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      • 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
      Keywords: Management Control Systems; Implementing Strategy; Execution; Performance Goals; Performance Measures; Incentives; Benchmarks; Motivation; Compensation; Bonuses; Strategy
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      Simons, Robert. "Strategy Execution Module 12: Aligning Performance Goals and Incentives." Harvard Business School Module Note 117-112, November 2016. (Revised December 2016.)
      • 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
      Keywords: Management Control Systems; Implementing Strategy; Execution; Transfer Pricing; Activity Based Costing; Return On Investment; Residual Income; EVA; Strategy; Cost Accounting; Activity Based Costing and Management; Markets; Investment Return
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      Simons, Robert. "Strategy Execution Module 8: Linking Performance to Markets." Harvard Business School Module Note 117-108, November 2016. (Revised December 2016.)
      • 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
      Keywords: Management Control Systems; Implementing Strategy; Execution; Performance Measurement; Strategy Map; Business Goals; Customer Measures; Strategy; Balanced Scorecard; Business Model
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      Simons, Robert. "Strategy Execution Module 9: Building a Balanced Scorecard." Harvard Business School Module Note 117-109, November 2016. (Revised March 2018.)
      • November 2016 (Revised December 2016)
      • Module Note

      Strategy Execution Module 7: Designing Asset Allocation Systems

      By: Robert Simons
      This module reading provides tools and analyses for acquiring and allocating resources. The module begins by reviewing the importance of setting strategic boundaries as a basis for asset acquisitions. Next, a distinction is made between new assets acquired to meet... View Details
      Keywords: Management Control Systems; Implementing Strategy; Execution; Asset Allocation Systems; Payback; Discounted Cash Flow; Internal Rate Of Return; Strategic Investments; Analyzing Acquisitions; Strategy; Capital Budgeting
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      Simons, Robert. "Strategy Execution Module 7: Designing Asset Allocation Systems." Harvard Business School Module Note 117-107, November 2016. (Revised December 2016.)
      • Article

      Overcoming the Outcome Bias: Making Intentions Matter

      By: Ovul Sezer, Ting Zhang, Francesca Gino and Max Bazerman
      People often make the well-documented mistake of paying too much attention to the outcomes of others’ actions while neglecting information about the original intentions leading to those outcomes. In five experiments, we examine interventions aimed at reducing this... View Details
      Keywords: Outcome Bias; Intentions; Joint Evaluation; Judgment; Separate Evaluation; Goals and Objectives; Prejudice and Bias; Judgments; Performance Evaluation; Outcome or Result
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      Sezer, Ovul, Ting Zhang, Francesca Gino, and Max Bazerman. "Overcoming the Outcome Bias: Making Intentions Matter." Organizational Behavior and Human Decision Processes 137 (November 2016): 13–26.
      • October 2016 (Revised April 2018)
      • Case

      ASICS: Chasing a 2020 Vision

      By: Elie Ofek, Nobuo Sato and Akiko Kanno
      In early 2016, Motoi Oyama, president and CEO of ASICS, a major sports apparel and footwear manufacturer based in Japan, lays out his company’s growth plan for the upcoming 5 years. The new plan set ambitious goals in terms of revenue and profit increases. At the heart... View Details
      Keywords: Brand Management; Sports Apparel; Competitive Positioning; Direct To Consumer Marketing; Retail Formats; Lifestyle Brands; Information Technology; Competition; Brands and Branding; Organizational Change and Adaptation; Digital Platforms; Product Positioning; Marketing Channels; Sports; Retail Industry; Apparel and Accessories Industry; Sports Industry; Entertainment and Recreation Industry
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      Ofek, Elie, Nobuo Sato, and Akiko Kanno. "ASICS: Chasing a 2020 Vision." Harvard Business School Case 517-060, October 2016. (Revised April 2018.)
      • 2016
      • Working Paper

      Alternative Paths of Green Entrepreneurship: The Environmental Legacies of The North Face's Doug Tompkins and Patagonia's Yvon Chouinard

      By: Geoffrey Jones and Ben Gettinger
      This working paper examines the impact of two entrepreneurs who offered alternative paths to reach their shared goal of a more sustainable world. Yvon Chouinard and Doug Tompkins were respective founders of the prominent outdoor apparel brands Patagonia and The North... View Details
      Keywords: Corporate Social Responsibility and Impact; Entrepreneurship; Environmental Sustainability; Apparel and Accessories Industry
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      Jones, Geoffrey, and Ben Gettinger. "Alternative Paths of Green Entrepreneurship: The Environmental Legacies of The North Face's Doug Tompkins and Patagonia's Yvon Chouinard." Harvard Business School Working Paper, No. 17-034, October 2016.
      • October 2016 (Revised April 2018)
      • Case

      JCPenney: Back in Business

      By: Elie Ofek, K. Shelette Stewart and Christine Snively
      In 2016, JCPenney was in the midst of a multi-year turnaround after coming dangerously close to bankruptcy. Under CEO Marvin Ellison, the company had identified three strategic objectives—a focus on omnichannel, private label goods, and increasing revenue per... View Details
      Keywords: Retail; Customer Management; Omnichannel; Turnarounds; Private Label; Promotions; Marketing Strategy; Brands and Branding; Customer Relationship Management; Goals and Objectives; Competition; Retail Industry; United States
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      Ofek, Elie, K. Shelette Stewart, and Christine Snively. "JCPenney: Back in Business." Harvard Business School Case 517-037, October 2016. (Revised April 2018.)
      • 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
      Keywords: Management Control Systems; Implementing Strategy; Execution; Evaluating Business Performance; Profitability Analysis; Variance Analysis; Measuring Effectiveness; Measuring Efficiency; Activity-Based Costing; Flexible Budget; Accounting; Strategy
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      Simons, Robert. "Strategy Execution Module 6: Evaluating Strategic Profit Performance." Harvard Business School Module Note 117-106, October 2016. (Revised December 2016.)
      • 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
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      Simons, Robert. "Strategy Execution Module 5: Building a Profit Plan." Harvard Business School Module Note 117-105, October 2016. (Revised February 2019.)
      • September 2016 (Revised February 2019)
      • Case

      KaBOOM!: Play at Scale (A)

      By: V. Kasturi Rangan and Sarah Appleby
      A case on scaling social impact for nonprofits. Founded in 1995, KaBOOM! quickly became a nationally recognized nonprofit in building playgrounds with strong corporate partnerships and volunteer-organizing capabilities. Over the years, KaBOOM! developed new programs,... View Details
      Keywords: Scaling Social Impact; Scaling; Nonprofit Scaling; Nonprofit Organizations; Corporate Social Responsibility and Impact; Social Enterprise; Growth and Development Strategy; United States
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      Rangan, V. Kasturi, and Sarah Appleby. "KaBOOM!: Play at Scale (A)." Harvard Business School Case 517-025, September 2016. (Revised February 2019.)
      • September 2016 (Revised October 2017)
      • Case

      KaBOOM!: Play at Scale (Abridged)

      By: V. Kasturi Rangan and Sarah Appleby
      A case on scaling social impact for nonprofits. Founded in 1995, KaBOOM! quickly became a nationally recognized nonprofit in building playgrounds with strong corporate partnerships and volunteer-organizing capabilities. Over the years, KaBOOM! developed new programs,... View Details
      Keywords: Scaling Social Enterprise; Scaling Social Impact; Nonprofit Scaling; Nonprofit; Nonprofit Organizations; Social Enterprise; Social Entrepreneurship; Growth and Development Strategy; United States
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      Rangan, V. Kasturi, and Sarah Appleby. "KaBOOM!: Play at Scale (Abridged)." Harvard Business School Case 517-027, September 2016. (Revised October 2017.)
      • September 2016 (Revised January 2018)
      • Module Note

      Strategy Execution Module 4: Organizing for Performance

      By: Robert Simons
      This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by... View Details
      Keywords: Management Control Systems; Implementing Strategy; Execution; Customer Focused Organization; Specialization; Span Of Control; Span Of Accountability; Span Of Attention; Strategy; Organizational Design; Organizational Structure
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      Simons, Robert. "Strategy Execution Module 4: Organizing for Performance." Harvard Business School Module Note 117-104, September 2016. (Revised January 2018.)
      • September 2016 (Revised August 2018)
      • Case

      Pi Investments

      By: Vikram S. Gandhi and Tony L. He
      Pi was a large family office pioneering the concept of 100% portfolio impact investing. Tasked with preserving capital, generating moderate returns and advancing the family’s social justice goals – Pi’s Managing Directors had to identify appropriate products across... View Details
      Keywords: Investment Fund; Impact Investing; Investment Portfolio; Investment Funds
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      Gandhi, Vikram S., and Tony L. He. "Pi Investments." Harvard Business School Case 317-039, September 2016. (Revised August 2018.)
      • September 2016 (Revised September 2016)
      • Case

      The Tavistock Group and the Australian Agricultural Company

      By: Dante Roscini and Matthew Preble
      In late 2015, Dr. Shehan Dissanayake, a managing director and board member of Bahamian investment firm The Tavistock Group (Tavistock), the largest shareholder in the Australian Agricultural Company (AACo), one of the country's largest agribusinesses, faces a... View Details
      Keywords: Agribusiness; Foreign Direct Investment; Cross-Cultural and Cross-Border Issues; Business and Government Relations; Agriculture and Agribusiness Industry; Australia; Bahamas
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      Roscini, Dante, and Matthew Preble. "The Tavistock Group and the Australian Agricultural Company." Harvard Business School Case 717-009, September 2016. (Revised September 2016.)
      • Article

      ESG Integration in Investment Management: Myths and Realities

      By: Sakis Kotsantonis, Christopher Pinney and George Serafeim
      The authors’ aim in this article is to set the record straight on the financial performance of sustainable investing while also correcting a number of other widespread misconceptions about this rapidly growing set of principles and methods. Myth Number 1:... View Details
      Keywords: ESG; Sustainability; Investment Management; Finance; Corporate Social Responsibility; Integrated Corporate Reporting; Corporate Social Responsibility and Impact; Investment; Environmental Sustainability; Corporate Governance
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      Kotsantonis, Sakis, Christopher Pinney, and George Serafeim. "ESG Integration in Investment Management: Myths and Realities." Journal of Applied Corporate Finance 28, no. 2 (Spring 2016): 10–16.
      • September 2016 (Revised March 2017)
      • Module Note

      Strategy Execution Module 3: Using Information for Performance Measurement and Control

      By: Robert Simons
      This module reading explains how managers use information to control critical business processes and outcomes. The analysis begins by illustrating how managers use information to communicate goals and track performance. Then the focus turns to the choices that managers... View Details
      Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Organization Process; Feedback Model; Innovation; Uses Of Information; Big Data; Benchmarking; Decision Making; Information; Performance Evaluation; Analytics and Data Science
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      Simons, Robert. "Strategy Execution Module 3: Using Information for Performance Measurement and Control." Harvard Business School Module Note 117-103, September 2016. (Revised March 2017.)
      • September 2016
      • Article

      The Effect of Target Difficulty on Target Completion: The Case of Reducing Carbon Emissions

      By: Ioannis Ioannou, Shelley Xin Li and George Serafeim
      Targets are an integral component of management control systems and play a significant role in achieving desirable performance outcomes. We focus on a key environmental performance objective—reduction of carbon emissions—as a setting in which to examine how target... View Details
      Keywords: Sustainability; Target-setting; Management Accounting; Management Accounting And Control Systems; Control Systems; Sustainable Development; Environment; Goals and Objectives; Climate Change; Management Systems; Accounting; Environmental Sustainability
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      Ioannou, Ioannis, Shelley Xin Li, and George Serafeim. "The Effect of Target Difficulty on Target Completion: The Case of Reducing Carbon Emissions." Accounting Review 91, no. 5 (September 2016): 1467–1492.
      • August 2016
      • Teaching Note

      Mahindra Lifespace Developers' Venture into Affordable Housing

      By: Joseph B. Fuller and Monica Baraldi
      Mahindra Lifespace Developers Limited (MLDL) was the infrastructure and real estate arm of the Mahindra Group, an Indian conglomerate with revenues of $16.5 billion in 2014. Employing 400 experts in land acquisition, design, project management, sales and marketing, and... View Details
      Keywords: Business Conglomerates; Business Startups; Development Economics; Developing Countries and Economies; Corporate Entrepreneurship; Social Entrepreneurship; Housing; Emerging Markets; Business and Government Relations; Human Needs; Social Issues; Urban Development; Real Estate Industry; India
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      Fuller, Joseph B., and Monica Baraldi. "Mahindra Lifespace Developers' Venture into Affordable Housing." Harvard Business School Teaching Note 317-029, August 2016.
      • August 2016 (Revised December 2016)
      • Module Note

      Strategy Execution Module 2: Building a Successful Strategy

      By: Robert Simons
      This module reading describes the basics of building a successful strategy. Topics in this module include a discussion of the distinction between corporate and business strategy; how to conduct a SWOT analysis of market dynamics and internal capabilities; the use of... View Details
      Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Business Strategy; Five Forces; Distinctive Capabilities; Emergent Strategy; Mission Statements; Strategy; SWOT Analysis; Competitive Advantage
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      Simons, Robert. "Strategy Execution Module 2: Building a Successful Strategy." Harvard Business School Module Note 117-102, August 2016. (Revised December 2016.)
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