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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Cases — Organizational Behavior  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. 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.    Action Planning: An LCA Perspective, Module Note   Add   View  7 pp.  Case Author(s): Sucher, Sandra J. Publication Date: 03/30/2005 Revision Date: 06/01/2010 Product Type: Module Note Publisher: Harvard Business School HBS Number: 605079 Subjects: Leadership; Action planning; Ethics; Social responsibility Academic Discipline: Organizational Behavior & leadership Product Description: Module note for Leadership and Corporate Accountability course.    Asda (B)   Add   View  22 pp.  Case Author(s): Beer, Michael; Weber, James Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 498007 Geographic Setting: United Kingdom Number of Employees: 70,000 Gross Revenue: $8 billion revenues Event Year Start: 1991 Event Year End: 1996 Subjects: Organizational behavior; Organizational culture; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (400503), 0p, by Asda; Case Teaching Note, (498033), 19p, by James Weber; Video Supplement, (499506), 0p, by Michael Beer, James Weber; Video Supplement, (499507), 0p, by Michael Beer, James 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.    Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships   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 Publisher: Harvard Business School HBS Number: 491096 Subjects: Interpersonal relations; Cross cultural relations; Power & influence; Human resources management; Career planning; Women; Mentoring 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.    Brief Note on Social Motives   Add   View  6 pp.  Case Author(s): Gabarro, John J.; Gabarro, John J.; Wormley, Wallace Publication Date: 11/01/1976 Revision Date: 11/01/1980 Product Type: Note Publisher: Harvard Business School HBS Number: 477053 Subjects: Power & influence; Employee attitude; Motivation Academic Discipline: Organizational Behavior & leadership 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.”    Chrysler: Iacocca’s Legacy   Add   View  19 pp.  Case Author(s): Nohria, Nitin ; Nohria, Nitin ; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 493017 Geographic Setting: United States Number of Employees: 140,000 Gross Revenue: $1 billion revenues Event Year Start: 1978 Event Year End: 1992 Subjects: Management communication; Leadership; Change management; Organizational change Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (496059), 9p, by Nitin Nohria 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.    Ralph Nader: When Purpose and Legacy Collide   Add   View  21 pp.  Case Author(s): Nohria, Nitin ; Mendhro, Umaimah Publication Date: 05/13/2009 Revision Date: 11/24/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409117 Geographic Setting: United States Event Year Start: 1960 Event Year End: 2009 Subjects: Consumerism; Politics; Activists; Leadership; Values; Social responsibility Academic Discipline: Organizational Behavior & leadership Product Description: This case tells the story of Ralph Nader's leadership, from his success as a crusader for consumer interests and active public participation in the political process to his controversial campaigns for the US presidency.    Old Colony Associates   Add   View  5 pp.  Case Author(s): Gabarro, John J.; Burtis, Andrew Publication Date: 02/03/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 495034 Geographic Setting: United States Gross Revenue: $90 million revenues Subjects: Performance appraisals; Interpersonal skills Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (400507), 0p, by Linda A. Hill; Video Supplement, (887512), 0p, by Bart J. Van Dissel Product Description: The first case in a four-part case series that outlines the events leading up to a performance appraisal interview. Describes the background of the company. A rewritten version of an earlier case.    Maureen Frye at Quaker Steel and Alloy Corp.   Add   View  12 pp.  Case Author(s): Gabarro, John J. Publication Date: 12/15/1995 Revision Date: 10/08/1996 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 496024 Geographic Setting: Pennsylvania Event Year Start: 1995 Event Year End: 1995 Subjects: Middle management; Action planning; Organizational culture; Sales; Sales organization; Implementing strategy Academic Discipline: Organizational Behavior & leadership Product Description: Maureen Frye, assistant product manager at Quaker Steel and Alloy Corp., is asked to implement an action plan for changing the call pattern of the salesforce. Currently the salesforce is spending too much time on small accounts. Earlier Frye attempted to change their call patterns without success. Now with the express call mandate of top management she has to present a plan that will work.    Managing Your Career   Add   View  14 pp.  Case Author(s): Hill, Linda A. Publication Date: 03/20/1994 Revision Date: 12/15/1998 Product Type: Note Publisher: Harvard Business School HBS Number: 494082 Subjects: Organizational behavior; Interpersonal relations; Power & influence; Management development; Career planning; Management skills Academic Discipline: Organizational Behavior & leadership Product Description: Designed to serve as background reading for the “Managing Your Career” module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a “success syndrome” by building power and influence over the course of one's career. Also identifies some of the special challenges of: 1) managing one's early career, 2) developing power as a minority in the organization and the “glass ceiling” phenomenon, and 3) developing ethical judgment. Focusing special attention on the importance of self-assessment and introspection in building a successful career, the note concludes with a list of questions individuals should ask themselves periodically to take stock of their career and personal development.    Lisa Benton (A)   Add   View  14 pp.  Case Author(s): Hill, Linda A.; Weber, Katherine S. Publication Date: 03/18/1994 Revision Date: 05/31/1994 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 494114 Geographic Setting: Illinois Event Year Start: 1991 Event Year End: 1991 Subjects: Interpersonal relations; Management styles; Managing up; Conflict; Organizational culture Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (494112), 23p, by Katherine S. Weber; Supplement, (494115), 2p, by Katherine S. Weber Product Description: Lisa Benton is in her fourth month as an assistant product manager at Houseworld, a leading consumer products company. She has been on the job since graduating from the Harvard Business School, and she has been frustrated from the start by a lack of responsibility, by her poor relationship with her boss and a colleague, and recently, by the negative performance review she received. Concerned about her future at Houseworld, Benton is considering calling her former boss from her summer job to inquire about a position. An updated version of an earlier case.    Intel NBI: Intel Corporation’s New Business Initiatives (B)   Add   View  2 pp.  Case Author(s): Shih, Willy Publication Date: 04/10/2009 Revision Date: 11/18/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 609102 Geographic Setting: United States Number of Employees: 84600 Gross Revenue: $40 billion Event Year Start: 1997 Event Year End: 2008 Subjects: Entrepreneurship; Entrepreneurial management; Innovation; Change management; Organizational learning; Organizational change Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (609071), 12p, by Willy Shih    Henry Tam and the MGI Team   Add   View  17 pp.  Case Author(s): Polzer, Jeffrey T.; Polzer, Jeffrey T.; Vargas, Ingrid ; Elfenbein, Hillary Anger Publication Date: 10/20/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 404068 Geographic Setting: Massachusetts Number of Employees: 7 Event Year Start: 2002 Event Year End: 2002 Subjects: Organizational behavior; Interpersonal relations; Order processing; Entrepreneurship; Leadership; Teams; Group dynamics; Diversity; Conflict Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (404079), 30p, by Jeffrey T. Polzer, Hillary Anger Elfenbein Product Description: Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up company and a fellow classmate to enter the school's business plan contest. The founders of the company are two internationally accomplished musicians and a 1987 Harvard MBA, all Russian, who are trying to create, produce, and sell a unique computer-based music game. Conflict builds as the team generates a range of ideas about how to market their product, but has trouble agreeing on which ideas to pursue. Henry Tam wrestles with how to fix the problems that have hindered the team's progress.    GE Money Bank: The M-Budget Card Initiative   Add   View  16 pp.  Case Author(s): Tushman, Michael L.; Raisch, Sebastian ; Welling, Christian Publication Date: 10/19/2009 Revision Date: 11/18/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410052 Geographic Setting: Switzerland Number of Employees: 660 Gross Revenue: USD 400 million (Swiss business) Event Year Start: 2005 Event Year End: 2009 Subjects: Entrepreneurship; Innovation; Leadership; Organizational development; Cross functional management; Organizational structure; Organizational learning; Organizational change; Execution; Strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (410053), 14p, by Michael L. Tushman, Sebastian Raisch, Christian Welling Product Description: The M-Budget Card case study is about mastering the challenges of an exploratory strategic initiative in a context marked by time pressure and frequent change. M-Budget was the first of a series of highly successful projects that established GE Money Bank as a leader in the Swiss credit card market. The business concept was to cooperate with the country's leading retailer MIGROS to develop an innovative credit card offering, the M-Budget card. The M-Budget card was launched a mere six months later and was an immediate success. The demand for the card exceeded expectations by far and the bank was inundated by more than 100,000 applications in the first weeks. The road to the successful market launch, however, was a rocky one and the team around Pierre had to master numerous challenges. Pierre, who took the lead in the initiative, had to select the right people to compose a team that had all the expertise and knowledge required to develop an entirely new market offering. A competitive move by the second largest retailer COOP forced the team to change its initial value proposition while working    Differences at Work: Jason (B)   Add   View  1 pp.  Case Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/27/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 408049 Subjects: Organizational behavior; Power & influence; Ethics; Diversity; Minority & ethnic groups; Discrimination; Interpersonal skills Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case. An abstract is not available for this product.    Sara Campbell Ltd. (A)   Add   View  9 pp.  Case Author(s): Autrey, Romana L.; Narayanan, V.G.; Rozovsky, Julia Publication Date: 01/31/2008 Revision Date: 12/11/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 108070 Gross Revenue: 1999: $17 million Event Year Start: 1997 Event Year End: 1999 Subjects: Accounting; Internal controls; Control systems; Employee problems Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (108071), 4p, by Romana L. Autrey, V.G. Narayanan, Julia Rozovsky; Supplement, (110034), 7p, by Romana L. Autrey, V.G. Narayanan, Julia Rozovsky Product Description: Describes a situation in which Sara Campbell, the CEO of a women's apparel company, must decide how to resolve the tense relationship with her Financial Controller and ex-brother-in-law, Stephen Holt. Holt was employed by Campbell for 10 years, took on the majority of financial responsibilities for the firm, and knew the business very well. Although he was bright, Campbell was often disappointed by his poor judgment and disorderly nature. By 1999, two incidents by Holt forced Campbell to question how she should proceed in terms of his employment. Students are given context to debate whether Holt's behavior was detrimental enough to overshadow a successful ten-year working relationship and his monetary obligations to Campbell's immediate family.    Ross Perot and General Motors   Add   View  31 pp.  Case Author(s): Lorsch, Jay W.; Sailer, James E. Publication Date: 02/18/1991 Revision Date: 06/03/1993 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 491027 Geographic Setting: Michigan Gross Revenue: $127 billion 1989 sales Event Year Start: 1984 Event Year End: 1986 Subjects: Leadership; Corporate governance; Organizational culture Academic Discipline: Organizational Behavior & leadership Product Description: In December, 1986 the General Motors Board of Directors must decide whether to accept the buyout agreement between GM and Ross Perot, a director of GM and its largest stockholder. The agreement called for GM to purchase all of Perot's GM shares in exchange for his resignation from the GM board and his resignation as Chairman of EDS, the company Perot founded in 1963 and sold to GM in 1984. The case chronicles a history of the Perot/GM merger, and the friction between Perot and GM management which led to the buyout agreement.    Managing a Global Team: Greg James at Sun Microsystems, Inc. (B)   Add   View  2 pp.  Case Author(s): Neeley, Tsedal Publication Date: 11/01/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 410020 Geographic Setting: California; India; United Arab Emirates; France Event Year Start: 2008 Subjects: Technology Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (410014), 19p, by Tsedal Neeley Product Description: This case updates students on the steps Greg James took to solve the problems that instigated the crisis documented in “Managing a Global Team: Greg James at Sun Microsystems, Inc. (A).” We find out how James solves the process problems involved in his team's breakdown and creates team cohesion to help them function together effectively. We also learn whether or not James is successful in taking his global team to a new level of productivity and customer service.    Dawn Stokes: The View from the Driver’s Seat   Add   View  15 pp.  Case Author(s): Groysberg, Boris ; Tanne, Lindsey Publication Date: 11/19/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410064 Geographic Setting: Texas Number of Employees: 100 Gross Revenue: $1 million Event Year Start: 2009 Subjects: Entrepreneurship; Entrepreneurial management; Leadership; Product management; Organizational change; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: Dawn Stokes founded and was successful as CEO of Texas Driving Experience, a company that provided driving lessons, both safety-based for teens, and high-performance racecar driving for individual thrill seekers and corporate events. Although the company had done well, economic hard times were beginning to take their toll. What aspects of the business should Stokes focus on? And would a policy of aggressive geographic expansion make sense?    Craig Parks (B)   Add   View  3 pp.  Case Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 09/03/1996 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 497014 Subjects: Organizational behavior; Career planning; Self-assessment Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (498062), 10p, by David A. Thomas, Emily D. Heaphy Product Description: Supplements the (A) case.    Craig Parks (A)   Add   View  12 pp.  Case Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 07/31/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 497013 Geographic Setting: New York Subjects: Organizational behavior; Career planning; Self-assessment Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (497014), 3p, by Lisa Chadderdon; Case Teaching Note, (498062), 10p, by David A. Thomas, Emily D. Heaphy Product Description: 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.    Congressional Candidate Ron Klein and KNP Communications   Add   View  8 pp.  Case Author(s): Cuddy, Amy J.C.; Sharma, Nithyasri Publication Date: 09/30/2009 Revision Date: 08/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910013 Event Year Start: 2006 Subjects: Interpersonal communications; Public relations; Public opinion; Group dynamics; Organizational management Academic Discipline: Organizational Behavior & leadership Product Description: In the 2006 election cycle, Dan Silver was challenging a popular 26-year incumbent for the U.S. congressional seat in Florida's 19th Congressional District. To win the election, Silver needed to find a way to relate to his voters on a personal level. Silver's campaign manager advised him to work with consulting firm KNP Communications. Over the course of a few sessions, Silver worked with the KNP team to learn techniques that would help him project warmth and authenticity. On election night, Silver wondered if KNP's training had allowed him to successfully connect with his voters, and more importantly, if this personal connection mattered more to voters than his competence and skills. Some information in this case has been disguised.    Buro Happold   Add   View  33 pp.  Case Author(s): Eccles, Robert G.; Herman, Kerry Publication Date: 04/06/2009 Revision Date: 08/13/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409021 Gross Revenue: 1700 Event Year Start: 2009 Subjects: Entrepreneurship; Employee development; Organizational design; Diversification; Management skills Academic Discipline: Organizational Behavior & leadership Product Description: Padraic Kelly became Managing Director (MD) of the engineering services firm Buro Happold in 1996. One of his first initiatives was “Aim for Growth,” which was intended to help the firm grow beyond its current size where it was constrained by a structure of having each of the firm's founding partners responsible for a group of 25-30 engineers. This initiative was very successful, but the firm then found itself with a lack of leadership skills at all levels of the organization to manage a company of a much larger size, growing by a factor of 10 over 10 years. In response, Buro Happold developed its first formal internal training programs under the name of “Archimedes Academy.” The first two programs were (1) the Job Leader Program, targeted for senior engineers and designed to help them be more effective in working with clients, and (2) the Project Leader Program, targeted for project leaders and designed to help them develop the “softer” management skills to complement their technical ones. A distinctive aspect of Archimedes Academy is that these first programs were developed and delivered by the cohors who first attended them. Rather than partner with a university to develop an accredited program, the firm decided it would be better off developing the program itself, with the help of an outside consultant who had done something similar at his previous employer, in order to make sure the programs were specific enough to Buro Happold's    The Long Conversation: Learning How to Master Enterprise Systems   Add   View  28 pp.  Case Author(s): Lorenzo, Oswaldo ; Kawalek, Peter ; Ramdani, Boumedienne Publication Date: 11/01/2009 Product Type: Case Publisher: California Management Review HBS Number: CMR444 Subjects: Long term planning; Organizational learning; Enterprise systems; Networks Academic Discipline: Organizational Behavior & leadership Product Description: Few early enterprise systems (ESs) implementations lived up to expectations. How can companies meet or exceed their expectations for enterprise systems? Far from providing a quick fix, the potential of ESs is better achieved through a slow and diligent learning process. This approach emphasizes the need for organizations to focus less on the technical and temporal aspects of ES projects and rather to view them as forming part of a long journey led by users. New social networks emerge as a result of the problems and opportunities based around learning, building, and sharing users' experiences. This article develops a new model for successfully mastering enterprise systems, which is labeled “the long conversation.” The application of this model has important implications for practitioners involved in the implementation of an ES.    Miles Everson at PricewaterhouseCoopers   Add   View  14 pp.  Case Author(s): Eccles, Robert G.; Lane, David Publication Date: 11/03/2009 Revision Date: 04/23/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410062 Number of Employees: 140,000 Gross Revenue: $28 billion Event Year Start: 2008 Subjects: Interpersonal communications; Management philosophy; Leadership development; Vision; Management development; Middle management; Employee development; Sales; Collaboration; Sales force management; Leading teams Academic Discipline: Organizational Behavior & leadership Product Description: Miles Everson, a partner at PricewaterhouseCoopers (PwC), is the Global Engagement Partner (GEP) for a large U.S. financial institution and about to take over this role for a much larger global financial institution. The GEP role is a critical one at PwC. GEPs have responsibility for the firm's largest and most important clients. They must manage a vast external network of client employees and an equally vast internal network of the firm's employees. The GEP needs to have a deep understanding of the client and its industry in order to identify opportunities and problems where the firm's resources can be brought to bear and to match the firm's capabilities to the client's needs. GEPs must be able to simultaneously manage a larger number of tasks, often under great time pressure. This case describes how a very effective GEP — Miles Everson who was named one of the top 25 consultants for 2006 by “Consulting Magazine” — performs this role and provides insights into the attitudes, skills and subject matter expertise necessary to be successful in this role. Insights into how Everson does this job are provided by both PwC and client personnel. As is often the case, Everson is responsible for a business (in his case Governance, Risk and Compliance) and so he has substantial internal management responsib    Mike Miller (B)   Add   View  6 pp.  Case Author(s): Sathe, Vijay V.; Dredge, C. Paul Publication Date: 12/22/1981 Revision Date: 07/23/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 482062 Subjects: Executives; Personal strategy & style; Job satisfaction; Interdepartmental relations; Organizational culture; Values Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    Mike Miller (A)   Add   View  19 pp.  Case Author(s): Sathe, Vijay V.; Dredge, C. Paul Publication Date: 12/22/1981 Revision Date: 02/01/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 482061 Geographic Setting: United States Gross Revenue: $400 million assets Event Year Start: 1981 Event Year End: 1982 Subjects: Executives; Personal strategy & style; Job satisfaction; Interdepartmental relations; Organizational culture; Values Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (482062), 6p, by C. Paul Dredge Product Description: Mike Miller, Harvard MBA '78, resigned his first job out of HBS within six months because he believed his personal values and learning objectives could not be accommodated. Students may discuss the problems of anticipating corporate culture, learning the ropes, surviving entry into the organization, and getting things done.    Managing Talent at Bertelsmann AG (A)   Add   View  59 pp.  Case Author(s): Groysberg, Boris ; Nohria, Nitin ; Maletz, Mark C.; Herman, Kerry Publication Date: 12/02/2009 Revision Date: 01/06/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410010 Geographic Setting: Germany Number of Employees: 102397 Gross Revenue: EU 18.7 billion Event Year Start: 2008 Subjects: Organizational behavior; Work force management; Career planning; Diversity; Talent management; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: Bertelsmann's EVP HR Immanuel Hermreck and his team were focused on four key HR issues. Three of these were somewhat discreet: improving Bertelsmann's employer brand; managing Bertelsmann talent across the firm's decentralized businesses; and ensuring early identification and appropriate development of Bertelsmann's top 100 high potential managers (hi-pos) to better seed the company's future top management. The fourth issue-recruitment and retention-played an integral role across all three challenges and had to be strengthened and made consistent across the firm, not an easy prospect given Bertelsmann's highly decentralized structure. Hermreck knew navigating these issues would pose significant challenges, but getting them right was critical to Bertelsmann's competitive advantage and survival as a robust media company. He had some good results in from his early efforts, but as he looked forward, what should his action plan set out to do?    Khalil Abdo Group   Add   View  6 pp.  Case Author(s): Barnes, Louis B.; Sukhtian, Muna Publication Date: 07/10/1997 Revision Date: 10/24/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 898011 Geographic Setting: Egypt Number of Employees: 500 Gross Revenue: $5 million revenues Subjects: Decision making; Developing countries; Human behavior; Entrepreneurial management; Partnerships; Family-owned businesses Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (805108), 8p, by Courtney J. Sampson, John A. Davis Product Description: Three brothers inherit a business in Egypt; the complications begin as each gets married, has a family, and becomes torn among different family interests. Now the third generation is appearing.    Jack Smith (B): Becoming a Toyota Manager (I)   Add   View  3 pp.  Case Author(s): Spear, Steven J.; Spear, Steven J. Publication Date: 03/30/2004 Revision Date: 05/10/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 604059 Geographic Setting: North America Number of Employees: 100,000 Gross Revenue: $100 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Organizational structure; Career planning; Career changes; Organizational culture; Plant management; Manufacturing Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (604087), 18p, by Steven J. Spear Product Description: Jack Smith had a stellar career at Chrysler managing major design teams and manufacturing plants before deciding to join industry leader and benchmark Toyota. It is his first day on the job; what will his orientation entail? Cursory walkthroughs and introductions before assignment to a job commensurate with his experience and accomplishments or something else to acclimate him to Toyota's unique management approach?    Hindustan Unilever Limited   Add   View  13 pp.  Case Author(s): Delong, Thomas J.; Srivastava, Mona Publication Date: 01/05/2010 Revision Date: 07/21/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410002 Geographic Setting: India Number of Employees: 15,000 Gross Revenue: $2.74 billion Event Year Start: 2009 Subjects: Organizational behavior; Leadership; Change management; Middle management; Human resources management; Conflict management; Managing people Academic Discipline: Organizational Behavior & leadership Product Description: This case illustrates HUL's conflict resolution and people development policies using a 'Leading from the middle' example. The story centers around the challenges faced by an HR manager at a factory who must meet organizational objectives, while handling multiple trade unions that are resisting change as well as having conflicts amongst themselves.    Akin Ongor’s Journey   Add   View  12 pp.  Case Author(s): Kanter, Rosabeth Moss Publication Date: 01/20/2006 Revision Date: 05/04/2006 Product Type: Case Publisher: Harvard Business School HBS Number: 306072 Geographic Setting: Turkey Event Year Start: 2000 Event Year End: 2005 Subjects: Developing countries; Entrepreneurship; Leadership; Leadership development; Change management; Teamwork; Values; Partnerships; Social responsibility Academic Discipline: Organizational Behavior & leadership Product Description: To maximize their effectiveness, color cases should be printed in color. A retired bank CEO, one of Turkey's most admired leaders, wants to start a leadership institute to develop emerging leaders in the eastern Mediterranean region. Describes his biography and values, the models he established for excellent financial performance and corporate social and environmental responsibility at the bank, and his attempt to partner with an American university to establish the institute. His first approach did not work; what should he do now? Includes color exhibits.    Selling strategic issues: Crafting the content of the sales pitch   Add   View  5 pp.  Case Author(s): Mazzei, Matthew J.; Shook, Christopher L.; Ketchen, David , Jr. Publication Date: 11/15/2009 Product Type: Case Publisher: Business Horizons/Indiana Univ. HBS Number: BH355 Subjects: Sales; Sales strategy; R&D; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: From outside a firm, strategy making usually appears to be a top-down process whereby the CEO and top management make decisions that the rest of the firm must then implement. Sometimes, though, the ideas underlying strategic moves originate with lower level employees. Can employees really shape strategy? That often depends on crafting the content of the sales pitch.    Sharks in the Water: Battling an Activist Investor for Corporate Control (B)   Add   View  4 pp.  Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 02/01/2010 Product Type: Supplement Publisher: Stanford University HBS Number: CG20B Subjects: Shareholder relations; Activists; Corporate governance; Board of directors; Outsourcing Academic Discipline: Organizational Behavior & leadership Product Description: This case is a follow up to CG20A, and explains the actions taken by Tarco in response to threat from activist investor Barracuda. The case explains how the company relied on an analysis of its shareholder base and predictive proxy voting to inform its decision.    Sharks in the Water: Battling an Activist Investor for Corporate Control (A)   Add   View  19 pp.  Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 02/01/2010 Product Type: Case Publisher: Stanford University HBS Number: CG20A Subjects: Shareholder relations; Activists; Corporate governance; Board of directors; Outsourcing Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (CG20B), 4p, by David F. Larcker, Brian Tayan Product Description: In July 2006, Barracuda became the largest investor in Tarco International. In a meeting with management, Barracuda's managing director advised that strong measures needed to be taken to improve operating performance. If management failed, Barracuda would force a sale of the company. In response, the board of Tarco hired FD, a leading financial communications consultancy specializing in strategic investor relations. The board asked FD to compile extensive research on the Tarco's shareholder base, investor perception of the company and management performance, predictive voting on potential proxy proposals, and tactics used by Barracuda in previous activist engagements. Armed with this data, the board had to decide what steps to take, if any, to keep Barracuda at bay and ensure that Tarco retained the support of its investors    PNC Financial: Grow Up Great   Add   View  27 pp.  Case Author(s): Marquis, Christopher ; Rangan, V. Kasturi; Comings, Alison Publication Date: 03/19/2009 Revision Date: 04/28/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409108 Geographic Setting: United States Number of Employees: 24000 Gross Revenue: ~6.5 billion Event Year Start: 2003 Event Year End: 2009 Subjects: Leadership; Community relations; Partners; Social responsibility Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (410120), 12p, by Christopher Marquis, V. Kasturi Rangan, Bobbi Thomason Product Description: In 2003, PNC Financial focused its corporate citizenship and philanthropic resources on a ten-year, $100 million investment in early childhood education called PNC Grow Up Great. The case tracks the origination of Grow Up Great, how it was developed and implemented within PNC, and some of the key challenges and successes of the program during its first 5 years of operation. Key elements of the case are the process by which PNC decided to focus on Grow Up Great as its signature program, and how the program was designed to provide extensive volunteering opportunities for employees. The case also explores how PNC leadership has engaged in extensive advocacy on the issue of early childhood education. The branding and marketing issues associated with Grow Up Great and how it fits in PNC's organizational structure are also highlighted in the case.    Living PlanIT   Add   View  29 pp.  Case Author(s): Eccles, Robert G.; Edmondson, Amy C.; Thyne, Susan; Zuzul, Tiona Publication Date: 02/08/2010 Revision Date: 03/22/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410081 Geographic Setting: Europe; Portugal Number of Employees: 27 Event Year Start: 2009 Event Year End: 2010 Subjects: Organizational behavior; Economic development; Urban development; Entrepreneurship; Business models Academic Discipline: Organizational Behavior & leadership Product Description: Living PlanIT is a start-up company that has developed a new, innovative business model for sustainable urbanization. This model reflects the software and technology backgrounds of its founders, Steve Lewis and Malcolm Hutchinson, and is in vivid contrast to other models for green or smart cities that are variations on a massive real estate development project. The main economic engine driving Living PlanIT's model is a partner channel strategy adopted from the high technology industry. The case shows how the Living PlanIT business model has evolved from the original vision of Lewis and Hutchinson to radically transform the construction industry to a go-to-market partnership model using the real estate as a “showroom” for evolving sustainable urban technology — a $3 trillion global market over the next 20 years. Living PlanIT is developing its first project, a new city called PlanIT Valley, outside of Porto, Portugal. The company has clarified its vision and is moving into the implementation phase, which involves fundraising, signing up channel partners, and negotiating various issues with the Portuguese government for its pilot project. Success in PlanIT Valley will translate into a strong market position as global population and demand for new cities increases, particularly in developing countries such as China and India. Topics Include    Honda: Innovation The Chinese Way   Add   View  21 pp.  Case Author(s): Farhoomand, Ali ; Huang, Minyi ; Lai, Ricky Publication Date: 01/19/2010 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU887 Geographic Setting: China Subjects: Organizational behavior; Foreign investment; Innovation; Leadership; Knowledge transfer; Competitive strategy; Joint ventures; R&D; Multinational corporations; Branding Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (HKU888), 6p, by Ali Farhoomand, Minyi Huang Product Description: Innovation is the key to success in the history of Honda Motor Group (Honda). In July 2007, Guangzhou Honda's Research and Development Co. Ltd. (GHRD) was established. It was the first multinational auto company to develop a R&D facilities with the technological capabilities to produce a completely new car from the ground up. While Honda Motor in Japan would provide technological support, the core technologies would be owned solely by Guangzhou Honda. This arrangement differed from the traditional R&D management in Honda, which, despite the existence of R&D centers around the globe, used to retain its core technologies at its R&D center in Japan. This case shows the motives, new opportunities and challenges behind business model innovation.    EU Design’s Rise in the Apparel and Fashion Industry: Formalizing Management and Incentive Systems   Add   View  13 pp.  Case Author(s): O'Connor, Neale ; de Vries Robbe, Edo Publication Date: 01/19/2010 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU880 Geographic Setting: New York; China; Hong Kong Event Year Start: 2009 Subjects: Control systems; Leadership; Change management; Incentives; Sourcing Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (HKU881), 9p, by Neale O'Connor, Edo de Vries Robbe Product Description: EU Design is an increasingly important trim supplier for various companies in the apparel and fashion industry in both New York and Hong Kong. Since its establishment in 1999, the company has grown gradually, attracting more customers and employing more staff. By 2009, however, further growth has been obstructed by an informal management style, an inappropriate organizational structure and a simple incentive system that is suitable only for a small company. The situation has been worsened by the global financial crisis. With falling margins, there is a need for expanding the customer base and for staff to become more sales-oriented. With limited funds, EU Design's owner needs to decide how to transform the company and which management control systems to implement first.    Eden McCallum: A Network-Based Consulting Firm   Add   View  15 pp.  Case Author(s): Gardner, Heidi K.; Eccles, Robert G. Publication Date: 09/30/2009 Revision Date: 07/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410056 Geographic Setting: Europe Number of Employees: 25 Gross Revenue: $9,859,775 Event Year Start: 2009 Subjects: Organizational behavior; Entrepreneurship; Leadership; Organizational change Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (410116), 18p, by Heidi K. Gardner, Erin McFee; Supplement, (411027), 4p, by Heidi K. Gardner, Erin McFee Product Description: Eden McCallum pioneered the network-based (“virtual”) consulting firm model in the UK. Contracting freelance consultants on a per-project basis keeps overheads lean so that Eden McCallum's fees are a fraction of the big firms' rates. Their flexible, low-cost model has attracted top-notch corporate clients, resulting in steady double-digit annual growth in its first nine years. In January 2009, however, the global economic crisis has dramatically reshaped the competitive landscape and the founders must decide between pursuing their high-growth strategy versus retrenching - including cutting costs and pulling out of their first international expansion that they had launched the prior year. This case explores how the elements of a firm's innovative model reinforce each other and what happens when the environment changes.    Don Burr   Add   View  22 pp.  Case Author(s): Zuboff, Shoshana ; Delong, David Publication Date: 09/12/1989 Revision Date: 08/13/1990 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 490014 Subjects: Career planning Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (490065), 6p, by Shoshana Zuboff Product Description: Traces the career development of People Express founder Don Burr. Shows how an individual's evolving set of needs and values influences career choices and how each successive working environment meets these needs or spurs the individual to move on. Concludes as Burr is faced with the difficult choice of what he is going to do after the sale of People Express.    Disney: Losing Magic in the Middle Kingdom   Add   View  32 pp.  Case Author(s): Farhoomand, Ali ; Chan, Penelope Publication Date: 01/13/2010 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU885 Geographic Setting: Hong Kong Event Year Start: 2008 Subjects: Market entry; Localization; Turnarounds Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (HKU886), 14p, by Ali Farhoomand, Penelope Chan Product Description: Hong Kong Disneyland has been struggling with lower-than-expected attendance rates for almost three years since its opening. Factors such as small size, inconvenient location, lack of unique features, insufficient appeal to adults and missing Chinese elements have been cited as possible causes. The Walt Disney Company and its joint-venture partner, the Hong Kong government, are negotiating about injecting extra capital to expand the park in order to attract more visitors. For a successful turnaround, the management has to figure out what went wrong in the first place. This case explores the possible reasons for the park's lackluster performance. It also covers the park's positioning and product offerings, the remedial actions taken by the company, an analysis of the market dynamics for both local and overseas visitors, and the competition faced by the park. The launch strategies and performance of Tokyo Disneyland and Disneyland Park in Paris are included in the case for comparison. This case was used in the 2nd McKinsey/HSBC Business Case Competition.    Jerry Sanders   Add   View  18 pp.  Case Author(s): Burton, M. Diane; Lawrence, Katherine Publication Date: 01/20/1998 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 498021 Geographic Setting: California Number of Employees: 3 Event Year Start: 1997 Event Year End: 1997 Subjects: Organizational behavior; Entrepreneurship; Power & influence; Career planning Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (400008), 23p, by M. Diane Burton, Hannah Riley, Stephanie Woerner Product Description: In 1997, Jay Sanders sold his 10-month-old medical device start-up company for more than $33 million. Looking to the future, he wondered if this was a success he could transform into a medical device brokerage business. As he reviewed his career history and the development of his start-up, Sanders was betting that he could replicate his success.    Katharine Graham   Add   View  13 pp.  Case Author(s): Gunther, Lisa; Witter, Dina; McGinn, Kathleen L. Publication Date: 03/31/2001 Revision Date: 12/03/2007 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 801276 Geographic Setting: District of Columbia Event Year Start: 1963 Event Year End: 1980 Subjects: Organizational behavior; Leadership; Power & influence; Networking; Women in business; Values; Family-owned businesses Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (801281), 18p, by Lisa Gunther, Dina Witter, Kathleen L. McGinn Product Description: Details the career of Katharine Graham of the Washington Post Co., a pioneer in her field and one of the first high-profile women to lead a major public company. Her story is a unique example of how power and expertise are built over time, and differs from those of other business leaders in that she was unexpectedly thrust into a leadership position. Though Graham could have been a figurehead leader of the Washington Post Co., she gradually became a powerful national player: a publisher and CEO in more than title. Graham's strong values impel many of her decisions throughout the course of her career and help her through times of uncertainty. Her values are a stark contrast to strictly data-based decision making. Explores Graham's ability to master the newspaper business and succeed in a man's world. Additionally, Graham's unique ability to adapt her influence style in different social and career networks is also explored, as the distinction between Graham's employees, mentors, and friends is often blurred.    Indus Towers: Collaborating with Competitors on Infrastructure   Add   View  19 pp.  Case Author(s): Gulati, Ranjay; Martinez-Jerez, F. Asis; Narayanan, V.G.; Tahilyani, Rachna Publication Date: 02/10/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 110057 Geographic Setting: India Number of Employees: 2,529 Gross Revenue: USD 1.9 Billion (2009-10 estimate) Event Year Start: 2009 Subjects: Cost control; Strategic alliances; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: The case describes the formation of Indus Towers, the largest telecom tower company in the world which has a joint venture created to build and manage the passive infrastructure of wireless telecom operators by bringing together three competitors in India's tough telecom market-Bharti AirteI, Vodafone Essar, and Idea Cellular-and merging their tower holdings. It focuses on the issue as to how do you collaborate with your competitors in setting up towers but engage in a brutal competition with them in the market place?    Hewlett-Packard: Culture in Changing Times   Add   View  20 pp.  Case Author(s): Beer, Michael; Khurana, Rakesh; Weber, James Publication Date: 02/05/2004 Revision Date: 01/25/2005 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 404087 Number of Employees: 140,000 Gross Revenue: $55 billion revenues Event Year Start: 1993 Event Year End: 2003 Subjects: Organizational behavior; Computers; Acquisitions; Leadership; Human resources management; Organizational culture; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: HP had been a highly successful and respected company for decades. It was well known for its company culture and management practices — the HP way — which emphasized both profits and people. Changing markets, strong competitors, and the growth of its computer business, however, battered the company in the mid-1990s. To turn things around, HP hired Carly Fiorina, the first outsider to lead the company. Describes Fiorina's strategy and the impact of decisions she made with respect to the acquisition of Compaq and HR policies on HP's venerable culture and performance.    Gillette Co. (C): Strategies for Change   Add   View  8 pp.  Case Author(s): Kanter, Rosabeth Moss; Weber, James Publication Date: 08/22/2002 Revision Date: 02/08/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 303034 Number of Employees: 30,000 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: Case, (303035), 16p, by Rosabeth Moss Kanter; Supplement, (309033), 8p, by Rosabeth Moss Kanter, Matthew Bird Product Description: Examines the strategic change agenda set by a new CEO as the initial priorities in the turnaround of this leading global consumer products company.    Digital China Holdings Ltd.: Managing the Transition from a Product-Oriented Towards a Service-Oriented Company   Add   View  20 pp.  Case Author(s): McFarlan, F. Warren; Chen, Guoqing; Reimers, Kai; Guo, Xunhua Publication Date: 01/17/2007 Revision Date: 12/13/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 307093 Geographic Setting: China Number of Employees: 7,700 Gross Revenue: $3 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Information & technology Academic Discipline: Organizational Behavior & leadership Product Description: Digital China is the largest Chinese independent systems integrator (IBM and HP are larger). Describes their history and their current strategy and invites the student to advise them as to how they should continue to grow in the future. This is the closest China currently has to Infosys and their 7,700-person company is a very interesting, and today, a largely unknown organization outside of China.    Champion International   Add   View  26 pp.  Case Author(s): Beer, Michael; Weber, James Publication Date: 07/13/1998 Revision Date: 03/28/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 499019 Geographic Setting: United States Number of Employees: 24,000 Gross Revenue: $6 billion revenues Event Year Start: 1981 Event Year End: 1997 Subjects: Change management; Teams; Organizational design; Organizational change; Manufacturing Academic Discipline: Organizational Behavior & leadership Product Description: 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.    Whitbread Hotel Co. (B)   Add   View  8 pp.  Case Author(s): Beer, Michael; Weber, James Publication Date: 02/05/2003 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 403103 Geographic Setting: United Kingdom Subjects: Organizational behavior; Mergers & acquisitions; Change management; Organizational learning; Organizational change; Implementing strategy Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (C)   Add   View  9 pp.  Case Author(s): Yoshino, Michael Y.; Endo, Yukihiko Publication Date: 06/13/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 905414 Subjects: Leadership; Change management; Organizational culture; Corporate strategy; Organizational transformations Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    Organizational Alignment, Performance, and Change in Professional Service Firms   Add   View  11 pp.  Case Author(s): Gabarro, John J. Publication Date: 05/20/2008 Revision Date: 05/04/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 908416 Subjects: Strategy alignment Academic Discipline: Organizational Behavior & leadership Product Description: This note describes the relationship between organizational alignment and performance in professional service firms and how to use McKinsey 7S Alignment to diagnose a firm's or practice's alignment, identify misalignments and determine how to bring about the changes needed to re-align.    News and No Comment at Emery Air Freight   Add   View  5 pp.  Case Author(s): Greyser, Stephen A.; Klein, Norman Publication Date: 04/13/1989 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 589104 Geographic Setting: Connecticut Event Year Start: 1987 Event Year End: 1988 Subjects: Public relations Academic Discipline: Organizational Behavior & leadership Product Description: A reporter from a regional newspaper examines several major news stories that address significant recent developments at Emery Air Freight. His concerns invite discussion of the implications of Emery's apparent “no comment” policy and other factors that can lead to negative press coverage of company news.    Toby Johnson (B)   Add   View  9 pp.  Case Author(s): Groysberg, Boris Publication Date: 03/08/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 410104 Geographic Setting: United States Number of Employees: 198,000 Gross Revenue: $43,2510mm (PepsiCo) Event Year Start: 2007 Event Year End: 2009 Subjects: Leadership; Change management; Human resources management; Corporate strategy; Organizational change; Turnarounds; Implementing strategy Academic Discipline: Organizational Behavior & leadership Product Description: Supplement to 410-103.    Toby Johnson (A): Leading After School   Add   View  19 pp.  Case Author(s): Groysberg, Boris; Danford, Leslie; Lodge, Amy; Sayles, Tereh Publication Date: 03/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410103 Geographic Setting: United States Number of Employees: 198,000 Gross Revenue: $43,2510mm (PepsiCo) Event Year Start: 2007 Event Year End: 2009 Subjects: Leadership; Change management; Human resources management; Corporate strategy; Organizational change; Turnarounds; Implementing strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (410104), 9p, by Boris Groysberg Product Description: After completing her MBA in 2007, Toby Johnson, a former army pilot with the 18th Airborne Corps Rapid Deployment Force, joined PepsiCo's Leadership Development Program (LDP). For her first assignment with PepsiCo, Johnson accepted a position as a manufacturing-manager at a Frito-Lay plant in Williamsport, PA. The Williamsport plant had 200 employees and 54 million pounds of production per year. The case describes how Johnson took charge of the plant, and her action plan for implementing a new set of changes. During Johnson's tenure at Williamsport, the plant was nominated as a potential site for a company-wide transformative initiative. This initiative would entail major changes in the current team structure and incentive program within Frito-Lay. Johnson needed to think carefully about this change implementation.    Leslie Brinkman at Versutia Capital   Add   View  13 pp.  Case Author(s): Battilana, Julie; Kaplan, Robert Steven Publication Date: 06/13/2007 Revision Date: 07/25/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 407089 Geographic Setting: New York Number of Employees: 12 Gross Revenue: $62 million revenues Event Year Start: 1994 Event Year End: 2005 Subjects: Performance management; Investments; Leadership; Teams; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (408100), 10p, by Julie Battilana, Robert Steven Kaplan Product Description: Leslie Brinkman is the founder and CEO of a hedge fund, Versutia Capital. Leslie spent late 2002 and early 2003 assembling her team and launched the fund in early 2003. While the firm performed well during 2003 and 2004 (both in terms of returns and new assets), in 2005 the results began to suffer. Describes the process of designing the firm, the resulting team dynamics, the strains on the staff and the impact of Leslie's management style on the performance of her team. In the spring of 2005, Leslie must decide whether to re-design the firm and/or change her management style in order to address the performance issues that Versutia Capital is facing.    Intel’s Pentium: When the Chips are Down (B)   Add   View  4 pp.  Case Author(s): Greyser, Stephen A. Publication Date: 01/17/1995 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 595059 Subjects: Crisis management; Brands Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (595089), 7p, by Stephen A. Greyser, Sarah Conner Product Description: Supplements the (A) case.    Differences at Work: Jenny (A)   Add   View  2 pp.  Case Author(s): Sucher, Sandra J. Publication Date: 11/27/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 408017 Subjects: Organizational behavior; Power & influence; Ethics; Diversity; Minority & ethnic groups; Women; Women in business; Interpersonal skills Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (408050), 1p, by Sandra J. Sucher, Rachel Gordon Product Description: Accompanied by her boss, Jenny is pitching a marketing engagement, but the prospective client keeps making comments about how attractive he finds her. She wonders how she should handle the situation.    Cognizant 2.0: Embedding Community and Knowledge Into Work Processes Embedding   Add   View  11 pp.  Case Author(s): Eccles, Robert G.; Davenport, Thomas H. Publication Date: 03/04/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410084 Number of Employees: 61,000 Gross Revenue: $2.8 billion Event Year Start: 2009 Subjects: Knowledge management; Organizational change; Outsourcing; Collaboration; IT management Academic Discipline: Organizational Behavior & leadership Product Description: Knowledge management has been a high priority for Cognizant Technology Solutions since its inception since its global delivery model requires the global sharing of knowledge. Its first major tool was called the Knowledge Management Appliance but as Web 2.0 tools came into wider use, this evolved into what the company called “Cognizant 2.0” (C2) which was designed to ensure that the KM Appliance capabilities for storing documents and participative tools such as blogs and wikis were directed towards supporting business goals. This required the development of a set of structured work process guidelines and tasks for each major type of work performed internally and for clients. Increasing awareness amongst its clients about C2 has led the company into considering whether it should turn this into a client-facing service offering itself. As its clients become more interested in knowledge management within their own companies, the interest in a C2-based offering could grow.    Winn-Dixie Stores in 2005 (B): Cleanup on Aisle 11   Add   View  7 pp.  Case Author(s): Shein, James; Meagher, Evan Publication Date: 10/01/2008 Product Type: Supplement Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL416 Geographic Setting: United States Subjects: Cash flow; Credit; Reorganization; Liquidation; Valuation; Entrepreneurial management; Consolidations; Turnarounds Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (KEL424), 7p, by James Shein Product Description: Grocery store chain Winn-Dixie had rapidly expanded in an effort to become a national retailer, and by 1999 it had more than 1,000 stores. The company began manufacturing its own products, reasoning that by owning more of the supply chain, it could offer the customer less expensive options. With its new geographic focus and manufacturing facilities, Winn-Dixie attempted to secure a position as a low-cost provider with a national presence. Instead of improving the company's position in the market, however, this strategy crippled both the short- and long-term prospects for Winn-Dixie. The company paid a high premium to expand and increased its leverage without ever realizing the purposed synergies. In fact, there were dis-economies of scale because the distribution, marketing, and administrative costs had risen along with the increased revenue. The expansion and inefficient manufacturing added complexity to its distribution network, and with a greater debt load and less cash, the company was unable to reposition itself in the market when its low-cost provider strategy failed. Not only was the company unable to pursue other opportunities but it also did not have the cash to properly maintain many of its existing stores, which quickly became run down. Winn-Dixie was stuck as a general grocer with few options at a time when the industry was rapidly evolving. Following faulty strategies of expansion,    TeamLease: Putting India to Work (Il) Legally   Add   View  25 pp.  Case Author(s): Khanna, Tarun; Raina, Anjali Publication Date: 03/05/2010 Revision Date: 06/02/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710402 Geographic Setting: India Number of Employees: 75,000 Event Year Start: 2002 Event Year End: 2009 Subjects: Negotiations; Entrepreneurship; Innovation; Leadership; Change management; Power & influence; Personal strategy & style; Human resources management; Competitive environment; Execution; Resistance; Managing people Academic Discipline: Organizational Behavior & leadership Product Description: This case focuses on the growth dilemmas facing Manish Sabharwal, Co-founder, TeamLease Services Pvt. Ltd. TeamLease is a Human Resource Outsourcing and Temp Staffing company located in India, which has grown rapidly over 2002 to 2009. Set in the context of the highly regulated Indian labour market, the case raises the questions of how entrepreneurial leadership and strategy formulation can leverage the opportunities represented by the gaps between what the law says and what the market needs. It provides an opportunity to examine the concepts of power and influence and how they can be created and wielded to catalyze change and build a new industry that is technically illegal.    Nice Ventures   Add   View  11 pp.  Case Author(s): Allen, Dick; Hornblower, Jocelyn Publication Date: 10/15/2009 Product Type: Case Publisher: Stanford University HBS Number: E344 Geographic Setting: United States; California Subjects: Bankruptcy; Leadership; CEO; Career changes; Employee problems Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (E344TN), 4p, by Dick Allen, Jocelyn Hornblower Product Description: The case follows Laurie Thomas, a Silicon Valley software executive, as she transitions to a career in the restaurant industry as Executive Vice President of a small restaurant management company in San Francisco. Specifically, the case covers Thomas's background and introduction to the company and her decision to come on board full time. When she takes over the company, she discovers a series of problems that had been going on under the founder and she has to make several critical decisions early on. The case then highlights several employee related issues that are going on at one of the restaurants and the different potential options Thomas has for dealing with them. Next the case covers the events of a company offsite where Thomas was confronted with some negative feedback from her direct reports. The case concludes with Thomas considering the different options she has in confronting the various problems at the company.    Malden Mills (A) (Abridged)   Add   View  10 pp.  Case Author(s): Nohria, Nitin; Piper, Thomas R. Publication Date: 03/18/2010 Revision Date: 06/01/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 410083 Geographic Setting: United States; Massachusetts Number of Employees: 1500 Event Year Start: 1995 Event Year End: 2003 Subjects: Bankruptcy; Bank loans; Government policy; Leadership; Employees; Social issues; Bankruptcy reorganization Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (307018), 18p, by Thomas R. Piper, Aldo Sesia Product Description: CEO Aaron Feuerstein of Malden Mills decided to pay idled workers after a massive fire at his mill in 1995. Focuses on the decisions made post-fire and the rebuilding process and eventual bankruptcy of the company. Also outlines creditors' struggle to decide whether to lend Feuerstein additional funds to enable him to regain control of the company after emerging from bankruptcy.    Executive Remuneration at Royal Dutch Shell (B)   Add   View  4 pp.  Case Author(s): Lorsch, Jay W.; Simpson, Kaitlyn Publication Date: 06/15/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 409127 Number of Employees: 102000 Gross Revenue: $458 million Event Year Start: 2009 Subjects: Shareholder relations; Global business; Energy; Activists; Corporate governance; Compensation; Executive compensation; Investors Academic Discipline: Organizational Behavior & leadership Product Description: At the 2009 Shell annual meeting, the majority of shareholders vote against the exclusive pay package. The B case compares the remuneration committee perspective (and their rationale for using discretion to award the bonuses) as well as the shareholder perspective (and their rationale for reacting so strongly against the pay package).    Differences at Work: The Individual Experience   Add   View  6 pp.  Case Author(s): Sucher, Sandra J. Publication Date: 11/26/2007 Revision Date: 05/27/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 608068 Subjects: Diversity Academic Discipline: Organizational Behavior & leadership Product Description: An abstract is not available for this product.    Royal Dutch/Shell: A Shell Game with Oil Reserves—Governance Overhaul after Scandal (B)   Add   View  12 pp.  Case Author(s): Larcker, David F.; Lawson, Robert; Tayan, Brian Publication Date: 08/14/2009 Product Type: Supplement Publisher: Stanford University HBS Number: CG17B Geographic Setting: Netherlands; United Kingdom Subjects: Accounting; Management controls; Corporate governance; Board of directors Academic Discipline: Organizational Behavior & leadership Product Description: Following the revelation that the Royal Dutch/Shell Group of Companies had overstated its proved oil reserves by over 4 billion barrels, company officials announced dramatic changes to the company's organizational structure and governance system. These changes were intended to improve management oversight and long-term corporate performance. This case outlines those changes.    Royal Dutch/Shell: A Shell Game with Oil Reserves (A)   Add   View  34 pp.  Case Author(s): Larcker, David F.; Lawson, Robert; Tayan, Brian Publication Date: 08/14/2009 Product Type: Case Publisher: Stanford University HBS Number: CG17A Geographic Setting: Netherlands; United Kingdom Subjects: Accounting; Management controls; Corporate governance; Board of directors Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (CG17B), 12p, by David F. Larcker, Robert Lawson, Brian Tayan Product Description: In January 2004, the Royal Dutch/Shell Group of Companies announced that it would reduce its estimate of proved oil reserves by nearly 4 billion barrels, or 20 percent. The announcement set off a series of events, including a drop in the company's share price, internal and external investigations, and the resignation of several senior officers. During this period, details came to light about the sometimes bitter disputes among company officials over its reserve practices. Company officials had to decide what changes to make to restore public confidence in the organization.    Rob Parson at Morgan Stanley (C) (Abridged)   Add   View  3 pp.  Case Author(s): Burton, M. Diane Publication Date: 02/09/1998 Revision Date: 01/19/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 498057 Geographic Setting: New York Number of Employees: 2,000 Gross Revenue: $1 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Organizational behavior; Performance appraisals; Personal strategy & style; Employee promotions; Employee retention; Organizational culture; 360-degree feedback; Relationship management Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (400101), 18p, by M. Diane Burton, Thomas J. Delong Product Description: A year after Rob Parson's manager decided to postpone Parson's promotion, Parson's new manager Gary Stuart faces the decision of promotion again. Stuart considers whether the efforts Parson had made were sufficient.    Principles of Effective Persuasion   Add   View  4 pp.  Case Author(s): Ibarra, Herminia Publication Date: 02/11/1997 Product Type: Note Publisher: Harvard Business School HBS Number: 497059 Subjects: Management communication; Entrepreneurship; Power & influence Academic Discipline: Organizational Behavior & leadership Product Description: Summarizes six principles of effective persuasion. A rewritten version of an earlier note.    Strategic leadership for the 21st century   Add   View  8 pp.  Case Author(s): Hitt, Michael A; Takacs Haynes, Katalin; Serpa, Roy Publication Date: 09/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH398 Subjects: Global business; Leadership; Corporate governance; Competitive strategy; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: The purpose of this Executive Digest is to (1) examine the predictions made for the 21st century, (2) identify what has occurred in the first 10 years of this new century, and (3) recommend approaches to the strategic leadership of organizations needed for survival and success as the 21st century progresses.    Messier’s Reign at Vivendi Universal   Add   View  28 pp.  Case Author(s): Khurana, Rakesh; Beyersdorfer, Daniela; Dessain, Vincent Publication Date: 11/10/2004 Revision Date: 07/21/2005 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 405063 Geographic Setting: France Number of Employees: 41,264 Gross Revenue: 25.5 million eurodollars revenues Event Year Start: 1994 Event Year End: 2002 Subjects: Crisis management; Leadership; Corporate governance Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (407098), 11p, by Rakesh Khurana Product Description: Focuses on a crisis in the board at Vivendi. Highlights the difficulties that arise when dramatic pressure from outside the boardroom affects boardroom dynamics. In this case, there are two events. The first is an unexpectedly large financial loss and a pending cash flow crisis that forces Vivendi's directors to deal with the issue of dismissing their CEO. Whatever they decide, their actions will be scrutinized by the press and investors and will likely be revisited in a legal environment. The second is the board diagnosing its role in the financial crisis by approving a series of costly acquisitions in recent years that led to the crisis.    HP-Cisco Alliance (B)   Add   View  3 pp.  Case Author(s): Casciaro, Tiziana; Darwall, Christina Publication Date: 08/11/2003 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 404040 Subjects: Interpersonal relations; Power & influence; Organizational structure; Strategic alliances; Partnerships; Information & technology; Interpersonal skills; Implementing strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (404115), 14p, by Tiziana Casciaro Product Description: Supplements the (A) case.    HP-Cisco Alliance (A)   Add   View  21 pp.  Case Author(s): Casciaro, Tiziana; Darwall, Christina Publication Date: 04/16/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 403120 Geographic Setting: United States Number of Employees: 165,000 Gross Revenue: $101 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Interpersonal relations; Power & influence; Organizational structure; Strategic alliances; Partnerships; Information & technology; Interpersonal skills; Implementing strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (404040), 3p, by Tiziana Casciaro; Case Teaching Note, (404115), 14p, by Tiziana Casciaro Product Description: In 2002, Hewlett-Packard and Cisco Systems strove to develop their long-standing partnership into a strategic alliance with increasing impact. Critical components of successful alliance implementation emerge from the analysis. Specifically, the case illuminates the links among alliance strategy, formal design of alliance structure and processes, and informal management of interpersonal dynamics where trust, perceptions, and emotions can both create and overcome formidable obstacles to effective interfirm relationships.    Fritidsresor Under Pressure (C): After the Tsunami   Add   View  3 pp.  Case Author(s): Margolis, Joshua D.; Dessain, Vincent; Sjoman, Anders Publication Date: 09/17/2006 Revision Date: 08/27/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 407009 Subjects: Crisis management; Decision making; Leadership; Ethics; Disasters Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (409095), 26p, by Joshua D. Margolis Product Description: Supplements the (A) case. An abstract is not available for this product.    Fritidsresor Under Pressure (B): The First Week   Add   View  3 pp.  Case Author(s): Margolis, Joshua D.; Dessain, Vincent; Sjoman, Anders Publication Date: 09/17/2006 Revision Date: 08/27/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 407008 Subjects: Crisis management; Decision making; Leadership; Ethics; Disasters Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (409095), 26p, by Joshua D. Margolis Product Description: Supplements the (A) case. An abstract is not available for this product.    Fritidsresor Under Pressure (A): The First 10 Hours   Add   View  20 pp.  Case Author(s): Margolis, Joshua D.; Dessain, Vincent; Sjoman, Anders Publication Date: 09/17/2006 Revision Date: 08/29/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 407007 Geographic Setting: Thailand; Sweden Number of Employees: 1,500 Gross Revenue: $980 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Crisis management; Decision making; Leadership; Ethics; Disasters Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (407008), 3p, by Joshua D. Margolis, Vincent Dessain, Anders Sjoman; Supplement, (407009), 3p, by Joshua D. Margolis, Vincent Dessain, Anders Sjoman; Supplement, (407010), 39p, by Joshua D. Margolis, Anders Sjoman; Case Teaching Note, (409095), 26p, by Joshua D. Margolis Product Description: When a tsunami hit Southeast Asia on December 26, 2004, the leadership team at a Swedish tour company must manage a devastating crisis affecting thousands of its customers and employees in Thailand. Documents the challenges the company faced in the first ten hours of the crisis. Amid the uncertainty of those first hours, the leadership team must make a range of decisions to orchestrate the company's response and manage the rest of its business. Describes the chaotic environment of a crisis, especially when the normal course of business is interrupted, and puts students in the shoes of a range of managers, each having to make decisions on his/her own, while coordinating with one another to enable the company to respond effectively.    Francisco de Narvaez at Tia: Selling the Family Business   Add   View  12 pp.  Case Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 10/15/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 401017 Geographic Setting: Argentina Event Year Start: 1999 Event Year End: 1999 Subjects: Globalization; Leadership; Family-owned businesses Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (401803), 0p, by Linda A. Hill, Kristin C. Doughty Product Description: In January 1999, Francisco de Narvaez sold Tia, his family's retail business in Argentina. De Narvaez reflects on the decision to sell and the selling process.    Unlocking the Performance of the Chief Information Officer (CIO)   Add   View  28 pp.  Case Author(s): Peppard, Joe Publication Date: 08/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR465 Subjects: Leadership; Organizational development; Teams; Organizational structure; Information & technology; Leadership teams Academic Discipline: Organizational Behavior & leadership Product Description: Given the crucial role that IT plays in businesses today, the Chief Information Officer (CIO) is seen as having a significant responsibility in ensuring that IT's value is optimized. However, the history of IT investments has not been glowing and, as a consequence, blame for this situation is usually placed at the feet of the CIO. To explore further the role of the CIO and its link with organizational performance, interviews were conducted with CIOs, CxOs, and commentators. From an analysis of the data, a model linking the CIO role with organizational performance enabled by IT was developed. This model highlights the critical factors contributing to CIO and, ultimately, IT success. Of central importance is the environment within which the CIO operates and, in particular, the pivotal role of the IT savviness of the CEO and the leadership team. It reveals some uncomfortable lessons for CEOs and other c-suite members.    To Catch a Vandal: A Power & Influence Exercise   Add   View  7 pp.  Case Author(s): Cuddy, Amy J.C.; Gunatilake, Ruwan; Hodges, Meredith Publication Date: 08/19/2010 Product Type: Exercise Publisher: Harvard Business School HBS Number: 911013 Subjects: Organizational behavior; Negotiations; Power & influence; Personal strategy & style; Group dynamics; Psychology; Honesty Academic Discipline: Organizational Behavior & leadership Product Description: This exercise is based on the popular group game “Mafia”, and is designed to give students a broad introduction to multiple theories of influence, and to challenge their instincts about which techniques are the most powerful and how they may be employed. In this version, two section-mates have been linked to the vandalizing of school property. Students are secretly assigned to different roles (e.g., Moderator, Vandals, Leadership and Values Representative, and Innocent Section Members), and the object of the game is for the players to debate the identities of the Vandals and vote to eliminate suspects.    Six Principles of Successful Persuasion   Add   View  9 pp.  Case Author(s): Nohria, Nitin; Harrington, Brooke Publication Date: 08/24/1993 Product Type: Note Publisher: Harvard Business School HBS Number: 494037 Subjects: Management communication; Leadership; Change management; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: Describes some of the key principles that managers must follow in order to successfully persuade their organization of their vision for change.    Rhetoric of Change   Add   View  10 pp.  Case Author(s): Nohria, Nitin; Harrington, Brooke Publication Date: 08/24/1993 Revision Date: 08/04/1994 Product Type: Note Publisher: Harvard Business School HBS Number: 494036 Subjects: Management communication; Leadership; Change management; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: Describes the ways in which managers communicate the need to change, specifically the way in which they use vision, crisis, and transition as rhetorical strategies to mobilize change. Also discusses strategies used by those trying to resist change, setting up what may be considered a rhetorical contest that determines whether change is embraced or not.    Executing Change: Three Generic Strategies   Add   View  8 pp.  Case Author(s): Nohria, Nitin; Khurana, Rakesh Publication Date: 08/24/1993 Product Type: Note Publisher: Harvard Business School HBS Number: 494039 Subjects: Management communication; Leadership; Change management; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: Describes the strengths and weaknesses of three generic strategies for implementing change — programmatic change, discontinuous change, and emergent change.    Executing Change: Seven Key Considerations   Add   View  9 pp.  Case Author(s): Nohria, Nitin; Khurana, Rakesh Publication Date: 08/24/1993 Product Type: Note Publisher: Harvard Business School HBS Number: 494038 Subjects: Management communication; Leadership; Change management; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change — Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be made so that they are coherent and robust.    CEO succession planning: Finally at the center stage of the boardroom   Add   View  8 pp.  Case Author(s): Zhang, Yan; Rajagopalan, Nandini Publication Date: 09/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH400 Subjects: Succession planning; Corporate governance; CEO; Corporate strategy; Strategic positioning Academic Discipline: Organizational Behavior & leadership Product Description: Few would question the importance of CEO succession in a company's success, but many companies do not have a plan to manage CEO succession. The absence of a CEO succession plan can put a firm at enormous risk. In this Executive Digest, we consider examples where this has proven true; and consider the increasing importance of CEO succession planning.    Avi Kremer   Add   View  29 pp.  Case Author(s): Margolis, Joshua D.; Wetzel, Mark Publication Date: 08/06/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 411022 Geographic Setting: United States Event Year Start: 2006 Subjects: Entrepreneurs; Leadership; Leadership development; Vision; Social enterprise; Values; Managing people Academic Discipline: Organizational Behavior & leadership Product Description: If you were diagnosed with a terminal illness, how would you respond and what would you do with your remaining time? Avi Kremer contemplates four options for how to devote himself 18 months after being diagnosed with ALS. His experience thus far and the choices he faces foster insight into building resilience and finding purpose. The case documents Kremer's personal history before and after diagnosis, describing the ups and downs in his life both prior to and after the diagnosis, lending insight into what enabled him to respond in the extraordinary way he has. The case highlights Kremer's remarkable efforts to fight for a cure, the doubts and obstacles he experiences along the way, and the current options Kremer faces, from returning home to spend time with family to founding a new biotech venture. Through this stark, realistic, and inspiring example, the case prompts discussion relevant to anyone at any point in life about resilience and purpose, prompting all students to reflect upon handling adversity and leading a purpose-driven life — and what it takes to equip oneself to do both.    Whole Foods: Balancing Social Mission and Growth   Add   View  25 pp.  Case Author(s): Marquis, Christopher; Besharov, Marya; Thomason, Bobbi Publication Date: 08/25/2009 Revision Date: 08/06/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 410023 Geographic Setting: United States Number of Employees: 52900 Gross Revenue: 2.94 billion Event Year Start: 2008 Subjects: Leadership; Business growth; Social responsibility; Growth strategy Academic Discipline: Organizational Behavior & leadership Product Description: In 2009, Whole Foods stands at a crossroads. Their incredible growth over the past 25 years has vaulted them into the ranks of the largest US supermarkets and they have arguably led to the widespread acceptance of natural and organic foods in the United States. Yet more recently, Whole Foods has come under attack as having abandoned their prior social mission as they have increasingly sought to deliver economic growth. The case begins with their acquisition of Wild Oats, at that time their largest competitor and describes many of the mechanisms they have used to successfully integrate prior acquisitions. Furthermore, the case shows the significant tension between their social mission and their far-flung supply chain, while discussing some of the tradeoffs that exist in the development of the “industrial organic” model. Finally, the case also allows for students to assess CEO John Mackey's new model of “conscious capitalism.” Is Mackey's idea a workable model, or just an excuse for Whole Foods extensive growth while avoiding progressive practices such as a unionized workforce?    Urban Video Game Academy: Getting in the Game   Add   View  24 pp.  Case Author(s): Applegate, Lynda M.; Saltrick, Susan Publication Date: 02/21/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807122 Geographic Setting: Maryland; Washington Number of Employees: 3 Gross Revenue: $50,000 Event Year Start: 2003 Event Year End: 2006 Subjects: Entrepreneurship; Social enterprise; Business models; Organizational change; Strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (808157), 9p, by Lynda M. Applegate Product Description: Urban Video Game Academy was founded to enhance the academic and career prospects of urban youth. How will its founder grow it into a sustainable business? Provides an opportunity to discuss the challenges of social entrepreneurship and how to create a sustainable business model for a social venture.    Renn Zaphiropoulos   Add   View  8 pp.  Case Author(s): Kotter, John P. Publication Date: 01/01/1980 Revision Date: 10/14/1993 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 480044 Geographic Setting: United States Event Year Start: 1979 Event Year End: 1979 Subjects: Management styles; Business conditions; Leadership; Change management; Power & influence Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (881501), 0p, by John P. Kotter Product Description: Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing business environment within Xerox Corporation. To be contrasted with the case, Fred Henderson and the videotape, A Day with Fred Henderson (9-881-502), which are appropriate for a more stable environment.    ProPublica   Add   View  15 pp.  Case Author(s): Anteby, Michel; Bertreau, Philippe; Newman, Charlotte Publication Date: 06/30/2010 Revision Date: 08/02/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410140 Geographic Setting: New York Number of Employees: 30 Gross Revenue: $10 million Event Year Start: 2008 Subjects: Leadership; Teams; Teamwork; Human resources management; Hiring; Motivation; Managing people Academic Discipline: Organizational Behavior & leadership Product Description: Stephen Engelberg, ProPublica's managing editor, entered the organization's newsroom located in lower Manhattan on September 16, 2008. He knew a historical financial debacle was happening at his doorstep yet that none of his journalists were covering that beat. It would take much effort to get up to speed on the story. Uncovering what caused the recent turmoil in financial markets and Lehman's failure would require skills, knowledge of financial services, and connections within the industry. ProPublica had been created only a year earlier as an independent, non-profit newsroom focused on investigative journalism. It was now fully staffed with close to 30 members, including journalists who had joined partly because of the promise of editorial latitude they were offered. As Engelberg weighed his various options, he knew all the major U.S. newsrooms were heading full speed to allocate resources covering the developing debacle. ProPublica needed to live up to the public's expectations. Should he assign the story to one of his journalists and, if so, whom? Alternatively should he hire new talent? In that case who would be a good fit? Moreover, how might this impact ProPublica's model and culture?    One Firm One Future at Davis Langdon (C)   Add   View  4 pp.  Case Author(s): Eccles, Robert G.; Simpson, Kaitlyn Publication Date: 07/07/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 411008 Geographic Setting: United Kingdom Number of Employees: 2,200 Gross Revenue: $400 million Event Year Start: 2008 Subjects: Cross cultural relations; Leadership; Change management; Vision; Compensation; Organizational change; Expansion; Managing people Academic Discipline: Organizational Behavior & leadership    One Firm One Future at Davis Langdon (B)   Add   View  5 pp.  Case Author(s): Eccles, Robert G.; Simpson, Kaitlyn Publication Date: 07/07/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 411007 Geographic Setting: United Kingdom Number of Employees: 2,200 Gross Revenue: $400 million Event Year Start: 2008 Subjects: Cross cultural relations; Leadership; Change management; Vision; Compensation; Organizational change; Expansion; Managing people Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (411008), 4p, by Robert G. Eccles, Kaitlyn Simpson    One Firm One Future at Davis Langdon (A)   Add   View  15 pp.  Case Author(s): Eccles, Robert G.; Simpson, Kaitlyn Publication Date: 07/07/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 411006 Geographic Setting: United Kingdom Number of Employees: 2,200 Gross Revenue: $400 million Event Year Start: 2008 Subjects: Cross cultural relations; Leadership; Change management; Vision; Compensation; Organizational change; Expansion; Managing people Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (411007), 5p, by Robert G. Eccles, Kaitlyn Simpson; Supplement, (411008), 4p, by Robert G. Eccles, Kaitlyn Simpson Product Description: Senior Partner Rob Smith just led construction consultancy firm Davis Langdon through a major organizational change in Europe and the Middle East. In the past, compensation arrangements had not incentivized partners to collaborate across the firm to serve clients' increasingly global and complex needs. In 2007, under Smith's leadership, the partnership agreed to implement holistic change. This included a shift from geographical to sector structure and a new profit-sharing system that encouraged partners to work together for the benefit of the firm as a whole. Amidst the global economic crisis, Smith must decide how to extend on a global basis the alignment the firm has begun to achieve in Europe and the Middle East.    Meg Whitman at eBay, Inc. (A)   Add   View  32 pp.  Case Author(s): Hill, Linda A.; Farkas, Maria T. Publication Date: 11/17/2000 Revision Date: 11/17/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 401024 Geographic Setting: California Event Year Start: 1999 Event Year End: 1999 Subjects: Computers; Management styles; Entrepreneurial management; Leadership; Organizational culture; Organizational change; Internet Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (400047), 2p, by Nicole Tempest Product Description: Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture — its key success factors. A rewritten version of an earlier case.    IBM’s Decade of Transformation: Uniting Vision and Values   Add   View  22 pp.  Case Author(s): Applegate, Lynda M.; Austin, Robert D.; Heckscher, Charles C.; Michael, Boniface; Collins, Elizabeth Publication Date: 09/26/2006 Revision Date: 04/17/2008 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 807030 Subjects: Organizational behavior; Entrepreneurship; Leadership; Change management; Alliances; New economy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (809082), 25p, by Lynda M. Applegate Product Description: Supplements the (A) case. An abstract is not available for this product.    IBM Culture in Its Architecture   Add   View  21 pp.  Case Author(s): Kohn, A. Eugene; Herman, Kerry Publication Date: 02/21/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 207026 Geographic Setting: New York Number of Employees: 315,000 Gross Revenue: $60 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Design; Turnarounds Academic Discipline: Organizational Behavior & leadership Product Description: In 1992, Lou Gerstner was the CEO of IBM during a period where the firm was losing money and a turnaround was desperately needed. In a bold decision, Gerstner chose to build a new headquarters in Armonk, NY that had strict limits on expandability. His idea was to use the building — with its design and architecture — to change the culture of IBM. Justification to shareholders for a large capital expenditure when the firm was losing $5 billion by year and laying off nearly 25,000 employees was an extreme challenge for Gerstner. However, he was adamant in his vision, and wanted to create a culture with fluid, unobstructed communication between divisions. Gerstner also wanted to eliminate bloated overhangs within the organization on cost, personnel, and physical structure levels. The challenge to the architects was to articulate Gerstner's ideas into form.    Heidrick & Struggles and Standard Chartered Bank: Managing Global Key Accounts   Add   View  24 pp.  Case Author(s): Eccles, Robert G.; Herman, Kerry Publication Date: 07/20/2010 Revision Date: 08/13/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 411011 Geographic Setting: New York; Asia Event Year Start: 2010 Subjects: Organizational behavior; Leadership; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: Daren Kemp, a partner at leadership consultancy and executive search firm Heidrick & Struggles, is responsible for the firm's relationship with Standard Chartered Bank (Standard Chartered). Standard Chartered is one of 94 companies in Heidrick's strategic partners program (SPP). The purpose of the SPP is to build strategic, value-based relationships with clients. Kemp joined Heidrick in 2008 and by 2010 has successfully built a strong relationship with Standard Chartered. The case describes how Kemp and his team grew this relationship and raises questions about what can be learned from this experience and applied to the other accounts in the SPP.    Generation Investment Management   Add   View  31 pp.  Case Author(s): Sucher, Sandra J.; Beyersdorfer, Daniela; Jensen, Ane Damgaard Publication Date: 03/06/2009 Revision Date: 09/20/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 609057 Geographic Setting: United Kingdom Number of Employees: 32 Event Year Start: 2008 Subjects: Investment management; Leadership; Ethics; Accountability Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (611006), 6p, by Sandra J. Sucher Product Description: Examines the investment process of Generation Investment Management, a “sustainable” investing firm established in 2004 by David Blood and U.S. Vice President AI Gore. Places students in the position of David Lowish, director of global industrials, who must decide whether to recommend an investment in ABB India. The decision pits economic development - supplying energy to impoverished rural areas in India, against environmental damage - caused by the use of coal-fired power plants.

Fred Henderson   Add   View  8 pp.  Case Author(s): Kotter, John P. Publication Date: 12/01/1979 Revision Date: 10/28/1983 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 480043 Geographic Setting: United States Event Year Start: 1979 Event Year End: 1979 Subjects: Management styles; Leadership; Power & influence Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (881502), 0p, by John P. Kotter; Video Supplement, (885519), 0p, by Jay W. Lorsch, John P. Kotter Product Description: Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment.    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) Publisher: Harvard Business School HBS Number: 806089 Geographic Setting: United States Number of Employees: 530 Event Year Start: 2002 Event Year End: 2004 Subjects: Communication; Infrastructure; Entrepreneurship; Innovation; Leadership; Change management; Organizational development; Strategic planning; Enterprise systems; Emergencies Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (807017), 14p, by Lynda M. Applegate, Ajay Vinze, Minu Ipe 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.    Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading   Add   View  18 pp.  Case Author(s): Kanter, Rosabeth Moss; Khurana, Rakesh Publication Date: 01/20/2010 Revision Date: 08/04/2010 Product Type: Note Publisher: Harvard Business School HBS Number: 410076 Subjects: Leadership; Social enterprise; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: Large-scale societal issues increasingly appear on the agenda of business leaders, including poverty, health, education, business-government relations, and the degradation of the environment. These problems are not entirely new, but the forces of globalization and the economic crisis have made them more visible and increase their urgency. They share several characteristics that signal the need for new kinds of societal leadership and academic scholarship. From the perspective of leadership, one common characteristic of these global problems is that they include both technical and political components. The political context surrounding any problem must be understood and managed, and a variety of institutions across sectors must be mobilized before technical solutions can be applied. Along similar lines, technical knowledge of solutions alone is not enough to scale successful demonstration projects that address these complex problems. That step involves resources and skills centered on forging appropriate systemic connections to effectively distribute solutions. Thus, these challenges cannot be dealt with by one profession or institution acting alone; indeed, effective action most often occurs at the intersections of professional and institutional fields. Holistic solutions, however, can be difficult to implement because of the complex interactions (or failures to interact) among many participants who deal with just one piece of an issue. Finally, solutions to these problems require concurrent actions at several system levels and/or among many stakeholders. This means    Sun Hydraulics: Leading in Tough Times (A) (Abridged)   Add   View  17 pp.  Case Author(s): Hill, Linda A.; Suesse, Jennifer M. Publication Date: 05/06/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 403139 Geographic Setting: Florida Number of Employees: 653 Gross Revenue: $80 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Organizational behavior; Decision making; Management philosophy; Economy; Innovation; Leadership; Organizational structure; Organizational culture; Organizational design; Horizontal organization; Downsizing; Manufacturing Academic Discipline: Organizational Behavior & leadership Product Description: Sun Hydraulics, 32-year-old global hydraulics engineering and manufacturing company headquartered in Sarasota, Florida; confronts tough choices due to the economic downturn in 2001. The company leadership debates how to maintain profitability and reduce labor costs without destroying the company's innovative culture, which is based on horizontal management and has no defined corporate hierarchy. This case includes an overview of the company's history, from its founding in 1970 to its IPO in 1997, and asks students to step into the shoes of Allen Carlson, Sun's president and CEO, to recommend specific cost-cutting actions.    Mekong Capital: Building a Culture of Leadership in Vietnam   Add   View  25 pp.  Case Author(s): Marquis, Christopher; Ganti, Vilay; Smith, Kevin; Guthrie, Doug Publication Date: 07/16/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 411023 Geographic Setting: Vietnam Number of Employees: 30+ Event Year Start: 2007 Event Year End: 2010 Subjects: Organizational behavior; Investments; Entrepreneurship; Leadership; Organizational change; Private equity Academic Discipline: Organizational Behavior & leadership Product Description: Mekong Capital, a private equity firm specializing in investing in Vietnam, had grown dramatically since its inception in 2002 and faced numerous organizational issues in 2007. There was a shortage of qualified middle managers, an overall lack of leadership, and a culture of making excuses for performance shortfalls. These issues not only plagued Mekong, but also the portfolio companies that they took positions in. The case recounts how the founder and managing partner of Mekong undertook a process to profoundly change the culture, leadership, and accountability within the company to try to transform it so that its people would align and come together as a team, holding themselves responsible to deliver results and committed to the long-term future.    Kent Thiry: “Mayor” of DaVita   Add   View  15 pp.  Case Author(s): George, William W.; Kindred, Natalie Publication Date: 05/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410065 Geographic Setting: United States; California Number of Employees: 13,000 Gross Revenue: ~3B Event Year Start: 2005 Subjects: Communication in organizations; Leadership; Change management; Vision; Employee empowerment; Personal strategy & style; Work environments Academic Discipline: Organizational Behavior & leadership Product Description: Kent Thiry, CEO of dialysis provider DaVita, is considering how to integrate employees from recently acquired Gambro Healthcare without damaging DaVita's robust, unconventional internal culture. When Thiry joined DaVita in 1999, breaking an important promise to his family in order to do so, he was determined to create a differentiated company with a community-like culture. Over six years, he had engineered an impressive financial turnaround and successfully developed the strong culture he had envisioned. In late 2004, DaVita acquired arch-rival Gambro Healthcare, whose 12,000 employees would nearly double DaVita in size once the integration is completed in fall 2005. Confident that the deal makes business sense but worried about potential adverse impacts of the integration-especially in light of rumors that Gambro employees are suspicious of Thiry's authenticity and critical of DaVita's arguably eccentric culture-Thiry is considering whether to impose DaVita's culture on the new arrivals, or just allow Gambro to operate independently for a period of time.    Karen Leary (C)   Add   View  3 pp.  Case Author(s): Hill, Linda A.; Elias, Jaan Publication Date: 10/06/1986 Revision Date: 03/30/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 487022 Subjects: Superior & subordinate; Management styles; Performance appraisals; Diversity; Sales Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (487071), 11p, by Linda A. Hill Product Description: Supplements the (A) case.    Karen Leary (B)   Add   View  2 pp.  Case Author(s): Hill, Linda A.; Elias, Jaan Publication Date: 10/06/1986 Revision Date: 03/30/1995 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 487021 Subjects: Superior & subordinate; Management styles; Performance appraisals; Diversity; Sales Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (487071), 11p, by Linda A. Hill Product Description: Supplements the (A) case.    Karen Leary (A)   Add   View  8 pp.  Case Author(s): Hill, Linda A.; Elias, Jaan Publication Date: 10/06/1986 Revision Date: 07/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 487020 Geographic Setting: Illinois Event Year Start: 1985 Event Year End: 1985 Subjects: Superior & subordinate; Management styles; Performance appraisals; Diversity; Sales Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (487021), 2p, by Jaan Elias; Supplement, (487022), 3p, by Jaan Elias; Case Teaching Note, (487071), 11p, by Linda A. Hill Product Description: Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance. Chung makes what Leary perceives to be an unreasonable request for a private office. Leary must respond to this request, taking into account the implications of her decision for her ambitions for the branch office and her career.    Erik Peterson (E)   Add   View  1 pp.  Case Author(s): Gabarro, John J. Publication Date: 11/17/1993 Revision Date: 03/07/1994 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 494009 Subjects: Organizational behavior; Interpersonal relations; Superior & subordinate; Subsidiaries; Leadership; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (496046), 10p, by Judith Maas Product Description: Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case.    Erik Peterson (D)   Add   View  3 pp.  Case Author(s): Gabarro, John J. Publication Date: 10/29/1993 Revision Date: 12/18/1998 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 494008 Subjects: Organizational behavior; Interpersonal relations; Superior & subordinate; Subsidiaries; Leadership; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (496046), 10p, by Judith Maas Product Description: Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he consider resignation, go directly to the company's president to seek relief, or clarify the situation within the company? A redisguised version of an earlier case.    Erik Peterson (C)   Add   View  3 pp.  Case Author(s): Gabarro, John J. Publication Date: 11/17/1993 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 494007 Subjects: Organizational behavior; Interpersonal relations; Superior & subordinate; Subsidiaries; Leadership; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (496046), 10p, by Judith Maas Product Description: Describes the outcome of Erik Peterson's one-day meeting with his superior and the events of the subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case.    Textile Corp. of America   Add   View  14 pp.  Case Author(s): Barnes, Louis B.; Deschamps, Jeanne; Stringer, Robert Publication Date: 09/01/1969 Revision Date: 11/11/1983 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 470044 Geographic Setting: New York Gross Revenue: $67 million sales Event Year Start: 1967 Event Year End: 1968 Subjects: Communication; Organizational behavior; Politics; Motivation; Delegation Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (882501), 0p, by Louis B. Barnes, Robert G. Eccles; Video Supplement, (882502), 0p, by Louis B. Barnes, Robert G. Eccles Product Description: Describes a young man's first job with a large corporation, where he is given a great deal of responsibility but little authority or supervision. The action takes place in the 1960s.    Leading the Josie Esquivel Franchise (C): Definition of Success over Time   Add   View  2 pp.  Case Author(s): Groysberg, Boris; Roberts, Laura Morgan Publication Date: 01/24/2005 Revision Date: 10/16/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 405072 Subjects: Organizational behavior; Leadership; Managing professionals; Personal strategy & style; Human resources management; Career planning; Networking; Organizational culture Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (405028), 17p, by Boris Groysberg, Laura Morgan Roberts; Case Teaching Note, (407099), 24p, by Boris Groysberg, Laura Morgan Roberts Product Description: Supplements the (A) case.    Leading the Josie Esquivel Franchise (B)   Add   View  5 pp.  Case Author(s): Groysberg, Boris; Roberts, Laura Morgan Publication Date: 11/24/2004 Revision Date: 10/16/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 405027 Subjects: Organizational behavior; Human behavior; Leadership; Managing professionals; Personal strategy & style; Human resources management; Career planning; Networking; Self-assessment; Organizational culture Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (405028), 17p, by Boris Groysberg, Laura Morgan Roberts; Case Teaching Note, (407099), 24p, by Boris Groysberg, Laura Morgan Roberts Product Description: Supplements the (A) case.    Leading the Josie Esquivel Franchise (A)   Add   View  21 pp.  Case Author(s): Groysberg, Boris; Roberts, Laura Morgan Publication Date: 11/21/2003 Revision Date: 10/16/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 404054 Event Year Start: 1994 Event Year End: 1994 Subjects: Organizational behavior; Human behavior; Leadership; Managing professionals; Personal strategy & style; Human resources management; Career planning; Networking; Self-assessment; Organizational culture Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (405027), 5p, by Boris Groysberg, Laura Morgan Roberts; Case Teaching Note, (405028), 17p, by Boris Groysberg, Laura Morgan Roberts; Supplement, (405072), 2p, by Boris Groysberg, Laura Morgan Roberts; Case Teaching Note, (407099), 24p, by Boris Groysberg, Laura Morgan Roberts Product Description: Reviews Josie Esquivel's career history, detailing how, through her personal attributes, skills, experiences, and organizational practices she has developed into a star analyst. Should Esquivel accept an offer to leave Lehman Brothers for Morgan Stanley? To make this decision, Esquivel needs to reflect on what made her successful and to consider seriously what it would take to move her “franchise” to another company without compromising her performance as a star.    Kevin Simpson   Add   View  13 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 03/02/1992 Revision Date: 03/27/1995 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 492041 Geographic Setting: Massachusetts Event Year Start: 1990 Event Year End: 1990 Subjects: Power & influence; Career planning Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (494088), 21p, by Linda A. Hill, Katherine S. Weber; Video Supplement, (494516), 0p, by Linda A. Hill, Katherine S. Weber Product Description: Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational health product corporation; and a position as the assistant to the president of Haemonetics, an entrepreneurial company in the biomedical equipment field. Addresses the factors Simpson should consider when making job choices as well as the issues he faces as an African-American professional.    Greening the balanced scorecard   Add   View  11 pp.  Case Author(s): Lansiluoto, Aapo; Jarvenpaa, Marko Publication Date: 07/15/2010 Product Type: Case Publisher: Business Horizons HBS Number: BH395 Subjects: Change management Academic Discipline: Organizational Behavior & leadership Product Description: Environmental management issues have received an increased amount of attention in recent years, as have various performance measurement systems (PMS) such as the balanced scorecard (BSC). However, implementation of these systems is challenging due to the differences found amongst the companies and users of PMS. This study investigates how the presence of particular supporting factors served to facilitate a PMS change that incorporated environmental measures. Utilization of extant change models enables us to investigate different change factors like advancing and hindering forces, momentum, and the leaders of change. We found two models appropriate for investigating environmental management accounting change, even though the change factors can be either dynamic or static. The study also proposes that company culture should be carefully taken into account when companies are changing their PMS. Technical changes to PMS are far easier to accomplish than are changes to a dominant culture. Finally, we suggest that utilizing the BSC for the purposes of environmental management is a worthwhile pursuit.    Corporate Social Responsibility and Employee Engagement, Course Overview   Add   View  10 pp.  Case Author(s): Marquis, Christopher; Thomason, Bobbi; Tydlaska, Jennifer Publication Date: 06/07/2010 Revision Date: 07/13/2010 Product Type: Course Overview Publisher: Harvard Business School HBS Number: 410138 Subjects: Employee development; Employee retention; Organizational culture; Social responsibility Academic Discipline: Organizational Behavior & leadership Product Description: Analyzes the link between corporate social responsibility (CSR) activities and employee engagement, including CSR effects on employee commitment and motivation, new skills and training, and motivation. Also discusses best practices in employee engagement through CSR.    IBM Canada: Global Services (C)   Add   View  5 pp.  Case Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy Publication Date: 04/17/2003 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 403079 Geographic Setting: Canada Subjects: Organizational behavior; Innovation; Leadership; Teams; Organizational structure; Organizational culture; Information & technology Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    IBM Canada: Global Services (B)   Add   View  4 pp.  Case Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy Publication Date: 04/17/2003 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 403078 Geographic Setting: Canada Subjects: Organizational behavior; Innovation; Leadership; Teams; Organizational structure; Organizational culture; Information & technology Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    IBM Canada: Global Services (A)   Add   View  17 pp.  Case Author(s): Tushman, Michael L.; Kiron, David; Smith, Wendy Publication Date: 04/17/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 403070 Geographic Setting: Canada Gross Revenue: $17 billion revenues Event Year Start: 2000 Event Year End: 2001 Subjects: Organizational behavior; Innovation; Leadership; Teams; Organizational structure; Organizational culture; Information & technology Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (403078), 4p, by Michael L. Tushman, David Kiron, Wendy Smith; Supplement, (403079), 5p, by Michael L. Tushman, David Kiron, Wendy Smith Product Description: IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous structure and senior team.    Arup: Building the Water Cube   Add   View  21 pp.  Case Author(s): Eccles, Robert G.; Edmondson, Amy C.; Karadzhova, Dilyana Publication Date: 02/18/2010 Revision Date: 06/03/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410054 Number of Employees: 10,000 Gross Revenue: $1.1 billion Event Year Start: 2001 Event Year End: 2009 Subjects: Teams; Project management; Engineering Academic Discipline: Organizational Behavior & leadership Product Description: Arup, an engineering firm, collaborated with PTW Architects and China Construction Design Institute to develop a design for the 2008 Beijing Summer Olympics Aquatics Center design competition. Their winning concept for the Water Cube combined elements of Chinese culture with innovative materials and sustainability requirements. The multidisciplinary and cross-company team, based in Sydney, Australia with counterparts in Beijing, faced project management challenges and cultural differences. The Water Cube became an iconic image during the Olympics and managers at Arup now wonder how to leverage the impact within the company.    The Greening of DUMBO   Add   View  22 pp.  Case Author(s): Eccles, Robert G.; Edmondson, Amy C.; Prabhu, Abhijit Publication Date: 03/24/2010 Revision Date: 06/21/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410079 Geographic Setting: United States; New York Number of Employees: 4 Event Year Start: 2007 Event Year End: 2010 Subjects: Urban development; Local government; Community relations Academic Discipline: Organizational Behavior & leadership Product Description: The Brooklyn, NY, neighborhood Down Under Manhattan Bridge Overpass (DUMBO) has seen a revitalization since the late 1970s. The neighborhood's business improvement district (BID) is charged with supplementing New York City's efforts in several areas, including safety, sanitation, marketing, promotional programs, capital improvements, and beautification. Since 2007, the DUMBO BID has done “small things that are collectively big” to improve the area and are in line with New York City's “plaNYC,” a blueprint to become a “sustainable city” by increasing water quality, energy efficiency, and open space while decreasing greenhouse gas emissions. This year, the DUMBO BID must decide if it should continue its small actions or pursue a neighborhood-wide Leadership in Energy and Environmental Design (LEED) rating while constrained by its budget, staff size, and the recession.    McDuffy, Arms & Ginsberg   Add   View  3 pp.  Case Author(s): Lorsch, Jay W. Publication Date: 02/20/2001 Revision Date: 10/26/2006 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 401028 Geographic Setting: Georgia Event Year Start: 2000 Event Year End: 2000 Subjects: Leadership Academic Discipline: Organizational Behavior & leadership Product Description: Describes the musings of the managing partner of a law firm as he returns from an executive education program. He thinks about the many issues confronting him and his firm. Teaching Purpose: To prepare executive education participants to return to their companies and implement what they have learned.    Laurence Longren: End Game   Add   View  18 pp.  Case Author(s): Stevenson, Howard H.; Spence, Shirley M. Publication Date: 02/21/2008 Revision Date: 05/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 808076 Subjects: Career planning Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (808139), 10p, by Howard H. Stevenson Product Description: This case examines a successful 64-year old as he considers his goals, and how he should be spending his time, at this stage of his life. It briefly recounts his life story, and provides a special focus on personal financial planning and wealth management issues.    Orientation to the Subarctic Survival Situation   Add   View  2 pp.  Case Author(s): Hill, Linda A.; Weber, Katherine S. Publication Date: 11/30/1993 Revision Date: 04/05/1995 Product Type: Note Publisher: Harvard Business School HBS Number: 494073 Subjects: Simulations; Management styles; Leadership; Power & influence; Cross functional management; Group dynamics; Self-assessment Academic Discipline: Organizational Behavior & leadership Product Description: An orientation to the “Subartic Survival Situation” (designed by and available from Human Synergistics, Inc., Plymouth, MI, tel. 313-459-1030), an experiental exercise that gives students an opportunity to learn about their personal influence style and their effectiveness as a team leader or member. As a simulation, the exercise provides conditions analogous to those managers face every day: They must make critical decisions from incomplete and often ambiguous information and must live with imperfect solutions; the problem is urgent and they have to cope with the stresses and emotions associated with working under pressure; they will have to work with others to solve a common problem (in this regard, this exercise perhaps simulates most closely a newly instituted cross-functional task force). Outlines the rationale for the exercise and gives a brief overview of how the simulation will unfold.    Multimillionaire Matchmaker: An Inside Look at CEO Succession Planning   Add   View  27 pp.  Case Author(s): Larcker, David F.; Tayan, Brian Publication Date: 04/15/2010 Product Type: Case Publisher: Stanford University HBS Number: CG21 Subjects: Succession planning; Energy; Corporate governance; Board of directors; CEO; Labor markets Academic Discipline: Organizational Behavior & leadership Product Description: This case takes an inside look at CEO succession planning at Energy Corp. The case provides an overview of various models of succession planning, including external search, COO appointment, a horse race, and the inside-outside model. The case then outlines the process by which Energy Corp chooses to identify a successor. Readers of the case are expected to evaluate Energy Corp's effectiveness, and discuss the various risks of succession planning and how they can be mitigated.    IronPort   Add   View  18 pp.  Case Author(s): Morgridge, John P.; Magat Raffaelli, Claire Publication Date: 04/29/2009 Product Type: Case Publisher: Stanford University HBS Number: E334 Geographic Setting: Silicon Valley Subjects: Mergers & acquisitions; Acquisitions; IPO; Security; Organizational culture Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (E334TN), 6p, by John P. Morgridge, Claire Magat Raffaelli Product Description: Scott Weiss, CEO of IronPort, a leading internet security company, is contemplating an acquisition offer from Cisco Systems in November of 2006. Although Weiss had originally intended for IronPort to IPO, a series of events have occurred that have made an acquisition a potentially more attractive option. Weiss is worried about what will happen to the IronPort culture once it is absorbed under the Cisco umbrella. Weiss must decide which route is the best way to go for his company and, if he decides to sell, he must determine the best way to share the news with his employees.    George Martin at The Boston Consulting Group (C)   Add   View  11 pp.  Case Author(s): Perlow, Leslie A.; Herman, Kerry Publication Date: 04/30/2010 Revision Date: 05/19/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 410118 Geographic Setting: United States Industry Setting: Management consulting services Event Year Start: 2006 Subjects: Communication; Work force management; Change management; Organizational development; Employees Academic Discipline: Organizational Behavior & leadership Product Description: George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.    George Martin at The Boston Consulting Group (B)   Add   View  5 pp.  Case Author(s): Perlow, Leslie A.; Herman, Kerry Publication Date: 04/30/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 410117 Geographic Setting: United States Event Year Start: 2006 Subjects: Communication; Work force management; Change management; Organizational development; Employees Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (410118), 11p, by Leslie A. Perlow, Kerry Herman Product Description: George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.    George Martin at The Boston Consulting Group (A)   Add   View  16 pp.  Case Author(s): Perlow, Leslie A.; Herman, Kerry Publication Date: 04/30/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410112 Geographic Setting: United States Event Year Start: 2006 Subjects: Communication; Work force management; Change management; Organizational development; Employees Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (410117), 5p, by Leslie A. Perlow, Kerry Herman; Supplement, (410118), 11p, by Leslie A. Perlow, Kerry Herman Product Description: George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.    Fiat: Open Innovation in a Downturn (1993-2003)   Add   View  29 pp.  Case Author(s): Di Minin, Alberto; Frattini, Federico; Piccaluga, Andrea Publication Date: 05/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR461 Subjects: Innovation; Leadership; Organizational development; Technology; Organizational structure; Management development; Organizational design; Product development; Corporate strategy Academic Discipline: Organizational Behavior & leadership Product Description: One of the key elements of Fiat's recent resurgence is the superiority of its clean, fuel-efficient engine technologies that were mostly developed during the 1990s by Centro Ricerche Fiat (CRF), the Fiat Group company in charge of R&D and technology development. In the early 1990s, when the Italian carmaker was going through troubling times (along with many other players in the automotive industry), CEO Gian Carlo Michellone radically turned around CRF's organization and innovation strategy, adopting and mastering a strategic approach to innovation that resembles what would become known as the open innovation paradigm. This revolution allowed the Fiat Group to keep its “innovation engine” running, despite the heavy downturn of the industry. The CRF case demonstrates how open innovation can protect the firm's innovation capability from the risk of severe resource rationalizations during periods of crisis while proffering a starting point to replicate innovation capability once the downturn is over. The efforts to streamline the adoption of open innovation need to be targeted at several aspects of a firm's organization, i.e., the structures, organizational roles, the planning and control and performance management systems, corporate values, and individual competencies and attitudes. The role played by the senior executive leadership in promoting the successful implementation of open innovation is critical, especially during tough economic times.    Credit Suisse Group: Managing Equity Research as a Business   Add   View  16 pp.  Case Author(s): Groysberg, Boris; Healy, Paul M.; Abbott, Sarah L. Publication Date: 01/26/2010 Revision Date: 04/27/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410073 Geographic Setting: United States Number of Employees: 47,400 Gross Revenue: CHF 11,862 million (2008) Event Year Start: 2003 Event Year End: 2009 Subjects: Change management; Human resources management; Market positioning; Corporate strategy; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: In 2003, in the midst of industry turmoil and company-specific challenges, Stefano Natella was named Global Head of Equity Research at Credit Suisse. Over a six-year period, Natella implemented and refined a new methodology for valuing equity research analysts, both individually and as a collective unit. Natella's system, known as the 'Scorecard' was also used as the basis for compensating, hiring, and promoting analysts. Over time, the Scorecard was refined to allow Credit Suisse to improve its customer service efforts in a way that maximized profitability for the firm.    Winn-Dixie Stores in 2005 (A): Cleanup on Aisle 11   Add   View  21 pp.  Case Author(s): Shein, James; Meagher, Evan Publication Date: 10/01/2008 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL415 Geographic Setting: United States Subjects: Cash flow; Credit; Reorganization; Liquidation; Valuation; Entrepreneurial management; Consolidations; Bankruptcy reorganization; Turnarounds Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (KEL416), 7p, by James Shein, Evan Meagher; Case Teaching Note, (KEL424), 7p, by James Shein Product Description: Grocery store chain Winn-Dixie had rapidly expanded in an effort to become a national retailer, and by 1999 it had more than 1,000 stores. The company began manufacturing its own products, reasoning that by owning more of the supply chain, it could offer the customer less expensive options. With its new geographic focus and manufacturing facilities, Winn-Dixie attempted to secure a position as a low-cost provider with a national presence. Instead of improving the company's position in the market, however, this strategy crippled both the short- and long-term prospects for Winn-Dixie. The company paid a high premium to expand and increased its leverage without ever realizing the purposed synergies. In fact, there were dis-economies of scale because the distribution, marketing, and administrative costs had risen along with the increased revenue. The expansion and inefficient manufacturing added complexity to its distribution network, and with a greater debt load and less cash, the company was unable to reposition itself in the market when its low-cost provider strategy failed. Not only was the company unable to pursue other opportunities but it also did not have the cash to properly maintain many of its existing stores, which quickly became run down. Winn-Dixie was stuck as a general grocer with few options at a time when    Timken Co.   Add   View  11 pp.  Case Author(s): Hattersley, Michael Publication Date: 08/11/1986 Revision Date: 05/23/1989 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 387035 Geographic Setting: Ohio Number of Employees: 21,000 Event Year Start: 1985 Event Year End: 1985 Subjects: Communication strategy; Management communication; Labor relations Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (391031), 6p, by Michael Hattersley; Video Supplement, (887511), 0p, by Michael Hattersley Product Description: Describes the efforts of the Timken Co., a major international producer of bearings and steel, to develop an effective employee communication program. The case examines the intense international competitive atmosphere, the recent record of job losses in related industries, Timken's extensive reorganization efforts, and the company's labor relations history insofar as these bear on the effort to formulate internal communications policy. Encourages students to analyze the essential elements of a communications decision: scope, structure, audience, goals, message, and media.    The Whitney Clinic   Add   View  12 pp.  Case Author(s): Donnelly, Anne Cohn; Scott, Walter; Shaw, Kathy; Gong, Millie; Morris, Lydia; Roark, Michael Publication Date: 01/01/1996 Revision Date: 01/27/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL428 Geographic Setting: United States Subjects: Organizational behavior; Nonprofit organizations; Fund raising; Strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (KEL429), 6p, by Anne Cohn Donnelly, Kathy Shaw Product Description: This case describes a community-based healthcare clinic and the issues facing the management and board of directors. The issues raised are common problems faced by all types of nonprofit organizations: insufficient fundraising and marketing policies to guide board decision making, confusion over staff and board roles in decision making, poorly thought-out bylaws that contribute to the confusion over board and staff roles, the challenge of harnessing the diverse backgrounds and opinions of a community-based board of directors, and lack of sound financial planning.    The Schneirocksie Corporation   Add   View  11 pp.  Case Author(s): Dewar, Robert D. Publication Date: 04/21/2009 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL414 Subjects: Organizational behavior; Global business; Organizational design; Marketing; Manufacturing Academic Discipline: Organizational Behavior & leadership Product Description: Schneirocksie Electric is an asset-focused company that has been a successful manufacturer of high-quality electrical components that transmit, control, and monitor electrical power. Management has long considered sales and marketing's job as selling what the plants make. However, customer demand indicates that this approach will no longer work; lower-cost competitors are now capable of duplicating Schneirocksie's products and services. The company must transition to providing and selling solutions to its customers, but doing so will involve the creation of an effective strategic account sales position. The current company structure, compensation system, and culture are significant obstacles to this transition and must also be changed. Finally, the company's management must learn to focus first on the job its customers are hiring it to do and then redesign itself to do this job.    The Changing of the Guard: Planning for Succession at Madison Children’s Foundation (B)   Add   View  4 pp.  Case Author(s): Howard, Liz Livingston Publication Date: 08/05/2009 Product Type: Supplement Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL438 Geographic Setting: United States; Wisconsin Subjects: Succession planning; Nonprofit organizations; Leadership; Stakeholders Academic Discipline: Organizational Behavior & leadership Product Description: In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?    The Changing of the Guard: Planning for Succession at Madison Children’s Foundation (A)   Add   View  4 pp.  Case Author(s): Howard, Liz Livingston Publication Date: 08/05/2009 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL437 Geographic Setting: United States; Wisconsin Subjects: Succession planning; Nonprofit organizations; Leadership; Stakeholders Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (KEL438), 4p, by Liz Livingston Howard Product Description: In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?    Organization and Strategy at Millennium (A)   Add   View  22 pp.  Case Author(s): Wulf, Julie M.; Waggoner, Scott Publication Date: 02/02/2010 Revision Date: 04/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 710415 Geographic Setting: United States; Massachusetts Number of Employees: 1,477 Gross Revenue: $448 million Event Year Start: 2005 Subjects: Corporate reorganization; Technology; Strategy formulation; Organizational transformations; Leading teams; Pay for performance Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (710418), 11p, by Julie M. Wulf, Scott Waggoner Product Description: This case examines Millennium's strategic and organizational responses to the rapid evolution of the biopharmaceutical industry. In the early 2000s, as Millennium's competitive advantage in early-stage research slipped away and its losses mounted, founder and CEO Mark Levin moved the firm downstream away from research and towards drug development and commercialization, while narrowing horizontal breadth from over a dozen therapeutic classes to just three. In 2005, Levin hired Deborah Dunsire from Novartis as CEO to lead Millennium's continuing transformation. Students are asked to put themselves in the shoes of incoming CEO Dunsire and to provide organizational recommendations to execute the new strategy.    Key State Blue Cross and Blue Shield Plan: A Strategy for Winning in the Market through Customer-Focused Service   Add   View  28 pp.  Case Author(s): Dewar, Robert D. Publication Date: 03/05/2010 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL436 Geographic Setting: United States Subjects: Organizational behavior; Nonprofit organizations; Health insurance; Organizational design; Strategy Academic Discipline: Organizational Behavior & leadership Product Description: Key State Blue Cross and Blue Shield Plan (a disguised case of an actual BCBS Plan) is the merged product of three state plans. Initially burdened with a reputation of poor customer service, Key State's executives decided to invest heavily in service improvement, eventually achieving superior levels. Key State's high-quality customer service emerged as a true competitive advantage for its customers, who were primarily businesses and health benefits consultants who influenced corporate purchasers of health insurance. The Key State brand came to be synonymous with personal service, security, choice, and dependability. But the health care insurance market was changing under Key State's feet. Spiraling costs meant that high-quality service became less of a competitive advantage as employers were lured by low-cost, low-service providers. Many employers cut or dropped health care benefits entirely, swelling the ranks of the under- and uninsured, who in turn were extremely price-sensitive when shopping for health insurance on their own. Finally, the health care insurance market was being revolutionized by financial institutions willing to hold health benefit accounts and pay providers directly, thereby eliminating the need for Key State as a mediator. Key State executives were aware of these changes but were challenged by the mindset, culture, and organizational design custom-fit to their business accounts. The case asks the reader to consider whether Key State has the right number of target markets, whether it sho    Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (B)   Add   View  10 pp.  Case Author(s): Yoshino, Michael Y.; Endo, Yukihiko Publication Date: 06/13/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 905413 Subjects: Leadership; Change management; Organizational culture; Corporate strategy; Organizational transformations Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (A)   Add   View  16 pp.  Case Author(s): Yoshino, Michael Y.; Endo, Yukihiko Publication Date: 06/13/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 905412 Geographic Setting: Japan Number of Employees: 280,000 Gross Revenue: $73 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Leadership; Change management; Organizational culture; Corporate strategy; Organizational transformations Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (905413), 10p, by Michael Y. Yoshino, Yukihiko Endo; Supplement, (905414), 9p, by Michael Y. Yoshino, Yukihiko Endo Product Description: The company, once an outstanding Japan-based global leader in electronics and major appliances, suffered poor performance during the 1990s. Kunio Nakamura became CEO in 2001 and sought to transform the company in a fundamental way. Examines the company's history, distinct management system, and culture as well as the challenges facing Nakamura. Also examines his initial efforts.    The Dannon Company: Marketing and Corporate Social Responsibility   Add   View  22 pp.  Case Author(s): Marquis, Christopher; Shah, Pooja; Tolleson, Amanda; Thomason, Bobbi Publication Date: 04/01/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410121 Geographic Setting: United States Number of Employees: 1,150 Gross Revenue: 1.1 bil. Event Year Start: 2009 Subjects: Corporate image; Social responsibility Academic Discipline: Organizational Behavior & leadership Product Description: To maximize their effectiveness, color cases should be printed in color. At the end of 2009, The Dannon Company was considering pro actively communicating its CSR efforts to consumers. With the strong connection between Dannon's production of health foods and its commitment to health and nutrition-based CSR activities, communicating these activities to consumers could enhance the company's success, but risked tainting its deeply ingrained CSR as a marketing ploy. Dannon wanted to maintain its holistic approach to social responsibility and commitment to social values. Dannon's CSR focused on three areas: Nutrition and Health, People and Nature. The case follows the perspectives of various stakeholders within the organization, including members of the Marketing, Human Resources and Corporate Affairs departments. Some of the specific questions examined are: Should we communicate Dannon's CSR activities? What would be the best means to do so? Should it be a corporate or brand level campaign? How would the parent company, Danone, respond? Can CSR remain sincere when being leveraged for PR purposes?    Merck & Co., Inc.: Corporate Strategy, Organization and Culture (B)   Add   View  4 pp.  Case Author(s): Beer, Michael; Weber, James Publication Date: 01/12/1999 Revision Date: 03/29/1999 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 499046 Subjects: Globalization; International management; Organizational development; Organizational structure; Organizational culture; Organizational design; Organizational problems; Corporate strategy; Organizational change Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case.    McKinsey & Co.   Add   View  18 pp.  Case Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 08/16/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 402014 Geographic Setting: Illinois Number of Employees: 5,400 Event Year Start: 2001 Event Year End: 2001 Subjects: Globalization; Organizational culture; Competition Academic Discipline: Organizational Behavior & leadership Product Description: One of the world's premier consulting firms faces challenges of globalization, growth, and competitive pressures. This case describes the 75-year history of the firm and how its strategy and culture evolved through 2001.    Gillette Co. (B): Leadership for Change   Add   View  14 pp.  Case Author(s): Kanter, Rosabeth Moss; Weber, James Publication Date: 08/22/2002 Revision Date: 02/08/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 303033 Number of Employees: 30,000 Gross Revenue: $9 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Business history; Leadership; Change management; CEO; Competition Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case, (303034), 8p, by Rosabeth Moss Kanter, James Weber; Case, (303035), 16p, by Rosabeth Moss Kanter; Supplement, (309033), 8p, by Rosabeth Moss Kanter, Matthew Bird Product Description: Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company.    Gillette Co. (A): Pressure for Change   Add   View  12 pp.  Case Author(s): Kanter, Rosabeth Moss; Weber, James Publication Date: 08/22/2002 Revision Date: 02/08/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 303032 Number of Employees: 30,000 Gross Revenue: $9 billion revenues Event Year Start: 1988 Event Year End: 2001 Subjects: Business history; Leadership; Change management; CEO; Competition Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case, (303033), 14p, by Rosabeth Moss Kanter, James Weber; Case, (303034), 8p, by Rosabeth Moss Kanter, James Weber; Case, (303035), 16p, by Rosabeth Moss Kanter; Supplement, (309033), 8p, by Rosabeth Moss Kanter, Matthew Bird Product Description: After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do during his first day and week on the job.    Sonoco Products Company (A): Building a World-Class HR Organization (Abridged)   Add   View  10 pp.  Case Author(s): Thomas, David A.; Groysberg, Boris Publication Date: 03/11/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410082 Geographic Setting: United States; South Carolina Number of Employees: 17000 Gross Revenue: $2.6 billion Event Year Start: 1995 Event Year End: 2000 Subjects: Succession planning; Performance measurement; Organizational development; Human resources management; Compensation; Packaging; Organizational change; Implementing strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (407058), 15p, by Boris Groysberg, David Lane, David A. Thomas, David Lane, David A. Thomas Product Description: Describes the steps the vice-president of human resources takes in revamping an HR function that was noncooperative and, at times, competitive and introducing the company to the notion of HR as a strategic business partner. Explores changes made to the company's compensation, performance management, and succession planning processes.    Carolina for Kibera   Add   View  18 pp.  Case Author(s): McGinn, Kathleen L.; Hammer, Cailin B. Publication Date: 10/07/2009 Revision Date: 03/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 910017 Geographic Setting: Kenya; United States Number of Employees: <25 Gross Revenue: $1 million Event Year Start: 2000 Event Year End: 2009 Subjects: Negotiations; Power & influence; Social enterprise Academic Discipline: Organizational Behavior & leadership Product Description: A growing NGO based in Kibera, Nairobi, Kenya, is facing a complete change in leadership as the founders step back. At the same time, a $1 million grant presents new opportunities and challenges.    Bob Beall at the Cystic Fibrosis Foundation   Add   View  22 pp.  Case Author(s): Kaplan, Robert Steven; Hood, Sophie Publication Date: 04/15/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409107 Geographic Setting: District of Columbia Number of Employees: approx 200 Gross Revenue: approx 150 million Event Year Start: 2009 Subjects: Crisis management; Nonprofit organizations; Leadership Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (410107), 4p, by Robert S. Kaplan Product Description: To maximize their effectiveness, color cases should be printed in color. 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 for cystic fibrosis 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.    The Credit Suisse/Gerson Lehrman Group Alliance   Add   View  29 pp.  Case Author(s): Eccles, Robert G.; Winig, Laura Publication Date: 03/05/2009 Revision Date: 02/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409046 Geographic Setting: New York Event Year Start: 2008 Subjects: Crisis management; Finance; Innovation; Strategic alliances; Information & technology; Networks Academic Discipline: Organizational Behavior & leadership Product Description: The equity research department of Credit Suisse and the expert network firm of Gerson Lehrman Group, historically competitors, have established a strategic alliance which both believe will give them a competitive advantage. Under the leadership of its head of equity research, Stefano NateIIa, Credit Suisse has responded to the continuing pressures on the sell-side research function with a focus on making it a revenue center. One pressure on sell-side research is the introduction of alternative business models for providing sell-side research, such as from expert networks like the Gerson Lehrman Group (GLG). GLG has established a network of nearly 200,000 experts who provide advice to institutional investors in a different way which emphasizes private consultations with these experts about questions of very specific interest to the investor. Natella and Saint-Amand have agreed to a two-year alliance which gives the analysts at Credit-Suisse access to the experts in GLG's network, as a way of improving the quality of their research. Credit Suisse can also get additional revenues by placing its analysis in the GLG network, although under some severe constraints. GLG gets additional revenues from its contract with Credit Suisse and from introductions to other potential clients that Credit Suisse will make. It also grows its network from the addition of the analysts at Credit Suisse. The alliance has been announced just before the financial markets began their me    Systems Infrastructure at Google (B)   Add   View  9 pp.  Case Author(s): Hill, Linda A.; Stecker, Emily A. Publication Date: 03/04/2010 Revision Date: 08/04/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 410111 Geographic Setting: United States Number of Employees: ~16,000 Gross Revenue: $16 billion Event Year Start: 2006 Event Year End: 2007 Subjects: Innovation; Leadership; Group dynamics; Knowledge workers; Motivation; Flat organizations; Internet; Experimentation Academic Discipline: Organizational Behavior & leadership Product Description: This case is a thick description of how a Senior Vice President of Engineering at Google, Bill Coughran, leads a high-performing engineering organization. The case focuses specifically on Coughran's use of encouraging two teams of engineers to develop competing solutions for application storage systems. It also shows how Coughran assembled an informal brain trust of managers and technical leaders that assist him in leading his 2,000-person organization. This case will be relevant for those interested in what it takes to lead for sustained innovation, particularly of knowledge workers like engineers. It also sheds light on how to develop leaders in engineering organizations.    Systems Infrastructure at Google (A)   Add   View  29 pp.  Case Author(s): Hill, Linda A.; Stecker, Emily A. Publication Date: 03/04/2010 Revision Date: 08/04/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 410110 Geographic Setting: United States Number of Employees: ~10,000 Gross Revenue: $10 billion Event Year Start: 2003 Event Year End: 2006 Subjects: Innovation; Leadership; Group dynamics; Knowledge workers; Motivation; Flat organizations; Internet; Experimentation Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (410111), 9p, by Linda A. Hill, Emily A. Stecker Product Description: This case describes how a Senior Vice President of Engineering at Google, Bill Coughran, leads a high-performing engineering organization. The case focuses specifically on Coughran's encouraging two teams of engineers to develop competing solutions for application storage systems. It also shows how Coughran assembled an informal brain trust of managers and technical leaders that assist him in leading his 2,000-person organization. This case will be relevant for those interested in what it takes to lead for sustained innovation, particularly of knowledge workers like engineers. It also sheds light on how to develop leaders in engineering organizations.    Sheikh Mohammed and the Making of "Dubai, Inc."   Add   View  30 pp.  Case Author(s): Mayo, Anthony J.; Nohria, Nitin; Mendhro, Umaimah; Cromwell, Johnathan Publication Date: 02/01/2010 Revision Date: 05/05/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 410063 Geographic Setting: United Arab Emirates Event Year Start: 1949 Event Year End: 2009 Subjects: Developing countries; Emerging markets; Economic development; Leadership; Vision; Marketing; Transformations Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (410130), 15p, by Anthony J. Mayo, Johnathan Cromwell Product Description: Sheikh Mohammed bin Rashid AI Maktoum has converted Dubai from a sleepy little coastal village into a world-class city, famous for its ambition, drive, and economic promise. He is the founder, part-owner, and visionary behind companies such as Emirates Airlines, a UAE-based airline serving over 100 destinations, Nakheel, the property developer that built a trilogy of man-made islands, and DP World, a leader in international marine terminal operations. Despite being surrounded by political instability in the Middle East, Sheikh Mohammed pursued capitalism and embraced Western culture while maintaining safety for millions of annual tourists. By 2010, Dubai had the world's tallest building, the most expensive hotel, and the largest shopping mall. But rapid development did not come without difficulties. While hundreds of thousands immigrated to help build the metropolis, labor conditions suffered and some local Emirati felt like they lost aspects of their cultural identity. Growth was rapid, infrastructure was weak, and the real estate bubble grew as the financial crisis loomed. To produce economic, social, and cultural prosperity for the people of Dubai, Sheikh Mohammed had to balance his role as a business leader and a political ruler.    Rob Parson at Morgan Stanley (B)   Add   View  2 pp.  Case Author(s): Burton, M. Diane Publication Date: 02/13/1998 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 498055 Subjects: Organizational behavior; Managing professionals; Performance appraisals; Personal strategy & style; Employee promotions; Employee retention; Organizational culture; 360-degree feedback; Relationship management Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (400101), 18p, by M. Diane Burton, Thomas J. Delong; Case, (498056), 14p, by M. Diane Burton; Supplement, (498058), 1p, by M. Diane Burton Product Description: Supplements the (A) case.    RL Wolfe: Implementing Self-Directed Teams   Add   View  11 pp.  Case Author(s): Garvin, David A.; Collins, Elizabeth Publication Date: 11/30/2009 Revision Date: 12/15/2009 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 4063 Geographic Setting: United States Subjects: Work force management; Employee empowerment; Motivation Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (4064), 9p, by David A. Garvin, Elizabeth Collins Product Description: Key topics include team design, team management, job design, employee empowerment, implementing change, and high performance workforces. In 2004, John Amasi, the director of production for a manufacturer of plastic pipe, introduced the concept of self-directed teams into a newly rehabbed plant in Corpus Christi, Texas. This was a major departure for RL Wolfe, whose other plants were unionized and rigidly hierarchical. By 2007, Corpus Christi is significantly outperforming the other plants in productivity, and Amasi tours the plant to identify remaining barriers to even higher productivity. Although the tour makes clear that many things are going right, it also reveals specific elements of the SDT concept that are not working optimally; some of these are communicated from the perspective of the workers themselves. At the end of the case, as Amasi sketches out ideas for increasing productivity at Corpus Christi, he also considers how he can persuade the unionized workforces at the other Wolfe plants to accept the SDT model. Topics Include: Designing Teams, Implementing Change, Self-Directed Teams, Workforce Management, General Management, Managing Teams, High Performance Workforce, Employee Empowerment, Motivation and Mid-size Plastic Pipe Manufacturing.    Phase Zero: Introducing New Services at IDEO (B)   Add   View  7 pp.  Case Author(s): Edmondson, Amy C.; Edmondson, Amy C.; Roloff, Kathryn S. Publication Date: 06/30/2006 Revision Date: 06/22/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 606123 Subjects: Innovation; Teams; Organizational learning; Service management; Customer relationship management Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (607063), 14p, by Amy C. Edmondson Product Description: Supplements the (A) case. An abstract is not available for this product.    Phase Zero: Introducing New Services at IDEO (A)   Add   View  19 pp.  Case Author(s): Edmondson, Amy C.; Edmondson, Amy C.; Feldman, Laura R. Publication Date: 02/28/2005 Revision Date: 03/27/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 605069 Geographic Setting: Massachusetts Number of Employees: 1,000 Event Year Start: 2003 Event Year End: 2004 Subjects: Innovation; Teams; Organizational learning; Service management; Customer relationship management Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (606123), 7p, by Amy C. Edmondson, Kathryn S. Roloff; Case Teaching Note, (607063), 14p, by Amy C. Edmondson Product Description: Focuses on whether world-renowned product design firm IDEO's new customer service fits with the firm's strategic position and organization capabilities. Over the course of IDEO's 13-year history, an increasing share of revenues are a result of “Phase 0” projects — preliminary strategic explorations of future product possibilities for various client firms. Describes a specific Phase 0 project in order to explore the challenge of managing these strategic, intangible services in the context of IDEO's successful history of generating award-winning tangible product designs. A team at IDEO's Boston office worked with mattress manufacturer Simmons to discover unmet customer needs and identify new product line opportunities. Describes the challenges and questions facing the Simmons project team as well as critical and operational questions facing IDEO. Examines these issues through the eyes of the head of the Boston office, who wonders how to evaluate Phase 0 projects.    Leading Change at Simmons (B)   Add   View  13 pp.  Case Author(s): Casciaro, Tiziana ; Casciaro, Tiziana ; Edmondson, Amy C.; Edmondson, Amy C.; McManus, Stacy ; Roloff, Kate Publication Date: 11/04/2005 Revision Date: 05/03/2007 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 406047 Subjects: Leadership; Change management; Employee empowerment; Employee training; Human resources management; Motivation; Organizational change Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (408062), 3p, by Tiziana Casciaro, Amy C. Edmondson; Supplement, (408063), 19p, by Tiziana Casciaro, Amy C. Edmondson; Case Teaching Note, (607144), 24p, by Tiziana Casciaro, Amy C. Edmondson; Supplement, (610061), 5p, by Amy C. Edmondson, Susan Thyne Product Description: Supplements the (A) case. An abstract is not available for this product.    Leading Change at Simmons (A)   Add   View  15 pp.  Case Author(s): Casciaro, Tiziana ; Casciaro, Tiziana ; Edmondson, Amy C.; Edmondson, Amy C.; McManus, Stacy ; Roloff, Kate Publication Date: 11/04/2005 Revision Date: 05/03/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 406046 Geographic Setting: Georgia Number of Employees: 3,300 Gross Revenue: $869.9 million revenues (net sales) Event Year Start: 2001 Event Year End: 2005 Subjects: Leadership; Change management; Employee empowerment; Employee training; Human resources management; Organizational culture; Motivation; Organizational change; Leading teams Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (406047), 13p, by Tiziana Casciaro, Amy C. Edmondson, Stacy McManus, Kate Roloff; Supplement, (408062), 3p, by Tiziana Casciaro, Amy C. Edmondson; Supplement, (408063), 19p, by Tiziana Casciaro, Amy C. Edmondson; Case Teaching Note, (607144), 24p, by Tiziana Casciaro, Amy C. Edmondson; Video Supplement, (608701), 0p, by Amy C. Edmondson; Video Supplement, (608702), 10p, by Amy C. Edmondson; Supplement, (610061), 5p, by Amy C. Edmondson, Susan Thyne Product Description: Explores the challenge of managing large-scale organizational change at Simmons, an old and established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to turn the organization's performance around, considers whether to implement an untraditional training program that includes outdoor experiential team-building activities as a central element of his change strategy. Asks participants to consider the decision of investing in the expensive training program following the loss of the three largest customers — retailers that together had contributed a third of Simmons' revenues. One central theme is the role of leadership in engaging and motivating employees t    Joline Godfrey and the Polaroid Corp. (A)   Add   View  15 pp.  Case Author(s): Hill, Linda A.; Conrad, Melinda B.; Kamprath, Nancy Publication Date: 03/18/1992 Revision Date: 04/04/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 492037 Geographic Setting: Massachusetts Subjects: Entrepreneurship; Leadership; Power & influence; Managing up; Women Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (403068), 4p, by Linda A. Hill, Jennifer M. Suesse; Supplement, (492038), 5p, by Melinda B. Conrad; Case Teaching Note, (494119), 31p, by Linda A. Hill, Katherine S. Weber; Video Supplement, (497504), 0p, by Linda A. Hill Product Description: Describes how Joline Godfrey, an intrapreneur at the Polaroid Corp., introduced and developed a project that could help Polaroid move to a more service- as opposed to product-oriented focus. Also depicts the mentor-protege relationship between Godfrey and Gerald Sudbey, a senior executive in the company. Addresses two issues: intrapreneurship and mentor-protege relationships. Allows the students to explore the process of intrapreneurship, what it takes to effectively be a change agent in an organization. In addition, provides them with a textured understanding of mentor-protege relationships — the various stages they go through, and the challenges and benefits they represent.    Jan Carlzon: CEO at SAS (A)   Add   View  14 pp.  Case Author(s): Bartlett, Christopher A.; Elderkin, Kenton W.; Feinberg, Barbara Publication Date: 05/19/1992 Revision Date: 06/08/1993 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 392149 Geographic Setting: Sweden Number of Employees: 20,000 Gross Revenue: $4 billion sales Event Year Start: 1980 Event Year End: 1990 Subjects: Leadership; Business policy; Human resources management; Strategy formulation; Implementing strategy Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (392150), 3p, by Christopher A. Bartlett, Kenton W. Elderkin, Barbara Feinberg Product Description: Describes Jan Carlzon's actions on assuming the CEO's responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become “the world's best businessman's airline.” After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his “second wave” can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment.    Holdup: Implications for Investment and Organization   Add   View  7 pp.  Case Author(s): Hermalin, Benjamin E. Publication Date: 02/01/2010 Product Type: Case Publisher: California Management Review HBS Number: CMR451 Subjects: Organizational behavior; Investment management; Economic theory; Corporate strategy Academic Discipline: Organizational Behavior & leadership Product Description: Holdup, the danger that a party other than the one investing will capture some of the return from an investment, plays an important role in business decision making about firms' organizational and investment strategies. Oliver Williamson was among the first to identify the importance of holdup and investigate its consequences. Much of our understanding of holdup in strategy and in other areas of scholarship can be traced back to his contributions.    Federal Bureau of Investigation (A)   Add   View  16 pp.  Case Author(s): Rivkin, Jan W.; Rivkin, Jan W.; Roberto, Michael A. Publication Date: 04/10/2007 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 707500 Number of Employees: 31,000 Event Year Start: 2001 Event Year End: 2001 Subjects: Government Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (707553), 12p, by Jan W. Rivkin, Michael A. Roberto Product Description: An abstract is not available for this product.    Developing Professionals: The BCG Way (B)   Add   View  5 pp.  Case Author(s): Nanda, Ashish ; Nanda, Ashish ; Morrell, Kelley Publication Date: 02/27/2004 Revision Date: 04/03/2006 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 904068 Subjects: Leadership; Managing professionals; Human resources management; Career planning; Employee development Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (905029), 20p, by Ashish Nanda, Lauren Prusiner Product Description: Supplements the (A) case.    Developing Professionals: The BCG Way (A)   Add   View  28 pp.  Case Author(s): Nanda, Ashish ; Nanda, Ashish ; Morrell, Kelley Publication Date: 04/07/2003 Revision Date: 04/03/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 903113 Number of Employees: 2,800 Gross Revenue: $1.2 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Leadership; Managing professionals; Human resources management; Career planning; Employee development Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (904068), 5p, by Ashish Nanda, Kelley Morrell; Case Teaching Note, (905029), 20p, by Ashish Nanda, Lauren Prusiner 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.    Board of Directors at Morgan Stanley Dean Witter (B)   Add   View  2 pp.  Case Author(s): Lorsch, Jay W.; Lorsch, Jay W.; Chernak, Alexis Publication Date: 08/23/2005 Revision Date: 01/11/2007 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 406045 Subjects: Leadership; Corporate governance; Organizational culture; Resignations Academic Discipline: Organizational Behavior & leadership Product Description: Supplements the (A) case. An abstract is not available for this product.    Board of Directors at Morgan Stanley Dean Witter (A)   Add   View  24 pp.  Case Author(s): Lorsch, Jay W.; Lorsch, Jay W.; Robertson, Ashley C. Publication Date: 06/30/2005 Revision Date: 01/16/2007 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 405105 Event Year Start: 2005 Event Year End: 2005 Subjects: Leadership; Corporate governance; Organizational culture; Resignations Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Supplement, (406045), 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.    Rob Parson at Morgan Stanley (D)   Add   View  1 pp.  Case Author(s): Burton, M. Diane Publication Date: 02/09/1998 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 498058 Subjects: Organizational behavior; Performance appraisals; Personal strategy & style; Employee promotions; Employee retention; Organizational culture; 360-degree feedback; Relationship management Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (400101), 18p, by M. Diane Burton, Thomas J. Delong Product Description: Supplements the (C) case.    Rob Parson at Morgan Stanley (C)   Add   View  14 pp.  Case Author(s): Burton, M. Diane Publication Date: 02/09/1998 Revision Date: 01/19/1999 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 498056 Geographic Setting: New York Number of Employees: 2,000 Gross Revenue: $1 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Organizational behavior; Managing professionals; Performance appraisals; Human resources management; Organizational culture; Interpersonal skills Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (400101), 18p, by M. Diane Burton, Thomas J. Delong; Supplement, (498058), 1p, by M. Diane Burton Product Description: A year after Rob Parson's manager decided to postpone Parson's promotion, Parson's new manager Gary Stuart faces the decision of promotion again. Stuart considers whether the efforts Parson had made were sufficient. Teaching purpose: To explore managerial problems associated with performance appraisal and performance management.    Relationships Among Siblings and Cousins in a Family Firm   Add   View  9 pp.  Case Author(s): Davis, John A. Publication Date: 10/21/1997 Revision Date: 09/13/2004 Product Type: Note Publisher: Harvard Business School HBS Number: 898060 Subjects: Interpersonal relations; Interpersonal skills; Family-owned businesses Academic Discipline: Organizational Behavior & leadership Product Description: Abstract to follow.    Orientation for Viewing Humphrey Chen   Add   View  9 pp.  Case Author(s): Higgins, Monica ; Richman, Adam Publication Date: 11/05/1997 Revision Date: 01/12/2005 Product Type: Note Publisher: Harvard Business School HBS Number: 498036 Geographic Setting: United States Event Year Start: 1996 Event Year End: 1996 Subjects: Interpersonal relations; Decision making; Career planning; Self-assessment Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (400076), 12p, by John Galvin, James R. Dillon; Module Note for Instructor, (405076), 24p, by Monica Higgins; Video Supplement, (810703), 15p, by Noam Wasserman, Monica Higgins Product Description: Addresses the career decision-making process of Humphrey Chen as he graduates from HBS with an MBA. In choosing between an offer from a top-tier consulting firm and launching a start-up entrepreneurial venture, Chen must weigh the expectations of many people — family, fiancee, friends — as well as his own desires.    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) Publisher: Harvard Business School HBS Number: 495032 Subjects: Leadership; Advertising; Organizational change; Multinational corporations Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Case Teaching Note, (495033), 16p, by Nicole Sackley; Video Supplement, (497501), 0p, by Product Description: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout.    Board of Directors at the Coca-Cola Co.   Add   View  29 pp.  Case Author(s): Lorsch, Jay W.; Lorsch, Jay W.; Khurana, Rakesh ; Khurana, Rakesh ; Sanchez, Sonya Publication Date: 08/11/2003 Revision Date: 01/12/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 404039 Geographic Setting: Georgia Gross Revenue: $20 billion revenues Event Year Start: 2002 Event Year End: 2003 Subjects: Corporate governance Academic Discipline: Organizational Behavior & leadership 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.    Asda (C)   Add   View  5 pp.  Case Author(s): Beer, Michael; Weber, James Publication Date: 10/09/1997 Revision Date: 05/01/1998 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 498008 Geographic Setting: United Kingdom Subjects: Organizational behavior; Organizational culture; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (400503), 0p, by Asda; Case Teaching Note, (498033), 19p, by James Weber; Video Supplement, (499506), 0p, by Michael Beer, James Weber; Video Supplement, (499507), 0p, by Michael Beer, James Weber Product Description: Supplements the (A) case.    Asda (A1)   Add   View  3 pp.  Case Author(s): Beer, Michael; Weber, James Publication Date: 10/09/1997 Revision Date: 05/01/1998 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 498006 Geographic Setting: United Kingdom Subjects: Organizational behavior; Organizational culture; Organizational design Academic Discipline: Organizational Behavior & leadership Supplementary Materials: Video Supplement, (400503), 0p, by Asda; Supplement, (498007), 22p, by James Weber; Supplement, (498008), 5p, by James Weber; Case Teaching Note, (498033), 19p, by James Weber; Video Supplement, (499506), 0p, by Michael Beer, James Weber; Video Supplement, (499507), 0p, by Michael Beer, James Weber Product Description: Supplements the (A) case.    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  22 pp.  Case Author(s): Eccles, Robert G.; Karadzhova, Dilyana Publication Date: 11/23/2008 Revision Date: 08/06/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409036 Geographic Setting: Switzerland Number of Employees: 30 Gross Revenue: CHF 30 million Event Year Start: 2002 Event Year End: 2008 Subjects: Global business; Entrepreneurs; Career planning; Motivation; Business models; Strategic positioning; Networks Academic Discipline: Organizational Behavior & leadership Product Description: a-connect was started in 2002 by three former McKinsey partners who wanted to develop an alternative business model consulting firm which they have positioned as a high-end staffing company. The company has been very successful, growing to revenues of CHF 30 million with offices in Zurich, Dusseldorf, Boston, San Francisco, Hong Kong, and Singapore. Instead of hiring full-time employees, the company uses a pool of 700 independent professionals (IP) who are typically former consultants from firms like Bain, BCG, and McKinsey. These professionals are managed by Talent Partners who match up IPs with client needs. One of the biggest challenges the firm faces is finding people who can fill this Talent Partner role since it requires a wide range of interpersonal and business development skills. As a way of instilling discipline in processes and procedures, from the very beginning the company set the objective of doing an IPO as a staffing company, thereby hoping to get the multiple of that category. Achieving this will require substantial growth in order to get to revenues of CHF 100 million, which they think is the size they need to be. Through the “Crystal Initiative” the company reviewed the three strategic choices of leveraging the operating platform, expanding the service portfolio, and focusing on the Global Sliver. They chose t    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): Eccles, Robert G.; Edmondson, Amy C.; Weber, James Publication Date: 03/02/2009 Revision Date: 07/08/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 409056 Geographic Setting: United Kingdom Number of Employees: 1425 Gross Revenue: $350 million Event Year Start: 2009 Subjects: Portfolio management; Innovation; Organizational development; Pricing; Diversification 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 advantage is its “Me-To-    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.    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)