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You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Abelli and Saviotti at Banca Commerciale Italiana (A)   Add   View  23 pp.  Case Author(s): Casciaro, Tiziana ; McGinn, Kathleen L.; Belingheri, Massimiliano Publication Date: 01/11/2002 Revision Date: 06/06/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 402043 Geographic Setting: Italy Number of Employees: 20,000 Gross Revenue: $4 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Mergers; Change management; Power & influence; Networking Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (402044), 3p, by Massimiliano Belingheri; Case Teaching Note, (403170), 16p, by Tiziana Casciaro, Kathleen L. McGinn Product Description: In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano — two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy.    Abelli and Saviotti at Banca Commerciale Italiana (B)   Add   View  3 pp.  Case Author(s): Casciaro, Tiziana ; Belingheri, Massimiliano ; McGinn, Kathleen L. Publication Date: 01/07/2002 Revision Date: 11/26/2002 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 402044 Geographic Setting: Italy Subjects: Mergers; Change management; Power & influence; Networking Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (403170), 16p, by Tiziana Casciaro, Kathleen L. McGinn Product Description: Supplements the (A) case.    Harrah’s Entertainment, Inc.: Rewarding Our People   Add   View  16 pp.  Case Author(s): Delong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/23/2002 Revision Date: 01/07/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 403008 Geographic Setting: Nevada Event Year Start: 2002 Event Year End: 2002 Subjects: Organizational behavior; Human resources management; Compensation; Personnel policies; Service management; Customer service Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (403155), 24p, by Thomas J. Delong, Jaan Elias Product Description: Marilyn Winn, head of human resources at Harrah's Entertainment, must make a recommendation to the company's president and CEO about whether the existing bonus payout program is effective at motivating employees or whether it should be revised and/or replaced. A recent downturn in economic conditions led Winn to wonder whether customer service payouts were the most efficient way to make Harrah's a service-driven and customer-driven company.    Gillette Co. (D): Implementing Change   Add   View  16 pp.  Case Author(s): Kanter, Rosabeth Moss Publication Date: 08/22/2002 Revision Date: 02/08/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 303035 Number of Employees: 31,000 Gross Revenue: $9 billion revenues Event Year Start: 2001 Event Year End: 2002 Subjects: Business history; Leadership; Change management; CEO; Competition Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (309033), 8p, by Rosabeth Moss Kanter, Matthew Bird Product Description: How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.    10 Uncommon Values (R): Optimizing the Stock-Selection Process, Teaching Note   Add     35 pp.  Teaching Note Author(s): Groysberg, Boris; Healy, Paul Publication Date: 02/23/2007 Revision Date: 04/02/2007 Product Type: Teaching Note HBS Number: 5-407-073 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-405-022) 10 Uncommon Values (R): Optimizing the Stock-Selection Process.    A Note on Methodological Fit in Management Field Research   Add   View  27 pp.  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    ABB (A), (B), (C), and (D), Teaching Note   Add     18 pp.  Teaching Note Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 08/19/2004 Product Type: Teaching Note Publisher: IMD - International Institute for Management Development HBS Number: IMD173 Academic Discipline: Organizational behavior & leadership Product Description: Teaching Note to (IMD172), (IMD174), (IMD175), and (IMD176). Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001); (IMD174) ABB (B): The Lindahl Era (1997-2001); (IMD175) ABB (C): The Centerman Era (2001-2002); (IMD176) ABB (D): The Dormann Era (2002--).    ABB (A): The Barnevik Era (1988-2001)   Add   View  15 pp.  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    ABB (B): The Lindahl Era (1997-2001)   Add   View  7 pp.  Case Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Product Description: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001). HBS Number: IMD174 Subjects: Decentralization; Engineering; Leadership; Mergers & acquisitions; Negotiations; Restructuring; Scandinavia; Switzerland Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder    ABB (C): The Centerman Era (2001-2002)   Add   View  6 pp.  Case Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Product Description: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001). HBS Number: IMD175 Subjects: Decentralization; Engineering; Leadership; Mergers & acquisitions; Negotiations; Restructuring; Scandinavia; Switzerland Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder    ABB (D): The Dormann Era (2002 — )   Add   View  5 pp.  Case Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Product Description: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001). HBS Number: IMD176 Subjects: Decentralization; Engineering; Leadership; Mergers & acquisitions; Negotiations; Restructuring; Scandinavia; Switzerland Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder    ABB in the New Millennium: New Leadership, New Strategy, New Organization   Add   View  11 pp.  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    ABB in the New Millennium: New Leadership, New Strategy, New Organization, Teaching Note   Add     28 pp.  Teaching Note Author(s): Morosini, Piero Publication Date: 01/01/2002 Revision Date: 03/28/2003 Product Type: Teaching Note Publisher: IMD - International Institute for Management Development HBS Number: IMD129 Academic Discipline: Organizational behavior & leadership Product Description: Teaching Note to (IMD128). Must be used with: (IMD128) ABB in the New Millennium: New Leadership, New Strategy, New Organization.    ABC Sales and Service Division: A Case Study of Personal and Organizational Tran   Add   View  15 pp.  Case Author(s): Mills, D. Quinn; Orwig, Brock W.; Pumo, Janet M.; Stilson, Todd C.; Wei, Richard C. Publication Date: 01/24/1994 Product Type: Case (Field) Product Description: In the midst of dramatic changes in the information systems industry and declining profits at the ABC Co., the vice president in charge of the sales and service division, Jeff, and his managers attempt to transform their division. The transformation gets off to a good start but soon runs into problems as the managers are forced to lay off employees and to cancel a conference intended to move the transformation forward. Jeff wonders what he should do next as some members of his management team resign and morale is low. HBS Number: 9-494-075 Geographic Setting: United States Industry Setting: Information services Gross Revenues: $3 billion revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Corporate culture; Employee morale; Group dynamics; Leadership; Management communication; Organizational change Academic Discipline: Organizational behavior & leadership    Abelli and Saviotti at Banca Commerciale Italiana (A)   Add   View  23 pp.  Case Author(s): Casciaro, Tiziana; McGinn, Kathleen; Belingheri, Massimiliano Publication Date: 01/11/2002 Revision Date: 06/06/2003 Product Type: Case (Field) Product Description: In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano -- two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy. HBS Number: 9-402-043 Geographic Setting: Italy Industry Setting: banking Number of Employees: 20,000 Gross Revenues: $4 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-402-044), 3p, by Tiziana Casciaro, Massimiliano Belingheri, Kathleen McGinn; Teaching Note, (5-403-170), 16p, by Tiziana Casciaro, Kathleen L. McGinn   Add     16 pp.  Teaching Note For use with 9-402-043 HBS Number: 5-403-170 Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence    Abelli and Saviotti at Banca Commerciale Italiana (B)   Add   View  3 pp.  Case Author(s): Casciaro, Tiziana; Belingheri, Massimiliano; McGinn, Kathleen Publication Date: 01/07/2002 Revision Date: 11/26/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-402-043) Abelli and Saviotti at Banca Commerciale Italiana (A). HBS Number: 9-402-044 Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-403-170), 16p, by Tiziana Casciaro, Kathleen L. McGinn   Add     16 pp.  Teaching Note For use with 9-402-044 HBS Number: 5-403-170 Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence    ACCION International: Maintaining High Performance Through Time   Add   View  30 pp.  Case Author(s): Chu, Michael Publication Date: 03/19/2004 Revision Date: 07/05/2005 Product Type: Case (Field) Product Description: ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industry-shaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking institutions to joint ventures with banks) and assesses future challenges. HBS Number: 9-304-095 Number of Employees: 102 Gross Revenues: $12.2 million revenues Event Year Start: 1973 Event Year End: 2004 Subjects: Change management; Leadership; Management performance; Nonprofit sector; Organizational development; Social enterprise Academic Discipline: Organizational behavior & leadership    Accountability Lens: A New Way to View Management Issues   Add   View  9 pp.  Case Author(s): Hall, Angela T.; Bowen, Micheal G.; Ferris, Gerald R.; Royle, M. Todd; Fitzgibbons, Dale E. Publication Date: 09/15/2007 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH248 Subjects: Accountability; Corporate governance; Ethics; Scandals Academic Discipline: Organizational behavior & leadership Product Description: Contends that viewing organizations through an accountability lens (in terms of source, focus, salience, and intensity) helps illuminate issues of governance and ethical dilemmas common to most individuals at work. Proposes that disconnects between aspects of accountability may pressure individuals to behave unethically and seek to rationalize their behaviors and suggests that accountability is not only an organizational requirement, but also a perceptual lens that can be used to observe and understand behavior in, and of, organizations. Demonstrates how to make better sense of functional and dysfunctional behavior in organizations by applying the accountability lens. A key component of this accountability lens is the notion of an accountability environment: those aspects of an individual's immediate work environment that directly affect the subjective interpretation and experience of felt accountability. The notion that individuals perceive and interpret their accountabilities subjectively is critical to understanding why multiple employees can behave differently (and sometimes unethically) under the same accountability conditions.    AccuForm: Ethical Leadership and Its Challenges in the Era of Globalization   Add   View  13 pp.  Case Author(s): Woo, Claudia, HL; Lau, Amy; Wong, Raymond Publication Date: 03/13/2006 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU622 Geographic Setting: Hong Kong Industry Setting: Chemical industry Subjects: Bribery; Crisis management; Media; Morale; Rebates Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (HKU623), 11p, by Claudia Woo HL, Amy Lau, Raymond Wong Product Description: AccuForm, a German-Hong Kong joint venture specializing in the production of chemical coatings for application to garments, is confronted with a situation where an unauthorized Chinese manufacturer had stolen one of AccuForm's experimental coatings, applied it to their own brand of clothing, and sold it to the public as an AccuForm product. The product had caused allergic reactions in some children, and the media had widely reported the incident. It was later discovered there was more to the situation than stolen coating, as some staff were found to have engaged in money laundering, misappropriation of company assets, acceptance of illegitimate rebates, and bribes. The general manager of AccuForm, in addition to having to deal with the media, also had to find a way to resolve the differences in business practices between the company's German and Hong Kong parents, which are thought to have been partially responsible for the incident, as well as rebuild staff morale and customers' confidence in AccuForm's products. Illustrates how differences in company cultures can create difficulty for management, and what are formulas for success in one country may be guarantees of failure in another.    AccuForm: Ethical Leadership and Its Challenges in the Era of Globalization, Teaching Note   Add     11 pp.  Teaching Note Author(s): Woo, Claudia, HL; Lau, Amy; Wong, Raymond Publication Date: 03/13/2006 Product Type: Teaching Note Publisher: University of Hong Kong HBS Number: HKU623 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (HKU622) AccuForm: Ethical Leadership and Its Challenges in the Era of Globalization.    Acelero Learning: Building a Culture of Performance   Add   View  19 pp.  Case Author(s): Childress, Stacey Publication Date: 02/14/2007 Revision Date: 11/01/2007 Product Type: Case (Field) HBS Number: 9-307-048 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product.    Acelero Learning: Building a Culture of Performance   Add     13 pp.  Teaching Note Author(s): Cheng, Tiffany K.; Childress, Stacey; Mahon, Jason Publication Date: 08/18/2008 Product Type: Teaching Note HBS Number: 309027 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (307048) Acelero Learning: Building a Culture of Performance.    a-connect: In Search of Talent Partners   Add   View  21 pp.  Case Author(s): Eccles, Robert G.; Karadzhova, Dilyana Publication Date: 11/23/2008 Revision Date: 01/13/2009 Product Type: Case (Field) HBS Number: 409036 Geographic Setting: Switzerland Number of Employees: 30 Gross Revenues: CHF 30 million Event Year Start: 2002 Event Year End: 2008 Subjects: Business models; Careers & career planning; Entrepreneurs; Global business; Motivation; Networks; Strategic positioning 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 the latter, which means they decide    Action Planning and Implementation: A Manager’s Checklist   Add   View  7 pp.  Case Author(s): Schlesinger, Leonard A.; Ware, James P. Publication Date: 07/01/1980 Product Type: Note Product Description: A checklist of suggested guidelines for managers embarking on action planning and implementation activities. Used as a supplement to assist in the preparation of case materials. HBS Number: 9-481-010 Subjects: Action planning; Case method; Organizational behavior; Organizational change Academic Discipline: Organizational behavior & leadership    Action Planning: An LCA Perspective, Module Note   Add   View  6 pp.  Case Author(s): Sucher, Sandra J. Publication Date: 03/30/2005 Revision Date: 05/11/2006 Product Type: Note Product Description: Module note for Leadership and Corporate Accountability course. HBS Number: 9-605-079 Subjects: Action planning; Corporate responsibility; Ethics; Leadership Academic Discipline: Organizational behavior & leadership    Acton-Burnett, Inc.   Add   View  9 pp.  Case Gabarro, John J. Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned. HBS Number: 9-476-018 Type: Case (Gen Exp) Publication Date: 8/1/1975 Revision Date: 7/15/1993 Geographic Setting: Midwest Industry Setting: precious metal alloys Company Size: large Gross Revenues: $400 million sales Event Year Start: 1975 Event Year End: 1975 Subjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; Metals    Acton-Burnett, Inc. (A)   Add   View  5 pp.  Case Isenberg, Daniel J. Describes the formation, selection, and experience of a task force with multi-departmental membership. The problems faced by the task force leader raise issues concerning the selection of members for a task force, who does the selecting, the establishment of group norms, values, goals, the leadership of a task force, questions of confidentiality and responsibility, individual rivalry and intra-group conflict and politics. A rewritten version of an earlier case by J.J. Gabarro. HBS Number: 9-484-005 Type: Case (Gen Exp) Publication Date: 7/12/1983 Revision Date: 3/25/1992 Geographic Setting: Midwest Industry Setting: nonferrous metals Company Size: mid-size Gross Revenues: $400 million sales Event Year Start: 1975 Event Year End: 1975 Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Supplementary Materials: Supplement (Gen Exp), (9-484-006), 3p, by Daniel J. Isenberg; Supplement (Gen Exp), (9-484-007), 3p, by Daniel J. Isenberg    Acton-Burnett, Inc. (B)   Add   View  3 pp.  Case Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 11/20/1991 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (9-484-005) Acton-Burnett, Inc. (A). HBS Number: 9-484-006 Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Academic Discipline: Organizational behavior & leadership    Acton-Burnett, Inc. (C)   Add   View  3 pp.  Case Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 03/25/1992 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (9-484-005) Acton-Burnett, Inc. (A). HBS Number: 9-484-007 Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Academic Discipline: Organizational behavior & leadership    Addleshaw Goddard LLP   Add   View  17 pp.  Case Author(s): Weber, James; Eccles, Robert G.; Edmondson, Amy C. Publication Date: 03/02/2009 Revision Date: 07/08/2009 Product Type: Case (Field) HBS Number: 409056 Geographic Setting: United Kingdom Industry Setting: Legal services Number of Employees: 1,425 Gross Revenues: $350 million Event Year Start: 2009 Event Year End: 2009 Subjects: Diversification; Innovation; Organizational development; Portfolio management; Pricing Academic Discipline: Organizational behavior & leadership Product Description: Addleshaw-Goddard (AG), the 15th largest law firm in the U.K., is seeking ways to serve larger clients on more important legal matters. Part of this strategy involves its “Client Development Centre (CDC),” an innovative idea and set of services launched by Dr. Jim Hever who holds a Ph.D. in Strategic Leadership Development. The mission of the CDC is to improve the capabilities of clients' in-house legal departments, such as by making them better partners with the business units and improving their leadership skills. The CDC has adopted an innovative pricing structure. Rather than charging direct fees for these consulting services, it proposed to the client that it contract with the firm for five times this amount in legal fees that might otherwise have gone to another law firm. It is in this way that AG hopes to increase its position in its larger clients. AG has also developed a very systematic program for identifying and serving its key clients, developed in collaboration with Cranfield School of Management. It is these clients that will be the focus of the efforts for the CDC. In addition, the firm has co-developed a training program with Cranfield to improve the skills of its own partners. The case explores whether these initiatives will lead to a long-term competitive advantage. The firm believes what really will produce competitive a    Adobe Systems: Working Towards a “Suite” Release (A)   Add   View  23 pp.  Case Author(s): Barley, Lauren; Thomas, David A. Publication Date: 09/24/2008 Product Type: Case (Field) HBS Number: 409014 Geographic Setting: California Number of Employees: 6,000 Gross Revenues: $2.6 billion Event Year Start: 2006 Event Year End: 2008 Subjects: Conflict resolution; Corporate culture; Crisis management; Leadership; Middle management; Organizational behavior; Power & influence; Software development; Team leadership Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (409015), 6p, by Lauren Barley, David A. Thomas Product Description: The case examines the tools a manager can use to keep her project on track and manage conflict and tension as Adobe prepares to launch Creative Suite 3, the biggest software release in the company's 25-year history. The protagonist, Yvonne Murray, is a group program manager at Adobe and responsible for coordinating the integration of her business unit's product — Device Central — in Creative Suite 3. Murray is copied on an email that warns the Device Central product team that Device Central may be pulled from the Creative Suite 3 marketing materials and from the launch entirely because it was in danger of missing a deadline. Murray wonders if and how to respond to the email that was addressed to her Device Central colleague, group product manager Carol Linburn.    Adobe Systems: Working Towards a “Suite” Release (B)   Add   View  6 pp.  Case Author(s): Barley, Lauren; Thomas, David A. Publication Date: 09/24/2008 Product Type: Supplement (Field) HBS Number: 409015 Subjects: Conflict resolution; Corporate culture; Crisis management; Leadership; Middle management; Organizational behavior; Power & influence; Software development; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (409014) Adobe Systems: Working Towards a “Suite” Release (A).    Adrian Ivinson at the Harvard Center for Neurodegeneration and Repair   Add   View  25 pp.  Case Author(s): Kaplan, Rob; Kanji, Ayesha Publication Date: 04/26/2006 Product Type: Case (Field) HBS Number: 9-406-111 Geographic Setting: Boston, MA Industry Setting: Health care industry Number of Employees: 35 Event Year Start: 2001 Event Year End: 2005 Subjects: Alignment; Change management; Collaboration; Corporate culture; Innovation; Leadership; Organizational behavior; Power; Social enterprise Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-407-004), 12p, by Robert S. Kaplan Product Description: Adrian Ivinson is the director of Harvard Center for Neurodegeneration and Repair (HCNR), a not-for-profit research center at the Harvard Medical School (HMS). The center was started in late 2000 with a gift of $37.5 million from an anonymous donor. Its mandate was to conduct research that could lead to actual treatments for neurodegenerative disease (i.e., ALS, Parkinson's, Alzheimer's, MS, and Huntington's) and do so by encouraging collaboration among researchers in the HMS community. When Ivinson takes the helm in 2001, he finds a dysfunctional center with little organization or structure. In addition, he has little formal authority to make changes and he must navigate the complex culture of the HMS neurological research community as well as the HMS academic culture. Demonstrates Ivinson's efforts to develop HCNR as a catalyst for aligning scientific researchers in the HMS community by creating incentives for innovation and collaboration. Also, profiles the issues he faces as general manager at various stages of the organization's development — and how his style, priorities, and approach must change as the needs of the organization change. Provides an opportunity for action planning to address the major issues facing the HCNR at the end of 2005. Focuses on organizational culture, alignment, l    AFL-CIO: Office of Investment and Home Depot   Add   View  20 pp.  Case Author(s): Khurana, Rakesh; Weber, James Publication Date: 06/12/2007 Revision Date: 12/18/2007 Product Type: Case (Field) HBS Number: 9-407-097 Event Year Start: 2006 Event Year End: 2007 Subjects: Board of directors; Corporate governance; Executive compensation; Pension funds; Resource allocation; Strategic alliances; Strategic planning Academic Discipline: Organizational behavior & leadership Product Description: Describes the AFL-CIO: Office of Investments activities in their campaign to improve governance at Home Depot by calling attention to Home Depot CEO Robert Nardelli's compensation package and the company's poor performance. The AFL-CIO Office of Investments advocates for improved corporate governance at public companies, focusing on the problems of excessive chief executive compensation, improperly backdated stock options, insufficiently independent corporate board members, poor responsiveness to shareholders concerns, and a lack of transparency in the activities and decisions of boards. The AFL-CIO believes that such problems were indicators of underlying problems in corporate governance that could impact the long-term value of a public company. To advance its cause, the Office targeted Home Depot. In an effort to bring about change at the company, the AFL-CIO and AFSCME corresponded with Home Depot executives, staged public protests, appeared on talk shows, and maintained several Web sites. The trillion-dollar size of the union pension funds gave the Office a platform from which to work. The departure of Home Depot's CEO had been a significant step by Home Depot and the company had made other concessions as well. The AFL-CIO Office of Investment now needed to decide whether to continue to use its limited resources focusing on Home Depot or find a new target to forward their cause.    Agilent Technologies: Organizational Change (A)   Add   View  35 pp.  Case Author(s): Carroll, Glenn R.; Barnett, William P.; Ch Publication Date: 09/21/2001 Revision Date: 12/01/2001 Product Type: Case (Field) Publisher: Stanford University HBS Number: OD1A Industry Setting: technology Number of Employees: 46,000 Gross Revenues: $10.8 billion revenues Event Year Start: 2000 Event Year End: 2001 Subjects: Computer industry; Corporate reorganization; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problems; Spinoffs Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (OD1B), 2p, by Glenn R. Carroll, William P. Barnett, Victoria Chang Product Description: On March 2, 1999, Hewlett-Packard (HP) announced a plan to create a separate company, subsequently named Agilent Technologies, made up of HP's businesses in test and measurement, semiconductor products, healthcare solutions, chemical analysis, and the related portions of HP laboratories. In developing the transformation strategy, Agilent president and CEO, Ned Barnholt, grappled with how to improve the efficiency and effectiveness of the new company while still maintaining the best portions of HP's culture and practices. Barnholt adopted HP's values of innovation and contribution, trust and respect for individuals, and uncompromising integrity, but he added three new values: speed, focus, and accountability. Barnholt also wanted to improve the company's efficiency in terms of shared services. In mid-2001, the Agilent team faced a series of unexpected challenges. On April 5, 2001, Barnholt announced that business conditions had worsened further than previously expected. Barnholt wondered whether he and his team had gone too far in the organizational and cultural changes they had tried to implement. He wondere    Agilent Technologies: Organizational Change (B)   Add   View  2 pp.  Case Author(s): Carroll, Glenn R.; Barnett, William P.; Ch Publication Date: 09/21/2001 Revision Date: 12/01/2001 Product Type: Supplement (Field) Publisher: Stanford University Product Description: Supplements (OD1A). Must be used with: (OD1A) Agilent Technologies: Organizational Change (A). HBS Number: OD1B Subjects: Computer industry; Corporate reorganization; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problems; Spinoffs Academic Discipline: Organizational behavior & leadership    Agnellis and the Fiat Group: The Story of a Family Empire (A)   Add   View  15 pp.  Case Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/23/2005 Revision Date: 03/01/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES111 Geographic Setting: Italy Industry Setting: Automotive industry; Manufacturing industries Subjects: Business history; Conflict management; International markets; Managerial skills; Power & influence; Succession planning Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (IES112), 13p, by Josep Tapies, Francesca Toninato; Supplement (Field), (IES113), 10p, by Josep Tapies, Francesca Toninato; Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato Product Description: Synthesizes the most important events and turning points in the history of Fiat, one of the largest companies in Italy, and deals with the issues the Agnelli family faced to secure their control of the company, despite several financial crises and tragic family events. Brings up typical issues facing by family-owned businesses: how to manage and plan the succession to new generations (in Fiat, there are now representatives of the 5th generation sitting on the board of directors); control and manage possible conflicts among family members; avoid dilution of ownership and loss of control, even in tough financial periods; and regain effective control from CEOs and management teams not belonging to the family.    Agnellis and the Fiat Group: The Story of a Family Empire (B)   Add   View  13 pp.  Case Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/14/2005 Revision Date: 03/15/2005 Product Type: Supplement (Field) Publisher: IESE University of Navarra HBS Number: IES112 Subjects: Business history; Conflict management; International markets; Managerial skills; Power & influence; Succession planning Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato Product Description: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A).    Agnellis and the Fiat Group: The Story of a Family Empire (C)   Add   View  10 pp.  Case Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/14/2005 Revision Date: 03/18/2005 Product Type: Supplement (Field) Publisher: IESE University of Navarra HBS Number: IES113 Subjects: Business history; Conflict management; International markets; Managerial skills; Power & influence; Succession planning Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato Product Description: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A).    Agnellis and the Fiat Group: The Story of a Family Empire, Teaching Note   Add     11 pp.  Teaching Note Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/14/2005 Revision Date: 03/15/2005 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES114 Geographic Setting: Italy Industry Setting: Automotive industry; Manufacturing industries Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A); (IES112) Agnellis and the Fiat Group: The Story of a Family Empire (B); (IES113) Agnellis and the Fiat Group: The Story of a Family Empire (C).    Agrochemicals at Ciba-Geigy AG (A)   Add   View  8 pp.  Case Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B. Publication Date: 12/20/1999 Product Type: Case (Field) HBS Number: 9-400-022 Geographic Setting: Switzerland Industry Setting: Chemical industry; Pharmaceutical industry Event Year Start: 1978 Event Year End: 1978 Subjects: Agribusiness; Ambidextrous organizations; Change management; Innovation; Leadership; Marketing strategy; Product development; R&D Academic Discipline: Organizational behavior & leadership Product Description: After spending five years to develop a revolutionary product, the director of Ciba-Geigy's fungicide research department is handed an unfavorable market study. The case details the R&D process for the new product, including information on corporate partnerships, company structure, and departmental research procedures. The case ends with the R&D director faced with a decision about the best way of moving forward, if at all, with the product. May be used with: (9-400-023) Agrochemicals at Ciba-Geigy AG (B).    Agrochemicals at Ciba-Geigy AG (B)   Add   View  10 pp.  Case Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B. Publication Date: 12/20/1999 Revision Date: 01/10/2000 Product Type: Case (Field) HBS Number: 9-400-023 Geographic Setting: Switzerland Industry Setting: Chemical industry; Pharmaceutical industry Event Year Start: 1994 Event Year End: 1994 Subjects: Agribusiness; Change management; Innovation; Leadership; Marketing strategy; Product development; R&D Academic Discipline: Organizational behavior & leadership Product Description: Focuses on Pierre Urech's efforts to change the division structure at Ciba-Geigy to facilitate the marketing of the new product. Details the relationships Urech cultivates and the strategy he pursues as “product champion.” Also describes the restructuring of the research department into small teams to improve product development. Other topics include the marketing of the new product in different regional settings, the emergence of a “dominant design,” and a slow-down in subsequent innovation. May be used with: (9-400-022) Agrochemicals at Ciba-Geigy AG (A).    Alan Stein   Added   View  9 pp.  Case Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. Keith Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in particular on his decision to "retire" from Goldman, Sachs at an early age (46), make a transition into a state government role, and then make a transition back into an investment banking position with a different firm in a different and more self-fulfilling role. Teaching Purpose: Illustrates the relationship between adult development needs and career choices, particularly the role that career plays in facilitating or inhibiting adult development. HBS Number: 9-493-088 Type: Case (Field) Publication Date: 5/17/1993 Geographic Setting: United States Subjects: Careers & career planning; Human behavior; Retirement; Self evaluation    Alex Dean   Add   View  15 pp.  Case Zuboff, Shoshana; Delong, David; Scharf, Kathleen Traces the evolution of Alex Dean's internal and external careers, exploring his psychological and emotional development, as well as seemingly dramatic shifts in career direction from research scientist to venture capitalist. Designed to encourage students to reflect on the evolution of their own internal and external careers. HBS Number: 9-489-039 Type: Case (Field) Publication Date: 9/9/1988 Revision Date: 7/12/2000 Geographic Setting: Unspecified Subjects: Careers & career planning; Supplementary Materials: Teaching Note, (5-490-069), 6p, by Shoshana Zuboff   Add     5 pp.  Teaching Note For use with 9-489-039 HBS Number: 5-490-069 Subjects: Careers & career planning;    Alex Mandl: Life Story of a Recent MBA   Add   View  10 pp.  Case Author(s): Nohria, Nitin ; Breitfelder, Matthew D.; Dowling, Daisy Wademan Publication Date: 08/23/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410040 Subjects: Leadership Academic Discipline: Organizational Behavior & leadership    Alex Montana at ESH Manufacturing Co.   Add   View  9 pp.  Case Author(s): DeLong, Thomas J.; Kernish, Michael Publication Date: 06/30/2005 Revision Date: 05/04/2006 Product Type: Case (Gen Exp) Product Description: Alex Montana sat at his desk pondering the career decision before him. Alex was director of the North American division of ESH Manufacturing, a $4.6 billion, Cleveland-based company with operations on three continents. ESH's CEO had just offered Montana a promotion to global vice-president. Normally, Montana would have jumped at such an opportunity, but he worried about its impact on his already strained personal life. Since his last promotion, he had trouble balancing an increasingly demanding workload with his responsibilities to his wife and daughter at home. Montana felt pressure to accept the promotion. His boss expected him to accept; in fact, his boss had emphasized that he had no second choice. He had always dreamed of making it big in the business world. Success in this new role could put him in the running for COO and, eventually, CEO. But at what cost? HBS Number: 9-405-106 Geographic Setting: Midwestern United States Industry Setting: Manufacturing industries Event Year Start: 1985 Event Year End: 2003 Subjects: Career advancement; Careers & career planning; Human resources management; Succession planning; Time management; Work life balance Academic Discipline: Organizational behavior & leadership    Allen-Bradley’s ICCG: Repositioning for the 1990s   Add   View  20 pp.  Case Author(s): Nohria, Nitin; Berkley, James D. Publication Date: 12/20/1990 Product Type: Case (Field) Product Description: Allen-Bradley's Industrial Computer and Communication Group (ICCG) underwent a period of rapid transformation in the 1980s, instituting a wide array of innovations from product development to information systems. In 1990 the Ohio-based group announced a major reorganization of its business and began carrying out a sweeping program of cultural change. The case requires students to develop an overall perspective on the process of organizational change and to think critically about the kind of challenges that lie ahead for ICCG. HBS Number: 9-491-066 Geographic Setting: Highland Heights, OH Number of Employees: 2,000 Event Year Start: 1985 Event Year End: 1990 Subjects: Control systems; Corporate culture; Information systems; Organizational structure; Performance measurement; Reorganization Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-492-057), 9p, by Nitin Nohria   Add     9 pp.  Teaching Note For use with 9-491-066 HBS Number: 5-492-057 Subjects: Control systems; Corporate culture; Information systems; Organizational structure; Performance measurement; Reorganization    Amelia Rogers at Tassani Communications (A)   Added   View  15 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/19/1992 Revision Date: 03/16/1995 Product Type: Case (Field) Product Description: Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director's behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity. HBS Number: 9-492-034 Geographic Setting: Chicago, IL Industry Setting: advertising Company Size: small Number of Employees: 50 Gross Revenues: $25 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-492-035), 1p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (5-494-098), 20p, by Linda A. Hill, Katherine S. Weber   Add     20 pp.  Teaching Note For use with 9-492-034 HBS Number: 5-494-098 Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence    Amelia Rogers at Tassani Communications (B)   Add   View  1 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/19/1992 Revision Date: 03/16/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-492-034) Amelia Rogers at Tassani Communications (A). HBS Number: 9-492-035 Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-494-098), 20p, by Linda A. Hill, Katherine S. Weber   Add     20 pp.  Teaching Note For use with 9-492-035 HBS Number: 5-494-098 Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence    American Express (A)   Add   View  30 pp.  Case Lorsch, Jay W. In January 1993, the American Express board met to decide who would succeed James D. Robinson, III as chairman and CEO. The board needed to act in the spotlight of intense media and investor scrutiny, and after leaks had revealed that there was a conflict among the board members about whether Robinson should have been asked to leave. The board needed to find a way of calming the public's concern over the future of American Express, at the same time choosing a leadership structure that would lead American Express for the foreseeable future. The case brings up several critical issues revolving around CEO succession and performance evaluation: What should the board take into account when deciding when to ask a CEO to step down? What kinds of processes can boards institute so that such battles over CEO succession will not ensue? HBS Number: 9-494-093 Type: Case (Library) Publication Date: 4/25/1994 Revision Date: 8/1/1996 Geographic Setting: Unspecified Subjects: Board of directors; Corporate governance; Financial services; Leadership; Succession planning Supplementary Materials: Supplement (Library), (9-494-094), 4p, by Jay W. Lorsch    American Express (B)   Add   View  4 pp.  Case Author(s): Lorsch, Jay W. Publication Date: 04/25/1994 Product Type: Supplement (Library) HBS Number: 9-494-094 Subjects: Corporate governance; Financial services; Leadership; Succession planning Academic Discipline: Organizational behavior & leadership Product Description: Supplements the (A) case. Must be used with: (9-494-093) American Express (A).    American Heart Association: Reorganization of the Western States Affiliate   Add   View  19 pp.  Case Author(s): Carroll, Glenn R.; Ho, Kristina Publication Date: 03/19/2002 Revision Date: 05/20/2003 Product Type: Case (Field) Publisher: Stanford University HBS Number: OD2 Geographic Setting: United States Industry Setting: nonprofit organization Number of Employees: 250 Gross Revenues: $42 million revenues Event Year Start: 1997 Event Year End: 2002 Subjects: Fund raising; Implementation; Nonprofit organizations; Organizational design; Reorganization; Volunteers Academic Discipline: Organizational behavior & leadership Product Description: In 1997, the American Heart Association (AHA) Western States Affiliate reorganized to increase fundraising revenues for the nonprofit. Rather than a wide range of fundraising and programmatic duties, all staff were now defined by key fundraising and programmatic activities. Some staff had been dissatisfied with the new scope and reporting structure of their positions. Roman Bowser, the executive vice president and CEO of the affiliate, made several adjustments to the organizational structure to deal with problems that arose with the organization and had other issues to consider now in 2002 related to staff and local community volunteers — the lifeblood of the organization. Furthermore, a national AHS task force was recommending a reorganization of the AHA along the same lines that Bowser had used for his Western States Affiliate. Bowser was not certain that the national center and other affiliates could learn and benefit from his model, which he had tailored for a particular staff and geographical territory. He wondered how and if the AHA could leverage his organizational model across disparate communities nationally and what the impact might be on the long-term viability of the AHA. Teaching Purpose: To analyze the reorganization of a company from a more general, geographical organizational    Amy Kelly’s 48-Hour Diary   Add   View  3 pp.  Case Author(s): Higgins, Monica Publication Date: 08/18/2003 Product Type: Case (Field) Product Description: Provides former Self-Assessment and Career Development student Amy Kelly's response to the ``48-Hour Diary'' assignment. Teaching Purpose: Provides an example of a prior student's response to the assignment. HBS Number: 9-404-009 Event Year Start: 2001Event Year End: 2001 Subjects: Careers & career planning; Employment; Interviews; Self evaluation Academic Discipline: Organizational behavior & leadership    Amy Kelly’s Job Search   Add   View  15 pp.  Case Author(s): Higgins, Monica C.; Teebagy, Christine Publication Date: 08/18/2003 Revision Date: 03/10/2004 Product Type: Case (Field) Product Description: Narrates the job search of former Self-Assessment and Career Development student Amy Kelly. HBS Number: 9-404-004 Event Year Start: 2001Event Year End: 2001 Subjects: Careers & career planning; Employment; Interviews; Self evaluation Academic Discipline: Organizational behavior & leadership    Amy Kelly’s Written Interview   Add   View  18 pp.  Case Author(s): Higgins, Monica C. Publication Date: 08/18/2003 Revision Date: 12/20/2004 Product Type: Case (Field) Product Description: Presents former Self-Assessment and Career Development student Amy Kelly's response to the "Written Interview" assignment. HBS Number: 9-404-051 Event Year Start: 2001Event Year End: 2001 Subjects: Careers & career planning; Education; Interviews; Self evaluation Academic Discipline: Organizational behavior & leadership    An Entrepreneurial Family   Add   View  6 pp.  Case Barnes, Louis B.; LaChapelle, Kacie Mark Vigianno is a driven entrepreneur who can't seem to work with subcontractors, many colleagues, and bosses. His wife Katrina gets caught up in Mark's ventures but seems unable to help him. Although ambitious, hard driving, and quality conscious, Mark keeps stumbling against other people on his way to success. HBS Number: 9-897-157 Type: Case (Field) Publication Date: 2/4/1997 Revision Date: 11/11/1997 Geographic Setting: Connecticut Industry Setting: building/construction Event Year Start: 1993 Event Year End: 1997 Subjects: Conflict; Construction; Development stage enterprises; Entrepreneurship; Interpersonal behavior; Partnerships    Andrea Jung: Empowering Avon Women   Added   View  15 pp.  Case Author(s): George, Bill; Mayer, Diana; McLean, Andrew N. Publication Date: 06/30/2006 Revision Date: 04/05/2007 Product Type: Case (Field) HBS Number: 9-406-095 Geographic Setting: New York; United States Industry Setting: Cosmetic Number of Employees: 49,000 Gross Revenues: $8.1 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Careers & career planning; Change management; Employee morale; Families & family life; Leadership development; Sales organization; Turnarounds; Women executives Academic Discipline: Organizational behavior & leadership Product Description: In 2006, Andrea Jung, chairman and CEO of Avon Products, is in the middle of a turnaround, having suspended earnings guidance and launched ambitious restructuring programs even as Avon receives a license to resume direct sales activities in China. Provides information on the leadership development of the protagonist, tracing her youth and education, her career in high-end retail, and her leadership of Avon. Profiles Avon Products, including its major business operations and the role direct sales plays in its worldwide operations and plans for growth. Raises questions about the origins and role of passion and purpose in leadership and the challenge of leading through business cycles.    Andrea Jung: Empowering Avon Women (A)   Add   View  15 pp.  Case Author(s): George, William W. Publication Date: 07/13/2007 Revision Date: 01/28/2008 Product Type: Case (Field) HBS Number: 9-408-035 Geographic Setting: New York; United States Industry Setting: Cosmetic Number of Employees: 49,000 Gross Revenues: $8.1 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Careers & career planning; Change management; Families & family life; Leadership development; Sales organization; Turnarounds; Women executives Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement, (9-408-036), 2p, by William W. George Product Description: In October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price — the biggest test of her leadership since she became CEO in 2000.    Andrea Jung: Empowering Avon Women (B)   Add   View  2 pp.  Case Author(s): George, William W. Publication Date: 07/13/2007 Product Type: Supplement HBS Number: 9-408-036 Subjects: Careers & career planning; Change management; Families & family life; Leadership development; Sales organization; Turnarounds; Women executives Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-408-035) Andrea Jung: Empowering Avon Women (A).    Ann Gildroy: Life Story of a Recent MBA   Add   View  11 pp.  Case Author(s): Nohria, Nitin ; Dowling, Daisy Wademan; Breitfelder, Matthew D. Publication Date: 08/23/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410037 Subjects: Leadership Academic Discipline: Organizational Behavior & leadership    Anne Mulcahy: Leading Xerox through the Perfect Storm (A) and (B), Teaching Note   Add     22 pp.  Teaching Note Author(s): George, William Publication Date: 02/21/2008 Product Type: Teaching Note HBS Number: 408101 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (405050) Anne Mulcahy: Leading Xerox Through the Perfect Storm (A); (405065) Anne Mulcahy: Leading Xerox Through the Perfect Storm (B).    Antegren: A Beacon of Hope, Teaching Note   Add     31 pp.  Teaching Note Author(s): Margolis, Joshua D. Publication Date: 03/20/2009 Product Type: Teaching Note HBS Number: 5-409-096 Academic Discipline: Organizational behavior & leadership Product Description: Teaching Note for [408-025], [408-026], [408-027], and [408-028]. Must be used with: (408025) Antegren: A Beacon of Hope; (408026) Antegren: A Beacon of Hope (B); (408027) Antegren: A Beacon of Hope (C); (408028) Antegren: A Beacon of Hope (D).    Appalachian Mountain Club: Transforming Governance   Add   View  33 pp.  Case Salmon, Walter J.; Elias, Jaan Starting in 1988, the Appalachian Mountain Club (AMC) began a controversial transformation in management and governance. For its first 112 years, the AMC's structure had resembled that of a country club--volunteer leaders directed the HBS Number: 9-598-066 Type: Case (Field) Publication Date: 10/29/1997 Revision Date: 3/19/1998 Geographic Setting: Boston, MA Industry Setting: nonprofit Gross Revenues: $10 million revenues Event Year Start: 1988 Event Year End: 1996 Subjects: Board of directors; Environmental protection; Leadership; Nonprofit organizations; Organizational change    Army Crew Team   Added   View  11 pp.  Case Author(s): Snook, Scott A.; Polzer, Jeffrey T. Publication Date: 01/31/2003 Revision Date: 03/30/2004 Product Type: Case (Field) Product Description: Describes a dilemma about how to foster team performance facing the coach of the varsity Army crew team at West Point. Using objective data on individual performance, the coach assembled his top eight rowers into the first crew team and the second tier of rowers into the second crew team to begin the season. As the second boat continually beat the first boat in races, the coach attempted to discern what team dynamics were causing these aberrant results. By making use of very clean, objective performance data, the case makes clear that a team can be more (or less) than the sum of its individual parts, but leaves it up to students to analyze the factors that make this true. Teaching Purpose: To analyze the factors that contribute to team performance, particularly those related to trust. HBS Number: 9-403-131 Geographic Setting: New YorkIndustry Setting: military Event Year Start: 2002Event Year End: 2002 Subjects: Coaching; Conflict; Leadership; Performance measurement; Teams Academic Discipline: Organizational behavior & leadership   Add     22 pp.  Teaching Note Author(s): Snook, Scott A.; Polzer, Jeffrey T. Publication Date: 06/14/2004 Revision Date: 08/18/2004 Product Type: Teaching Note Product Description: Teaching Note to (9-403-131). Must be used with: (9-403-131) The Army Crew Team. HBS Number: 5-404-117 >Academic Discipline: Organizational behavior & leadership    Art of Creating and Sustaining Winning Teams   Add   View  9 pp.  Case Author(s): Cardona, Pablo; Miller, Paddy Publication Date: 01/01/1999 Revision Date: 06/19/2000 Product Type: Note Publisher: IESE University of Navarra Product Description: Offers a guide that may help the process of learning the secrets of winning teams. First, it defines what a team is, distinguishing it from other types of working groups. Second, it shows what characteristics the team members need to have to form a winning team. Then it goes through the stages of team development and reviews the basic processes teams need to master in each stage. Finally, it explains how to build team commitment and performance. HBS Number: IES087 Subjects: Communication; Organization; Teams Academic Discipline: Organizational behavior & leadership    Artic Timber AB: Engineered Woods Division (A)   Added   View  15 pp.  Case Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 03/01/2806 Product Type: Case (Field) Product Description: Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies, and culture that impede innovation. Pivots on a new leader's dilemmas in shaping both his team and larger organization to initiate both incremental as well as radical innovation. HBS Number: 9-405-067 Number of Employees: 500 Gross Revenues: $1 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Ambidextrous organizations; Change management; Innovation; Leadership; Organizational management; Organizational problems Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-405-068), 7p, by Michael Tushman, David Kiron, Wendy Smith; Supplement (Field), (9-405-069), 1p, by Michael Tushman, David Kiron, Wendy Smith    Artic Timber AB: Engineered Woods Division (B)   Add   View  7 pp.  Case Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 04/17/2006 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-405-067) Arctic Timber AB: Engineered Woods Division (A). HBS Number: 9-405-068 Subjects: Ambidextrous organizations; Change management; Innovation; Leadership; Organizational management; Organizational problems Academic Discipline: Organizational behavior & leadership    Artic Timber AB: Engineered Woods Division (C)   Add   View  1 pp.  Case Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 04/17/2006 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-405-067) Arctic Timber AB: Engineered Woods Division (A). HBS Number: 9-405-069 Subjects: Ambidextrous organizations; Change management; Innovation; Leadership; Organizational management; Organizational problems Academic Discipline: Organizational behavior & leadership    Asda (A)   Add   View  15 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Case (Field) HBS Number: 9-498-005 Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-498-006), 3p, by Michael Beer, James B. Weber; Supplement (Field), (9-498-008), 5p, by Michael Beer, James B. Weber; Case Video, (9-499-506), 31 min, by Michael Beer, James B. Weber; Case Video, (9-499-507), 13 min, by Michael Beer, James B. Weber; Case Video, (9-400-503), 14 min, by Asda; Case Video, DVD, (9-499-508), 31 min, by Michael Beer, James B. Weber; Teaching Note, (5-498-033), 19p, by Michael Beer, James B. Weber Product Description: In the mid-1980s, Asda was one of the most successful retail companies in the United Kingdom. By 1991, the chain of 200 grocery stores had a lack of direction, a demoralized workforce, declining profits, rising debt, collapsing stock price, and was facing bankruptcy. This case describes the company's downfall and introduces Archie Norman, a young, highly talented chief executive, hired to restore the company. May be used with: (9-498-007) Asda (B).   Add     19 pp.  Teaching Note For use with 9-498-005 HBS Number: 5-498-033 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom    Asda (A)   Add   View  16 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Case (Field) HBS Number: 498005 Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-498-006), 3p, by Michael Beer, James B. Weber; Supplement (Field), (9-498-008), 5p, by Michael Beer, James B. Weber; Case Video, (9-499-506), 31 min, by Michael Beer, James B. Weber; Case Video, (9-499-507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda; Case Video, DVD, (9-499-508), 31 min, by Michael Beer, James B. Weber; Case Video, Streaming, (2795), 31 min, by Michael Beer, James B. Weber; Teaching Note, (5-498-033), 19p, by Michael Beer, James B. Weber Product Description: In the mid-1980s, Asda was one of the most successful retail companies in the United Kingdom. By 1991, the chain of 200 grocery stores had a lack of direction, a demoralized workforce, declining profits, rising debt, collapsing stock price, and was facing bankruptcy. This case describes the company's downfall and introduces Archie Norman, a young, highly talented chief executive, hired to restore the company. May be used with: (9-498-007) Asda (B).    Asda (A1)   Add   View  3 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/01/1998 Product Type: Supplement (Field) HBS Number: 9-498-006 Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-506), 31 min, by Michael Beer, James B. Weber; Case Video, (9-499-507), 13 min, by Michael Beer, James B. Weber; Case Video, (9-400-503), 14 min, by Asda; Teaching Note, (5-498-033), 19p, by Michael Beer, James B. Weber Product Description: Supplements the (A) case. Must be used with: (9-498-005) Asda (A).   Add     19 pp.  Teaching Note For use with 9-498-006 HBS Number: 5-498-033 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom    Asda (B)   Add   View  22 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Case (Field) HBS Number: 9-498-007 Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Event Year Start: 1991 Event Year End: 1996 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-506), 31 min, by Michael Beer, James B. Weber; Case Video, (9-499-507), 13 min, by Michael Beer, James B. Weber; Case Video, (9-400-503), 14 min, by Asda; Teaching Note, (5-498-033), 19p, by Michael Beer, James B. Weber Product Description: Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers first, and creating a culture characterized by high involvement of employees and fast innovation and implementation of new ideas. May be used with: (9-498-005) Asda (A).   Add     19 pp.  Teaching Note For use with 9-498-007 HBS Number: 5-498-033 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom    Asda (C)   Add   View  5 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/01/1998 Product Type: Supplement (Field) HBS Number: 9-498-008 Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-499-506), 31 min, by Michael Beer, James B. Weber; Case Video, (9-499-507), 13 min, by Michael Beer, James B. Weber; Case Video, (9-400-503), 14 min, by Asda; Teaching Note, (5-498-033), 19p, by Michael Beer, James B. Weber Product Description: Supplements the (A) case. Must be used with: (9-498-005) Asda (A).   Add     19 pp.  Teaching Note For use with 9-498-008 HBS Number: 5-498-033 Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom    Asset Software   Add   View  12 pp.  Case Author(s): Glynn, John W.; Welsh, Joseph Publication Date: 01/01/1995 Revision Date: 02/01/1998 Product Type: Case (Field) Publisher: Stanford University Product Description: Tells the story of two people who started Asset Software, portfolio management software for professional money managers. Gives background on the two founders and the process they undertook to start the company and develop the first products. Also gives details on the funding, the creation of a board of directors, and the first sales in the company. As the company grew, the two founders began to experience friction. Although originally their roles were well defined, the product development person began to get more involved in the operations and sales, which created confusion and tension between the two founders. Also, the two had differences over the direction that the product should take. One of the biggest problems was that the product development person was skeptical of the permanence of Windows in the marketplace and did not want to develop a new product for it, even though the board and the other founder thought it was important that he did so. HBS Number: E23 Geographic Setting: Silicon Valley, CAIndustry Setting: softwareNumber of Employees: 10Gross Revenues: $1.5 million revenues Event Year Start: 1992Event Year End: 1992 Subjects: Entrepreneurship; Human resources management; Software Academic Discipline: Organizational behavior & leadership    Aston-Blair, Inc.   Added   View  9 pp.  Case Author(s): Gabarro, John J. Publication Date: 07/27/1993 Revision Date: 10/15/2004 Product Type: Case (Gen Exp) Product Description: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case. HBS Number: 9-494-015 Geographic Setting: MidwestIndustry Setting: precious metal alloysCompany Size: largeGross Revenues: $400 million sales Event Year Start: 1992Event Year End: 1992 Subjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; Metals Academic Discipline: Organizational behavior & leadership    AT&T Resource Link: Revisioning the Managerial Workforce   Add   View  18 pp.  Case Bradach, Jeffrey L.; Sackley, Nicole Resource Link is an in-house temporary firm, supplying managers and technical workers to the 26 business units of AT&T on a contract basis. The challenge facing Resource Link is to grow, since an increasing number of managers are eager to use variable workers to staff their businesses. A decision facing Resource Link is whether to bring outsiders into the pool or to continue to rely on AT&T employees who choose this way of working. Teaching Purpose: To discuss the changing social contract linking individuals and firms; to discuss strategies for staffing firms in highly competitive and changing circumstances. HBS Number: 9-497-004 Type: Case (Field) Publication Date: 10/7/1996 Revision Date: 1/7/1997 Geographic Setting: United States Industry Setting: telecommunications Number of Employees: 1,000 Gross Revenues: $80 million revenues Subjects: Careers & career planning; Human resources management; MIS; Organizational design; Personnel management Supplementary Materials: Teaching Note, (5-497-064), 12p, by Jeffrey L. Bradach   Add     12 pp.  Teaching Note For use with 9-497-004 HBS Number: 5-497-064 Subjects: Careers & career planning; Human resources management; Organizational design; Personnel management    Aventis SA (A): Planning for a Merger   Add   View  27 pp.  Case Author(s): Margolis, Joshua D.; Knoop, Carin-Isabel Publication Date: 06/18/2004 Product Type: Case (Field) Product Description: Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis--what will be the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must plot their intensified efforts in the U.S. market, pick a leader, and choose between two approaches to research and development. The merger represents the ongoing efforts of the two predecessor companies to remake themselves into life science companies, and they face a range of pressures, from falling prices and intensifying demands on R&D for blockbusters to union opposition to the merger, skepticism from research analysts, and regulatory scrutiny. Amid these pressures, they must combine national and corporate cultures, merge into a single entity, and deliver the promised synergies. Concludes with a surprising development, when one of Hoechst's major shareholders objects to the merger. Teaching Purpose: To look at the implementation challenges of strategy and organizational design. HBS Number: 9-404-003 Geographic Setting: France, Germany, United StatesIndustry Setting: pharmaceuticalsNumber of Employees: 80,000Gross Revenues: $14 billion revenues Event Year Start: 1998Event Year End: 1999 Subjects: Corporate culture; Global Research Group; Mergers; Multinational corporations; Organizational behavior; Organizational design; Pharmaceuticals; Strategy formulation; Vision Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-404-108), 8p, by Joshua D. Margolis, Carin-Isabel Knoop    Aventis SA (B): A Company Is Born   Add   View  8 pp.  Case Author(s): Margolis, Joshua D.; Knoop, Carin-Isabel Publication Date: 06/18/2004 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-404-003) Aventis SA (A): Planning for a Merger. HBS Number: 9-404-108 Subjects: Corporate culture; Global Research Group; Mergers; Multinational corporations; Organizational behavior; Organizational design; Pharmaceuticals; Strategy formulation; Vision Academic Discipline: Organizational behavior & leadership    Bain & Co.’s IT Practice (A)   Add   View  7 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 09/01/2005 Revision Date: 08/24/2006 Product Type: Case (Field) HBS Number: 9-606-010 Geographic Setting: United States Industry Setting: Consulting Number of Employees: 2,000 Gross Revenues: $1 billion revenues Event Year Start: 2001 Event Year End: 2005 Subjects: Growth; Information technology; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-606-011), 1p, by Andrew P. McAfee; Supplement (Field), (9-606-012), 4p, by Andrew P. McAfee Product Description: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners.    Bain & Co.’s IT Practice (B)   Add   View  1 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 09/01/2005 Product Type: Supplement (Field) HBS Number: 9-606-011 Subjects: Growth; Information technology; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-606-010) Bain & Co.'s IT Practice (A).    Bain & Co.’s IT Practice (C)   Add   View  4 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 09/01/2005 Product Type: Supplement (Field) HBS Number: 9-606-012 Subjects: Growth; Information technology; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-606-010) Bain & Co.'s IT Practice (A).    Bargaining Strategies: Collaborative vs. Competitive Approaches   Add   View  14 pp.  Case Author(s): Ware, James P. Publication Date: 01/01/1980 Revision Date: 04/01/1980 Product Type: Note Product Description: Note describes aspects of bargaining situations that point toward either collaborative or distributive bargaining strategies. Focuses on the nature of the issues, the relationship between the negotiators, and broader contextual factors, and how these variables influence the negotiation climate. Also describes tactics for bargaining effectively in mixed situations that call for both kinds of strategies. HBS Number: 9-480-055 Subjects: Collective bargaining; Decision analysis; Interpersonal relations; Negotiations; Organizational behavior Academic Discipline: Organizational behavior & leadership    Basil “Buzz” Hargrove and de Havilland, Inc. (A)   Add     24 pp.  Teaching Note For use with 9-899-138 HBS Number: 5-801-277 Subjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influence    Bedrock Productions   Add   View  21 pp.  Case Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 06/21/2001 Product Type: Case (Field) Product Description: Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as more of a strategist marketer and less well-suited to the operational details, which are expanding as the firm grows. A president is hired, but fired soon after. Raises issues around what the founder's role is/should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if/how the founder must change. Teaching Purpose: Evolution of roles, growth, and development of senior team. HBS Number: 9-401-045 Geographic Setting: New YorkIndustry Setting: Web consultingCompany Size: smallNumber of Employees: 100Gross Revenues: $10 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Consulting; Growth strategy; Leadership; Organizational structure; Teams; World Wide Web Academic Discipline: Organizational behavior & leadership    Bennie Wiley at The Partnership, Inc.   Add   View  16 pp.  Case Author(s): Roberts, Laura Morgan; Winston, Victoria W. Publication Date: 10/24/2005 Revision Date: 12/12/2006 Product Type: Case (Field) HBS Number: 9-406-012 Geographic Setting: Boston, MA; United States Number of Employees: 5 Event Year Start: 2005 Event Year End: 2005 Subjects: African Americans; Business models; Careers & career planning; Diversity; General management; Growth strategy; Leadership; Minority & ethnic groups; Nonprofit sector; Power & influence; Women in business Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-406-013), 5p, by Laura Morgan Roberts, Victoria W. Winston Product Description: Benaree Wiley, an African American, female HBS graduate (class of 1972), was appointed CEO and president in 1991 of The Partnership, a Boston-based nonprofit dedicated to developing leadership potential in professionals of color and in increasing their representation in area businesses and institutions. The organization suffered from a lack of unity among the board, an unclear mission, and financial challenges, including debt in excess of $100,000. Starting with only an administrative assistant, Wiley built the organization from the ground up, using her ability to develop and nurture relationships as the basis for growth. In December 2004, Wiley announced her impending retirement, leaving the organization with the strategic challenge of moving its programs and services to a level of greater impact (beyond the Boston community), without the leadership of its heralded CEO.    Bernd Sterzel at the IVth Medizinische Klinik (A)   Add   View  18 pp.  Case Hill, Linda A.; Conrad, Melinda B. After 10 years of running a small laboratory at Yale Medical School, Dr. R. Bernd Sterzel assumes leadership of a nephrology clinic in Nurnberg and Erlangen, Germany. In his ambitious efforts to transform the clinic into a leading academic research institution, he encounters numerous challenges associated with health care management in a socialized medicine context. HBS Number: 9-493-059 Type: Case (Field) Publication Date: 2/25/1993 Revision Date: 3/21/1995 Geographic Setting: Germany Industry Setting: medicine/hospital administration Event Year Start: 1992 Event Year End: 1992 Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Supplementary Materials: Supplement (Field), (9-493-060), 2p, by Linda A. Hill, Melinda B. Conrad; Supplement (Field), (9-493-061), 6p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (5-494-121), 24p, by Linda A. Hill, Joshua D. Margolis   Add     24 pp.  Teaching Note For use with 9-493-059 HBS Number: 5-494-121 Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence    Bernd Sterzel at the IVth Medizinische Klinik (B)   Add   View  2 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 03/09/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-493-059) Bernd Sterzel at the IVth Medizinische Klinik (A). HBS Number: 9-493-060 Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-494-121), 24p, by Linda A. Hill, Joshua D. Margolis   Add     24 pp.  Teaching Note For use with 9-493-060 HBS Number: 5-494-121 Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Keyword    Title, Author, Case #, Etc.

Bernd Sterzel at the IVth Medizinische Klinik (C)   Add   View  6 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 03/21/1995 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-493-059) Bernd Sterzel at the IVth Medizinische Klinik (A). HBS Number: 9-493-061 Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-494-121), 24p, by Linda A. Hill, Joshua D. Margolis   Add     24 pp.  Teaching Note For use with 9-493-061 HBS Number: 5-494-121 Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence    Best Buy, Co., Inc. (A): An Innovator’s Journey   Add   View  20 pp.  Case Author(s): Leonard, Dorothy; DeLacey, Brian J. Publication Date: 09/04/2003 Revision Date: 11/18/2005 Product Type: Case (Field) Product Description: The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as innovation coaches. However, this kind of learning is expensive and time consuming. The case details the learning journey as experienced by Best Buy employees and raises the question of when such development programs are appropriate. Focuses on the learning process and stimulates debate about how people and organizations learn in general, as well as how an innovation capability can be fostered. HBS Number: 9-604-043 Geographic Setting: United States Industry Setting: Retail industry Number of Employees: 94,000 Gross Revenues: $20 billion revenues Event Year Start: 2002 Event Year End: 2003 Subjects: Creativity; Employee development; Innovation; Learning; Organizational learning; Strategy implementation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, DVD, (9-605-703), 34 min, by Dorothy Leonard; Case Video, (9-605-704), 34 min, by Dorothy Leonard; Supplement (Field), (2-606-049), 4p, by Dorothy Leonard, Brian J. DeLacey    Beverly Stern: Retail Executive   Add   View  23 pp.  Case Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 11/18/2003 Revision Date: 05/31/2005 Product Type: Case (Field) Product Description: Beverly Stern has been a successful operating manager in three prominent retail chains: GAP, Pottery Barn, and Williams-Sonoma. Stern's last job at a start-up did not meet her expectations, and she must now decide what to do next. She has an offer to start a new retail division of Gymboree. The case allows students to understand the career of a successful ``merchandising'' executive and to determine key personal characteristics and skills that support a successful career. Contains examples of what Stern learned as she progressed in her career and provides insights into the professional challenges that would be criteria for job choice. HBS Number: 9-604-018 Industry Setting: retail Event Year Start: 1989 Event Year End: 2003 Subjects: Career advancement; Careers & career planning; Decision making; Merchandising; Operations management; Women in business Academic Discipline: Organizational behavior & leadership    Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relat   Add   View  17 pp.  Case Author(s): Hill, Linda A.; Kamprath, Nancy Publication Date: 03/13/1991 Revision Date: 06/10/1998 Product Type: Note HBS Number: 9-491-096 Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; Women Academic Discipline: Organizational behavior & leadership Product Description: Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships.    Bill Belichick and the Cleveland Browns   Add   View  11 pp.  Case Author(s): Wells, John R.; Haglock, Travis Publication Date: 08/10/2005 Product Type: Case (Library) Product Description: Genius? That is not what they were calling Bill Belichick in Cleveland. Why? Four losing seasons in five years. Fans hurled trash and insults. The media resented him. Ownership abandoned him. Players quit on him. Very different from the three Super Bowls in five years Belichick would win with the New England Patriots a few years later. Different players? Different ownership? Different management styles? Different strategies? Different coach? Find out. What happened when the Browns hired a man who began studying football strategy at the age of six? A man with a degree in economics who almost became an MBA candidate before accepting a job in football that paid $25 a week. A man who was long recognized as one of the best assistant coaches in the NFL. Learn how Belichick managed the players, the coaches, the owner, the media, etc. May be used with: (9-706-413) Bill Belichick and the New England Patriots (A); (9-706-414) Bill Belichick and the New England Patriots (B); (2-706-412) The NFL. HBS Number: 9-706-415 Geographic Setting: Cleveland, OH Industry Setting: Sports industry Number of Employees: 200 Gross Revenues: $100 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Business history; CEO; Human resources management; Leadership; Management philosophy; Strategy formulation; Strategy implementation Academic Discipline: Organizational behavior & leadership    Blackwell Consulting Services, Teaching Note   Add     9 pp.  Teaching Note Author(s): Peterson, Joel; Tauber, Alexander Publication Date: 06/17/2004 Product Type: Teaching Note Publisher: Stanford University HBS Number: E173TN Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (E173) Blackwell Consulting Services.    Board of Directors at Morgan Stanley and Dean Witter (B)   Add   View  2 pp.  Case Author(s): Lorsch, Jay W.; Chernak, Alexis Publication Date: 08/23/2005 Revision Date: 01/11/2007 Product Type: Supplement (Library) HBS Number: 9-406-045 Subjects: Corporate culture; Corporate governance; Leadership; Performance; Resignations Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-405-105) The Board of Directors at Morgan Stanley Dean Witter (A).    Board of Directors at Morgan Stanley Dean Witter (A)   Add   View  24 pp.  Case Author(s): Lorsch, Jay W.; Robertson, Ashley C. Publication Date: 06/30/2005 Revision Date: 01/16/2007 Product Type: Case (Library) HBS Number: 9-405-105 Industry Setting: Banking industry Event Year Start: 2005 Event Year End: 2005 Subjects: Corporate culture; Corporate governance; Leadership; Performance; Resignations Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (9-406-045), 2p, by Jay W. Lorsch, Alexis Chernak Product Description: Examines the resignation of Philip Purcell as chairman and CEO of Morgan Stanley as a result of poor performance and cultural problems, as well as his relationship to the board of directors.    Board of Directors at the Coca-Cola Co.   Add   View  29 pp.  Case Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, Sonya Publication Date: 08/11/2003 Revision Date: 01/12/2004 Product Type: Case (Field) Product Description: Provides a history of the board of directors of the Coca-Cola Co. through 2003. Describes the evolution in the board's membership, practices, and structure and the role it played in the company's governance. Questions are raised about the relationship between the board and top management, especially how the board is carrying out its responsibilities in the 21st century. HBS Number: 9-404-039 Geographic Setting: Atlanta, GAIndustry Setting: soft drinksGross Revenues: $20 billion revenues Event Year Start: 2002Event Year End: 2003 Subjects: Beverages; Board of directors; Corporate governance Academic Discipline: Organizational behavior & leadership    Bob Beall at the Cystic Fibrosis Foundation   Add   View  22 pp.  Case Author(s): Hood, Sophie; Kaplan, Robert Steven Publication Date: 04/15/2009 Product Type: Color Case HBS Number: 9-409-107 Geographic Setting: District of Columbia Number of Employees: approx 200 Gross Revenues: approx 150 million Event Year Start: 2009 Event Year End: 2009 Subjects: Crisis management; Leadership; Nonprofits Academic Discipline: Organizational behavior & leadership Product Description: Bob Beall is the Chief Executive Officer of the Cystic Fibrosis Foundation (“CFF”). CFF is an extremely successful organization, but Beall has to determine how to manage the organization through the financial crisis of 2008/2009. In this situation, donations are likely to decline, investment surplus has declined and biotech partners are challenged to finance joint projects as well as their own operations. Beall is striving to find a cure of CFF while also determining what priorities he must emphasize and what trade-off decisions he must make in managing through the current period. He is preparing for a meeting with his board of trustees where he plans to discuss the current situation and the key decisions the organization needs to make.    Bob Fifer   Add   View  11 pp.  Case Thomas, David A.; Cohen, Doug Explores the life and concerns of Bob Fifer, HBS class of 1979 and CEO of Kaiser Associates. Explores the many influences on Bob's development and his subsequent career choices. It is written as a biography with extensive quotes from i HBS Number: 9-495-013 Type: Case (Field) Publication Date: 9/9/1994 Geographic Setting: United States Industry Setting: consulting Subjects: Careers & career planning; Consulting; Entrepreneurship; Organizational behavior; Self evaluation Supplementary Materials: Teaching Note, (5-498-063), 9p, by David A. Thomas, Emily D. Heaphy   Add     9 pp.  Teaching Note For use with 9-495-013 HBS Number: 5-498-063 Subjects: Careers & career planning; Consulting; Entrepreneurship; Organizational behavior; Self evaluation    Bob Galvin and Motorola, Inc. (A)   Add   View  14 pp.  Case Jick, Todd D.; Gentile, Mary Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The challenge is somewhat ambiguous, however, and the reaction is mixed. May be used with: (9-487-064) Bob Galvin and Motorola, Inc. (C). HBS Number: 9-487-062 Type: Case (Field) Publication Date: 4/9/1987 Revision Date: 3/27/1989 Geographic Setting: Chicago, IL and Phoenix, AZ Industry Setting: telecommunications Company Size: Fortune 500 Event Year Start: 1983 Event Year End: 1986 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Supplementary Materials: Supplement (Field), (9-487-063), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (5-491-100), 7p, by Todd D. Jick   Add     8 pp.  Teaching Note For use with 9-487-062 HBS Number: 5-491-100 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications    Bob Galvin and Motorola, Inc. (B)   Add   View  2 pp.  Case Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-487-062) Bob Galvin and Motorola, Inc. (A). HBS Number: 9-487-063 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-491-100), 7p, by Todd D. Jick   Add     8 pp.  Teaching Note For use with 9-487-063 HBS Number: 5-491-100 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications    Bob Galvin and Motorola, Inc. (C)   Add   View  9 pp.  Case Jick, Todd D.; Gentile, Mary Describes the implementation of the "organization effectiveness" process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results. May be used with: (9-487-062) Bob Galvin and Motorola, Inc. (A). HBS Number: 9-487-064 Type: Case (Field) Publication Date: 4/9/1987 Geographic Setting: Chicago, IL and Phoenix, AZ Industry Setting: telecommunications Company Size: Fortune 500 Event Year Start: 1984 Event Year End: 1986 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Supplementary Materials: Teaching Note, (5-491-100), 7p, by Todd D. Jick   Add     8 pp.  Teaching Note For use with 9-487-064 HBS Number: 5-491-100 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications    Bobbie D’Alessandro and the Redesign of the Cambridge Rindge and Latin School   Add   View  22 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C.; Pruyn Publication Date: 07/17/2001 Product Type: Case (Field) HBS Number: 9-402-002 Geographic Setting: Cambridge, MA Industry Setting: school system Number of Employees: 1,005 Gross Revenues: $106 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Academic administration; Diversity; Education; Leadership; Management of change; Nonprofit organizations; Organizational change; Public administration; Reorganization; Restructuring; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-402-005), 2p, by Linda A. Hill, Kristin C. Doughty Product Description: Bobbi D'Alessandro, the superintendent of the school system in Cambridge, MA, has just hired a new principal to lead a major redesign effort in the city's only high school. The need for reform had been evident since the late 1980s when school statistics highlighted substantial disparities in academic achievement rates across race and income level. Reform efforts over the past decade have met with little success. One of the most significant challenges in undertaking school redesign is managing the complex constituencies involved with the Cambridge school system, including students, parents, teachers, the teachers union, and the School Committee. D'Alessandro has been in the superintendent role less than two years and wonders how she can best create the conditions under which the new principal and the redesign effort will achieve success. Teaching Purpose: To illustrate the issues and challenges involved in exercising power and influence and attempting to effect significant change in a complex system with multiple stakeholders. To explore the challenges of managing change as a top manager. To explore the challenges of hiring a change agent and creating the conditions fo    Bradley Marquez: Reduction in Force (A)   Add   View  8 pp.  Case Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineet Publication Date: 07/15/2002 Revision Date: 10/10/2002 Product Type: Case (Field) Product Description: Alberto Marquez has to make a decision how to initiate layoffs. He must struggle with how to achieve his numbers to please stockholders and also be loyal to his employees. There are a number of crucial decisions he must make moving forward. Teaching Purpose: To teach skills necessary to ensure a professional and ethical reduction in force. May be used with: (9-403-007) Bradley Marquez: Reduction in Force (B). HBS Number: 9-403-005 Geographic Setting: New York, NYIndustry Setting: technologyNumber of Employees: 900Gross Revenues: $80 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Corporate culture; Education; Financial services; Layoffs; Loans; Organizational change; Personnel Academic Discipline: Organizational behavior & leadership    Bradley Marquez: Reduction in Force (A) and (B), Teaching Note   Add     13 pp.  Teaching Note Author(s): DeLong, Thomas J.; Heymann, Terence Publication Date: 03/07/2007 Product Type: Teaching Note HBS Number: 5-407-091 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-403-005) Bradley Marquez: Reduction in Force (A); (9-403-007) Bradley Marquez: Reduction in Force (B).    Bradley Marquez: Reduction in Force (B)   Add   View  6 pp.  Case Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineet Publication Date: 07/15/2002 Product Type: Case (Field) Product Description: Follows the struggle of the professional service firm to confront human capital and strategic issues. Students have the opportunity to grapple with challenges in reducing head counts in constructive ways. Teaching Purpose: To teach principles around reducing work force and how to have difficult conversations. May be used with: (9-403-005) Bradley Marquez: Reduction in Force (A). HBS Number: 9-403-007 Geographic Setting: New York, NYIndustry Setting: technologyNumber of Employees: 900Gross Revenues: $80 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Human resources management; Organizational behavior; Personnel Academic Discipline: Organizational behavior & leadership    Brady Training Program   Added   View  7 pp.  Case Author(s): Cohen, Allan; Duckett, William Publication Date: 01/01/2000 Revision Date: 05/05/2004 Product Type: Case (Field) Publisher: Babson College HBS Number: BAB087 Industry Setting: computer manufacturing Subjects: Behavior; Ethics; Group dynamics; Organizational behavior; Organizational design; Values Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (BAB587), 11p, by Allan Cohen, Robin Willits, Steve Fink, Herman Gadon Product Description: Chronicles the events that prompt the recruits of one computer company's training program to aid one another on assignments and projects despite rules explicitly prohibiting such behavior. Emphasizes personal values and the choices made in different circumstances. Also raises questions about the responsibility of companies to design organizations that induce ethical behavior. Bill Flynn is a 23-year-old newcomer to the Brady Co. Information Systems Department. After having worked for one year in sales for a different computer manufacturer, Flynn joined the Brady Co. to develop his understanding of hardware and programming. Upon learning that the Brady training program is intensely rigorous and competitive — usually less than one-third of the recruits complete it — Flynn and other recruits begin to help one another, despite being forbidden at the outset from doing so. Flynn forms a study group with two classmates; catches two recruits photocopying former students' completed assignments and takes a copy to share with his own group; and reads the supervisors' secret files evaluating recruits' progress. After seeing comments in his own file that question his commitment to become part of the Information Systems Department, Flynn cultivates disingenuous friendships with his supervisors. When he survives the 12-month training program, Flynn is offered a formal position i   Add     11 pp.  Teaching Note For use with BAB087 HBS Number: BAB587 Subjects: Behavior; Ethics; Group dynamics; Organizational behavior; Organizational design; Values    Breaking Through Action Plan   Add   View  11 pp.  Case Author(s): Thomas, David A.; Watai, Karen J. Publication Date: 11/20/2008 Product Type: Exercise HBS Number: 409059 Subjects: Career advancement; Careers & career planning; Influence; Networking; Networks; Power & influence Academic Discipline: Organizational behavior & leadership Product Description: The “Breaking Through Action Plan” is a developmental tool based on the book, Breaking Through the Making of Minority Executives in Corporate America by David A. Thomas and John J. Gabarro. The Action Plan was originally designed as part of a facilitated session, but can also be used in conjunction with the book. The Action Plan guides individuals through an examination of the critical areas of competence, credibility, confidence, and relationships. Completing this Action Plan will allow individuals to reflect on these critical ares and help them determine appropriate and impactful steps to help further their development.    Brent Spar Incident: “A Shell of a Mess”   Add   View  6 pp.  Case Author(s): Greyser, Stephen A.; Klein, Norman Publication Date: 12/20/1996 Revision Date: 01/14/1997 Product Type: Case (Library) Product Description: Seeking to dispose of an outmoded oil drilling platform in the North Sea, Shell finds itself confronted by Greenpeace and other environmentalists. The protesters land 12 people onto the rig and initiate media coverage of their "occupation." The case follows the events during the spring and summer of 1995, focusing on the United Kingdom and Continent countries. Students are confronted with the need to recommend communication approaches and actions at various stages of the developments. Teaching Purpose: Provides students with an opportunity to appraise company and protester communications initiatives in the course of a highly visible protest. Key publics must be identified and communications approaches and actions must be laid out. HBS Number: 9-597-013 Geographic Setting: United KingdomIndustry Setting: energy/petroleum Event Year Start: 1995Event Year End: 1995 Subjects: Communication strategy; Environmental protection; Petroleum; Public relations; United Kingdom Academic Discipline: Organizational behavior & leadership    Brief Biographical Note on P. Roy Vagelos   Add   View  4 pp.  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    Brief Note on Social Motives   Add   View  6 pp.  Case Author(s): Gabarro, John J.; Wormley, Wallace Publication Date: 11/01/1976 Revision Date: 11/01/1980 Product Type: Note Product Description: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power." HBS Number: 9-477-053 Subjects: Employee attitude; Motivation; Power & influence Academic Discipline: Organizational behavior & leadership    Brinkerhoff International, Inc. (A)   Add   View  15 pp.  Case Barnes, Louis B. Presents a study of two oil rigs and their team relationships within a context of dissension in lower management ranks and a president who is trying to expand the business in a changing economy. Teaching Purpose: To show the importance of teamwork at the bottom of a high-skill, dangerous business. HBS Number: 9-494-110 Type: Case (Field) Publication Date: 2/18/1994 Revision Date: 11/14/1994 Geographic Setting: Alberta, Canada Industry Setting: oil drilling Gross Revenues: $27 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; Petroleum Supplementary Materials: Supplement (Field), (9-494-111), 1p, by Louis B. Barnes; Teaching Note, (5-496-041), 6p, by Louis B. Barnes, Judith Maas   Add     6 pp.  Teaching Note For use with 9-494-110 HBS Number: 5-496-041 Subjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; Petroleum    Brinkerhoff International, Inc. (B)   Add   View  1 pp.  Case Author(s): Barnes, Louis B. Publication Date: 02/18/1994 Product Type: Supplement (Field) Product Description: Follow-up to the (A) case. Must be used with: (9-494-110) Brinkerhoff International, Inc. (A). HBS Number: 9-494-111 Subjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; Petroleum Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-496-041), 6p, by Louis B. Barnes, Judith Maas   Add     6 pp.  Teaching Note For use with 9-494-111 HBS Number: 5-496-041 Subjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; Petroleum    British Broadcasting Corp. (A): One BBC   Add   View  22 pp.  Case Author(s): Kanter, Rosabeth Moss; Raymond, Douglas Publication Date: 02/20/2003 Revision Date: 07/18/2005 Product Type: Case (Field) Product Description: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies? May be used with: (9-303-076) British Broadcasting Corp. (B): Making It Happen. HBS Number: 9-303-075 Geographic Setting: United Kingdom Industry Setting: Broadcasting industry; Media Number of Employees: 25,000 Gross Revenues: $4,950 million revenues Event Year Start: 2000 Event Year End: 2001 Subjects: Business government relations; Change management; Corporate culture; Creativity; Leadership; Organizational behavior Academic Discipline: Organizational behavior & leadership    British Broadcasting Corp. (B): Making It Happen   Add   View  15 pp.  Case Author(s): Kanter, Rosabeth Moss; Raymond, Douglas Publication Date: 02/20/2003 Revision Date: 07/18/2005 Product Type: Case (Field) Product Description: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism within the organization and allowed the employees of the BBC to create a shared set of objectives for the change effort. After 10 months, employees feel that things are changing and that the culture of the BBC has improved. However, there are signs of change fatigue and Dyke must decide how much further to go while ensuring that the gains that have been made will not be lost. May be used with: (9-303-075) British Broadcasting Corp. (A): One BBC. HBS Number: 9-303-076 Geographic Setting: United Kingdom Industry Setting: Broadcasting industry; Media Number of Employees: 25,000 Gross Revenues: $4,950 million revenues Event Year Start: 2000 Event Year End: 2001 Subjects: Business government relations; Change management; Corporate culture; Creativity; Leadership; Organizational behavior Academic Discipline: Organizational behavior & leadership    British Steel Corp.: The Korf Contract   Add   View  15 pp.  Case Author(s): Kotter, John P.; Stengrevics, John M. Publication Date: 12/01/1980 Revision Date: 09/24/1985 Product Type: Case (Library) Product Description: Traces a complex resource allocation decision facing British Steel in 1975. Students study the influences on the various managers involved in making the decision. HBS Number: 9-481-110 Geographic Setting: United Kingdom Industry Setting: Steel industry Event Year Start: 1975 Event Year End: 1975 Subjects: Power & influence; Resource allocation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-882-520), 60 min, by Jay W. Lorsch, Alice M. Sapienza; Case Video, (9-882-521), 25 min, by John P. Kotter, Alice M. Sapienza; Teaching Note, (5-486-124), 7p, by W. Earl Sasser Jr.   Add     7 pp.  Teaching Note For use with 9-481-110 HBS Number: 5-486-124 Subjects: Power & influence; Resource allocation; Steel; United Kingdom    Broken Trust: Role of Professionals in the Enron Debacle   Add   View  17 pp.  Case Author(s): Nanda, Ashish Publication Date: 12/07/2002 Revision Date: 02/28/2003 Product Type: Note Product Description: Discusses the role of professionals in the Enron debacle. Argues that professionals failed to prevent or predict Enron's collapse because of the conflicts of interest they faced. Concludes with observations on management and regulation of conflicts of interest facing professionals. HBS Number: 9-903-084 Subjects: Conflicts of interest; Management of professionals; Professional services Academic Discipline: Organizational behavior & leadership    Bronnercom   Add   View  12 pp.  Case Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 10/16/2000 Product Type: Case (Field) Product Description: The private equity firm Hellman & Friedman (H&F) invests $100 million in Boston-based Bronner Slosberg Humphrey (BSH), a technology and marketing services firm. H&F holds two seats on the BSH six-member board. The directors representing H&F must think about how to balance their roles as controlling owners and directors of a professional service firm. Teaching Purpose: To discuss the role of private equity directors and how their involvement affects boards. May be used with: (9-401-022) Digitas. HBS Number: 9-401-021 Geographic Setting: Boston, MAIndustry Setting: technology & marketing servicesNumber of Employees: 1,600Gross Revenues: $187 million revenues Event Year Start: 1999Event Year End: 1999 Subjects: Board of directors; Corporate governance; IPO; Organizational behavior; Professional services; Technology Academic Discipline: Organizational behavior & leadership    BT Plc: The Broadband Revolution (A)   Add   View  21 pp.  Case Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M. Publication Date: 09/27/2006 Revision Date: 10/16/2007 Product Type: Color Case HBS Number: 9-407-001 Geographic Setting: United Kingdom Industry Setting: Telecommunications industry Number of Employees: 100,000 Event Year Start: 2002 Event Year End: 2003 Subjects: CEO; Cross functional management; Innovation; Organizational behavior; Organizational change; Organizational problems; Organizational structure Academic Discipline: Organizational behavior & leadership Supplementary Materials: Color Case, (9-407-002), 21p, by Michael Tushman, David Kiron, Adam M. Kleinbaum Product Description: In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within the UK are being thwarted by a reluctant management team. Discusses the problems Verwaayen and Ritchie face in forging a social revolution within BT and illustrates the challenges of cross line of business innovation.    BT Plc: The Broadband Revolution (A)   Add   View  21 pp.  Case Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M. Publication Date: 09/27/2006 Revision Date: 10/16/2007 Product Type: Color Case HBS Number: 407001 Geographic Setting: United Kingdom Industry Setting: Telecommunications industry Number of Employees: 100,000 Event Year Start: 2002 Event Year End: 2003 Subjects: CEO; Cross functional management; Innovation; Organizational behavior; Organizational change; Organizational problems; Organizational structure Academic Discipline: Organizational behavior & leadership Supplementary Materials: Color Case, (407002), 21p, by Michael Tushman, David Kiron, Adam M. Kleinbaum Product Description: In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within the UK are being thwarted by a reluctant management team. Discusses the problems Verwaayen and Ritchie face in forging a social revolution within BT and illustrates the challenges of cross line of business innovation.    BT Plc: The Broadband Revolution (B)   Add   View  10 pp.  Case Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M. Publication Date: 09/27/2006 Revision Date: 10/16/2007 Product Type: Color Case HBS Number: 9-407-002 Subjects: CEO; Cross functional management; Innovation; Organizational behavior; Organizational change; Organizational problems; Organizational structure Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-407-001) BT Plc: The Broadband Revolution (A).    BT Plc: The Broadband Revolution (B)   Add   View  10 pp.  Case Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M. Publication Date: 09/27/2006 Revision Date: 10/16/2007 Product Type: Color Case HBS Number: 407002 Subjects: CEO; Cross functional management; Innovation; Organizational behavior; Organizational change; Organizational problems; Organizational structure Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (407001) BT Plc: The Broadband Revolution (A).    Buck & Pulleyn   Add   View  12 pp.  Case Barnes, Louis B. A woman CEO believes that industry and organizational conditions require that a reengineering/restructuring job be done on her company. However, she wants to gain maximum commitment and buy-in. She does this by setting up employee task forces and teams, but these are only the beginning of new efforts that must be made. Teaching Purpose: To help students see the problems and possibilities involved in the major restructuring of an organization. HBS Number: 9-494-126 Type: Case (Field) Publication Date: 4/12/1994 Revision Date: 1/5/1995 Geographic Setting: Rochester, NY Industry Setting: advertising Company Size: small Number of Employees: 54 Gross Revenues: $26 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Advertising; Employee compensation; Leadership; Organizational design; Organizational structure; Reengineering; Women    Buck & Pulleyn’s Team Management   Add   View  9 pp.  Case Barnes, Louis B. In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues? Teaching Purpose: Team management has become very popular, but transitions from traditional structures to teams are not easy. The discussion will center on how to deal with these issues. HBS Number: 9-497-007 Type: Case (Field) Publication Date: 7/17/1996 Geographic Setting: Rochester, NY Industry Setting: advertising Company Size: small Number of Employees: 70 Gross Revenues: $26 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Advertising; Group behavior; Organizational change; Organizational design; Organizational structure; Participatory management    Building Capabilities: Mechanisms for and Impediments to Learning   Add     13 pp.  Teaching Note Author(s): Spear, Steven; Bowen, H. Kent Publication Date: 03/02/2004 Product Type: Teaching Note HBS Number: 5-604-082 Subjects: Intangible assets; Learning; Organizational development; Teaching methods Academic Discipline: Organizational behavior & leadership Product Description: Stand-alone Teaching Note.    Building Coalitions   Added   View  8 pp.  Case Author(s): Ibarra, Herminia; Suesse, Jennifer M. Publication Date: 01/27/1997 Revision Date: 04/09/1997 Product Type: Note Product Description: Introduces students to Peter Black's tactical approach toward building coalitions. HBS Number: 9-497-055 Subjects: Power & influence; Academic Discipline: Organizational behavior & leadership    Building Effective One-on-One Work Relationships   Add   View  12 pp.  Case Author(s): Hill, Linda A. Publication Date: 10/13/1996 Product Type: Note Product Description: Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to manage conflict based on the Senge Model of advocacy, inquiry, and mental models, all of which encourage people to uncover their assumptions. Teaching Purpose: Complements the teaching of cases on individuals and networks. HBS Number: 9-497-028 Subjects: Communication strategy; Human relations; Interpersonal relations; Organizational behavior Academic Discipline: Organizational behavior & leadership    C&S Wholesale Grocers: Self-Managed Teams   Add   View  12 pp.  Case Author(s): DeLong, Thomas J.; Ager, David L.; Mody, Tejal Publication Date: 08/13/2003 Revision Date: 10/14/2003 Product Type: Case (Field) HBS Number: 9-404-025 Geographic Setting: New England Industry Setting: Wholesale; Grocery stores Number of Employees: 810 Gross Revenues: $600 million Event Year Start: 1988 Event Year End: 1988 Subjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Warehousing; Wholesaling; Work environment; Working conditions Academic Discipline: Organizational behavior & leadership Product Description: Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily throughput. Cohen was concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. When implemented successfully, the self-managed teams concept had been credited with enhancing an organization's productivity and competitiveness. Cohen wondered how such a concept could be implemented in the context of a labor-intensive, unionized warehouse environment. Learning Objective: To discuss the benefits and challenges inherent in the introduction of the self-managed teams concept in a unionized warehouse environment.    C&S Wholesale Grocers: Self-Managed Teams, Teaching Note   Add     11 pp.  Teaching Note Author(s): DeLong, Thomas J. Publication Date: 09/23/2005 Product Type: Teaching Note HBS Number: 5-406-049 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-404-025) C&S Wholesale Grocers: Self-Managed Teams.    C. R. Smith and the Birth of American Airlines   Add   View  28 pp.  Case Author(s): Mayo, Anthony J.; Singleton, Laura G. Publication Date: 12/21/2005 Revision Date: 11/02/2007 Product Type: Case (Library) HBS Number: 9-406-082 Geographic Setting: United States Industry Setting: Airline industry Gross Revenues: $727 million revenues Event Year Start: 1920 Event Year End: 1970 Subjects: Business history; Executive ability; Government & business; Growth strategy; Industry analysis; Leadership; Regulations; Vision Academic Discipline: Organizational behavior & leadership Product Description: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy — technology standardization, safety, and customer service — to build his business. Covers the first 50 years of American Airlines' history, beginning with its role as an industry consolidator in the late 1920s. Smith's strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry.    C. R. Smith and the Birth of American Airlines   Add   View  28 pp.  Case Author(s): Mayo, Anthony J.; Singleton, Laura G. Publication Date: 12/21/2005 Revision Date: 05/01/2009 Product Type: Case (Library) HBS Number: 406082 Geographic Setting: United States Industry Setting: Airline industry Gross Revenues: $727 million revenues Event Year Start: 1920 Event Year End: 1970 Subjects: Business history; Executive ability; Government & business; Growth strategy; Industry analysis; Leadership; Regulations; Vision Academic Discipline: Organizational behavior & leadership Product Description: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy — technology standardization, safety, and customer service — to build his business. Covers the first 50 years of American Airlines' history, beginning with its role as an industry consolidator in the late 1920s. Smith's strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry.    C.W. Post   Add   View  27 pp.  Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/08/2005 Revision Date: 03/22/2006 Product Type: Case (Library) Product Description: In 1906, C.W. Post had to move his latest breakfast product — corn flakes — from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts — which generated millions in profits for the Postum Cereal Co. But not Elijah's Manna — the brand name that Post put on his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post's foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest? HBS Number: 9-406-063 Geographic Setting: Midwestern United States; Northwestern United States Industry Setting: Food processing industry Number of Employees: 400-1,200 Gross Revenues: $1.2 million revenues Event Year Start: 1900 Event Year End: 1910 Subjects: Brands; Business history; Cultural intelligence; Entrepreneurs; Entrepreneurship; Innovation; Leadership; New product marketing; Sales strategy Academic Discipline: Organizational behavior & leadership    C.W. Post   Add   View  26 pp.  Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/08/2005 Revision Date: 03/13/2008 Product Type: Case (Library) HBS Number: 406063 Geographic Setting: Midwestern United States; Northwestern United States Industry Setting: Food processing industry Number of Employees: 400-1,200 Gross Revenues: $1.2 million revenues Event Year Start: 1900 Event Year End: 1910 Subjects: Brands; Business history; Cultural intelligence; Entrepreneurs; Entrepreneurship; Innovation; Leadership; New product marketing; Sales strategy Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (408068), 8p, by Anthony J. Mayo, Mark Benson Product Description: In 1906, C.W. Post had to move his latest breakfast product — corn flakes — from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts — which generated millions in profits for the Postum Cereal Co. But not Elijah's Manna — the brand name that Post put on his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post's foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest?    C.W. Post, Teaching Note   Add     8 pp.  Teaching Note Author(s): Mayo, Anthony J.; Benson, Mark Publication Date: 09/28/2007 Product Type: Teaching Note HBS Number: 5-408-068 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-406-063) C.W. Post.    CalPERS’ Emerging Equity in the Markets Principle   Add   View  37 pp.  Case Author(s): Eccles, Robert G.; Sesia , Aldo, Jr. Publication Date: 03/08/2009 Product Type: Case (Field) HBS Number: 9-409-054 Industry Setting: Pension funds industry Event Year Start: 2009 Event Year End: 2009 Subjects: Emerging markets; Innovation; Portfolio management Academic Discipline: Organizational behavior & leadership Product Description: The California Public Employees' Retirement System (CalPERS) — the largest public pension fund in the U.S. — had adopted a new principles-based approach to investing in emerging market equities in November 2007. Previously, CalPERS internal and external money managers were prohibited from investing in certain developing countries because the countries failed to meet certain standards for political stability, human rights, market regulation, etc. The new principles-based approach would allow CalPERS money managers to invest in companies that were financially attractive and competitively positioned provided their business practices were sound from an environmental, social, & governance (ESG) perspective regardless of where they were located. By allowing investment in these types of companies regardless of where they operated, CalPERS had hoped to improve its investment returns. The case is set in January 2009, a little more than a year from the time the principles-based approach had been adopted. It is a good time to review the implementation process and how the new principles-based approach changed CalPERS' emerging market equities portfolios and their returns. The case focuses on one of CalPERS' external fund managers, Dimensional Fund Advisors, and a service provider to DFA and CalPERS, KLD Research & Analytics. One question facing CalPERS with this new approach is whether to invest in PetroChina, which had been off-limits previously due to the screening criteria that were used to identify which countries qualified f    CalPERS’ Emerging Equity in the Markets Principles   Add   View  40 pp.  Case Author(s): Eccles, Robert G.; Sesia, Aldo , Jr. Publication Date: 03/08/2009 Revision Date: 10/09/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409054 Event Year Start: 2009 Subjects: Portfolio management; Emerging markets; Innovation Academic Discipline: Organizational Behavior & leadership Product Description: The California Public Employees' Retirement System (CaIPERS)-the largest public pension fund in the U.S.-had adopted a new principles-based approach to investing in emerging market equities in November 2007. Previously, CalPERS internal and external money managers were prohibited from investing in certain developing countries because the countries failed to meet certain standards for political stability, human rights, market regulation, etc. The new principles-based approach would allow CalPERS money managers to invest in companies that were financially attractive and competitively positioned provided their business practices were sound from an environmental, social, & governance (ESG) perspective regardless of where they were located. By allowing investment in these types of companies regardless of where they operated, CalPERS had hoped to improve its investment returns. The case is set in January 2009, a little more than a year from the time the principles-based approach had been adopted. It is a good time to review the implementation process and how the new principles-based approach changed CaIPERS' emerging market equities portfolios and their returns. The case focuses on one of CalPERS' external fund managers, Dimensional Fund Advisors, and a service provider to DFA and CalPERS, KLD Research & Analytics. One question facing CalPERS with this new approach is whether to invest in PetroChina, which had been off-limits previously due to the screening criteria that were used to identify which countries qualified for emerging markets inv    Cambridge Consulting Group: Bob Anderson   Add   View  5 pp.  Case Lorsch, Jay W.; Gabarro, John J. Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. Teaching Purpose: Demonstrates dilemmas of the producing manager's role. HBS Number: 9-496-023 Type: Case (Field) Publication Date: 10/18/1995 Revision Date: 10/16/1996 Geographic Setting: Boston, MA Industry Setting: consulting Gross Revenues: $85 million revenues Subjects: Consulting; Delegation of authority; Growth management; Leadership; Professionals    Campbell and Bailyn’s Boston Office: Managing the Reorganization   Add   View  10 pp.  Case Author(s): Donnellon, Anne Publication Date: 04/11/2008 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 2182 Geographic Setting: United States; Massachusetts Subjects: Organizational behavior; Fixed costs; Leadership; Change management; Group dynamics; Human resources management; Compensation; Organizational design; Matrix organization; Sales; Leading teams Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (2183), 9p, by Ann Donellon,Dun Gifford Product Description: Ken Winston, the regional sales manager at a securities brokerage firm, has reorganized his generalist salespeople into “Key Account Teams” (KAT), to increase sales of specialized, higher-margin fixed income products. Winston is also implementing a new corporate performance management system. To help improve coordination between sales and marketing, Winston must solicit feedback from marketing staff on how responsive his salespeople are to marketing's directives. The marketing group has information on product costs that allow it to forecast product profitability, and by persuading the sales force to focus on those products the marketers can improve firm-wide margins. The KAT model, implemented six months earlier, has challenged the core internal values of the organization - such as a salesperson's control of his or her customer base and the appropriateness of product specialization. However, the long-term test of the new organizational structure will be its alignment with external changes in the securities industry: how securities are bought and sold and the types of new products flooding the market.    Cancer Health Alliance of Metropolitan Chicago: Working Together to Achieve Mutual Goals   Add   View  8 pp.  Case Author(s): Haider, Don Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL247 Geographic Setting: Chicago, IL; Illinois; United States Industry Setting: Health care industry; Nonprofit Subjects: Alliances; Growth; Health care systems; Nonprofit sector; Nonprofits; Organizational behavior Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (KEL248), 3p, by Don Haider Product Description: Describes how four independent, community-based nonmedical centers that offered professional services and programs to cancer patients on a voluntary non-fee basis in the 1990s came together to form the Cancer Health Alliance in 2003-2004 as a separate nonprofit to help achieve more of their mission and be more sustainable.    Cancer Health Alliance of Metropolitan Chicago: Working Together to Achieve Mutual Goals, Teaching Note   Add     3 pp.  Teaching Note Author(s): Haider, Don Publication Date: 01/01/2006 Product Type: Teaching Note HBS Number: KEL248 Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (KEL247) Cancer Health Alliance of Metropolitan Chicago: Working Together to Achieve Mutual Goals.    CapitaLand Ltd: CEO Selection   Add   View  16 pp.  Case Author(s): Shih-Ta Chen, Michael; DeLong, Thomas J.; Donovan, G. A. Publication Date: 09/18/2009 Product Type: Case (Field) HBS Number: 9-410-055 Number of Employees: 10,000 Gross Revenues: 2.6 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Career advancement; Corporate culture; Employee promotions; Executive selection; Hiring Academic Discipline: Organizational behavior & leadership Product Description: In September 2007, the Group President of CapitaLand has to select a new CEO for a key subsidiary. The case presents the profiles of three candidates — two internal and one external — and ends with the senior management team debating the candidates' merits.    Career Choice-Making Case Assignment   Add   View  2 pp.  Case Author(s): Higgins, Monica; Thomas, David A.; Zuboff, Shoshana Publication Date: 08/26/2002 Product Type: Exercise Product Description: Sets the stage for self-assessment as an integral component in the process of career development. HBS Number: 9-403-054 Subjects: Careers & career planning; Self evaluation Academic Discipline: Organizational behavior & leadership    Career Orientation Instrument   Add   View  8 pp.  Case Author(s): Higgins, Monica C.; Dobrow, Shoshana Publication Date: 10/27/2004 Product Type: Exercise Product Description: This self-assessment exercise helps students explore how they engage with and make meaning of their careers. Specifically, it allows them to examine their relationship to their anticipated general career area--business. Includes a 35-item survey, scoring instructions, a self-scoring sheet, a feedback sheet, and a note on interpreting one's career orientation. May be used with: (9-404-803) Kim Malone, Video; (9-405-058) Career Orientation Instrument. HBS Number: 9-405-058 Subjects: Career advancement; Career changes; Careers & career planning; Organizational behavior; Self evaluation Academic Discipline: Organizational behavior & leadership    Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A)   Add   View  18 pp.  Case Author(s): Perlow, Leslie A.; Ager, David Publication Date: 01/27/2003 Revision Date: 04/29/2004 Product Type: Case (Field) Product Description: Vicki Amon-Higa, vice-president of KANA, a publicly traded, mid-size development company, was working with Bryan Kettle, KANA's CFO, to plan a layoff whereby KANA would reduce the size of its workforce by nearly 40%. Despite the best of intentions, news of the layoff leaked before the planned announcement. The situation quickly deteriorated as a series of irate managers called Amon-Higa, demanding to know why they weren't aware of the layoff and asking her how to handle the situation. She must quickly assess the situation, figure out what went wrong, and decide how to manage each of the company's stakeholders, including Chuck Bay, KANA's CEO. Teaching Purpose: To examine conflict, speaking, up, and crisis management. HBS Number: 9-403-117 Geographic Setting: United States Industry Setting: software Company Size: mid-size Number of Employees: 400 Event Year Start: 2001 Event Year End: 2001 Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-403-118), 2p, by Leslie A. Perlow, David Ager; Supplement (Field), (9-403-119), 3p, by Leslie A. Perlow, David Ager; Teaching Note, (5-404-060), 14p, by Leslie A. Perlow, David Ager   Add     14 pp.  Teaching Note For use with 9-403-117 HBS Number: 5-404-060 Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software    Caterpillar: Working to Establish “One Voice”   Add   View  31 pp.  Case Author(s): Platt, Marjorie B.; Hertenstein, Julie H. Publication Date: 06/28/2004 Product Type: Case (Pub Mat) Publisher: Design Management Institute Product Description: Discusses moving beyond corporate identity and branding as graphic design to the principle of Voice, defined as an organization's profile that emerges from its values and history. Outlines the design of Caterpillar's Voice as a way of building relationships as well as recognition, about taking advantage of Voice as a guidepost for strategic thinking as well as a guideline for both internal and external communications. HBS Number: DMI013 Industry Setting: machineryGross Revenues: $22.76 billion revenues Event Year Start: 1991Event Year End: 2003 Subjects: Brand management; Communication strategy; Corporate branding; Design management Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (DMI014), 3p, by Thomas Walton   Add     3 pp.  Teaching Note For use with DMI013 HBS Number: DMI014 Subjects: Brand management; Communication strategy; Corporate branding; Design management    Cathy Benko: WINning at Deloitte (A)   Add   View  10 pp.  Case Author(s): McGinn, Kathleen L.; Kolb, Deborah M.; Hammer, Cailin B. Publication Date: 09/28/2006 Revision Date: 11/06/2006 Product Type: Case (Field) HBS Number: 9-907-026 Geographic Setting: United States Industry Setting: Consulting firms Number of Employees: 30,000 Gross Revenues: $7 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Career advancement; Employee promotions; Leadership; Negotiations; Organizational change; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-907-027), 5p, by Kathleen L. McGinn, Deborah M. Kolb, Cailin B. Hammer Product Description: An abstract is not available for this product.    Cathy Benko: WINning at Deloitte (B)   Add   View  5 pp.  Case Author(s): McGinn, Kathleen L.; Kolb, Deborah M.; Hammer, Cailin B. Publication Date: 09/28/2006 Revision Date: 11/06/2006 Product Type: Supplement (Field) HBS Number: 9-907-027 Subjects: Career advancement; Employee promotions; Leadership; Negotiations; Organizational change; Women Academic Discipline: Organizational behavior & leadership Product Description: An abstract is not available for this product. Must be used with: (9-907-026) Cathy Benko: WINning at Deloitte (A).    Champion International   Add   View  26 pp.  Case Beer, Michael; Weber, James B. Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry dynamics, success on the financial side has been harder to achieve. The change effort has focused on the creation of a high-performance organization through the use of self-managing teams at all levels of the organization. Teaching Purpose: Provides the opportunity to examine an organizational transformation effort over a 15-year period and judge its success. HBS Number: 9-499-019 Type: Case (Field) Publication Date: 7/13/1998 Revision Date: 3/28/2000 Geographic Setting: United States Industry Setting: paper & forest products Number of Employees: 24,000 Gross Revenues: $6 billion revenues Event Year Start: 1981 Event Year End: 1997 Subjects: Forest products; Management of change; Manufacturing; Organizational change; Organizational design; Paper industry; Teams    Changing the Culture at British Airways   Add   View  12 pp.  Case Author(s): Kotter, John P.; Leahey, James K. Publication Date: 10/09/1990 Revision Date: 09/13/1993 Product Type: Case (Field) Product Description: In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from “bloody awful'' to “bloody awesome.'' Experiencing a financial crisis in 1981 and trying to meet the challenges of privatization helped the people at British Airways focus on changing their culture through reorganization and instituting new beliefs. HBS Number: 9-491-009 Geographic Setting: United Kingdom Industry Setting: airline Number of Employees: 50,000 Event Year Start: 1980 Event Year End: 1990 Subjects: Airlines; Corporate culture; Corporate strategy; Management philosophy; Organizational change; Organizational problems; Privatization; United Kingdom Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-493-503), 13 min, by John P. Kotter    Changing Times at the NBA   Add   View  26 pp.  Case Author(s): DeLong, Thomas J.; Reed, Daniel; Cheek-Clayton, Tonika Publication Date: 01/10/2005 Revision Date: 08/10/2005 Product Type: Case (Field) Product Description: David Stern, commissioner of the National Basketball Association (NBA), faces myriad challenges: globalization of product, young players entering the league, loss of fan base, etc. Stern must put together a plan for the Board of Governors that confronts these challenges to create a more dynamic, profitable, and strategic organization. HBS Number: 9-405-004 Geographic Setting: United States Industry Setting: Professional sports teams & organizations Number of Employees: 1,000 Event Year Start: 2004 Event Year End: 2004 Subjects: Leadership; Organizational behavior; Organizational change; Organizational development; Power & influence; Sports Academic Discipline: Organizational behavior & leadership    Chapter Enrichment Program Teams at the American Red Cross (A)   Add   View  15 pp.  Case Author(s): Polzer, Jeffrey T.; Woolley, Anita Williams Publication Date: 01/10/2002 Revision Date: 04/01/2004 Product Type: Case (Field) HBS Number: 9-402-042 Geographic Setting: United States Gross Revenues: $2.5 billion revenues Event Year Start: 1998 Event Year End: 2001 Subjects: Group dynamics; Leadership; Organizational behavior; Teams Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-403-091), 3p, by Jeffrey T. Polzer, Anita Williams Woolley; Teaching Note, (5-404-120), 20p, by Jeffrey T. Polzer, Anita Williams Woolley, Jennifer L. Illes Product Description: The American Red Cross has a system for structuring, staffing, and leading teams to review its local chapters. Mirroring professional services firms that use teams to serve clients, this system provides detailed guidelines to increase individual team member's efficiency and thoroughness. The protagonist at Red Cross headquarters who designed the system, however, is concerned that the structure she has provided is detracting from the teams' overall creativity and integration. Highlights the trade-offs of providing teams with too little structure (e.g., inefficiency, variable quality of team's work products) vs. too much structure (e.g., team members have little opportunity to utilize their expertise and creativity). May be used with: (R0507P) The Discipline of Teams (HBR Classic).   Add     20 pp.  Teaching Note For use with 9-402-042 HBS Number: 5-404-120 Subjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; Teams    Chapter Enrichment Program Teams at the American Red Cross (B)   Add   View  3 pp.  Case Author(s): Polzer, Jeffrey T.; Woolley, Anita Williams Publication Date: 01/23/2003 Revision Date: 04/01/2004 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-402-042) Chapter Enrichment Program Teams at the American Red Cross (A). HBS Number: 9-403-091 Subjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; Teams Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-404-120), 20p, by Jeffrey T. Polzer, Anita Williams Woolley, Jennifer L. Illes   Add     20 pp.  Teaching Note For use with 9-403-091 HBS Number: 5-404-120 Subjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; Teams    Charlotte Beers at Ogilvy & Mather Worldwide (A)   Added   View  18 pp.  Case Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 10/12/1999 Product Type: Case (Field) HBS Number: 9-495-031 Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Advertising; Leadership; Multinational corporations; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-495-032), 2p, by Herminia Ibarra, Nicole Sackley; Case Video, (9-497-501), 6 min, by Herminia Ibarra, Nicole Sackley; Case Video, DVD, (9-497-500), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note, (5-495-033), 16p, by Herminia Ibarra, Nicole Sackley Product Description: Examines Beer's actions on assuming leadership of Ogilvy & Mather Worldwide, the world's sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (95204) Leading Change: Why Transformation Efforts Fail; (R0111F) What Leaders Really Do (HBR Classic).   Add     16 pp.  Teaching Note For use with 9-495-031 HBS Number: 5-495-033 Subjects: Advertising; Leadership; Multinational corporations; Organizational change    Charlotte Beers at Ogilvy & Mather Worldwide (B)   Add   View  2 pp.  Case Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 05/03/1995 Product Type: Supplement (Field) Product Description: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (9-495-031) Charlotte Beers at Ogilvy & Mather Worldwide (A). HBS Number: 9-495-032 Geographic Setting: Industry Setting: Subjects: Advertising; Leadership; Multinational corporations; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-497-501), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note, (5-495-033), 16p, by Herminia Ibarra, Nicole Sackley   Add     16 pp.  Teaching Note For use with 9-495-032 HBS Number: 5-495-033 Subjects: Advertising; Leadership; Multinational corporations; Organizational change    Chattanooga Ice Cream Division   Add   View  11 pp.  Case Author(s): Sloane, Carl S. Publication Date: 07/09/1997 Revision Date: 10/03/2003 Product Type: Case (Gen Exp) Product Description: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-oriented style is appropriate to the needs of the situation. Teaching Purpose: To introduce students to issues and dilemmas of leadership of teams, especially cross-functional teams operating under pressure for results. HBS Number: 9-498-001 Geographic Setting: United States Industry Setting: food products Number of Employees: 750 Gross Revenues: $150 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; Teams Academic Discipline: Organizational behavior & leadership    Chief Timothy Adeola Odutola and Nigeria’s Manufacturing Sector   Add   View  28 pp.  Case Author(s): Nohria, Nitin; Mayo, Anthony J.; Otudeko, Foluke; Benson, Mark Publication Date: 12/21/2006 Revision Date: 01/11/2007 Product Type: Case (Library) HBS Number: 9-407-027 Geographic Setting: Africa; Nigeria Industry Setting: Lumber & wood; Manufacturing industries; Textile industry Event Year Start: 1920 Event Year End: 1990 Subjects: Business & society; Business history; Diversified companies; Emerging markets; Entrepreneurs; Leadership; Manufacturing Academic Discipline: Organizational behavior & leadership Product Description: Chief Timothy Adeola Odutola was an important contributor to Nigeria's manufacturing sector, creating a multimillion-dollar conglomerate including three factories, a retail franchise, a cattle ranch, a 5,000-acre plantation, a sawmill, and an exporting business before the end of British colonial rule in 1960. Seizing business opportunities as he saw demand, Odutola moved between markets at every opportunity, creating companies servicing a diverse variety of needs. Odutola's keen, unwavering interest in improving the infrastructure of Nigeria allowed him to enjoy a successful career in business and politics, despite the vastly fluctuating political landscape of Nigeria. From British rule through civil war and subsequent coups and countercoups, Odutola remained a popular leader for his commitment to promoting Nigerian business ventures. Elevated to Prime Minister of his tribe — the Ijebu-Ode — in 1956, and later selected as the first President of the Manufacturers Association of Nigeria (MAN), Odutola campaigned for manufacturing interests and consulted with government officials about national fiscal policy. As a statesman and as a business leader, Odutola worked tirelessly to improve the infrastructure of his country.    Chrysler: Iacocca’s Legacy   Add   View  19 pp.  Case Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: Case (Library) Product Description: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. HBS Number: 9-493-017 Geographic Setting: United States Industry Setting: automobiles Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues Event Year Start: 1978 Event Year End: 1992 Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-496-059), 9p, by Nitin Nohria   Add     9 pp.  Teaching Note For use with 9-493-017 HBS Number: 5-496-059 Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change    Circles   Add   View  19 pp.  Case Author(s): Saloner, Garth; Earle, Jamie Publication Date: 07/21/2003 Product Type: Case (Field) Publisher: Stanford University Product Description: Circles is a company that runs employee and customer loyalty programs for enterprises. The company was founded by two GSB alumnae in the late '90s. Describes the idea-formation process, the founding of the company, and various dilemmas management faced with determining which market to pursue and how to acquire customers without a large marketing investment. Also describes the transition from a consumer- to an enterprise-oriented company. HBS Number: E160 Industry Setting: marketing, loyalty servicesNumber of Employees: 200Gross Revenues: $50 million revenues Event Year Start: 2003Event Year End: 2003 Subjects: Customer retention; Employee morale; Entrepreneurs; Growth management; Service organizations; Women in business Academic Discipline: Organizational behavior & leadership    Circus Oz   Add   View  20 pp.  Case Author(s): Phills, James; Stockton, Hilary Publication Date: 08/20/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI69A Geographic Setting: Australia Industry Setting: Entertainment industry; Performing arts Subjects: Change management; Compensation; Competitive advantage; Human resources management; Management philosophy; Organizational environment; Strategy Academic Discipline: Organizational behavior & leadership Product Description: Circus Oz was Australia's premier international circus, having performed in 26 countries on five continents. In early 2002, Circus Oz enjoyed its strongest financial position since its founding in 1977, making a profit and sitting on a surplus of AUD$1,169,313. Although in recent years the company had increased the percentage of revenue generated from the box office, more than 60% of its funding still came from the Australia Council, its largest government sponsor. Linda Mickleborough, general manager of Circus Oz, was pondering how to respond to a recent offer by the Australia Council to fund a new position, director of development, at Circus Oz. The Australia Council was strongly encouraging the circus to hire development professionals to expand its funding from corporate donors. As an enticement, the council offered to underwrite the cost of the position for two years. Mickleborough had found the ideal candidate. The decision, however, was still a difficult one. Circus Oz had relatively flat salaries, reflecting deeply held egalitarian and democratic values. These values were central to the company's creative process, culture, and aesthetic. The suggested salary of the development director position was more than two times the highest salary currently paid to any employee at Circus Oz. Such a large salary disparity might wreak havoc on the company's morale and culture.    Cisco Business Councils: Unifying a Functional Enterprise with an Internal Governance System   Add   View  26 pp.  Case Author(s): Gulati, Ranjay Publication Date: 01/06/2009 Product Type: Case (Field) HBS Number: N5-409-062 Number of Employees: 61,535 Gross Revenues: $34.9 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Ambidextrous organizations; Change management; Cross functional management; Horizontal organization; Organizational change; Organizational structure; Strategy; Strategy alignment; Strategy execution; Technology Academic Discipline: Organizational behavior & leadership Product Description: In response to the 2001 market downturn, Cisco Systems implemented a major restructuring that transformed the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and resource redundancies, it also risked making the company less customer-centric. To mitigate this risk, Cisco implemented a cross-functional system of executive-level councils that would bring leaders of different functions together to collaborate and focus on the needs and issues of specific customer groups. Each council employs a “Three-in-a-Box” leadership model consisting of an executive leader from the engineering or technology business unit, a member of the go-to-market team, and an operations resource director. Each council is also accountable to the Operating Committee, which is chaired by CEO John Chambers and determines the long-term corporate strategy and allocation of corporate resources. Many other companies have failed at facilitating collaboration across functions-particularly large organizations-but Cisco's system has been successful because the company remained committed to the system, required a consistent infrastructure while also allowing for flexibility, gave members decision making authority, and used council leaders who thrive in collaborative environments. The success of the coun    Cisco Systems: Building and Sustaining a Customer-Centric Culture   Add   View  21 pp.  Case Author(s): Gulati, Ranjay Publication Date: 01/06/2009 Product Type: Case (Field) HBS Number: N5-409-061 Geographic Setting: California Number of Employees: 35,000 Gross Revenues: $19.9 billion dollars Event Year Start: 2002 Event Year End: 2002 Subjects: Ambidextrous organizations; Corporate culture; Horizontal organization; Organizational change; Organizational structure; Strategy alignment; Strategy execution; Technology Academic Discipline: Organizational behavior & leadership Product Description: Customer centricity has been an important part of the culture at Cisco Systems since its inception. While part of this is attributable to values put in place by the founders and retained by subsequent management, it is also closely interwoven with its organizational architecture that reaffirmed those values. Until 2001, Cisco had a decentralized organizational structure with three business units organized around each of its three main customer types: Service Provider, Enterprise, and Commercial. Each unit developed and marketed a complete product line for its specific customer group further reaffirming its belief in the centrality of distinct customers. A number of other systems, structures, and behavioral mechanisms reaffirmed the importance of customer centricity. The 2001 market downturn, however, brought new challenges as Cisco was forced to lay off 18% of its workforce and reexamine its organizational structure that was costly due to duplication of activities across each of the three customer-facing business units. Ultimately, Cisco Systems decided to transform the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and resource redundancies, it also threatened Cisco's customer-centricity in that the centralization of R & D and marketing made them more distan    City Year: National Expansion Strategy (A)   Add   View  21 pp.  Case Bradach, Jeffrey L.; Sackley, Nicole City Year, a successful nonprofit organization, is studying how, when, and where to expand to new sites. This case provides the opportunity to understand the strategy and structure of a successful delivery system for human services. That analysis raises the question of how best to expand to new sites, highlighting classic challenges faced by entrepreneurial enterprises seeking to grow. Teaching Purpose: Teaches about managing the growth of a successful enterprise, with an emphasis on moving from a single site to multiple sites. Educators interested in nonprofits may find this a useful case for exploring the determinants of organizational success in nonprofits. HBS Number: 9-496-001 Type: Case (Field) Publication Date: 12/21/1995 Geographic Setting: Boston, MA Industry Setting: not-for-profit Number of Employees: 75 Gross Revenues: $6.1 million revenues Event Year Start: 1987 Event Year End: 1993 Subjects: Entrepreneurial management; Growth strategy; Leadership; Nonprofit organizations; Service management; Social enterprise; Strategic planning    Clarence Saunders: The Comeback King   Add   View  12 pp.  Case Author(s): Nohria, Nitin; Gurtler, Bridget Publication Date: 05/24/2004 Revision Date: 07/15/2004 Product Type: Case (Library) Product Description: Follows the rise and fall of the founder of the modern supermarket, Clarence Saunders. Prior to 1915, all staple shopping took place in the market or general store, where a clerk behind a counter pulled items for customers from shelves, measured them from a barrel, or retrieved them from the back of the store. The clerk tallied costs and added them to a customer's credit account. Purchases were then either delivered to a home or handed over on the spot -- not a terribly efficient process. The entire ritual of shopping for food changed with the vision of Clarence Saunders and his Piggly Wiggly store. Teaching Purpose: To illustrate leadership. HBS Number: 9-404-070 Geographic Setting: United StatesIndustry Setting: grocery Event Year Start: 1881Event Year End: 1953 Subjects: Advertising; Food; Leadership; Organizational behavior; Wholesaling Academic Discipline: Organizational behavior & leadership    Clearwater Seafoods   Add   View  33 pp.  Case Author(s): Reinhardt, Forest ; Weber, James Publication Date: 09/08/2006 Revision Date: 02/22/2007 Product Type: Case (Field) HBS Number: 9-707-012 Geographic Setting: Canada Industry Setting: Fishing Number of Employees: 1,600 Gross Revenues: C$325 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Agribusiness; Commodities; Environmental protection; Government & business; Marketing; Strategy Academic Discipline: Organizational behavior & leadership Product Description: Clearwater was trying to market value-added products in a traditionally commodities based industry while facing supply uncertainties and regulatory, environmental, and foreign exchange challenges. Clearwater harvested shellfish from the Canadian Atlantic fishery and sold this in markets around the world. They prided themselves on their sustainable fishing practices, which were not the norm for the industry. Seafood buyers traditionally bought on price. Clearwater's innovations and technology investments enabled it to produce a higher quality, value-added product, but it faced the challenge of convincing buyers to pay a premium price. Their products originated from a wild resource under government regulations which limited the size of the catch by both the industry and Clearwater. In recent years, Clearwater operated in an environment with a rising Canadian currency. This reduced profitability because Clearwater's costs were in Canadian currency while its sales were largely in other currencies. The case also discusses the challenges of maintaining a sustainable fishery and uses the collapse of the cod fishing industry as an example. Clearwater was founded in 1976, it went public in 2002, and was still managed by its two founding partners in 2006.    Coach K: A Matter of the Heart (Abridged)   Added   View  12 pp.  Case Author(s): Snook, Scott A.; Perlow, Leslie A.; DeLacey, Brian J. Publication Date: 08/10/2005 Revision Date: 12/01/2005 Product Type: Case (Library) Product Description: Successful college basketball coach Mike Krzyzewski faces the decision whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. Provides a context for discussing various styles of power, influence, and persuasion in the context of his coaching career. HBS Number: 9-406-044 Geographic Setting: Indiana; North Carolina; Texas Industry Setting: Sports industry Event Year Start: 2004 Event Year End: 2004 Subjects: Careers & career planning; Coaching; Communication in organizations; Decision making; Leadership; Mentors; Power & influence; Teams Academic Discipline: Organizational behavior & leadership    Coach Knight: The Will to Win (Abridged)   Add   View  14 pp.  Case Author(s): Snook, Scott A.; Perlow, Leslie A.; DeLacey, Brian J. Publication Date: 08/10/2005 Revision Date: 12/01/2005 Product Type: Case (Library) Product Description: Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various styles of power, influence, and persuasion in his leadership role as coach and educator. HBS Number: 9-406-043 Geographic Setting: Indiana; North Carolina; Texas Industry Setting: Sports industry Event Year Start: 2004 Event Year End: 2004 Subjects: Coaching; Communication in organizations; Leadership; Mentors; Power & influence; Teams Academic Discipline: Organizational behavior & leadership    Coca-Cola Co.: The Quaker Oats Acquisition (A)   Add   View  21 pp.  Case Author(s): Lorsch, Jay W.; Sanchez, Sonya Publication Date: 09/17/2001 Revision Date: 10/03/2001 Product Type: Case (Library) Product Description: Discusses how CEOs should think about bringing strategic issues to the board, what issues to bring, how to position them, and which information to provide. HBS Number: 9-402-027 Geographic Setting: Atlanta, GAIndustry Setting: beveragesNumber of Employees: 30,000Gross Revenues: $20,458 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Beverages; Board of directors; Corporate strategy Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Library), (9-402-030), 1p, by Jay W. Lorsch, Sonya Sanchez    Coca-Cola Co.: The Quaker Oats Acquisition (B)   Add   View  1 pp.  Case Author(s): Lorsch, Jay W.; Sanchez, Sonya Publication Date: 09/18/2001 Revision Date: 10/03/2001 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-402-027) The Coca-Cola Co.: The Quaker Oats Acquisition (A). HBS Number: 9-402-030 Subjects: Beverages; Board of directors; Corporate strategy Academic Discipline: Organizational behavior & leadership    Cognizant Technology Solutions   Add   View  21 pp.  Case Author(s): Eccles, Robert G.; Kothandaraman, Prabakar PK Publication Date: 01/17/2008 Revision Date: 08/01/2008 Product Type: Case (Field) HBS Number: 9-408-099 Number of Employees: 38,659 Gross Revenues: $1.424 billion in 2006 Event Year Start: 2007 Event Year End: 2007 Subjects: Competitive strategy; Customer relationship management; Globalization; Growth strategy; Information management; Outsourcing; Process improvement; Technology Academic Discipline: Organizational behavior & leadership Product Description: In the highly competitive information technology outsourcing industry, Cognizant Technology Solutions has developed a strategy to differentiate itself by emphasizing building very close client relationships through its “Two-in-a-box” model. This model is based on having two people share complete responsibility for the client. In the U.S. or Europe, the “on site” person, along with his or her relationship management team, is responsible for understanding the client's needs, obtaining projects and properly scoping out the work. The “offshore” person in India or elsewhere, along with his or her delivery team, is responsible for completing the project in a high quality and timely way. The same top- and bottom-line metrics are used to evaluate the performance of both the on site and offshore managers. This strategy (as opposed to ones based on things like low cost and innovation used by Cognizant's competitors) is intended to build deep and strong client relationships that will maximize Cognizant's “share of wallet.” One interesting aspect of TIB is Cognizant Business Consulting, a 1,700-person group which advises clients in the context of helping them develop IT solutions for their business challenges. More recently, and as the next evolution of the TIB model, Cognizant is developing what it calls “Cognizant 2.0    Colonial Food Services Co.   Add   View  5 pp.  Case Author(s): Beer, Michael; Clawson, James G. Publication Date: 10/01/1977 Revision Date: 09/30/1983 Product Type: Case (Field) Product Description: The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company. May be used with: (9-478-006) James Cranston; (9-478-007) Eugene Kirby (A). HBS Number: 9-478-005 Geographic Setting: United StatesIndustry Setting: food servicesCompany Size: smallGross Revenues: $35 million revenues Event Year Start: 1977Event Year End: 1977 Subjects: Food; Interpersonal behavior; Performance appraisal; Services Academic Discipline: Organizational behavior & leadership Supplementary Materials: Case Video, (9-887-512), 26 min, by Bart J. Van Dissel; Teaching Note, (5-485-009), 12p, by Michael Beer, Bert A. Spector   Add     8 pp.  Teaching Note For use with 9-478-005 HBS Number: 5-485-009 Subjects: Food; Interpersonal behavior; Performance appraisal; Services    Columbia’s Final Mission: A Multimedia Case, Teaching Note   Add     49 pp.  Teaching Note Author(s): Roberto, Michael A.; Bohmer, Richard M.J.; Edmondson, Amy C.; Ferlins, Erika M. Publication Date: 06/21/2005 Revision Date: 08/24/2005 Product Type: Teaching Note HBS Number: 5-305-033 Academic Discipline: Organizational behavior & leadership Product Description: Teaching Note to (9-305-032). Must be used with: (9-305-032) Columbia's Final Mission, Multimedia Case.

Keyword    Title, Author, Case #, Etc.

 

Compensation Reform at Denver Public Schools   Add   View  25 pp.  Case Author(s): Grossman, Allen; Beaulieu, Nancy Dean; Suesse, Jennifer M. Publication Date: 09/07/2004 Revision Date: 01/02/2007 Product Type: Case (Field) HBS Number: 9-PEL-002 Geographic Setting: Denver, CO Industry Setting: Education industry Subjects: Accountability; Compensation; Leadership; Organizational change; Unionization Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-PEL-017), 15p, by Allen Grossman, Jennifer M. Suesse Product Description: Focuses on using compensation as a lever for organizational improvement, highlighting topics such as developing institutional capacity for accountability, effecting organizational change, and working to address systemic misalignment.    Compensation Reform at Denver Public Schools   Add   View  25 pp.  Case Author(s): Grossman, Allen ; Beaulieu, Nancy Dean; Moore Johnson, Susan ; Suesse, Jennifer M. Publication Date: 09/07/2004 Revision Date: 01/02/2007 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL002 Geographic Setting: Colorado Subjects: Leadership; Accountability; Compensation; Unionization; Organizational change Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (PEL017), 15p, by Allen Grossman,Jennifer M. Suesse Product Description: This is a PELP case study. Focuses on using compensation as a lever for organizational improvement, highlighting topics such as developing institutional capacity for accountability, effecting organizational change, and working to address systemic misalignment.    Confronting a Necessary Evil: The Firing of Alex Robins (A)   Add   View  2 pp.  Case Author(s): Margolis, Joshua D. Publication Date: 04/08/2004 Revision Date: 05/16/2005 Product Type: Case (Field) Product Description: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (9-404-027) Necessary Evils: A Diagnostic Exercise; (9-404-805) Confronting a Necessary Evil, Video; (9-404-113) Confronting a Necessary Evil: The Firing of Alex Robins (B). HBS Number: 9-404-125 Industry Setting: advertising Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement, (5-404-107), 30p, by Joshua D. Margolis, Andrew Molinsky    Confronting a Necessary Evil: The Firing of Alex Robins (B)   Add   View  4 pp.  Case Author(s): Margolis, Joshua D. Publication Date: 02/26/2004 Revision Date: 05/16/2005 Product Type: Case (Field) Product Description: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (9-404-125) Confronting a Necessary Evil: The Firing of Alex Robins (A); (9-404-805) Confronting a Necessary Evil, Video; (9-404-027) Necessary Evils: A Diagnostic Exercise. HBS Number: 9-404-113 Industry Setting: advertising Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement, (5-404-107), 30p, by Joshua D. Margolis, Andrew Molinsky    Contingent Workforce Planning at Motorola, Inc.   Add   View  22 pp.  Case Author(s): Beaulieu, Nancy Dean Publication Date: 04/09/2002 Product Type: Case (Field) Product Description: Details the rationale for and design of a unique organizational response by Motorola to the challenges of contingent staffing at its semiconductor facility in Austin, TX. The new outsourcing strategy is built on principles of supply chain management and business webbing to deliver flexibility in staffing, cost controls, and high-quality workers. Through a detailed description of the company's existing methods for hiring contingent workers, it brings to light the organizational costs borne by firms that fail to develop an integrated strategic approach and provides an opportunity to examine the incentives of the different players (both internal and external) to participate in a new staffing model based on interfirm alliances with staffing companies. Also sets up a discussion of the potential difficulties the company is likely to run into in implementing the new staffing model and broader issues, such as the evolving nature of the employment contract, employee trust and loyalty, and strategic issues that arise when multiple firms compete for the same workforce. Teaching Purpose: Illustrates the need for and design of a unique model for sourcing contingent or temporary workers. HBS Number: 9-902-211 Geographic Setting: Austin, TXIndustry Setting: semiconductors Subjects: Alliances; Outsourcing; Semiconductors; Sourcing; Supply chain; Work force management Academic Discipline: Organizational behavior & leadership    Corey Robinson at Sprint Corp. (A)   Added   View  14 pp.  Case Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005 Revision Date: 01/03/2008 Product Type: Case (Field) HBS Number: 9-405-094 Industry Setting: Telecommunications industry Subjects: Career advancement; Customer service; General managers; Leadership; Managerial skills; Organizational change; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-405-095), 12p, by Linda A. Hill, Lisa A. Pode, Anthony J. Mayo Product Description: Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case.    Corey Robinson at Sprint Corp. (B)   Add   View  12 pp.  Case Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005 Revision Date: 01/17/2006 Product Type: Supplement (Field) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-405-094) Corey Robinson at Sprint Corporation (A). HBS Number: 9-405-095 Subjects: Career advancement; Customer service; General managers; Leadership; Managerial skills; Organizational change; Power & influence Academic Discipline: Organizational behavior & leadership    Corning — 1983-96: Transition at the Top   Add   View  30 pp.  Case Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 03/05/2001 Revision Date: 05/30/2001 Product Type: Case (Field) Product Description: Focuses on Jamie Houghton's efforts to revitalize Corning from 1983-96, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman's rise to president then chairman/CEO, and his drive to both change the business strategically/financially and develop a new culture to support this change. Teaching Purpose: Demonstrates importance of fit among senior team, culture, strategy, and organization, and how change in one requires change in others. Gets students to think through details of implementing culture change. May be used with: (9-401-035) Corning--1996-2000: Growing Corning. HBS Number: 9-401-034 Geographic Setting: Corning, NYIndustry Setting: glassCompany Size: Fortune 500Number of Employees: 20,000Gross Revenues: $5 billion revenues Event Year Start: 1983Event Year End: 1996 Subjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; Values Academic Discipline: Organizational behavior & leadership    Corning — 1996-2000: Growing Corning   Add   View  35 pp.  Case Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 03/05/2001 Revision Date: 05/30/2001 Product Type: Case (Field) Product Description: Focuses on Roger Ackerman's successful culture change effort--growing Corning. Presents a detailed description of Ackerman's effort, and the changes that transpired in the business, the culture, and the senior team. Teaching Purpose: Shows an example of a successful culture change effort. Highlights new issues as the business evolves and becomes more highly differentiated. May be used with: (9-401-034) Corning--1983-96: Transition at the Top. HBS Number: 9-401-035 Geographic Setting: Corning, NYIndustry Setting: glassCompany Size: Fortune 500Number of Employees: 38,000Gross Revenues: $5.3 billion revenues Event Year Start: 1996Event Year End: 2000 Subjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; Values Academic Discipline: Organizational behavior & leadership    Corporate Governance Ratings: Got the Grade... What was the Test?   Add   View  12 pp.  Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 10/15/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: CG08 Geographic Setting: United States Subjects: Board of directors; Corporate governance Academic Discipline: Organizational behavior & leadership Product Description: In 2007, there were three prominent corporate governance ratings firms — The Corporate Library (TCL), Governance Metrics International (GMI), and Institutional Shareholder Services (ISS). These firms assessed the effectiveness and deficiency of the governance systems of thousands of publicly traded companies. Although members of the investing public agreed that sound policies were important to protect the interest of shareholders from potentially self-interested managers, there were many questions around the usefulness of published governance ratings themselves. Questions ranged from whether a system of governance could be adequately summarized in a single, numerical score to what a high or low rating was supposed to indicate. Furthermore, allegations that ISS engaged in a conflict of interest by selling consulting services to companies on how to improve their ratings led some to question the objectivity of the ratings process.    Corporate Solutions at Jones Lang LaSalle   Add   View  15 pp.  Case Author(s): Gulati, Ranjay; Marshall, Lucia Publication Date: 04/21/2009 Product Type: Case (Field) HBS Number: 409111 Geographic Setting: United States Industry Setting: Real estate Number of Employees: 7,000 Gross Revenues: $909,000,000 Event Year Start: 2001 Event Year End: 2001 Subjects: Business units; Corporate reorganization; Matrix organization; Organizational design; Organizational structure; Strategy alignment Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-409-069), 36p, by Ranjay Gulati, Lucia Marshall Product Description: Peter Barge, CEO of the newly created Corporate Solutions Group of Jones Lang LaSalle (JLL), is executing a restructuring of the U.S. corporate real estate services division that will enable the company to offer its clients integrated solutions. Barge has created an account management function to coordinate the activities of the three, product-based business units which, until now, have operated autonomously. As he is executing the restructuring, Bank of America, an important account of the firm, announces its intention to reduce its providers to the two or three who can offer forward-looking, integrated services. While Barge's new organization is not yet fully in place, he is determined to win the Bank of America business, and moves quickly to hire a senior account manager and establish an organizational architecture that will encourage collaboration within his group. The case examines the many tradeoffs Barge must make in balancing the benefits of the former organization with those of the new structure to achieve the firm's strategic goal of becoming more customer solutions oriented.    County Department of Public Health: Organizing for Emergency Preparedness and Response   Add   View  13 pp.  Case Author(s): Applegate, Lynda M.; Vinze, Ajay; Ipe, Minu Publication Date: 11/30/2005 Revision Date: 12/14/2005 Product Type: Case (Field) Product Description: The anthrax attacks of 2001 exposed serious inadequacies in the response of the U.S. public health system to meet such grave threats. The public health infrastructure required rebuilding to respond to any type of large-scale health emergency. The Public Health Department at Penville County had been charged with implementing an emergency preparedness and response system for the county. Federal funds were provided to the county to develop an emergency preparedness infrastructure that met the requirements specified by the Centers for Disease Control and Prevention. County public officials had to coordinate their efforts to ensure seamless communication, coordination, and information exchange between various divisions within the public health department, external entities, and the state public health agency. Focuses on the director of Public Health Department and the challenges he faced. Explores issues related to structure, organization, culture, and technology infrastructure. HBS Number: 9-806-089 Geographic Setting: Southwestern United States Industry Setting: Health care industry Number of Employees: 530 Event Year Start: 2002 Event Year End: 2004 Subjects: Change management; Communication; Emergencies; Enterprise systems; Entrepreneurship; Infrastructure; Innovation; Leadership; Organizational development; Public sector; Strategic planning Academic Discipline: Organizational behavior & leadership    Craig Parks (A)   Add   View  12 pp.  Case Thomas, David A.; Chadderdon, Lisa Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision. Teaching Purpose: Demonstrates the importance of a thorough self-assessment in career decisions. Written to teach issues of adult development and career management. HBS Number: 9-497-013 Type: Case (Field) Publication Date: 7/31/1996 Geographic Setting: New York Industry Setting: investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Supplementary Materials: Supplement (Field), (9-497-014), 3p, by David A. Thomas, Lisa Chadderdon; Teaching Note, (5-498-062), 10p, by David A. Thomas, Emily D. Heaphy   Add     10 pp.  Teaching Note For use with 9-497-013 HBS Number: 5-498-062 Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation    Craig Parks (B)   Add   View  3 pp.  Case Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 09/03/1996 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-497-013) Craig Parks (A). HBS Number: 9-497-014 Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-498-062), 10p, by David A. Thomas, Emily D. Heaphy   Add     10 pp.  Teaching Note For use with 9-497-014 HBS Number: 5-498-062 Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation    Craig Weatherup, Supplement   Add   View  1 pp.  Case Author(s): Hill, Linda A.; Weber, Katherine S. Publication Date: 03/28/1994 Revision Date: 03/30/1995 Product Type: Supplement (Field) Product Description: A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America. Must be used with: (9-494-518) Craig Weatherup, Video. HBS Number: 9-494-125 Subjects: Careers & career planning; Management development; Management styles; Managerial skills; Power & influence Academic Discipline: Organizational behavior & leadership    Creating The Partnership Solutions Group at Lehman Brothers   Add   View  21 pp.  Case Author(s): Thomas, David A.; Creary, Stephanie J. Publication Date: 01/13/2009 Product Type: Case (Field) HBS Number: 409042 Number of Employees: 25,000 Gross Revenues: $59 billion Event Year Start: 2004 Event Year End: 2007 Subjects: Alliances; Diversity; Investment management; Power & influence; Resistance; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Explores how two senior Wall St. executives created a successful commercial opportunity for Lehman Brothers that focused on building relationships with minority- and women-owned financial services firms. Illustrates how Patricia Miller Zollar and Nadja Fidelia aligned the Partnership Solutions Groups' activities with Lehman Brothers' “one firm” strategy in ways that created economic value for the firm. Delves into the challenges of developing this business in an industry that tends to view “diversity” initiatives as activities that seek only to benefit society and not as opportunities to create economic gain.    Creating The Partnership Solutions Group at Lehman Brothers   Add   View  21 pp.  Case Author(s): Thomas, David A.; Creary, Stephanie J. Publication Date: 01/13/2009 Product Type: Case (Field) HBS Number: 9-409-042 Number of Employees: 25,000 Gross Revenues: $59 billion Event Year Start: 2004 Event Year End: 2007 Subjects: Alliances; Diversity; Investment management; Power & influence; Resistance; Strategy execution Academic Discipline: Organizational behavior & leadership Product Description: Explores how two senior Wall St. executives created a successful commercial opportunity for Lehman Brothers that focused on building relationships with minority- and women-owned financial services firms. Illustrates how Patricia Miller Zollar and Nadja Fidelia aligned the Partnership Solutions Groups' activities with Lehman Brothers' “one firm” strategy in ways that created economic value for the firm. Delves into the challenges of developing this business in an industry that tends to view “diversity” initiatives as activities that seek only to benefit society and not as opportunities to create economic gain.    Creativity under the Gun at Litmus Corporation   Add   View  9 pp.  Case Author(s): Amabile, Teresa M.; Litovsky, Yana Publication Date: 11/01/2007 Revision Date: 05/29/2008 Product Type: Case (Gen Exp) HBS Number: 808075 Geographic Setting: United States Industry Setting: Chemicals Number of Employees: 26,000 Gross Revenues: $24 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Creativity; Management; Stress; Teams; Time pressure Academic Discipline: Organizational behavior & leadership Product Description: Teaches students to diagnose the circumstances under which time pressure can facilitate or hinder creativity. A team's creative “genius”, Miles Grady, who previously conceptualized a revolutionary material for an important new product, must now significantly change that material so that the team can create an entirely new business. This early new business development project, while supported by management, has a looming deadline for proof-of-concept. The deadline has already been extended, but the team does not seem close to the breakthrough it needs. The team's leader, Stanley Carmine, who has managed to get a few weeks' extension from management, needs to figure out how best to manage Grady under the looming deadline. He studies Grady's past “daily laboratory logs” to discover the connections, if any, between time pressure, other circumstances, and Grady's level of creativity.    Creativity Under the Gun at Litmus Corporation   Add   View  9 pp.  Case Author(s): Amabile, Teresa M.; Litovsky, Yana Publication Date: 11/01/2007 Product Type: Case (Gen Exp) HBS Number: 9-808-075 Geographic Setting: United States Industry Setting: Chemicals Number of Employees: 26,000 Gross Revenues: $24 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Creativity; Management; Stress; Teams; Time pressure Academic Discipline: Organizational behavior & leadership Product Description: Teaches students to diagnose the circumstances under which time pressure can facilitate or hinder creativity. A team's creative “genius”, Miles Grady, who previously conceptualized a revolutionary material for an important new product, must now significantly change that material so that the team can create an entirely new business. This early new business development project, while supported by management, has a looming deadline for proof-of-concept. The deadline has already been extended, but the team does not seem close to the breakthrough it needs. The team's leader, Stanley Carmine, who has managed to get a few weeks' extension from management, needs to figure out how best to manage Grady under the looming deadline. He studies Grady's past “daily laboratory logs” to discover the connections, if any, between time pressure, other circumstances, and Grady's level of creativity.    Crisis Communication: The Asian Bird Flu   Add   View  20 pp.  Case Author(s): Wong, Gilbert; Hansen, Nina; Clark, Vaness Publication Date: 01/01/1998 Product Type: Case (Library) Publisher: University of Hong Kong Product Description: The Bird Flu virus was first detected in Hong Kong in early 1997. This strain of virus had been previously known to infect only birds but had now crossed the species barrier and infected humans. By the end of 1997, the confirmed number of cases had reached 17, resulting in 6 deaths. The implications for Hong Kong were enormous. Bird Flu not only threatened the health and welfare of the people of Hong Kong, but also affected Hong Kong's economy and reputation in terms of international tourism and trade. The Hong Kong government must develop a communication strategy. Teaching Purpose: 1) To introduce students to the concepts of risk, crisis communication, and crisis management; 2) To introduce students to risk assessment methods and possible organizational responses in crisis situations; 3) To introduce methods of formulating and implementing a crisis communications strategy; 4) To illustrate that in a crisis situation, many different stakeholders or interest groups may exist; 5) To illustrate that many channels of communication exist, particularly with respect to the media; and 6) To illustrate the importance of and necessary for coordinated efforts within and outside the organization. HBS Number: HKU015 Geographic Setting: Hong KongIndustry Setting: local government Event Year Start: 1997Event Year End: 1997 Subjects: Asia; Communication; Health; Local government; Management of crises; Risk assessment Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (HKU016), 13p, by Gilbert Wong, Nina Hansen, Vanessa N. Clark   Add     13 pp.  Teaching Note For use with HKU015 HBS Number: HKU016 Subjects: Asia; Communication; Health; Local government; Management of crises; Risk assessment    Crucial Conversations   Add   View  3 pp.  Case Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineet Publication Date: 07/24/2002 Revision Date: 11/20/2002 Product Type: Case (Gen Exp) Product Description: Todd McKenna, a third-year associate at an investment banking firm, confronts his boss. His boss told him he would be the top paid associate at the firm. McKenna finds out that this isn't true. He approaches his boss to find out why he was lied to. Teaching Purpose: To teach students about engaging in difficult conversations. HBS Number: 9-403-027 Geographic Setting: United StatesIndustry Setting: investment banking Subjects: Communication strategy; Employees; Human relations; Investment banking; Management communication; Managerial skills; Negotiations; Organizational behavior Academic Discipline: Organizational behavior & leadership    Cultural Change at Nissan Motors   Add   View  12 pp.  Case Author(s): Kotter, John P.; Rothbard, Nancy Publication Date: 02/19/1991 Revision Date: 07/28/1993 Product Type: Case (Field) Product Description: Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the organization. Despite the difficulty of effecting widespread change in such a large organization, Nissan's managers and employees got behind this effort. By 1990, there was a discernable difference in Nissan's image and product. The infamous ``econo-boxes'' of the early 1980s had been replaced by sleek new models like the Silva (240sx). This case explores many of the changes which took place throughout the organization to make such cultural change possible and effective, from the top management level, to the design department, to the assembly line. Also examines the difficulty and time needed to make lasting change in an organization. HBS Number: 9-491-079 Geographic Setting: Japan Industry Setting: Automotive industry Company Size: large Number of Employees: 129,546 Event Year Start: 1985 Event Year End: 1990 Subjects: Automobiles; Corporate culture; Leadership; Managerial behavior; Organizational behavior; Organizational change Academic Discipline: Organizational behavior & leadership    Cultural Foundations in Communication: Relationship-Building in the Chinese Context   Add   View  7 pp.  Case Author(s): Chen, Ming-Jer; Thomas, Kelly L. Publication Date: 07/15/2003 Product Type: Note HBS Number: UV0930 Subjects: Business etiquette; Communication; Communication strategy; Cross cultural relations; Globalization; International business Academic Discipline: Organizational behavior & leadership Product Description: Across industries, both Chinese and Western managers report that their primary difficulty doing business with each other stems from poor communication. Since Chinese and Western business customs and etiquette greatly differ from one another, it is of fundamental importance that both groups of business people work to develop some understanding of these differences and of how their behavior may be interpreted. This note introduces readers to some primary differences between Chinese and Western methods of communication, and suggests strategies for communicating effectively while respecting cultural differences. While, to some degree, any introductory exposition of a culture is necessarily based upon a particular perspective, the generalities contained within this note are meant to serve as a starting place for understanding how Chinese-Western communications may be facilitated. Both Chinese and Western managers would be well served to learn to balance the individual behaviors they observe with the generalities offered here.    DaimlerChrysler (B)   Add   View  4 pp.  Case Author(s): St. Jean, Dianne C.; Cohen, Allan R.; Madden, Edward A. Publication Date: 01/01/2000 Revision Date: 05/18/2004 Product Type: Supplement (Field) Publisher: Babson College Product Description: Supplements the (A) case. Must be used with: (BAB041) DaimlerChrysler Merger: The Quest to Create "One Company". HBS Number: BAB042 Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Mergers & acquisitions; Organizational behavior; Strategic alliances Academic Discipline: Organizational behavior & leadership    DaimlerChrysler Merger: The Quest to Create “One Company”   Add   View  27 pp.  Case Author(s): St. Jean, Dianne C.; Cohen, Allan R. Publication Date: 01/01/2000 Revision Date: 05/18/2004 Product Type: Case (Field) Publisher: Babson College Product Description: Centers on the historic merger of Daimler-Benz AG and Chrysler Corp. and the subsequent quest for integration. The subtexts to this central issue include a comparison and contrast of the operating cultures and business processes of the two companies as well as their histories, positions within the auto manufacturing industry, and corporate values and image. Also introduces the dynamics of integrating the leadership of two companies. Using "what if" scenarios, students can explore the roles of the senior managers in the merger, its execution, and the subsequent integration attempts. Gives students an opportunity to envision and develop an integration strategy. Best suited for studies in strategic management, corporate entrepreneurship, global management, leadership, and change management or organizational behavior. HBS Number: BAB041 Industry Setting: automotive Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Mergers & acquisitions; Organizational behavior; Strategic alliances Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (BAB042), 4p, by Dianne C. St. Jean, Allan R. Cohen, Edward A. Madden; Teaching Note, (BAB541), 3p, by Dianne C. St. Jean   Add     3 pp.  Teaching Note For use with BAB041 HBS Number: BAB541 Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Mergers & acquisitions; Organizational behavior; Strategic alliances    DaimlerChrysler: The Post-Merger Integration Phase   Add   View  22 pp.  Case Author(s): Morosini, Piero; Radler, George Publication Date: 01/01/1999 Revision Date: 06/01/2003 Product Type: Case (Field) Publisher: IMD -- International Institute for Management Development Product Description: Provides an inside view on how the former Daimler-Benz and Chrysler companies organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation to international M&A alliances and change management. Describes a journey that started during the early 1980s, until the events that preceded the Daimler-Chrysler merger, outlining the key strategic, organizational, and execution challenges facing both companies. May be used with: (IMD122) DaimlerChrysler: Organizing the Post-Merger Integration. HBS Number: IMD121 Geographic Setting: USA, GermanyIndustry Setting: automotive, transportationCompany Size: large Event Year Start: 1998Event Year End: 1998 Subjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Mergers & acquisitions; Strategy implementation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (IMD123), 21p, by Piero Morosini, George Radler   Add     21 pp.  Teaching Note For use with IMD121 HBS Number: IMD123 Subjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Mergers & acquisitions; Strategy implementation    Daniel Salvadori: Life Story of a Recent MBA   Add   View  8 pp.  Case Author(s): Nohria, Nitin ; Dowling, Daisy Wademan; Breitfelder, Matthew D. Publication Date: 08/23/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410041 Subjects: Leadership Academic Discipline: Organizational Behavior & leadership    Dansko, Inc.   Add   View  20 pp.  Case Author(s): Edmondson, Amy C.; Winston, Victoria W. Publication Date: 04/21/2006 Revision Date: 10/25/2006 Product Type: Case (Field) HBS Number: 9-606-071 Geographic Setting: Pennsylvania; United States Industry Setting: Footwear industry Number of Employees: 110 Gross Revenues: $90 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Business models; Corporate culture; Entrepreneurship; Growth; Marketing; Mergers; Strategy implementation Academic Discipline: Organizational behavior & leadership Product Description: For the past 18 months, Mandy Cabot had worried that the shoe business she had built into a thriving operation with $90 million in annual revenue and over 110 employees might instead be a “house of cards.” The management philosophy that had guided Dansko's growth, “home schooling” — taking young energetic employees with little business experience and mentoring them — seemed ill-suited for the next phase of growth. Equally as precarious was the fact that with few exceptions, none of the senior management team had any prior experience in the footwear industry. So when a well-respected industry leader asked to talk about a merger, Cabot had to admit that with her “crisis of confidence,” it might just be time.    David Alpert (A)   Add   View  8 pp.  Case Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. Richard Interpersonal day-to-day dealings of a product manager with others in the division, including his comments on these dealings. Should be used with David Alpert (B). HBS Number: 9-471-050 Type: Case (Field) Publication Date: 12/1/1970 Revision Date: 5/1/1983 Geographic Setting: Dayton, OH Industry Setting: packaged foods Gross Revenues: $600 million sales Event Year Start: 1970 Event Year End: 1970 Subjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planning    David Alpert (B)   Add   View  7 pp.  Case Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. Richard Publication Date: 12/01/1970 Revision Date: 10/01/1980 Product Type: Case (Field) Product Description: Personal history of David Alpert, with emphasis on psychoanalytic developmental issues. May be used with: (9-471-050) David Alpert (A). HBS Number: 9-471-051 Geographic Setting: Dayton, OH Industry Setting: Packaged food industry Gross Revenues: $600 million sales Event Year Start: 1970 Event Year End: 1970 Subjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planning Academic Discipline: Organizational behavior & leadership    David Dunwood   Add   View  16 pp.  Case Author(s): Rudolph-Bose, Katherine; Ellis, R. James Publication Date: 02/28/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: E320 Geographic Setting: United States Industry Setting: Auto repair Subjects: Corporate strategy; Crisis management; Downsizing; Management styles; Strategic positioning Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (E320TN), 6p, by Katherine Rudolph-Bose, R. James Ellis Product Description: The protagonist,David Dunwood, is a second-time search fund entrepreneur who in mid-2004 purchased Mountain Auto, a leading auto parts retailer in the Rocky Mountain United States. The venture started off strong, and Dunwood grew the organization along with revenues in his first two and a half years as CEO. However, by the end of 2006, the company finds itself in a downward spiral due to a combination of forces, including unfavorable weather and intense competition, especially among the top retailers who could afford to ride out leaner years and undercut smaller chains like Mountain Auto. Dunwood is faced with layoffs, budget cuts and having to put up the company for sale.    David Dunwood, Teaching Note   Add     6 pp.  Teaching Note Author(s): Rudolph-Bose, Katherine; Ellis, R. James Publication Date: 02/28/2008 Product Type: Teaching Note Publisher: Stanford University HBS Number: E320TN Academic Discipline: Organizational behavior & leadership Product Description: Teaching Note for [E320]. Must be used with: (E320) David Dunwood.    David Fletcher   Added   View  13 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 01/28/2005 Product Type: Case (Field) Product Description: David Fletcher, manager of the Emerging Growth Fund at a New York investment management firm, decides to assemble a team of analysts to which he can delegate part of his workload. The case explores the challenges of being a producing manager and Fletcher's efforts to select and manage a team of professionals. HBS Number: 9-493-064 Geographic Setting: New YorkIndustry Setting: investment management Event Year Start: 1993Event Year End: 1993 Subjects: Financial management; Group behavior; Group dynamics; Investment management; Management of professionals; Organizational behavior; Portfolio management; Power & influence Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-494-117), 19p, by Linda A. Hill, Katherine S. Weber   Add     19 pp.  Teaching Note For use with 9-493-064 HBS Number: 5-494-117 Subjects: Financial management; Group behavior; Group dynamics; Investment management; Management of professionals; Organizational behavior; Portfolio management; Power & influence    David Melcher   Add   View  7 pp.  Case Author(s): Zuboff, Shoshana Publication Date: 06/01/1993 Revision Date: 04/25/1994 Product Type: Case (Field) Product Description: David Melcher contemplates changing his career at midlife. HBS Number: 9-493-087 Geographic Setting: Texas Industry Setting: Consulting Gross Revenues: $1.2 million revenues Subjects: Careers & career planning; Self evaluation Academic Discipline: Organizational behavior & leadership    David Neeleman: Flight Path of a Servant Leader (A)   Add   View  15 pp.  Case Author(s): George, William W.; Breitfelder, Matthew D. Publication Date: 11/10/2008 Revision Date: 09/15/2009 Product Type: Case (Field) HBS Number: 9-409-024 Geographic Setting: New York Industry Setting: Airline industry Event Year Start: 2007 Event Year End: 2007 Subjects: Corporate governance; Leadership Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-409-038), 6p, by William W. George, Matthew D. Breitfelder Product Description: David Neeleman, founder of JetBlue, is forced to confront a crisis in customer confidence following operational difficulties on February 14, 2007. This becomes a vital test of his leadership.    David Neeleman: Flight Path of a Servant Leader (B)   Add   View  6 pp.  Case Author(s): George, William W.; Breitfelder, Matthew D. Publication Date: 11/10/2008 Product Type: Supplement (Field) HBS Number: 9-409-038 Subjects: Corporate governance; Leadership Academic Discipline: Organizational behavior & leadership Product Description: David Neeleman (B) traces the events subsequent to the (A) case. Must be used with: (9-409-024) David Neeleman: Flight Path of a Servant Leader (A).    Dawn Riley at America True (A)   Add   View  18 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Revision Date: 06/18/2002 Product Type: Case (Field) Product Description: Dawn Riley is the CEO/Captain of America True, the first coed syndicate to race for the America's Cup. Over three years, based on her vision for America True, she built the syndicate from scratch, bringing on investors and sponsors, designing and building a boat, and hiring a sailing crew to race it. In June 1999, Riley must decide how to handle the San Francisco office now that America True's base of operations is moving to Auckland, New Zealand, where racing will begin in four months. She is facing pressure to phase out the office to cut down on costs, but Riley believes that the people in San Francisco and the work they are doing are key to her vision for America True. She must weigh the tension between immediate pressures to win and the longer-term sustainability of her vision. Teaching Purpose: To demonstrate the challenges of leading a start-up: the importance of communicating a vision, aligning people around that vision, and executing on it. To explore issues of gender and power. May be used with: (9-401-008) Dawn Riley at America True (C). HBS Number: 9-401-006 Geographic Setting: San Francisco, CAIndustry Setting: sportsCompany Size: start-upNumber of Employees: 100 Event Year Start: 1999Event Year End: 2000 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-401-007), 1p, by Linda A. Hill, Kristin C. Doughty    Dawn Riley at America True (B)   Add   View  1 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-401-006) Dawn Riley at America True (A). HBS Number: 9-401-007 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership    Dawn Riley at America True (C)   Add   View  12 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Case (Field) HBS Number: 9-401-008 Geographic Setting: Auckland, New Zealand Industry Setting: sports Company Size: start-up Number of Employees: 100 Event Year Start: 1999 Event Year End: 2000 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-401-009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-401-010), 6p, by Linda A. Hill, Kristin C. Doughty Product Description: Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting that August 1999 evening to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform. Riley has striven to create a consensus-based approach to decision-making, and see herself as a “participant” in these meetings. She wonders if things have gotten “too democratic,” and if she should step in and lead this meeting. Would changing her behavior now about such a seminal matter compromise her effort to create a collaborative decision-making approach? This case provides more information on the sailing and design programs, and explores in greater depth Riley's role as a “producing manager.” Teaching Purpose: To demonstrate the impact of a leader on a team's culture and style, and the fit between a team's style and the task at hand. To allow discussion of the paradoxes a leader must manage in developing the culture: focus on individual vs. collective; positive feedback vs. confrontation; current performance vs. long-term development; directive vs. autonomy. To expl    Dawn Riley at America True (C1)   Add   View  18 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Case (Field) Product Description: This version of the (C) case can be taught independently of the (A) and (B) cases. Dawn Riley, CEO/Captain of America True, the first coed syndicate to race for the America's Cup, is based in Auckland, New Zealand, where racing will begin in six weeks. Riley has built a culture focused on open communication and shared decision-making. But their practice of consensus-based decision-making does not seem to be working for two critical issues that have recently come up: a design question about the training boat and an issue about Riley's position on the boat. Riley wonders if it is time to step in. This case describes how Riley built the syndicate, provides information on the sailing and design program, and explores Riley's role as a “producing manager.” Teaching Purpose: To demonstrate the impact of a leader on a team's culture and style, and the fit between a team's style and the task at hand. To allow discussion of the paradoxes a leader must manage in developing the culture: focus on individual vs. collective; positive feedback vs. confrontation; current performance vs. long-term development; directive vs. autonomy. To explore issues of gender and power. HBS Number: 9-401-011 Geographic Setting: Auckland, New Zealand Industry Setting: sports Company Size: start-up Number of Employees: 100 Event Year Start: 1999 Event Year End: 2000 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-401-009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-401-010), 6p, by Linda A. Hill, Kristin C. Doughty    Dawn Riley at America True (D)   Add   View  3 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Product Description: Supplements the (C) and (C1) cases. Must be used with: (9-401-008) Dawn Riley at America True (C); (9-401-011) Dawn Riley at America True (C1). HBS Number: 9-401-009 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership    Dawn Riley at America True (E)   Add   View  6 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Product Description: Supplements the (C) and (C1) cases. Must be used with: (9-401-008) Dawn Riley at America True (C); (9-401-011) Dawn Riley at America True (C1). HBS Number: 9-401-010 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Academic Discipline: Organizational behavior & leadership    De Passe Entertainment and Creative Partners   Add   View  20 pp.  Case Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S. After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies. May be used with: (9-497-015) Suzanne de Passe at Motown Productions (A1). HBS Number: 9-494-013 Type: Case (Field) Publication Date: 1/9/1994 Revision Date: 3/30/1995 Geographic Setting: Hollywood, CA Industry Setting: entertainment Event Year Start: 1991 Event Year End: 1993 Subjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; Partnerships Supplementary Materials: Teaching Note, (5-494-123), 16p, by Linda A. Hill, Joshua D. Margolis   Add     16 pp.  Teaching Note For use with 9-494-013 HBS Number: 5-494-123 Subjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; Partnerships    Debi Coleman and Apple Computer, Inc.   Add   View  8 pp.  Case Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 03/15/1988 Product Type: Case (Field) Product Description: A companion case to Donna Dubinsky and Apple Computer (A) and (B). In a conflict with Dubinsky over the introduction of a new just-in-time distribution system, this case provides Coleman's side of the story. Coleman's perception of the issue is quite different and her stakes in the matter are tied up with her division's problems. In addition, the case raises a new issue about how to respond to a charismatic leader's requests to make changes when you don't believe in them yourself. HBS Number: 9-488-024 Geographic Setting: California Industry Setting: computers Company Size: Fortune 500 Event Year Start: 1984 Event Year End: 1986 Subjects: Careers & career planning; Computer industry; Organizational change; Politics; Silicon Valley Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-491-031), 12p, by Todd D. Jick   Add     11 pp.  Teaching Note For use with 9-488-024 HBS Number: 5-491-031 Subjects: Careers & career planning; Computer industry; Organizational change; Politics; Silicon Valley    Del Webb Corp. (A)   Add   View  20 pp.  Case Lorsch, Jay W.; Graff, Samantha K. Begins with a company history, tracing the tenures of founder Del E. Webb and his successor as chairman and CEO, Robert H. Johnson. Johnson inherited a diversified company that was involved in construction, real estate development (inc HBS Number: 9-497-016 Type: Case (Field) Publication Date: 11/19/1996 Geographic Setting: Phoenix, AZ Industry Setting: real estate development Number of Employees: 7,000 Gross Revenues: $275 million revenues Event Year Start: 1973 Event Year End: 1987 Subjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planning    Del Webb Corp. (B)   Add   View  8 pp.  Case Lorsch, Jay W.; Graff, Samantha K. On November 16, 1987, the Del Webb board appointed Phil Dion chairman and CEO. This case outlines the development and implementation of a strategy to focus exclusively on real estate development and to liquidate all other assets. Discu HBS Number: 9-497-017 Type: Case (Field) Publication Date: 11/19/1996 Geographic Setting: Phoenix, AZ Industry Setting: real estate development Number of Employees: 1,000 Gross Revenues: $200 million revenues Event Year Start: 1987 Event Year End: 1988 Subjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planning    Del Webb Corp. (C)   Add   View  5 pp.  Case Lorsch, Jay W.; Graff, Samantha K. Dion and the other Del Webb directors were open to having Industrial Equity Pacific (IEP) and Webcott Holdings representation on the board. The IEP representative was perceived as reserved and lacking in sophistication. Cotter of Webco HBS Number: 9-497-019 Type: Case (Field) Publication Date: 11/19/1996 Geographic Setting: Phoenix, AZ Industry Setting: real estate development Number of Employees: 1,000 Gross Revenues: $200 million revenues Event Year Start: 1988 Event Year End: 1990 Subjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planning    Delivering Personally on Responsibility, Module Note — Instructors   Add   View  49 pp.  Case Author(s): Margolis, Joshua D. Publication Date: 04/12/2009 Revision Date: 07/27/2009 Product Type: Module Note HBS Number: 409093 Subjects: Crisis management; Ethics; Leadership; Leadership development; Managers Academic Discipline: Organizational behavior & leadership Product Description: How can individuals equip themselves to exercise leadership in the face of moral adversity? This six-session module aims to prepare students to meet moral responsibility when it is simultaneously most essential and most difficult. Moral adversity refers to situations in which a person confronts a pressing moral responsibility-to oppose wrong-doing, aid others in desperate need, or stand up for inviolable principles, for example-yet meeting that responsibility is very difficult. The difficulty may arise because the situation entails personal or organizational sacrifice, for example, or colliding duties, or unfavorable conditions-such as time pressure, uncertainty, and uncooperative third parties. The module explores two forms that leadership can take in the face of moral adversity: taking direct action oneself to meet one's responsibilities and guiding others to meet collective responsibility. By examining protagonists who encounter moral adversity and must respond to urgent and complex calls to leadership, the module aims to provide students with: (1) An understanding of characteristic challenges and complications that make it so hard to exercise leadership in the face of moral adversity; (2) A map of the process for delivering on responsibility in the face of moral adversity; (3) A developmental perspective for approaching moral adversity, which casts ethically challenging situations not solely as tests of character but as opportunities to build one's personal capacity to shoulder responsibility and exercise leadership; (4) A moral compass that outlines the personal capacity students need to build,    Delivering Personally on Responsibility, Module Note- -instr   Add   View  49 pp.  Case Author(s): Margolis, Joshua D. Publication Date: 04/12/2009 Product Type: Module Note HBS Number: 5-409-093 Subjects: Crisis management; Ethics; Leadership; Leadership development; Managers Academic Discipline: Organizational behavior & leadership Product Description: How can individuals equip themselves to exercise leadership in the face of moral adversity? This six-session module aims to prepare students to meet moral responsibility when it is simultaneously most essential and most difficult. Moral adversity refers to situations in which a person confronts a pressing moral responsibility-to oppose wrong-doing, aid others in desperate need, or stand up for inviolable principles, for example-yet meeting that responsibility is very difficult. The difficulty may arise because the situation entails personal or organizational sacrifice, for example, or colliding duties, or unfavorable conditions-such as time pressure, uncertainty, and uncooperative third parties. The module explores two forms that leadership can take in the face of moral adversity: taking direct action oneself to meet one's responsibilities and guiding others to meet collective responsibility. By examining protagonists who encounter moral adversity and must respond to urgent and complex calls to leadership, the module aims to provide students with: (1) An understanding of characteristic challenges and complications that make it so hard to exercise leadership in the face of moral adversity; (2) A map of the process for delivering on responsibility in the face of moral adversity; (3) A developmental perspective for approaching moral adversity, which casts ethically challenging situations not solely as tests of character but as opportunities to build one's personal capacity to shoulder responsibility and exercise leadership; (4) A moral compass that outlines the personal capacity students need to build, specifying capabilities and    Delphi Corp.   Add   View  21 pp.  Case Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, Sonya Publication Date: 06/28/2002 Revision Date: 01/08/2004 Product Type: Case (Field) Product Description: Describes the Delphi Corp.'s board of director's role in the company's long-range strategy as well as the board's relationship with management. Explores the issues of how boards of directors can effectively contribute to a company's long-range strategy, how boards of directors can interact with top management, and how management can effectively work with an active board. Teaching Purpose: To explore the effectiveness of boards of directors. HBS Number: 9-402-033 Geographic Setting: Troy, MIIndustry Setting: auto partsNumber of Employees: 11,800Gross Revenues: $29,129 revenues Event Year Start: 1999Event Year End: 2001 Subjects: Board of directors; Corporate governance; Leadership Academic Discipline: Organizational behavior & leadership    Deutsche Borse and the European Markets   Add   View  29 pp.  Case Author(s): Crane, Dwight B.; Stachowiak-Joulain, Monika Publication Date: 01/12/2006 Revision Date: 02/07/2006 Product Type: Case (Library) Product Description: In December 2004, Deutsche Borse proposed an offer for the London Stock Exchange. Some shareholders opposed the acquisition, leading to the offer's withdrawal and replacement of management, including the CEO and board members. Written from the viewpoint of Deutsche Borse and addresses a number of issues: Was the attempted acquisition of the London Stock Exchange a reasonable strategy? Was the announced offer price reasonable? Why were dissident shareholders so opposed to the transaction? What allowed them to prevail? What could management or the supervisory board have done differently that might have led to a different outcome? HBS Number: 9-206-082 Geographic Setting: Europe; Germany; United Kingdom Industry Setting: Securities & investing Number of Employees: 3,000 Gross Revenues: $2 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: Board of directors; Mergers & Acquisitions; Stock exchanges; Stockholders; Strategy; Valuation Academic Discipline: Organizational behavior & leadership    Developing Cooperative Project Client-Supplier Relationships: How Much to Expect from Relational Contracts?   Add   View  27 pp.  Case Author(s): Gil, Nuno Publication Date: 02/01/2009 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR422 Industry Setting: Airport industry; Construction industry Subjects: Contracts; Infrastructure; Project management; Suppliers Academic Discipline: Organizational behavior & leadership Product Description: In recent years, infrastructure promoters have become interested in translating the Toyota lean management paradigm into new infrastructure development projects. This approach assumes client and project suppliers are willing to work cooperatively. To enable this prerequisite, clients have started to experiment with relational contracts. An empirical study on the use of a relational contract in the 4.2bn-pound extension of Heathrow airport in London confirms, however, the old adage that the devil is in the details. Unarguably, relational contracts enable the project client and suppliers to work together for a common purpose. However, the interwoven ways in which the client implements the contract — writing up the commercial details, as well as adjusting and interpreting these details throughout the project — are critical to encourage the suppliers to work cooperatively and meet the expectations of the client. This study unpacks five factors for making relational contracts work in projects: suppliers are keen to reap reputation benefits from project participation; suppliers have flexibility in their production processes; client and suppliers choose the right people for the jobs; client learns to relationally contract in response to supplier feedback; and client aligns its practices to control and improve performance with the suppliers' skills.    Developing Leaders   Add   View  17 pp.  Case Author(s): Groysberg, Boris; Cowen, Amanda Publication Date: 11/14/2006 Revision Date: 05/24/2007 Product Type: Note HBS Number: 9-407-015 Subjects: Human resources management; Leadership development; Management training; Organizational design; Organizational structure Academic Discipline: Organizational behavior & leadership Product Description: Provides an overview of leadership development for the manager charged with developing a single individual or corporate leadership program. Introduces a framework for understanding the components of developmental experiences and then applies it to a range of experiences, including: formal and informal feedback, training, job assignments, and mentoring. Concludes with a discussion of the leadership development process — in particular, the need to factor in organizational context and individual differences when selecting and sequencing developmental experiences.    Developing Life Theme Labels   Add   View  3 pp.  Case Author(s): Clawson, James G.; Higgins, Monica Publication Date: 10/13/2004 Product Type: Note Product Description: Instructs students in developing their life themes, a vital component of the Self-Assessment and Career Development final paper. Teaching Purpose: To give students instruction while preparing their final paper for the Self-Assessment and Career Development course. A rewritten version of an earlier note. HBS Number: 9-405-016 Subjects: Career advancement; Career changes; Careers & career planning; Self evaluation Academic Discipline: Organizational behavior & leadership    Developing Professionals: The BCG Way (A)   Add   View  28 pp.  Case Author(s): Nanda, Ashish; Morrell, Kelley Publication Date: 04/07/2003 Revision Date: 04/03/2006 Product Type: Case (Field) Product Description: This case provides a brief history of Boston Consulting Group (BCG) and the firm's approach to development and mentorship of its consultants. It also discusses the challenges facing three consultants who are nearing the two-year mark of working at BCG. HBS Number: 9-903-113 Geographic Setting: Global Industry Setting: Consulting Number of Employees: 2,800 Gross Revenues: $1.2 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Careers & career planning; Consulting; Employee development; Human resources management; Leadership; Management of professionals Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (9-904-068), 5p, by Ashish Nanda, Kelley Morrell; Teaching Note, (5-905-029), 20p, by Ashish Nanda, Lauren Prusiner    Developing Professionals: The BCG Way (B)   Add   View  5 pp.  Case Author(s): Nanda, Ashish; Morrell, Kelley Publication Date: 02/27/2004 Revision Date: 04/03/2006 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-903-113) Developing Professionals: The BCG Way (A). HBS Number: 9-904-068 Industry Setting: Consulting; Professional services Subjects: Careers & career planning; Consulting; Employee development; Human resources management; Leadership; Management of professionals Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-905-029), 20p, by Ashish Nanda, Lauren Prusiner    Developing Professionals—The BCG Way (A) & (B), Teaching Note   Add     20 pp.  Teaching Note Author(s): Nanda, Ashish; Prusiner, Lauren Publication Date: 10/13/2004 Revision Date: 11/23/2004 Product Type: Teaching Note HBS Number: 5-905-029 Academic Discipline: Organizational behavior & leadership Product Description: Teaching Note to (9-903-113) and (9-904-068). Must be used with: (9-903-113) Developing Professionals: The BCG Way (A); (9-904-068) Developing Professionals: The BCG Way (B).    Developmental Network Questionnaire   Add   View  16 pp.  Case Author(s): Higgins, Monica C. Publication Date: 02/17/2004 Revision Date: 12/20/2004 Product Type: Color Case Product Description: The Developmental Network Questionnaire is an instrument designed to reveal information about the sources of developmental assistance in an individual's career. Teaching Purpose: To facilitate a session on developmental relationships. Includes color exhibits. May be used with: (9-405-701) Developmental Network Questionnaire, Multimedia. HBS Number: 9-404-105 Event Year Start: 2001Event Year End: 2001 Subjects: Career advancement; Careers & career planning; Interpersonal relations; Mentors; Networks; Self evaluation Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (5-405-039), 22p, by Monica C. Higgins   Add     22 pp.  Teaching Note For use with 9-404-105 HBS Number: 5-405-039 Subjects: Career advancement; Careers & career planning; Interpersonal relations; Mentors; Networks; Self evaluation    Developmental Network Questionnaire   Add   View  16 pp.  Case Author(s): Higgins, Monica Publication Date: 02/17/2004 Revision Date: 12/20/2004 Product Type: Color Case HBS Number: 404105 Event Year Start: 2001 Event Year End: 2001 Subjects: Career advancement; Careers & career planning; Interpersonal relations; Mentors; Networking Academic Discipline: Organizational behavior & leadership Supplementary Materials: Teaching Note, (405039), 22p, by Monica Higgins Product Description: The Developmental Network Questionnaire is an instrument designed to reveal information about the sources of developmental assistance in an individual's career. Teaching Purpose: To facilitate a session on developmental relationships. Includes color exhibits. May be used with: (405701) Developmental Networ