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- June 2005 (Revised January 2007)
- Case
The Board of Directors at Morgan Stanley Dean Witter (A)
By: Jay W. Lorsch and Ashley Robertson
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. View Details
- May 2005 (Revised February 2007)
- Case
HNA Group: "A Miracle in Civil Aviation"
By: Cynthia A. Montgomery and Carole Winkler
Chen Feng and three others started Hainan Airlines in China during a historic transformation and privatization of the civil aviation industry. From a small loan from the local province in 1992, Chairman Chen built the company into a conglomerate that, by 2003, owned... View Details
- October 2004 (Revised March 2005)
- Case
Citizens Bank
By: Rajiv Lal and Arar Han
In November 2004, Larry Fish, chairman of Citizens Bank, is wondering about the challenges posed by the latest and largest acquisition in the history of the bank. Fish has always believed that the success of Citizens thus far was facilitated by the credo he introduced... View Details
- September 2004 (Revised February 2006)
- Case
Fernwood Art Investments: Leading in an Imperfect Marketplace
By: Boris Groysberg, Joel Podolny and Timothy Keller
As Bruce Taub, founder of Fernwood, strolled past some of New York City's finest galleries, he pondered the unique challenges that Fernwood faced. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to revolutionize the very nature of... View Details
- July 2004 (Revised May 2008)
- Case
Beacon Lakes
By: Arthur I Segel, Robert Barlick Jr and Jose Gonzalez
In September 2001, Armando Codina, the CEO and chairman of Codina Group, is facing the decision of whether to go ahead as planned with its $220 million Beacon Lakes project, a 6.6-million-square-foot warehouse and office park in Miami's Airport West submarket. Although... View Details
- June 2004 (Revised July 2005)
- Case
Procter & Gamble: Global Business Services
By: Thomas J. DeLong, Warren Brackin, Alex Cabanas, Phil Shellhammer and David L. Ager
Dave Walker, vice-president of business service opportunities and chairman of the governance team at Procter & Gamble, must decide what to do with P&G's 5,700 employee Global Business Services (GBS) group. GBS brought together internal services such as finance,... View Details
- March 2004 (Revised May 2004)
- Case
Governance Reform at MCI
By: Lynn S. Paine and Bridget Gurtler
Richard Breeden proposed corporate governance reforms for MCI. Breeden is a former chairman of the SEC who was a court-appointed "corporate monitor" for the troubled company (formerly WorldCom). The company must adhere to the proposals unless excused by a court order. View Details
- February 2004
- Case
The Making of Verizon
By: Rosabeth M. Kanter, Douglas A Raymond and Ryan Raffaelli
Through a series of mergers, Ivan Seidenberg, Verizon chairman and CEO, successfully shared the co-CEO title twice while building the largest telecom company in the United States. The strong and complementary cultures of the companies that Seidenberg and a key group of... View Details
- January 2004
- Case
Macroeconomic Policy and the State of the U.S. Economy, 2003
By: David A. Moss
Based on excerpts from Federal Reserve Chairman Alan Greenspan's testimony before the U.S. Senate Committee on Banking, Housing, and Urban Affairs on July 16, 2003, as well as economic data that were available to Chairman Greenspan at the time. Taken together, the text... View Details
- December 2003
- Case
George Mitchell in Northern Ireland (A)
By: James K. Sebenius and Daniel F. Curran
Examines the strategies and tactics that U.S. negotiator George Mitchell used during his two-year tenure as chairman of the all-party talks in Northern Ireland. His efforts culminated in the signing of the historic Good Friday Accords. A revised version of an earlier... View Details
- December 2003
- Case
George Mitchell in Northern Ireland (B)
By: James K. Sebenius and Daniel F. Curran
Examines the strategies and tactics that U.S. negotiator George Mitchell used during his two-year tenure as chairman of the all-party talks in Northern Ireland. His efforts culminated in the signing of the historic Good Friday Accords. A revised version of an earlier... View Details
- November 2003 (Revised April 2010)
- Case
Flextronics International, Ltd.
By: Robert S. Huckman and Gary P. Pisano
Describes Flextronics' evolution from providing outsourced manufacturing services for original equipment manufacturers (OEMs) in the electronics industry to developing entire unbranded products for purchase by OEMs. In 2001, Flextronics began a development program that... View Details
- November 2003 (Revised February 2011)
- Case
Sanford C. Bernstein: The Fork in the Road (A)
By: Boris Groysberg and Anahita Hashemi
Soon after the death of the firm's legendary founder, the individuals then serving as chairman and as president--Lewis A. Sanders and Roger Hertog, respectively--talked about the future of their firm. Sanford C. Bernstein & Co., a private investment firm, had grown... View Details
- November 2003 (Revised August 2005)
- Case
First Commonwealth Financial Corporation
By: Robert S. Kaplan
First Commonwealth Financial Corp., a financial institution in central and southwestern Pennsylvania, implemented the Balanced Scorecard for describing and implementing its new customer-focused strategy. Its founder and chairman decided that the Balanced Scorecard also... View Details
- January 2003 (Revised February 2004)
- Case
The Credit Suisse Group
By: Ashish Nanda and Kelley Elizabeth Morrell
On September 19, 2002, Lukas Muhlemann announced that he would step down as chairman and CEO of the Credit Suisse Group, effective January 1, 2003. The bank had progressed from a small Swiss start-up 150 years ago to a global banking powerhouse. Over the past 5 years,... View Details
- November 2002 (Revised August 2003)
- Case
MedSource Technologies
Considers the issues facing Richard Effress, MedSource's chairman and CEO, as the firm approaches the Precision Cut project--the first test of MedSource's capabilities as an integrated, contract manufacturer in the medical device industry. MedSource Technologies was... View Details
- October 2002 (Revised January 2003)
- Case
McDonald's Russia: Managing a Crisis
By: Youngme E. Moon and Kerry Herman
In August 1998, George Cohon, founder and senior chairman of McDonald's Russia, is facing an economic state of emergency. Russia is in the midst of a severe currency crisis--the ruble has plummeted in value, creating massive inflation and widespread economic disarray.... View Details
- September 2002
- Case
Interview with Stelios Haji-Iannou, Chairman of EasyGroup, plc.
By: John A. Quelch
- August 2002
- Case
Trilogy University
By: Thomas J. DeLong and Michael Paley
In early 2001, Trilogy Software faced a slowdown in its business, a large number of unsuccessful customer deployments, and an overall weakening in the enterprise software market. In response, the company revamped its business model and restructured the organization.... View Details
- June 2002 (Revised January 2010)
- Case
Delphi Corporation (A)
By: Jay W. Lorsch, Rakesh Khurana and Sonya Sanchez
The Delphi Corp.'s board of directors faces a transition as lead director Thomas Wyman approaches mandatory retirement. Chairman and CEO J.T. Battenberg reflects on Delphi's history and its successful reinvention by Wyman and Battenberg when it separated from its... View Details