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All HBS Web
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- Faculty Publications (105)
- December 2008
- Case
Taylor Fresh Foods
By: David E. Bell, Natalie Kindred and Mary Louise Shelman
In 13 years, Bruce Taylor had built Taylor Fresh Foods into a $1 billion company and the top supplier of salads to the U.S. food service industry and to supermarket deli departments. In 2008, he was convinced that the time was right to make a big push in the fresh food...
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Keywords:
Food;
Brands and Branding;
Demand and Consumers;
Supply Chain Management;
Competition;
Expansion;
Agriculture and Agribusiness Industry;
United States
Bell, David E., Natalie Kindred, and Mary Louise Shelman. "Taylor Fresh Foods." Harvard Business School Case 509-008, December 2008.
- November 2008 (Revised January 2011)
- Exercise
Breaking Through Action Plan
By: David A. Thomas and Karen J. Watai
The "Breaking Through Action Plan" is a developmental tool based on the book, Breaking Through: The Making of Minority Executives in Corporate America by David A. Thomas and John J. Gabarro. The Action Plan was originally designed as part of a facilitated session but...
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Keywords:
Competency and Skills;
Management Analysis, Tools, and Techniques;
Personal Development and Career;
Relationships;
Power and Influence;
Trust
Thomas, David A., and Karen J. Watai. "Breaking Through Action Plan." Harvard Business School Exercise 409-059, November 2008. (Revised January 2011.)
- May 2008
- Exercise
Stakeholder Analysis Tool
This exercise enables users to: identify stakeholders and analyze their interests and expectations; categorize interests and expectations based on importance; and develop an action plan.
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Applegate, Lynda M. "Stakeholder Analysis Tool." Harvard Business School Exercise 808-161, May 2008.
- December 2007
- Background Note
Tools and Tactics for Transformation: Three "Whats" and Three "Hows"
By: James K. Sebenius and Stephen Friedman
Important transformation at Goldman Sachs, where one of the authors was Chairman, required analysis, political leadership, and management in order to fundamentally shift the strategy, people, and culture on a sustainable basis. After describing the actions needed to...
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Keywords:
Negotiation Tactics;
Business Strategy;
Organizational Culture;
Transition;
Strategic Planning;
Core Relationships;
Multinational Firms and Management;
Leadership Style;
Organizational Change and Adaptation;
Private Equity
Sebenius, James K., and Stephen Friedman. Tools and Tactics for Transformation: Three "Whats" and Three "Hows". Harvard Business School Background Note 908-028, December 2007.
- July 2007 (Revised January 2008)
- Case
Turnaround at the Veterans Health Administration (A)
By: Amy C. Edmondson, Brian R. Golden and Gary J. Young
Investigates the challenges that Dr. Kenneth W. Kizer confronted in seeking to create organizational change at the largest integrated health care system in North America, the Veterans Health Administration (VHA). Kizer was appointed as the Under Secretary of Health, to...
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Keywords:
Problems and Challenges;
Organizational Change and Adaptation;
Transformation;
Leadership;
Consolidation;
Health Care and Treatment;
Service Delivery;
Health Industry;
Public Administration Industry;
North and Central America
Edmondson, Amy C., Brian R. Golden, and Gary J. Young. "Turnaround at the Veterans Health Administration (A)." Harvard Business School Case 608-061, July 2007. (Revised January 2008.)
- June 2005 (Revised September 2008)
- Class Lecture
Strategy: Building and Sustaining Competitive Advantage
By: Bharat N. Anand, Stephen P. Bradley, Pankaj Ghemawat, Tarun Khanna, Cynthia A. Montgomery, Michael E. Porter, Jan W. Rivkin, Michael G. Rukstad, John R. Wells and David B. Yoffie
It's great to have a blockbuster quarter or a revolutionary product or service, but true business excellence demands sustainability. Maintaining your competitive advantage requires a strategy that makes your business unique and carries you forward as the world around...
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Keywords:
Competitive Advantage
- April 2005 (Revised July 2005)
- Case
Ilene Lang and the Catalyst Search (A)
By: Myra M. Hart and Laura L. Nash
Catalyst, the nonprofit organization dedicated to championing women in professional ranks, is searching for a new president--only the third in its 42-year history. Ilene Lang, a corporate executive and entrepreneur with over 25 years of experience in high-tech...
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Keywords:
Strategy;
Nonprofit Organizations;
Work-Life Balance;
Job Search;
Gender;
Service Industry
Hart, Myra M., and Laura L. Nash. "Ilene Lang and the Catalyst Search (A)." Harvard Business School Case 805-074, April 2005. (Revised July 2005.)
- October 2004 (Revised July 2010)
- Case
Product Team Cialis: Getting Ready to Market
By: Elie Ofek
Lilly and ICOS are preparing for the launch of a new drug, Cialis, to compete against Viagra. To position against the incumbent firm Pfizer, which developed and markets Viagra, and other newcomers into the erectile dysfunction market, they must determine how best to...
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Keywords:
Communication Strategy;
Marketing Strategy;
Product Launch;
Product Positioning;
Competition;
Competitive Advantage;
Segmentation;
Pharmaceutical Industry
Ofek, Elie. "Product Team Cialis: Getting Ready to Market." Harvard Business School Case 505-038, October 2004. (Revised July 2010.)
- June 2004 (Revised June 2004)
- Case
Utah Symphony and Utah Opera: A Merger Proposal
By: Thomas J. DeLong and David L. Ager
Anne Ewers, general director of Utah Opera, is awaiting the decision of the members of the board of the Utah Symphony and Utah Opera about whether to merge Utah's top two arts organizations. If the vote favors the merger, Ewers will be asked to assume the helm of the...
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Keywords:
Mergers and Acquisitions;
Change Management;
Organizational Culture;
Human Resources;
Management;
Fine Arts Industry;
Music Industry;
Utah
DeLong, Thomas J., and David L. Ager. "Utah Symphony and Utah Opera: A Merger Proposal." Harvard Business School Case 404-116, June 2004. (Revised June 2004.)
- December 2003 (Revised July 2012)
- Case
Jamie Dimon and Bank One (A)
By: Paul W. Marshall and Todd H Thedinga
On March 27, 2000, Jamie Dimon was hired as CEO to turn around Bank One. Describes the issues he faces, as he prepares to present an action plan to the board.
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Keywords:
Change Management;
Management Teams;
Governing and Advisory Boards;
Planning;
Banking Industry;
United States
Marshall, Paul W., and Todd H Thedinga. "Jamie Dimon and Bank One (A)." Harvard Business School Case 804-107, December 2003. (Revised July 2012.)
- June 2003
- Case
Peabody Elementary School (A)
By: Rosabeth M. Kanter and Kevin Morris
A new principal, Marty Pettigrew, has just joined this inner-city optional school--which offers special programs in international studies to attract children from all over the city. Entering mid-way through the school year, he observes a number of areas of concern,...
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- August 2002 (Revised February 2005)
- Case
Gillette Company (B): Leadership for Change
By: Rosabeth M. Kanter and James Weber
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.
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Keywords:
Business Strategy;
Policy;
Change Management;
Leading Change;
Motivation and Incentives;
Strategic Planning;
Retail Industry
Kanter, Rosabeth M., and James Weber. "Gillette Company (B): Leadership for Change." Harvard Business School Case 303-033, August 2002. (Revised February 2005.)
- August 2002 (Revised February 2005)
- Case
Gillette Company (D): Implementing Change
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...
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Keywords:
Business History;
Competitive Strategy;
Strategic Planning;
Change Management;
Organizational Design;
Organizational Culture;
Organizational Change and Adaptation;
Behavior;
Leading Change;
Retail Industry
Kanter, Rosabeth M. "Gillette Company (D): Implementing Change." Harvard Business School Case 303-035, August 2002. (Revised February 2005.)
- January 2002
- Case
Teledesic
By: Thomas R. Eisenmann, Daniel J. Green and Douglas R Rogers
Management of a satellite-delivered broadband data communications company sets strategy in an uncertain environment, using Michael Porter's scenario planning tools to assess likely outcomes and determine which actions to take. This case draws a distinction between...
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Keywords:
Business Model;
Business or Company Management;
Infrastructure;
Strategic Planning;
Risk and Uncertainty;
Strategy;
Internet;
Information Technology Industry
Eisenmann, Thomas R., Daniel J. Green, and Douglas R Rogers. "Teledesic." Harvard Business School Case 802-154, January 2002.
- April 2001
- Supplement
Acer America: Development of the Aspire
Consists of five segments. Segment 1 shows Culver and Pai discussing the tensions between Taiwan and the United States and the resulting performance problems with Aspire; Segment 2 features Culver and Shih describing the changes Acer made as a result of the problems...
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Keywords:
Digital Marketing;
Transformation;
Forecasting and Prediction;
Marketing Strategy;
Outcome or Result;
Problems and Challenges;
Information Infrastructure;
Internet and the Web;
Computer Industry;
Taiwan;
United States
Bartlett, Christopher A. "Acer America: Development of the Aspire." Harvard Business School Video Supplement 301-805, April 2001.
- June 2000
- Case
Rebirth of the Swiss Watch Industry, 1980-1992 (A)
By: Michael L. Tushman and Daniel Radov
The Swiss watch industry has been devastated by new entrants from Asia in the low- and mid-priced watch segments. Japanese and Hong Kong firms have used quartz technology to lower costs dramatically. Nicolas Hayek, president of a Swiss consulting firm, is asked to help...
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Keywords:
Information Technology;
Product Development;
Organizational Structure;
Change Management;
Alignment;
Product Positioning;
Brands and Branding;
Management Teams;
Apparel and Accessories Industry;
Consumer Products Industry;
Switzerland
Tushman, Michael L., and Daniel Radov. "Rebirth of the Swiss Watch Industry, 1980-1992 (A)." Harvard Business School Case 400-087, June 2000.
- June 1999
- Case
Matching Dell (A)
By: Jan W. Rivkin, Michael E. Porter, Charles E. Bruin, Markus Chappel, Thomas M Galizia and Laila J Worrell
After years of success with its vaunted "Direct Model" for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell's strategy,...
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Rivkin, Jan W., Michael E. Porter, Charles E. Bruin, Markus Chappel, Thomas M Galizia, and Laila J Worrell. "Matching Dell (A)." Harvard Business School Case 799-158, June 1999.
- June 1999 (Revised December 2003)
- Case
Snapple
By: John A. Deighton
Tells the story of Snapple's rise and fall, and poses the question "Can it recover?" Many soft-drink brands flourished in the 1980s serving New York's Yuppies, but only Snapple made the big time. It went from local to national success and was poised to go international...
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Keywords:
Strategic Planning;
Industry Growth;
Failure;
Brands and Branding;
Food and Beverage Industry
Deighton, John A. "Snapple." Harvard Business School Case 599-126, June 1999. (Revised December 2003.) (request a courtesy copy.)
- November 1998 (Revised July 2012)
- Case
Explo Leisure Products
Tim Trowac and Dave Rahall, two former investment bankers, skillfully execute the leveraged buyout of a golf ball recycling company after working intensely on their due diligence, writing a business and financial plan, and developing the investment memorandum. Six...
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Keywords:
Selection and Staffing;
Leveraged Buyouts;
Business Plan;
Performance;
Management Teams;
Business Strategy;
Financial Strategy;
Business and Shareholder Relations;
Green Technology Industry;
Sports Industry
Hamermesh, Richard G. "Explo Leisure Products." Harvard Business School Case 399-053, November 1998. (Revised July 2012.)
- March 1998 (Revised November 1998)
- Case
Empresas CAP, 1994
By: Tarun Khanna and Danielle Melito Wu
Empresas CAP began as a private-sector steel company in 1946. Over the next 40 years, CAP's ownership structure moved from nationalization to reprivatization. Unrestricted by state ownership, CAP began to diversify its holdings. The case considers the viability of...
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Keywords:
Ownership;
Privatization;
Diversification;
Competitive Strategy;
Growth and Development Strategy;
Management;
Planning;
Steel Industry
Khanna, Tarun, and Danielle Melito Wu. "Empresas CAP, 1994." Harvard Business School Case 798-053, March 1998. (Revised November 1998.)