Publications
Publications
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(1,596)
- Faculty Publications (428)
- 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
- October 2003 (Revised November 2006)
- Case
GE's Talent Machine: The Making of a CEO
By: Christopher A. Bartlett and Andrew N. McLean
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era,... View Details
- August 2003 (Revised June 2005)
- Case
Royal Bank of Scotland, The: Masters of Integration
By: Nitin Nohria and James Weber
Describes the acquisition of Nat West by Royal Bank of Scotland. Describes the strategic rationale for the acquisition and the process by which the integration of the two banks was accomplished. The acquisition is remarkable for how successful it was, given the typical... View Details
- August 2003 (Revised October 2003)
- Case
C&S Wholesale Grocers: Self-Managed Teams
By: Thomas J. DeLong, Tejal Mody and David Ager
Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that... View Details
- June 2003 (Revised December 2003)
- Case
Nehemiah Strategy, The: Bringing it to Boston
By: Diana Barrett, Arthur I Segel and Sheila McCarthy
In 2003, Lee Stuart, who had successfully used the Nehemiah Strategy to create thousands of units of affordable housing in the South Bronx, was working with the Greater Boston Interfaith Organization to implement the strategy in Boston. She and her colleagues faced a... View Details
- May 2003
- Case
International Federation of Red Cross and Red Crescent Societies
By: John A. Quelch
Didier Cherpitel, CEO of the International Federation of Red Cross and Red Crescent Societies (IFRC), is implementing a new strategy that will fundamentally change the role of its International Secretariat. The organization is in the early stages of implementing a best... View Details
- March 2003 (Revised December 2003)
- Exercise
Organizational Alignment Exercise
By: Michael Beer and John J. Gabarro
Presents an overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise. View Details
- February 2003 (Revised November 2006)
- Case
Silvio Napoli at Schindler India (A)
By: Christopher A. Bartlett, Michael Y. Yoshino and Perry Fagan
A young Italian MBA working for a Swiss multinational is sent to India to establish a subsidiary and implement the strategy he prepared at headquarters as a strategic planner. This case focuses on three core strategic decisions he must make as his plan is challenged by... View Details
- February 2003 (Revised April 2003)
- Case
Roman Catholic Diocese of San Jose, The
By: Allen S. Grossman and Christina Darwall
Patrick J. McGrath, the bishop of the healthy and growing San Jose diocese, is pioneering the use of long-term, business-like strategic planning to better deliver on his churches' core mission. The adopted plan addresses issues at the heart of how the diocese is... View Details
- October 2002 (Revised March 2017)
- Teaching Note
DIENA
By: Robert Simons and Indra Reinbergs
Teaching Note for (102-001) View Details
- October 2002 (Revised March 2013)
- Case
Intermountain Health Care
By: Richard M.J. Bohmer, Amy C. Edmondson and Laura Feldman
Intermountain Health Care (IHC), an integrated delivery system based in Utah, has adopted a new strategy for managing health care delivery. The approach focuses management attention not only on the facilities where care takes place but also on physician decision making... View Details
- September 2002 (Revised December 2005)
- Case
DaimlerChrysler Post-Merger Integration (A)
By: Richard F. Meyer, Michael G. Rukstad, Peter J. Coughlan and Stephan A. Jansen
Describes the background, process, and aftermath of the merger between Daimler-Benz of Germany and Chrysler Corp. of America. Describes the economic structure and trends of the world automobile industry at the turn of the century as well as the individual histories and... View Details
- 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... View Details
- August 2002 (Revised May 2003)
- Case
New Wachovia (B), The
By: Carliss Y. Baldwin and Jeremy Swinson
On August 3, 2001, after a hotly contested proxy fight, Wachovia Corp.'s shareholders voted to merge with First Union Corp. The managers of the two banks then turned to face the challenges of integrating the two organizations. Their task was to implement a "merger of... View Details
- July 2002 (Revised April 2003)
- Case
Computer Associates International, Inc.: Governance and Investor Communication Challenge
By: Paul M. Healy and Krishna G. Palepu
Sanjay Kumar, the CEO of Computer Associates, faces investor communication challenges following the company's implementation of a new business model and the accompanying change method used to recognize revenue. Despite management's confidence that the new business... View Details
- 2002
- Working Paper
Learning as Strategy Dependent: Tradeoffs in New Technology Implementation
By: Richard Bohmer, Amy Edmondson, Gary Pisano and Ann B. Winslow
- April 2002 (Revised May 2005)
- Case
GE's Digital Revolution: Redefining the E in GE
By: Christopher A. Bartlett and Meg Glinska
This case details the implementation of the e-business initiative--the last of Jack Welch's four company-wide strategic thrusts. First, it summarizes the 20-year change process that Welch led, detailing the initiatives he put in place. It then traces how Gerry Podesta,... View Details
- March 2002
- Background Note
Incentive Strategy Within Organizations
By: Brian J. Hall
This case serves as a supplement to any course on incentive design and implementation. The analysis first locates incentive strategy within the larger structure of organizations and markets and then helps to define the central components and difficulties of incentive... View Details
- February 2002 (Revised February 2003)
- Case
Argentina's Financial System: The Case of Banco de Galicia
By: Rafael M. Di Tella, Tarun Khanna, Huw Pill, Alexandra de Royere and Ingrid Vogel
Describes the development of Argentina's financial system after the "Tequila Crisis" that came about as a result of the speculative attack on the Mexican peso's peg to the U.S. dollar in December 1994. Although Argentina's banking system was strengthened overall due to... View Details
- January 2002
- Background Note
Telecommunications Act of 1996, The
By: Thomas R. Eisenmann and Daniel J. Green
Reed Hundt, former chairman of the Federal Communications Commission, reflects on the passage and implementation of the Telecommunications Act of 1996. The act was intended to stimulate competition and innovation in the telecommunications sector. Its provisions were of... View Details