Publications
Publications
Show Results For
- All HBS Web
(8,903)
- Faculty Publications (2,613)
- October 1996 (Revised April 1998)
- Case
Mobil USM&R (D): Gasoline Marketing
By: Robert S. Kaplan
Mobil US Marketing & Refining has shifted from a centralized staff-driven organization to decentralized business-units. Staff functions now must negotiate service agreements with a buyer's committee consisting of representatives from the profit-center business units.... View Details
- October 1996 (Revised November 1996)
- Case
Boston Beer Company: Samuel Adams, Brewmaster Leading a Revolution
By: Ray A. Goldberg and Mollie H. Carter
Boston Beer Co. revolutionized the beer industry by identifying and responding to a new consumer segment. Using the excess capacity in the brewing industry to establish contract brewing arrangements and an extremely capable sales force, the company opened the... View Details
- October 1996 (Revised May 2001)
- Case
Cantuga Farmworkers Clinic (A)
By: James E. Austin and Catherine Overholt
The board of directors of a rural health clinic fires its executive director. The case elaborates the evolution and progress of the clinic under this director during a period of growth and a changing health care environment. Factors contributing to and questioning the... View Details
- October 1996 (Revised March 1998)
- Case
Schroder Ventures: Launch of the Euro Fund
By: Josh Lerner, Kate Bringham and Nick Ferguson
Schroder Ventures is considering launching a pan-European fund in response to investor demand. This will lead to changes in the interactions between the parent organization and the national affiliates. A related question is the extent to which the private equity model... View Details
- October 1996 (Revised December 1996)
- Case
United Electric Controls
By: H. Kent Bowen, Jody H. Gittell and Sylvie Ryckebusch
United Electric Controls (UE) was a small, traditional family-owned manufacturing company when Dave Reis, the youngest member of the Reis family, took over the business. This case describes Reis's efforts to change UE's traditional work practices in order to make the... View Details
- September 1996 (Revised November 1996)
- Case
World Bank (A): Under Siege
By: George C. Lodge and Carin-Isabel Knoop
Describes the issues that James Wolfensohn faces when he takes over the World Bank as president in June 1995. Presents several lines of criticism of the bank's strategy, structure, and relevance. View Details
- September 1996 (Revised November 1999)
- Case
GLSTN 1996
By: James E. Austin, Willis M. Emmons III and David Maue
The Gay, Lesbian, and Straight Teachers Network (GLSTN), which aims to create respect for all within schools regardless of sexual orientation, faces significant challenges stemming from its rapid growth into a 30-chapter national organization. Issues include... View Details
- September 1996 (Revised September 1999)
- Case
Mobil USM&R (A): Linking the Balanced Scorecard
By: Robert S. Kaplan
The CEO of the marketing and refining division of a major oil company is in the midst of implementing a profit turnaround. He transforms the strongly centralized, functionally-organized division into 17 independent business units and 14 internal service companies. The... View Details
- August 1996
- Supplement
Andersen Consulting - EMEAI: Bill Barnard on Organization Change
By: Ashish Nanda and Michael Y. Yoshino
Remarks by William (Bill) Barnard, partner-in-charge for Strategic Services in the subregion of Western Europe, in a conversation he had with Professors Ashish Nanda and Michael Yoshino of the Harvard Business School on November 1, 1995. View Details
- August 1996 (Revised October 1996)
- Case
Suzanne de Passe at Motown Productions (A1)
By: Linda A. Hill and Jaan Elias
Illustrates: 1) the impact of a manager's leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their... View Details
- August 1996
- Case
ThermoLase
By: William A. Sahlman and Andrew S. Janower
John Hansen, CEO of ThermoLase, must develop a plan of action to exploit the company's new development-stage revolutionary hair removal technology with negligible revenues and a $500 million market capitalization. This nascent public Thermo Electron spin out company... View Details
- July 1996 (Revised January 1997)
- Case
Northwest Airlines: Strategic Alliance and Strategic Position--May 1996
By: Leonard A. Schlesinger and Davis Dyer
Describes the strategic position of Northwest Airlines in 1996 and discusses its financial rebound and changes and improvements since the 1993 restructuring agreement. Describes the company's new strategy and its management of principal strategic assets, focusing at... View Details
- July 1996 (Revised August 2024)
- Case
Innovative Opportunities to Manage Health Care Delivery
By: Regina E. Herzlinger and D. Scott Lurding
The purpose of this case is:
To familiarize the students with the changing landscape of health care delivery, through chains of retail medical centers and those offering value-based care (VBC).
To discuss fundamental managerial decisions about their... View Details
To discuss fundamental managerial decisions about their... View Details
- July 1996
- Case
Bayside Controls, Inc.
By: H. Kent Bowen, Jennifer Kochman and Sylvie Ryckebusch
Two recent MBA graduates acquire a small and ailing metal-machining company that had manufactured small aerospace components. Through clever application of state-of-the-art manufacturing, engineering, and marketing/sales concepts, they turned the company into a growing... View Details
- July 1996 (Revised December 2001)
- Case
Becton Dickinson--Designing the New Strategic, Operational, and Financial Planning Process
By: Robert L. Simons, Antonio Davila and Afroze A Mohammed
Describes management's attempts to design and install a sophisticated planning and control system in an international company as it changes its strategy. Issues of strategy implementation, accountability, and performance measurement are at the core of the analysis, as... View Details
- July 1996
- Background Note
The GM's Organizational Challenge: Embedding and Leveraging Capability
By: Christopher A. Bartlett and Ashish Nanda
Describes how general managers can build organizational capability in their firms. View Details
- summer 1996
- Article
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
By: Michael Tushman and C. O'Reilly
- June 1996 (Revised January 2000)
- Case
McKinsey & Co.: Managing Knowledge and Learning
Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate... View Details