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- Faculty Publications (430)
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- All HBS Web (592)
- Faculty Publications (430)
- August 2002 (Revised February 2003)
- Case
Siebel Systems: Anatomy of a Sale, Part 2
By: John A. Deighton and Das Narayandas
How does a $2 million software sale happen? This case traces efforts by Siebel Systems to sell lead management software to discount broker Quick & Reilly. The buying process is mapped out over four years. Covers in detail the last six months--from Siebel's initial... View Details
Keywords: Business Cycles; Leadership; Management Analysis, Tools, and Techniques; Marketing Strategy; Consumer Behavior; Organizational Structure; Behavior; Competition; Applications and Software; Technology Industry
Deighton, John A., and Das Narayandas. "Siebel Systems: Anatomy of a Sale, Part 2." Harvard Business School Case 503-022, August 2002. (Revised February 2003.)
- October 1988
- Case
Harris Seafoods Leveraged Buyout
Describes set of issues confronting Alison Lassiter, who is trying to help Charlie Harris arrange a leveraged buyout of the shrimp company he runs, a division of a publicly traded company, Katy Industries. Lassiter has prepared a memorandum discussing and analyzing the... View Details
Keywords: Leveraged Buyouts; Venture Capital; Financing and Loans; Equity; Cost vs Benefits; Negotiation Tactics; Negotiation Preparation; Financial Management; Strategy; Management Analysis, Tools, and Techniques; Planning; Food and Beverage Industry; Food and Beverage Industry
Sahlman, William A. "Harris Seafoods Leveraged Buyout." Harvard Business School Case 289-019, October 1988.
- December 2011
- Article
Manager-Specific Effects on Earnings Guidance: An Analysis of Top Executive Turnovers
By: Francois Brochet, Lucile Faurel and Sarah McVay
We investigate how managers contribute to the provision of earnings guidance by examining the association between top executive turnovers and guidance. Although firm and industry characteristics are important determinants of guidance, we conclude that CEOs participate... View Details
Keywords: Management Analysis, Tools, and Techniques; Management Teams; Policy; Decisions; Change; Risk and Uncertainty; Leadership
Brochet, Francois, Lucile Faurel, and Sarah McVay. "Manager-Specific Effects on Earnings Guidance: An Analysis of Top Executive Turnovers." Journal of Accounting Research 49, no. 5 (December 2011).
- November 1991 (Revised September 1993)
- Case
Oak Industries Inc.
By: William A. Sahlman and Burton C. Hurlock
Describes Bill Antle's proposed restructuring plans for Oak Industries, a company composed of nine divisions which seem to be experiencing operating difficulties. During the last ten years the company has been involved in a number of acquisitions and divestitures, as... View Details
Keywords: Entrepreneurship; Business or Company Management; Operations; SWOT Analysis; Organizational Structure; Restructuring; Financial Management; Acquisition; Financial Markets
Sahlman, William A., and Burton C. Hurlock. "Oak Industries Inc." Harvard Business School Case 292-086, November 1991. (Revised September 1993.)
- June 2013 (Revised July 2017)
- Case
Angus Cartwright IV
By: Kenneth J. Hatten, William J. Poorvu, Howard H. Stevenson, Arthur I Segel and John H. Vogel, Jr.
Judy and John DeRight, looking to diversify their investment portfolios, have retained Angus Cartwright, Jr. to identify prospective real estate acquisitions. Mr. Cartwright has four potential properties that he feels merit an in-depth financial analysis. The case... View Details
Keywords: Acquisition; Cash Flow; Investment Return; Investment Portfolio; Taxation; Balanced Scorecard; Valuation
Hatten, Kenneth J., William J. Poorvu, Howard H. Stevenson, Arthur I Segel, and John H. Vogel, Jr. "Angus Cartwright IV." Harvard Business School Case 813-185, June 2013. (Revised July 2017.)
- September 2010 (Revised December 2012)
- Case
Assembling Smartphones: Takt Time ≠ Cycle Time?
By: Willy Shih and Ethan Bernstein
The case was prepared to be used as part of a process review in the first year Technology and Operations Management course at HBS. It offers students an opportunity to discuss the context of a manufacturing process choice, and then examine actual production numbers... View Details
Keywords: Cognition and Thinking; Research and Development; Design; Six Sigma; Measurement and Metrics; Production
Shih, Willy, and Ethan Bernstein. "Assembling Smartphones: Takt Time ≠ Cycle Time?" Harvard Business School Case 611-012, September 2010. (Revised December 2012.)
- September–October 1993
- Article
Putting the Balanced Scorecard to Work
By: Robert S. Kaplan and David Norton
Keywords: Balanced Scorecard
Kaplan, Robert S., and David Norton. "Putting the Balanced Scorecard to Work." Harvard Business Review 71, no. 5 (September–October 1993): 134–147. (Reprint #93505.)
- December 2009 (Revised September 2014)
- Case
TD Canada Trust
By: Dennis Campbell and Brent Kazan
The case illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers and... View Details
Keywords: Mergers and Acquisitions; Customer Focus and Relationships; Customer Satisfaction; Commercial Banking; Profit; Balanced Scorecard; Organizational Change and Adaptation; Banking Industry; Canada
Campbell, Dennis, and Brent Kazan. "TD Canada Trust." Harvard Business School Case 110-049, December 2009. (Revised September 2014.)
- Web
Online Business Courses & Certifications | HBS Online
techniques to solve real-world business challenges and drive informed decision-making. 8 weeks, 5 hrs/week Pay by July 31 $1,850 Certificate Economics for Managers Professor... View Details
- May 1994 (Revised October 1994)
- Case
Motorola Corp.: The View from the CEO Office
By: Shoshana Zuboff and Janis Lee Gogan
Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company's quality, cycle time, and growth. Much of this progress was attributed to a major... View Details
Keywords: Competency and Skills; Leading Change; Management Analysis, Tools, and Techniques; Managerial Roles; Organizational Change and Adaptation; Organizational Structure; Corporate Strategy; Telecommunications Industry
Zuboff, Shoshana, and Janis Lee Gogan. "Motorola Corp.: The View from the CEO Office." Harvard Business School Case 494-140, May 1994. (Revised October 1994.)
- October 2011 (Revised July 2013)
- Case
Delta/Signal Corp.
By: V.G. Narayanan, Lisa Brem and Matthew Packard
This auto parts company has just ousted its longtime CEO and founder, and the new, professional CEO is badly in need of a coherent strategy, clear objectives and metrics, and initiatives that are aligned with the strategy and objectives. Will the balanced scorecard... View Details
Keywords: Balanced Scorecard; Business Strategy; Financial Reporting; Leading Change; Performance Evaluation; Growth and Development Strategy; Web Services Industry; Auto Industry
Narayanan, V.G., Lisa Brem, and Matthew Packard. "Delta/Signal Corp." Harvard Business School Case 112-048, October 2011. (Revised July 2013.)
- August 1998 (Revised October 2002)
- Case
Harbus Foundation, The
By: James E. Austin and Linda Carrigan
Describes the challenges faced by a group of HBS students as they create a foundation. Given surplus funds generated by the student-run newspaper, The Harbus leadership decides to find a meaningful use for the excess cash. Profiles both the entrepreneurial process used... View Details
Keywords: Business Startups; Decision Choices and Conditions; Asset Management; Financial Institutions; Investment Portfolio; Management Analysis, Tools, and Techniques; Problems and Challenges; Social Enterprise; Valuation; Financial Services Industry
Austin, James E., and Linda Carrigan. "Harbus Foundation, The." Harvard Business School Case 399-031, August 1998. (Revised October 2002.)
- January–February 2019
- Article
What Does Your Corporate Brand Stand For?
By: Stephen A. Greyser and Mats Urde
While most firms are adept at defining product brands, they’re less sure-footed with their corporate brands. What exactly does a parent company’s name represent, and how is it perceived in the marketplace?
A strong corporate identity provides direction and... View Details
A strong corporate identity provides direction and... View Details
Keywords: Organizations; Identity; Brands and Branding; Reputation; Management Analysis, Tools, and Techniques; Corporate Strategy
Greyser, Stephen A., and Mats Urde. "What Does Your Corporate Brand Stand For?" Harvard Business Review 97, no. 1 (January–February 2019): 80–88.
- 2003
- Report
UK Competitiveness: Moving to the Next Stage
By: Michael E. Porter and Christian H.M. Ketels
In October 2002, the Economic and Social Research Council (ESRC) appointed Professor Michael Porter and his team to conduct a brief, three-month review of the existing evidence on UK competitiveness. The effort was funded jointly by the ESRC and the Department of... View Details
Keywords: Competition; Economics; Performance Productivity; Management Analysis, Tools, and Techniques; Research and Development; Competency and Skills; Investment; Assets; Corporate Strategy; Policy; Management; Knowledge Use and Leverage; United Kingdom; United States
Porter, Michael E., and Christian H.M. Ketels. "UK Competitiveness: Moving to the Next Stage." DTI Economics Paper, May 2003.
- Program
Ascending the Peak: Finding the Leader Within—Virtual
Summary Today's organizations need men and women who can lead with courage and conviction through challenging times and toward worthy, positive change. Each session of this... View Details
- 09 Jan 2006
- Research & Ideas
When Benchmarks Don’t Work
in the industry. The goal, then, is not to spend the least on an important differentiating service; it is to produce outcomes from the service that make the enterprise more competitive and much more valuable. The same holds true for... View Details
- Web
Help - Alumni
Administration (MD/MBA) Master in Business Administration (MBA) Owner/President Management Program (OPM) PhD in Business Economics (PhDBE or PhDBusEc) PhD in Information, Technology, and View Details
- June 2005
- Article
How the Balanced Scorecard Complements the McKinsey 7-S Model
By: R. S. Kaplan
Keywords: Balanced Scorecard
Kaplan, R. S. "How the Balanced Scorecard Complements the McKinsey 7-S Model." Strategy & Leadership 33, no. 3 (June 2005): 41–46.
- August 1998 (Revised December 1998)
- Case
Wells Fargo Online Financial Services (B)
By: Robert S. Kaplan and Nicole Tempest
Describes how the Balanced Scorecard built by the Online Financial Services (OFS) group is used to select the highest-priority initiatives for the organization. Currently, initiatives arise continually throughout the organization, and management spends considerable... View Details
Keywords: Balanced Scorecard; Internet and the Web; Corporate Entrepreneurship; Corporate Strategy; Performance Evaluation; Finance; Change; Situation or Environment; Measurement and Metrics; Financial Services Industry; Banking Industry
Kaplan, Robert S., and Nicole Tempest. "Wells Fargo Online Financial Services (B)." Harvard Business School Case 199-019, August 1998. (Revised December 1998.)
- June 1975 (Revised September 2004)
- Case
Angus Cartwright III
By: Kenneth J. Hatten, William J. Poorvu, Howard H. Stevenson, Arthur I. Segel and John H. Vogel, Jr.
Judy and John DeRight, looking to diversify their investment portfolios, have retained Angus Cartwright, Jr. to identify prospective real estate acquisitions. Mr. Cartwright has four potential properties that he feels merit an in-depth financial analysis. The case... View Details
Keywords: Acquisition; Cash Flow; Investment Return; Investment Portfolio; Taxation; Balanced Scorecard; Valuation
Hatten, Kenneth J., William J. Poorvu, Howard H. Stevenson, Arthur I. Segel, and John H. Vogel, Jr. "Angus Cartwright III." Harvard Business School Case 375-376, June 1975. (Revised September 2004.)