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      • August 2008
      • Case

      Du Pont: The Birth of the Modern Multidivisional Corporation

      By: Richard S. Tedlow and David Ruben
      Du Pont's realization in 1921 that its "U-form" corporate structure was ill-suited to its new diversification strategy led to a pioneering new kind of organization—the "M" or multidivisional form—that has been called the most important innovation of capitalism in the... View Details
      Keywords: Change Management; Innovation and Invention; Growth and Development Strategy; Organizational Change and Adaptation; Organizational Structure; Alignment; Corporate Strategy
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      Tedlow, Richard S., and David Ruben. "Du Pont: The Birth of the Modern Multidivisional Corporation." Harvard Business School Case 809-012, August 2008.
      • July 2008 (Revised April 2009)
      • Case

      Advanced Micro Devices: Competing in the Shadow of a Giant (A)

      By: Willy C. Shih and Andrew A. King
      As the only significant competitor to Intel Corporation in PC microprocessors, Advanced Micro Devices faced daunting investment choices. Not only did it have to fund microprocessor design teams, it also had to fund silicon process R&D, and it faced huge capital... View Details
      Keywords: Investment; Operations; Partners and Partnerships; Competitive Strategy; Technology Industry
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      Shih, Willy C., and Andrew A. King. "Advanced Micro Devices: Competing in the Shadow of a Giant (A)." Harvard Business School Case 609-002, July 2008. (Revised April 2009.)
      • July – August 2008
      • Article

      Making Diverse Teams Click

      By: Jeffrey T. Polzer
      High interpersonal congruence-meaning alignment between team members' self-assessments and their appraisals of one another-improves the performance of diverse teams. And 360-degree feedback can help. View Details
      Keywords: Groups and Teams; Alignment; Performance Evaluation; Diversity
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      Polzer, Jeffrey T. "Making Diverse Teams Click." HBS Centennial Issue Harvard Business Review 86, nos. 7/8 (July–August 2008): 20–21.
      • February 2008 (Revised August 2011)
      • Case

      Olympia Machine Company, Inc.

      By: Frank V. Cespedes and Benson P. Shapiro
      The management team of an industrial equipment supplier is debating the company's method of compensating salespeople. Different executives have offered different alternatives to the current method of straight salary plus expenses. Each option has different implications... View Details
      Keywords: Governance Controls; Compensation and Benefits; Mission and Purpose; Salesforce Management; Motivation and Incentives; Business Strategy; Industrial Products Industry
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      Cespedes, Frank V., and Benson P. Shapiro. "Olympia Machine Company, Inc." Harvard Business School Case 708-490, February 2008. (Revised August 2011.)
      • December 2007 (Revised July 2011)
      • Case

      Leadership in Energy: Jim Rogers at Cinergy

      By: Boris Groysberg, Nitin Nohria, Colleen Kaftan and Geoff Eckman Marietta
      Jim Rogers, CEO of the energy company Cinergy, has led the company from the brink of bankruptcy to one of the premier energy companies through selecting a focused strategy, aligning the organization to support it, and mobilizing all the employees to implementation. The... View Details
      Keywords: Communication Strategy; Leading Change; Organizational Culture; Organizational Structure; Alignment; Corporate Strategy; Energy Industry
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      Groysberg, Boris, Nitin Nohria, Colleen Kaftan, and Geoff Eckman Marietta. "Leadership in Energy: Jim Rogers at Cinergy." Harvard Business School Case 408-097, December 2007. (Revised July 2011.)
      • November 2007 (Revised March 2010)
      • Case

      Metro-Goldwyn-Mayer (MGM) and Tom Cruise

      By: Anita Elberse and Peter Stone
      In November 2006, Harry Sloan, chairman and CEO of Metro-Goldwyn-Mayer Inc. (MGM) offers movie star Tom Cruise and his business partner Paula Wagner a chance to run United Artists (UA), a dormant studio within MGM's portfolio. Just over two months earlier, Viacom... View Details
      Keywords: Business Units; Talent and Talent Management; Film Entertainment; Brands and Branding; Partners and Partnerships; Value Creation; Motion Pictures and Video Industry
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      Elberse, Anita, and Peter Stone. "Metro-Goldwyn-Mayer (MGM) and Tom Cruise." Harvard Business School Case 508-057, November 2007. (Revised March 2010.)
      • 2007
      • Casebook

      Managing School Districts for High Performance: Cases in Public Education Leadership

      By: Stacey Childress, Richard F. Elmore, Allen S. Grossman and Susan Moore Johnson
      Managing School Districts for High Performance brings together more than twenty case studies and other readings that offer a powerful and transformative approach to advancing and sustaining the work of school improvement. At the center of this work is the... View Details
      Keywords: Management; Strategy; Leadership; Public Sector; Organizational Design; Education; Performance Improvement
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      Childress, Stacey, Richard F. Elmore, Allen S. Grossman, and Susan Moore Johnson, eds. Managing School Districts for High Performance: Cases in Public Education Leadership. Cambridge, MA: Harvard Education Press, 2007.
      • 2007
      • Book

      When Professionals Have to Lead: A New Model for High Performance

      By: Thomas J. DeLong, John J. Gabarro and Robert Lees
      For too long, professional services firms (PSFs) have relied on the "producer-manager" model, which works well in uncomplicated business environments. However, today's managing directors must balance conflicting roles, more demanding clients, tougher competitors, and... View Details
      Keywords: Leadership; Management Practices and Processes; Service Operations; Performance Effectiveness; Strategy
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      DeLong, Thomas J., John J. Gabarro, and Robert Lees. When Professionals Have to Lead: A New Model for High Performance. Harvard Business School Press, 2007.
      • April 2007
      • Article

      Wintel: Cooperation and Conflict

      By: Ramon Casadesus-Masanell and David B. Yoffie
      We study competitive interactions between Intel and Microsoft, two producers of complementary products. In a system of complements, like the PC, the value of the final product depends on how well the different components work together. This, in turn, depends on the... View Details
      Keywords: Conflict and Resolution; Competition; Cooperation; Value; Performance Effectiveness; Research and Development; Motivation and Incentives; Investment; Price; Product Launch; Product
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      Casadesus-Masanell, Ramon, and David B. Yoffie. "Wintel: Cooperation and Conflict." Management Science 53, no. 4 (April 2007): pp. 584–598.
      • February 2007
      • Tutorial

      Measuring Marketing Performance

      By: John A. Quelch
      In many organizations, marketing exists far from the executive suite and the boardroom. This tutorial instructs students how to improve the link between high level corporate strategy and the marketing function. First, students are exposed to three companies in which... View Details
      Keywords: Marketing Strategy; Corporate Strategy; Performance Evaluation
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      "Measuring Marketing Performance." Harvard Business School Tutorial 507-701, February 2007.
      • October 2006 (Revised October 2006)
      • Case

      DLA Piper: Becoming a Global Firm

      By: Jay W. Lorsch and Alexis Chernak
      Focuses on DLA Piper, a global law firm resulting from the merger of the combined U.S. firm Piper Rudnick Gray Cary and the British firm DLA. At the time of the merger, the firms had similar strategies for the future and approaches to clients. While figuring out some... View Details
      Keywords: Mergers and Acquisitions; Global Strategy; Leadership; Alignment; Expansion; Legal Services Industry; United States
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      Lorsch, Jay W., and Alexis Chernak. "DLA Piper: Becoming a Global Firm." Harvard Business School Case 407-057, October 2006. (Revised October 2006.)
      • September 2006 (Revised October 2007)
      • Case

      Shinsei Bank: Developing an Integrated Firm

      By: Thomas J. DeLong and Masako Egawa
      Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong... View Details
      Keywords: Integration; Mission and Purpose; Organizational Change and Adaptation; Talent and Talent Management; Organizational Culture; Performance Evaluation; Cooperation; Diversity; Japan
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      DeLong, Thomas J., and Masako Egawa. "Shinsei Bank: Developing an Integrated Firm." Harvard Business School Case 407-006, September 2006. (Revised October 2007.)
      • April 2006
      • Background Note

      Managing Innovation in an Uncertain World: Module 1: Innovation and Uncertainty

      By: Alan D. MacCormack
      Describes the first module of a Harvard Business School 30-session elective course called Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome these challenges. The... View Details
      Keywords: Design; Curriculum and Courses; Innovation and Management; Projects; Opportunities; Perspective
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      MacCormack, Alan D. "Managing Innovation in an Uncertain World: Module 1: Innovation and Uncertainty." Harvard Business School Background Note 606-125, April 2006.
      • 2006
      • Book

      Alignment: Using the Balanced Scorecard to Create Corporate Synergies

      By: R. S. Kaplan and David P. Norton
      Keywords: Balanced Scorecard; Alignment
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      Kaplan, R. S., and David P. Norton. Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Boston: Harvard Business School Press, 2006.
      • April 2006
      • Background Note

      Designing Sustainable Service Models

      By: Frances X. Frei
      Taught as the second module in a Harvard Business School course on Managing Service Operations. Addresses the challenge of designing service models that effectively incorporate a customer operating role, as well as how to align operations to deliver value to both the... View Details
      Keywords: Business Model; Customers; Design; Managerial Roles; Consumer Behavior; Service Operations; Power and Influence; Value
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      Frei, Frances X. "Designing Sustainable Service Models." Harvard Business School Background Note 606-031, April 2006.
      • March 2006
      • Background Note

      Managing Innovation in an Uncertain World: Course Overview Note

      By: Alan D. MacCormack
      The Harvard Business School Managing Innovation in an Uncertain World course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes multiple levels of analysis--from creating and executing... View Details
      Keywords: Curriculum and Courses; Innovation and Management; Projects; Opportunities; Perspective; Management Analysis, Tools, and Techniques; Risk and Uncertainty; Problems and Challenges; Managerial Roles
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      MacCormack, Alan D. "Managing Innovation in an Uncertain World: Course Overview Note." Harvard Business School Background Note 606-105, March 2006.
      • March 2006
      • Module Note

      Managing Innovation in an Uncertain World: Module 3: Expanding Diversity

      By: Alan D. MacCormack
      Describes the third module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes... View Details
      Keywords: Innovation and Management; Business Processes; Projects; Risk and Uncertainty; Product Development; Managerial Roles; Opportunities; Perspective; Expansion; Goals and Objectives
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      MacCormack, Alan D. "Managing Innovation in an Uncertain World: Module 3: Expanding Diversity." Harvard Business School Module Note 606-126, March 2006.
      • March 2006
      • Module Note

      Managing Innovation in an Uncertain World: Module 4: Sensing Opportunity

      By: Alan D. MacCormack
      Describes the fourth module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes... View Details
      Keywords: Innovation and Management; Problems and Challenges; Management Analysis, Tools, and Techniques; Projects; Opportunities; Risk and Uncertainty; Perspective; Value Creation; Networks; Alignment
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      MacCormack, Alan D. "Managing Innovation in an Uncertain World: Module 4: Sensing Opportunity." Harvard Business School Module Note 606-104, March 2006.
      • March 2006
      • Module Note

      Managing Innovation in an Uncertain World

      By: Alan D. MacCormack
      Describes the second module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome these challenges. The course... View Details
      Keywords: Innovation and Management; Problems and Challenges; Business Processes; Perspective; Opportunities; Risk and Uncertainty; Managerial Roles; Product Design; Business Startups; Organizational Design
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      MacCormack, Alan D. "Managing Innovation in an Uncertain World." Harvard Business School Module Note 606-103, March 2006.
      • January 2006 (Revised June 2008)
      • Case

      Lehman Brothers (A): Rise of the Equity Research Department

      By: Ashish Nanda, Boris Groysberg and Lauren Prusiner
      Under Jack Rivkin's leadership, Shearson Lehman's research department rose from relative obscurity to the highest ranking research department on Wall Street within three years. When Rivkin is promoted to head of equity, he wonders how to succeed in his new position. A... View Details
      Keywords: Talent and Talent Management; Leadership; Service Operations; Organizational Culture; Research; Alignment
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      Nanda, Ashish, Boris Groysberg, and Lauren Prusiner. "Lehman Brothers (A): Rise of the Equity Research Department." Harvard Business School Case 906-034, January 2006. (Revised June 2008.)
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