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Publications
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(4,168)
- Faculty Publications (880)
- March 2017 (Revised May 2017)
- Teaching Note
The Strategy Execution Series
By: Robert Simons and Jennifer Packard
This is the teaching note for the 15-module Strategy Execution series. New management tools and techniques are needed to implement strategy in the 21st century. Rapid innovation, entrepreneurial competitors, and increasingly demanding customers have radically altered... View Details
Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Performance Measurement; Profit Planning; Organization Design; Profitable Growth; Management Attention; Organizational Conflict; Job Design; Business Strategy; Management Systems; Entrepreneurship; Competition; Organizational Design; Performance Evaluation; Management Analysis, Tools, and Techniques
- February 2017 (Revised September 2017)
- Case
Akshaya Patra: Impact at Scale
By: V. Kasturi Rangan and Sarah Appleby
Akshaya Patra, an Indian NGO, had set an ambitious goal of serving 5 million free meals daily to India's schoolchildren. Founded in 2000, Akshaya Patra had thus far opened 25 high-capacity kitchens in 10 different States to provide a midday meal to nearly 1.65 million... View Details
- February 2017 (Revised May 2018)
- Case
The Flint, Michigan Sit-Down Strike
By: Tom Nicholas, Christopher T. Stanton and Matthew Preble
For roughly six weeks between late December 1936 and February 1937, a major strike at several critical General Motors (GM) plants in Flint, Michigan, essentially halted the corporation’s U.S. production and resulted in significant gains for the nascent United... View Details
Keywords: Industrial Unionism; Craft Unionism; Welfare Capitalism; General Motors; Labor; Labor Unions; Labor and Management Relations; Wages; Working Conditions; Government Legislation; Business History; Business and Government Relations; Business and Stakeholder Relations; Business and Community Relations; Auto Industry; Manufacturing Industry; Mining Industry; Steel Industry; United States; Michigan
- February 2017
- Case
Yemeksepeti: Growing and Expanding the Business Model through Data
By: William R. Kerr, Gamze Yucaoglu and Eren Kuzucu
In October 2016, Nevzat Aydin, co-founder and CEO of Yemeksepeti, the Turkish online food-ordering company, was looking over the company's quarterly results and projections for the upcoming year with his management team. It had been almost a year and a half since Aydin... View Details
Keywords: Entrepreneurial Management; Entrepreneurial Ventures; Turkey; Big Data; Customer Focused Organization; Service Management; Continuous Improvement; Data Analysis; Internet; Growth Strategy; Technological Change; Information Systems; Entrepreneurship; Corporate Strategy; Analytics and Data Science; Analysis; Customer Focus and Relationships; Emerging Markets; Service Operations; Competitive Advantage; Performance Improvement; Internet and the Web; Growth and Development Strategy; Information Technology; Value Creation; Food and Beverage Industry; Turkey
- February 2017
- Case
Aston Martin: A Second Century of Performance and Luxury
By: Vish V. Krishnan, Karim R. Lakhani and Amram Migdal
Following the March 2016 launch of DB11, Aston Martin Lagonda Ltd.’s first new sports car platform in over a decade, this case discusses the future strategy of the famed British luxury auto manufacturer. Since its founding in 1902, Aston Martin has been characterized... View Details
Keywords: Luxury; Auto Brand; Luxury Auto; Growth; Innovation; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Brands and Branding; Product Marketing; Product Launch; Product Positioning; Operations; Product Design; Product Development; Production; Innovation and Invention; Transportation; Innovation and Management; Innovation Strategy; Change; Transformation; Management; Marketing; Auto Industry; Europe; United Kingdom; England
- January 2017
- Supplement
Intrapreneurship at DaVita HealthCare Partners: Cash Flow Tool
By: Joseph B. Fuller and Christopher Payton
DaVita Healthcare Partners Inc. (DaVita) is one of the U.S.'s leading dialysis providers, a process whereby persons with end-stage renal disease (ESRD) are connected to a machine that performs the functions of a healthy kidney. Kent Thiry, DaVita's CEO, has expanded... View Details
- December 2016
- Module Note
Strategy Execution Module 10: Using the Job Design Optimization Tool to Build Effective Organizations
By: Robert Simons
This module reading provides directions for using the online Job Design Optimization Tool (JDOT) which is available free of charge from Harvard Business School Publishing at https://cb.hbsp.harvard.edu/cbmp/resources/marketing/multimedia/JDOT/index.html. This tool can... View Details
- December 2016 (Revised May 2018)
- Module Note
Strategy Execution Module 15: Using the Levers of Control to Implement Strategy
By: Robert Simons
This module reading pulls together key concepts and techniques from the Strategy Execution series into an integrated model—the levers of control. The four levers are: (1) belief systems, (2) boundary systems, (3) diagnostic control systems, and (4) interactive control... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Levers Of Control; Balancing Innovation And Control; Managing Growing Businesses; Turn Around Management; Human Behavior; Organizational Life Cycle; Strategy; Management Systems; Performance; Measurement and Metrics; Management Analysis, Tools, and Techniques; Behavior
- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 14: Managing Strategic Risk
By: Robert Simons
This module reading provides an overview of the business conduct boundaries, strategic boundaries, and internal control systems used to manage risk. Boundary systems—linked to clear, enforceable sanctions—are essential whenever demanding performance goals are set and... View Details
Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Boundary Systems; Innovation; Internal Controls; Fraud; Human Behavior; Staff Experts; Strategy; Risk Management; Behavior; Governance Controls; Management Practices and Processes; Boundaries; Employees; Business Strategy; Innovation and Invention
- November 2016 (Revised December 2020)
- Case
Canada Mortgage and Housing Corporation in Motion
By: Boris Groysberg and Sarah L. Abbott
Evan Siddall, newly appointed CEO of Canada Mortgage Housing Corporation, a governmental organization focused on the residential housing market, is charged with leading change at the organization. The case follows this process of change step by step and looks at the... View Details
Keywords: Leadership, Personal Strategy ＆ Style; Government Organizations; Performance Management; Organizational Change And Transformation; Culture; Leading Change; Change; Organizational Change and Adaptation; Organizational Culture; Performance Evaluation; Government Administration; Risk Management; Restructuring; Leadership; Performance; Change Management; Financial Services Industry; Canada
- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 11: Using Diagnostic and Interactive Control Systems
By: Robert Simons
This module reading introduces diagnostic and interactive control systems. Diagnostic control systems are the management-by-exception systems that managers use to monitor the achievement of their business strategy. Interactive control systems are the systems that top... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Performance Measurement; Diagnostic Control Systems; Interactive Control Systems; Emergent Strategy; Goal Setting; Incentives; Strategy; Motivation and Incentives; Goals and Objectives; Management Systems; Performance Evaluation
- 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... View Details
- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 8: Linking Performance to Markets
By: Robert Simons
This module reading shows how to link profit plans and other performance measurement systems to both internal and external markets. Starting with the transfer of goods and services within a firm, the module discusses the different methods of designing transfer pricing... View Details
- November 2016 (Revised March 2018)
- Module Note
Strategy Execution Module 9: Building a Balanced Scorecard
By: Robert Simons
This module reading explains how to construct a strategy map and build a balanced scorecard. Using an internal value chain model, the module illustrates how a balanced scorecard can support and enable customer management, innovation, operations, and post-sale service... View Details
- November 2016 (Revised April 2018)
- Case
Darby's Investment in Sirma: Professionalizing an Entrepreneurial Firm
By: Suraj Srinivasan and Eren Kuzucu
In March 2010, Burak Dalgın (HBS MBA 2004) led private equity firm Darby's investment in Sırma, a local Turkish water and beverage company. Sırma was owned and managed by members of two Turkish business families. The existing management, while being highly... View Details
- November 2016
- Case
Transformation at Eli Lilly & Co. (A)
By: William R. Kerr and Alexis Brownell
Faced with the imminent loss of 40% of its revenues due to patent expirations, pharma giant Eli Lilly sets out on a dramatic transformation process in 2009. The case considers how Lilly restructured the organization into business areas to aid better decision-making,... View Details
- October 2016 (Revised October 2017)
- Case
Misaki Capital and Sangetsu Corporation
By: Ian Gow, Charles C.Y. Wang, Naoko Jinjo and Nobuo Sato
Japan’s corporate culture has traditionally prioritized the interests of stakeholders such as customers, employees, and suppliers over those of shareholders. After a decades-long economic slump, Japan’s government has revitalized efforts to improve corporate governance... View Details
- October 2016 (Revised October 2020)
- Case
Essent: From a State-Owned Utility to a Commercial Company
By: Ananth Raman and Elena Corsi
Patrick Lammers, Chief Commercial Officer (CCO) for the Dutch energy company Essent NV, once a state-owned company, was pleased with the progress Essent’s consumer (“B2C”) business had made: Earnings Before Income Tax (EBIT) for B2C had gone from a loss of €18 million... View Details
- October 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 6: Evaluating Strategic Profit Performance
By: Robert Simons
This module reading demonstrates how to calculate and analyze the profit generated by different business strategies. Formulas and examples are provided to calculate profit generated by changes in market share, revenue growth, efficiency improvements, and support costs.... View Details
- October 2016 (Revised February 2019)
- Module Note
Strategy Execution Module 5: Building a Profit Plan
By: Robert Simons
This module reading describes how to build a profit plan to reflect the strategy of a business in economic terms. After introducing the profit wheel, cash wheel, and ROE wheel, the module illustrates how to use a profit plan to assess the viability of different... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Profit Planning; Cash Flow Analysis; Asset Utilization; Return On Equity; Business Planning; Testing Strategy; Analyzing Strategic Alternative; Strategy; Asset Management; Cash Flow; Investment Return; Management Systems; Profit