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All HBS Web
(2,213)
- Faculty Publications (400)
- 2017
- Working Paper
Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective
By: Elizabeth J. Altman and Michael L. Tushman
Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This paper...
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Keywords:
Platforms;
Open/user Innovation;
Ecosystems;
Crowdsourcing;
Institutional Logics;
Strategic Leadership;
Top Management Teams;
CEO Role;
Organizational Change and Adaptation;
Digital Platforms;
Innovation and Invention;
Organizational Design;
Strategy;
Managerial Roles
Altman, Elizabeth J., and Michael L. Tushman. "Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective." Harvard Business School Working Paper, No. 17-076, February 2017. (Revised April 2017.)
- February 2017 (Revised June 2017)
- Supplement
ExxonMobil: Business as Usual? (B)
By: George Serafeim, Shiva Rajgopal and David Freiberg
The case presents ExxonMobil's response to growing pressure to disclose how climate change will impact their business. This includes multiple asset impairments and losing a proxy vote to shareholders to increase climate change related reporting. Supplements the (B)...
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Keywords:
Oil & Gas;
Oil Prices;
Oil Companies;
Asset Impairment;
Predictive Analytics;
Sustainability;
Environmental Impact;
Innovation;
Disclosure;
Accounting;
Valuation;
Energy Sources;
Ethics;
Corporate Disclosure;
Governance Compliance;
Climate Change;
Financial Reporting;
Energy Industry;
United States
Serafeim, George, Shiva Rajgopal, and David Freiberg. "ExxonMobil: Business as Usual? (B)." Harvard Business School Supplement 117-047, February 2017. (Revised June 2017.)
- January 2017
- Case
Where Should Pat Gelsinger's Time Go?
By: Raffaella Sadun
Pat Gelsinger, CEO of VMware, is deciding how to structure the firm presence in cloud computing. He can pursue the opportunity in multiple ways: doubling down the investments in an internal and nascent cloud offering, partnering with established third parties, or...
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Sadun, Raffaella. "Where Should Pat Gelsinger's Time Go?" Harvard Business School Case 717-408, January 2017.
- December 2016
- Article
Industry Window Dressing
By: Huaizhi Chen, Lauren Cohen and Dong Lou
We explore a new mechanism by which investors take correlated shortcuts and present evidence that managers undertake actions—in the form of sales management—to take advantage of these shortcuts. Specifically, we exploit a regulatory provision wherein a firm’s primary...
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Keywords:
Investor Shortcuts;
Industry Classification;
Opportunistic Managerial Behavior;
Discontinuity;
Management Practices and Processes;
Investment;
Sales
Chen, Huaizhi, Lauren Cohen, and Dong Lou. "Industry Window Dressing." Review of Financial Studies 29, no. 12 (December 2016): 3354–3393.
- November 2016
- Case
Jollibee Foods Corporation
By: Boris Groysberg and Katherine Connolly
When Tony Tan Caktiong stepped down as president and CEO of Jollibee Foods Corporation (JFC) in mid-2014, Ernesto Tanmantiong, his younger brother, succeeded him. In 2016, the brothers were working together to realize the company’s vision of making JFC a truly...
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Keywords:
Values;
Vision;
Fast Food;
Values and Beliefs;
Goals and Objectives;
Expansion;
Philippines
Groysberg, Boris, and Katherine Connolly. "Jollibee Foods Corporation." Harvard Business School Case 417-045, November 2016.
- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 12: Aligning Performance Goals and Incentives
By: Robert Simons
This module reading explains how managers use performance goals and incentives to ensure that employee actions align with the overall business strategy of the organization. The module begins by discussing how managers use goals to communicate business strategy, the...
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Keywords:
Management Control Systems;
Implementing Strategy;
Execution;
Performance Goals;
Performance Measures;
Incentives;
Benchmarks;
Motivation;
Compensation;
Bonuses;
Strategy
Simons, Robert. "Strategy Execution Module 12: Aligning Performance Goals and Incentives." Harvard Business School Module Note 117-112, November 2016. (Revised December 2016.)
- Article
Risk Management—The Revealing Hand
By: Robert S. Kaplan and Anette Mikes
Many believe that the recent emphasis on enterprise risk management function is misguided, especially after the failure of sophisticated quantitative risk models during the global financial crisis. The concern is that top-down risk management will inhibit innovation...
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Keywords:
Risk Management
Kaplan, Robert S., and Anette Mikes. "Risk Management—The Revealing Hand." Journal of Applied Corporate Finance 28, no. 1 (Winter 2016): 8–18.
- 2016
- Working Paper
Innovation Adoption and Organizational Identity: Identity Dynamism as a Strategic Resource for Top Management Team Decision Making
By: Ryan Raffaelli, Mary Ann Glynn and Michael Tushman
Organizations continuously face decisions about whether to adopt radical innovations. We examine the relationship between innovation adoption and identity, linking identity with firm strategy to explain innovation adoption over time. We conceptualize identity as...
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- September 2016
- Case
Partners Group: Ain't No Mountain High Enough
By: Nori Gerardo Lietz and Ricardo Andrade
Partners Group (PG), a Swiss-based PE manager, initiated a series of strategic shifts and evolved from a predominately fund-of-funds manager into a large, multi-asset class PE firm focused on direct investments. PG was the first PE firm to go public in 2006. A number...
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Lietz, Nori Gerardo, and Ricardo Andrade. "Partners Group: Ain't No Mountain High Enough." Harvard Business School Case 217-035, September 2016.
- September–October 2016
- Article
Growing New Corporate Businesses: From Initiation to Graduation
By: Sebastian Raisch and Michael Tushman
Large companies initiate many new businesses, but few of them reach scale. The ambidexterity literature describes how companies create exploratory businesses, but says little about how they subsequently scale these businesses. The strategy literature uses real option...
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Keywords:
Ambidexterity;
Comparative Case Study;
Corporate Venturing;
Exploration;
Organization Design;
Real Option Theory;
Organizational Design;
Corporate Strategy;
Corporate Entrepreneurship
Raisch, Sebastian, and Michael Tushman. "Growing New Corporate Businesses: From Initiation to Graduation." Organization Science 27, no. 5 (September–October 2016).
- Article
What Do Private Equity Firms Say They Do?
By: Paul A. Gompers, Steven N. Kaplan and Vladimir Mukharlyamov
We survey 79 private equity investors with combined assets under management (AUM) of over $750 billion about their practices in firm valuation, capital structure, governance, and value creation. Investors rely primarily on internal rate of return (IRR) and multiples to...
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Gompers, Paul A., Steven N. Kaplan, and Vladimir Mukharlyamov. "What Do Private Equity Firms Say They Do?" Journal of Financial Economics 121, no. 3 (September 2016): 449–476.
- August 2016 (Revised July 2017)
- Background Note
Brand Portfolio Strategy and Brand Architecture
By: Jill Avery
While companies choose to brand their products and services in many different ways, there are some central tenets that help define an optimal brand portfolio and associated brand architecture. Brand portfolio strategy involves the design, deployment, and management of...
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Keywords:
Brand Management;
Brand Portfolio;
Brand Extension;
Brand Portfolio Strategy;
Brand Architecture;
Consumer Behavior;
Marketing;
Brands and Branding;
Marketing Strategy
Avery, Jill. "Brand Portfolio Strategy and Brand Architecture." Harvard Business School Background Note 517-021, August 2016. (Revised July 2017.)
- August 2016
- Case
VMD Medical Imaging Center
By: Susanna Gallani and Eva Labro
VMD Medical Imaging Center, a local independent provider of medical imaging services, is facing some important challenges. Despite efficiency improvements and cost cutting initiatives carried out over the past few years, their profitability is shrinking; their prices...
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Keywords:
Costing;
Death Spiral;
Transfer Pricing;
Activity Based Costing and Management;
Competitive Strategy;
Medical Specialties;
Health Industry
Gallani, Susanna, and Eva Labro. "VMD Medical Imaging Center." Harvard Business School Case 117-002, August 2016.
- July 16, 2016
- Article
A Game Theoretic Model for Resource Allocation Among Countermeasures with Multiple Attributes
By: Elisabeth C. Paulson, Igor Linkov and Jeffrey Keisler
We study a strategic, two-player, sequential game between an attacker and defender. The defender must allocate resources amongst possible countermeasures and across possible targets. The attacker then chooses a type of threat and a target to attack. This paper proposes...
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Paulson, Elisabeth C., Igor Linkov, and Jeffrey Keisler. "A Game Theoretic Model for Resource Allocation Among Countermeasures with Multiple Attributes." European Journal of Operational Research 252, no. 2 (July 16, 2016): 610–622.
- May 2016 (Revised November 2018)
- Supplement
Moleskine (B)
By: Ryan Raffaelli, Raffaella Sadun and Kathy Qu
This case discusses the decisions and outcomes of CEO Arrigo Berni and founder Maria Sebregondi that the Moleskine (A) case laid out.
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Keywords:
Creative Industries;
Brand Building;
Digital Innovation;
Digital Services And Strategy;
Process Improvement;
Organization Change And Adaptation;
Culture;
Identity Construction;
Growth and Development Strategy;
Leadership;
Organizational Change and Adaptation;
Technological Innovation;
Creativity;
Brands and Branding;
Consumer Products Industry
Raffaelli, Ryan, Raffaella Sadun, and Kathy Qu. "Moleskine (B)." Harvard Business School Supplement 716-464, May 2016. (Revised November 2018.)
- May 2016
- Article
'Both/And' Leadership
By: Wendy K. Smith, Marianne Lewis and Michael Tushman
Leaders face a multitude of strategic paradoxes—contradictory pressures that are too often viewed as "either/or" choices. There are innovation paradoxes, in which the pursuit of new offerings and processes conflicts with the mandate to sustain the tried and...
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Smith, Wendy K., Marianne Lewis, and Michael Tushman. "'Both/And' Leadership." Harvard Business Review 94, no. 5 (May 2016): 62–70.
- April 2016 (Revised March 2019)
- Case
Moleskine (A)
By: Ryan Raffaelli, Raffaella Sadun and Kathy Qu
Describes the founding and growth challenges facing Moleskine, an Italian-based consumer products company known for its oilcloth-covered notebooks once used by Ernest Hemingway and Vincent van Gogh. CEO Arrigo Berni and co-founder Maria Sebregondi aim to transform the...
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Keywords:
Creative Industries;
Brand Building;
Digital Innovation;
Digital Services And Strategy;
Process Improvement;
Culture;
Identity Construction;
Innovation;
Growth and Development Strategy;
Leadership;
Organizational Change and Adaptation;
Organizational Culture;
Innovation Strategy;
Consumer Products Industry
Raffaelli, Ryan, Raffaella Sadun, and Kathy Qu. "Moleskine (A)." Harvard Business School Case 716-407, April 2016. (Revised March 2019.)
- March 2016 (Revised January 2023)
- Teaching Note
Carla Ann Harris at Morgan Stanley
This case follows Carla Ann Harris, an African-American executive on Wall Street, from her childhood to the eve of her 20th year at Morgan Stanley. In addition to her professional identity as an investment banker, Harris is also an accomplished gospel singer, an...
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- February 2016
- Teaching Note
Advanced Leadership Pathways: David Weinstein and Write the World
By: Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone
Following a successful career as a lawyer, Chief Administrative Officer of Fidelity Investments, and law school instructor, David Weinstein became a 2011 Advanced Leadership Fellow at Harvard University. During his Advanced Leadership Fellowship he conceived an idea to...
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- February 2016 (Revised March 2019)
- Case
Bankruptcy at Caesars Entertainment
By: Kristin Mugford and David Chan
Caesars Entertainment was a large casino operator in the United States that had been purchased in a 2008 leveraged buyout by Apollo and TPG. In January 2015, Caesars Entertainment Operating Company (CEOC), its largest subsidiary, filed for Chapter 11. This set up a...
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Keywords:
Gaming;
Chapter 11;
Fraudulent Conveyance;
Apollo;
TPG;
Bankruptcy;
Leveraged Buyouts;
Restructuring;
Capital Structure;
Insolvency and Bankruptcy;
Private Equity;
Financial Management;
Lawsuits and Litigation;
Negotiation;
Games, Gaming, and Gambling;
Entertainment and Recreation Industry;
Las Vegas
Mugford, Kristin, and David Chan. "Bankruptcy at Caesars Entertainment." Harvard Business School Case 216-052, February 2016. (Revised March 2019.)