives; Negotiations; Performers; Recruitment Academic Discipline: Operations management Product Description: General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolvllle needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.
Case Author(s): Bennett, Nicole; Wasynczuk, Andrew Publication Date: 12/11/2008 Product Type: Case (Gen Exp) HBS Number: 909033 Geographic Setting: United States Industry Setting: Football; Professional sports teams & organizations Event Year Start: 2005 Event Year End: 2007 Subjects: Compensation; Incentives; Negotiations; Performers; Recruitment Academic Discipline: Operations management Product Description: General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolvllle needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.
Case Author(s): Bowen, H. Kent; Morse, Kenneth P.; Cannon, Douglas Publication Date: 05/08/2006 Product Type: Case (Field) HBS Number: 9-606-114 Industry Setting: Battery; High technology Number of Employees: 20 Event Year Start: 2002 Event Year End: 2003 Subjects: Breakthrough innovation; Commercialization; Decision making; Entrepreneurship; Intellectual property; Licensing; Technology Academic Discipline: Competitive strategy Product Description: A 123Systems was a young company that was founded on basic materials science research at the Massachusetts Institute of Technology. A co-founder of the company, Yet-Ming Chiang, was a full professor at MIT and served as scientific adviser. Intellectual property based on the science, which offered a radical way to construct lithium-ion batteries that promised higher energy densities, was licensed from MIT. The concept for the company was based on laboratory demonstrations that the three components of battery cells could be selected and treated so that they would self-assemble (due to intrinsic molecular forces). This resulted in finer battery structures and better performance. Following 14 months of research and development, the company found that it required more time and resources than originally anticipated to take the self-assembled battery to market. However, additional IP for a new cathode material, which presented an intermediate market opportunity, had also been licensed from Chiang’s lab at MIT. The new material had advantages over the incumbent electrode material: It met the criteria for self-assembly, and it could replace the electrode in the millions of lithium-ion batteries currently in production. The management team needed to decide whether to pursue the breakthrough self-assembly technology or move resources to commercialize the new electrode material and then return to the original breakthrough technology.
Case Barth, Mary E.; Hawkins, David F. Astra places a value on its R&D knowledge. HBS Number: 9-195-164 Type: Case (Library) Publication Date: 11/8/1994 Geographic Setting: Sweden Industry Setting: pharmaceuticals Event Year Start: 1987 Event Year End: 1987 Subjects: Financial reporting; Foreign exchange rates; Inflation; Inflation accounting; Pharmaceuticals; R&D; Scandinavia
Case Hawkins, David F.; Narayanan, V.G.; Simons, Robert L. A senior manager faces three accounting and control decisions related to a new R&D project: to expense or capitalize, how to implement management control over the R&D function, and how to use activity-based cost drivers for product costing. HBS Number: 9-195-180 Type: Case (Gen Exp) Publication Date: 12/6/1994 Geographic Setting: Sweden Industry Setting: computers Gross Revenues: $37.5 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Activity based costing; Computer industry; Financial reporting; Management accounting; Scandinavia
Case Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Examines the evolution of ABB under its four leaders, from the merger to 2002. Describes the history of both companies — Asea AB and Brown Boveri et Cie -- the rationale for the merger, the merger process, and the integration and restructuring of the company under Percy Barnevik, the first CEO of ABB. Why was the merger so successful? What were the advantages and disadvantages of Barnevik’s management system, especially the highly decentralized matrix structure? How did this structure serve ABB? At the end of 1996, Barnevik decided to step down as CEO. Who would succeed him? What challenges would the new CEO face? HBS Number: IMD172 Gross Revenues: $30 billion revenues Event Year Start: 1988Event Year End: 1996 Subjects: Decentralization; Engineering; Leadership; Mergers & acquisitions; Negotiations; Restructuring; Scandinavia; Switzerland Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (IMD174), 7p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD175), 6p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD176), 5p, by Paul Strebel, Nanci Govinder; Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder
Case Uyterhoeven, Hugo E.R. Describes Europe’s most famous post-war multinational merger between Asea of Sweden and Brown Boveri of Switzerland. Gives background on both companies and focuses particularly on BBC‘s geographic organization, its corporate culture, a HBS Number: 9-393-130 Type: Case (Field) Publication Date: 4/1/93 Revision Date: 9/5/96 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations Supplementary Materials: Teaching Note, (5-395-198), 34p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-393-130 HBS Number: 5-395-198 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations
Case Bartlett, Christopher A. Focuses in detail on implementing a corporate restructuring program in ABB’s German subsidiary. Special attention is given to Germany‘s unique form of industrial governance. Two major problem areas, power plants and power transformers, are described in detail. ABB's new policies, in terms of strategy, organization, behavior, and financial targets, are portrayed. How should the head of ABB Germany proceed? Teaching Purpose: Provides detailed focus on German industrial governance. Will the new ABB policies clash with Germany's national and BBC's corporate culture? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the salesforce make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance? HBS Number: 9-394-019 Type: Case (Field) Publication Date: 7/12/93 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 04/01/1993 Revision Date: 09/25/1996 Product Type: Case (Field) Product Description: Focuses in detail on implementing a corporate restructuring program in ABB’s German subsidiary. Special attention is given to Germany‘s unique form of industrial governance. Two major problem areas—power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Teaching Purpose: Detailed focus on German industrial governance. Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance? May be used with: (9-393-130) ABB Deutschland (A); (9-392-065) ABB Deutschland (A) (Extended); (9-393-132) ABB Deutschland (C); (9-392-098) ABB Deutschland (C1). HBS Number: 9-393-131 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-198), 34p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-393-131 HBS Number: 5-395-198 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Uyterhoeven, Hugo E.R. Addresses the results and the lessons from the German restructuring effort by focusing in detail on the relationship with the works council and the actions taken for power plants and power transformers, and the sales organization. Clos HBS Number: 9-393-132 Type: Case (Field) Publication Date: 4/1/93 Revision Date: 10/2/96 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 33,000 Gross Revenues: $5 billion revenues Event Year Start: 1990 Event Year End: 1991 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring Supplementary Materials: Teaching Note, (5-395-198), 34p, by Hugo E.R. Uyterhoeven
Teaching Note For use with 9-393-132 HBS Number: 5-395-198 Subjects: Business policy; Electronics; International business; Leadership; Multinational corporations; Restructuring
Case Author(s): Uyterhoeven, Hugo E.R. Publication Date: 03/10/1992 Revision Date: 09/25/1996 Product Type: Case (Field) Product Description: ABB Germany faces some newly emerging strategic and organizational challenges resulting from Europe 1992 and German reunification. In terms of organization, ABB Germany has created a holding company and has separated operations and service activities into legally independent units, a shift that is gaining popularity in Europe. Strategic opportunities and challenges are described for two business areas: standard products and transportation. Why does ABB prefer to break the organization into legally separate units? What are the advantages and disadvantages of this approach? What, as a result, is likely to happen to the international matrix? What explains the recent success of standard products? What will happen to the transportation business in Europe? Will the German operation become ABB’s European locomotive? May be used with: (9-393-130) ABB Deutschland (A); (9-393-131) ABB Deutschland (B); (9-393-132) ABB Deutschland (C). HBS Number: 9-392-098 Geographic Setting: Germany Industry Setting: Electronics industry Company Size: large Number of Employees: 33,000 Gross Revenues: $5 billion revenues Event Year Start: 1990 Event Year End: 1991 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations Academic Discipline: General management
Case Author(s): Jeannet, Jean-Pierre; Lanning, Martha Publication Date: 01/01/2002 Revision Date: 12/08/2004 Product Type: Case (Field) Publisher: Babson College Product Description: In 1999, ABB Flexible Automation (FA) of Zurich, Switzerland, conducted worldwide operations supplying robotics products, systems, and services to automotive manufacturing, automotive parts, and consumer goods general industries. The automotive market, traditionally the key market for ABB FA, was undergoing transformation. FA enjoyed a leading global position and was considering strategy options that would secure this position for the future. HBS Number: BAB100 Subjects: Europe; International business; Robots; Strategy formulation; Switzerland; Vision Academic Discipline: Competitive strategy Supplementary Materials: Supplement (Field), (BAB101), 16p, by Jean-Pierre Jeannet, Martha Lanning
Case Uyterhoeven, Hugo E.R. Describes Europe’s most famous post-war multinational merger between Asea of Sweden and Brown Boveri of Switzerland. Gives background on both companies and focuses particularly on BBC‘s geographic organization, its corporate culture, a HBS Number: 9-397-096 Type: Case (Field) Publication Date: 4/15/97 Geographic Setting: Germany Industry Setting: electrotechnical Company Size: large Number of Employees: 36,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Business policy; Corporate culture; Electronics; International business; Leadership; Multinational corporations
Case Author(s): Morosini, Piero Publication Date: 01/01/2000 Revision Date: 12/17/2002 Product Type: Case (Pub Mat) Publisher: IMD - International Institute for Management Development HBS Number: IMD128 Geographic Setting: Global Industry Setting: energy, electrical power Gross Revenues: $25 billion revenues Event Year Start: 1997 Event Year End: 2000 Subjects: Business to business; Electric power; Energy; Globalization; Implementation; Internet; Management of change; Mergers & acquisitions; Organizational change; Restructuring; Strategy implementation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD129), 28p, by Piero Morosini Product Description: Takes an inside look at ABB’s unprecedented 1997 to 2000 transformation under Gvran Lindahl, the second CEO of this electrical engineering powerhouse, who succeeded Percy Barnevik during late 1996. After a highly successful first decade of existence under Barnevik (1988 to 1996), ABB found itself in the midst of a crisis by the end of 1997, after the combined effects of global deregulation, radical technological innovations, and an unpredictable but sweeping financial crisis across most emerging markets. ABB‘s response was to shift its strategic focus radically to favor knowledge- and service-based offerings across all of its businesses. The company's implementation of such strategy took place in two bold steps. The first one comprised a major global restructuring of ABB, as a result of which the company divested from mature manufacturing businesses such as power generation and transportation and became a global leader in areas such as industrial process automation and electrical distribution solutions. The second step was to transform ABB into a fast-growing high-technology company, moving from old to new economy Internet-based services and
Case Author(s): Bartlett, Christopher A. Publication Date: 07/12/1993 Revision Date: 04/26/1999 Product Type: Case (Field) Product Description: Describes the development and management of the relays business area (BA) in ABB’s global matrix organization. Focuses on three levels of management—corporate, BA, and operating company--and highlights the roles and responsibilities of individuals at each level as ABB creates a unique and highly successful organization structure and management process that enables it to integrate its disparate worldwide operations while maintaining a highly entrepreneurial front-line environment. Teaching Purpose: Illustrates the sophistication of the strategy-structure linkage that is needed as companies try to capture the advantages of global coordination while maintaining the need for flexible, responsive, and entrepreneurial front-line units. May be used with: (9-192-139) Asea Brown Boveri. HBS Number: 9-394-016 Geographic Setting: Global Industry Setting: electric equipment Company Size: large Gross Revenues: $30 billion revenues Event Year Start: 1989 Event Year End: 1992 Subjects: Business policy; Europe; International business; Multinational corporations; Organizational design; Organizational structure; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-398-117), 11p, by Christopher A. Bartlett
Teaching Note For use with 9-394-016 HBS Number: 5-398-117 Subjects: Business policy; Europe; International business; Multinational corporations; Organizational design; Organizational structure; Strategy implementation
Case Author(s): Simons, Robert L. Publication Date: 05/19/1992 Revision Date: 01/03/2000 Product Type: Supplement (Field) Product Description: Describes the complexity of setting and reconciling performance targets in a global, matrix company. The president of the Finnish industry and rail transport company has received targets from two bosses—his regional superior and his business area superior. Each has set different performance targets (financial and non-financial) which must be reconciled. In addition, a bonus scheme must be developed and approved. Must be used with: (9-192-140) Asea Brown Boveri: The ABACUS System. HBS Number: 9-192-141 Subjects: Control systems; Electric industries; Information systems; Matrix organization; Planning Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-198-054), 13p, by Robert L. Simons, Antonio Davila
Teaching Note For use with 9-192-141 HBS Number: 5-198-054 Subjects: Control systems; Electric industries; Information systems; Matrix organization; Planning
