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  • September 1996 (Revised September 1999)
  • Case

Mobil USM&R (A): Linking the Balanced Scorecard

By: Robert S. Kaplan
The CEO of the marketing and refining division of a major oil company is in the midst of implementing a profit turnaround. He transforms the strongly centralized, functionally-organized division into 17 independent business units and 14 internal service companies. The... View Details
Keywords: Organizational Change and Adaptation; Measurement and Metrics; Management Practices and Processes; Organizational Design; Balanced Scorecard; Corporate Strategy; Mining Industry; Energy Industry
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Kaplan, Robert S. "Mobil USM&R (A): Linking the Balanced Scorecard." Harvard Business School Case 197-025, September 1996. (Revised September 1999.)
  • January 2008 (Revised July 2008)
  • Case

The Allstate Corporation

By: John R. Wells
In 2007, Allstate was the number two property and casualty insurer in the USA and had enjoyed five years of rapid profit improvement. The question facing CEO Thomas J. Wilson was how to maintain the momentum. This case tracks the evolution of Allstate's strategy over... View Details
Keywords: Change Management; Financial Institutions; Insurance; Profit; Growth and Development Strategy; Organizational Change and Adaptation; Financial Services Industry
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Wells, John R. "The Allstate Corporation." Harvard Business School Case 708-485, January 2008. (Revised July 2008.)
  • June 1991 (Revised June 1993)
  • Case

Becton Dickinson (B): Global Management

By: Michael Beer
The president of Becton Dickinson (BD) and his top management team struggle with issues of: 1) how to manage the top of the organization, focusing on leadership style, the committee structure, and the role of sector presidents, and 2) how to manage a multinational... View Details
Keywords: Globalized Firms and Management; Multinational Firms and Management; Human Resources; Leadership Style; Management Teams; Corporate Strategy; Health Industry
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Beer, Michael. "Becton Dickinson (B): Global Management." Harvard Business School Case 491-152, June 1991. (Revised June 1993.)

    Bharat N. Anand

    Bharat N. Anand is the Vice Provost for Advances in Learning at Harvard University, and the Henry R. Byers Professor of Business Administration at Harvard Business School.

    Professor Anand is an expert in digital strategy, media and... View Details

    Keywords: broadcasting; entertainment; information; media; motion pictures; music; publishing industry; sports; television

      Marco Iansiti

      Marco Iansiti, David Sarnoff Professor of Business Administration,is a codirector of the Laboratory for Information Science at Harvard and of the Digital Initiative at HBS.

      Prof. Iansiti's research examines the digital transformation of companies and... View Details

      Keywords: automotive; computer; e-commerce industry; electronics; fiber optics; high technology; information; information technology industry; internet; semiconductor; software; telecommunications; venture capital industry
      • September 2012
      • Supplement

      Hiroshi Mikitani Reflects and Provides Early Updates on Englishnization (November, 2011)

      By: Tsedal Neeley
      CEO of Rakuten, Hiroshi Mikitani, candidly responds to controversial questions about his Englishnization strategy and implementation across 7,100 employees a year and a half later: Did he make an impulsive move when he mandated English as the company language? Why does... View Details
      Keywords: Language; Culture; Communication Barriers; Dynamic Global Marketplace; Rapid Change; Change Management; Ethnicity; Communication; Globalization; Management Teams; Japan
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      Neeley, Tsedal. "Hiroshi Mikitani Reflects and Provides Early Updates on Englishnization (November, 2011)." Harvard Business School Video Supplement 413-703, September 2012.
      • March 2001
      • Case

      Breakup of AT&T, The: Project "Grand Slam"

      Focuses on AT&T's 2000 restructuring, in which the company broke itself into four units: business services, consumer services, broadband, and wireless. Examines the strategy of the company during this time: (1) to deliver information in any form (voice, video, data)... View Details
      Keywords: Restructuring; Telecommunications Industry
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      Rukstad, Michael G., Carl Johnston, and Tyrell Levine. Breakup of AT&T, The: Project "Grand Slam". Harvard Business School Case 701-127, March 2001.
      • July 2005 (Revised March 2007)
      • Case

      Kansai Digital Phone: Zutto, Gaining Japanese Loyalty

      By: Francisco de Asis Martinez-Jerez and James Robert Dillon
      Ted Katagi, marketing strategy manager of Kansai Digital Phone (KDP), utilizes customer lifetime value as a key metric to prioritize initiatives in an emergency plan to turn around the company. KDP is a regional phone company in Japan with less than stellar... View Details
      Keywords: Customer Relationship Management; Customer Value and Value Chain; Customer Satisfaction; Telecommunications Industry; Electronics Industry; Japan; United States
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      Martinez-Jerez, Francisco de Asis, and James Robert Dillon. "Kansai Digital Phone: Zutto, Gaining Japanese Loyalty." Harvard Business School Case 106-006, July 2005. (Revised March 2007.)
      • November 2006 (Revised August 2008)
      • Supplement

      China Resources Corporation (B): China Resources Microelectronics

      By: Dennis Campbell and David Lane
      Supplements the (A) case. Late in October 2006, China Resources (Holdings) Co., Ltd. (CRC) CEO Charlie Song Lin, CFO Jiang Wel, and Information Center GM Derek Cheng were traveling from Hong Kong to Wuxi, China to attend the first ever meeting of China Resources... View Details
      Keywords: Accounting; Business Conglomerates; Profit; Governance Controls; Management Systems; Business Strategy; China
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      Campbell, Dennis, and David Lane. "China Resources Corporation (B): China Resources Microelectronics." Harvard Business School Supplement 107-015, November 2006. (Revised August 2008.)
      • 21 Sep 2021
      • Cold Call Podcast

      Why JPMorgan Chase Is Committed to Improving Racial Equity in Banking

      Keywords: Re: Joseph L. Bower; Financial Services; Banking
      • February 2006 (Revised November 2006)
      • Case

      GE's Growth Strategy: The Immelt Initiative

      By: Christopher A. Bartlett
      Follows the actions of GE CEO, Jeff Immelt, as he implements a growth strategy for the $150 billion company in a tough business environment. In four years, he reinvigorates GE's technology, expands its services, develops a commercial focus, pushes developing countries,... View Details
      Keywords: Transformation; Judgments; Global Strategy; Leadership Style; Growth and Development Strategy; Organizational Structure
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      Bartlett, Christopher A. "GE's Growth Strategy: The Immelt Initiative." Harvard Business School Case 306-087, February 2006. (Revised November 2006.)
      • May 2006 (Revised November 2006)
      • Case

      IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)

      By: Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman
      Traces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the... View Details
      Keywords: Developing Countries and Economies; Moral Sensibility; Policy; Employment; Contracts; Supply Chain Management; Organizational Culture; Natural Environment; Non-Governmental Organizations; Social Issues
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      Bartlett, Christopher A., Vincent Marie Dessain, and Anders Sjoman. "IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)." Harvard Business School Case 906-414, May 2006. (Revised November 2006.)
      • November 1996 (Revised April 1999)
      • Case

      United Way of Southeastern New England (UWSENE)

      By: Robert S. Kaplan and Ellen L. Kaplan / RA
      A regional United Way organization, a nonprofit already active in total quality management, implements a Balanced Scorecard to link its strategic planning objectives with day-to-day operations, and is able to translate its vision and strategy into objectives and... View Details
      Keywords: Balanced Scorecard; Nonprofit Organizations; Governing and Advisory Boards; Strategy; United States
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      Kaplan, Robert S., and Ellen L. Kaplan / RA. "United Way of Southeastern New England (UWSENE)." Harvard Business School Case 197-036, November 1996. (Revised April 1999.)
      • Profile

      Margarita de la Piedra Carrillo

      looking forward to in your career? The impact I can make. The ability to move things forward, to make change. For me, impact is not just about profits, but also the social environment, the overall effect. I look forward to proposing ideas, View Details
      Keywords: Investment Banking; Consulting
      • January 2004 (Revised July 2006)
      • Background Note

      Incentives within Organizations

      By: Brian J. Hall
      Serves as a brief introduction to 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 design. Focuses... View Details
      Keywords: Organizations; Motivation and Incentives
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      Hall, Brian J. "Incentives within Organizations." Harvard Business School Background Note 904-043, January 2004. (Revised July 2006.)
      • Article

      Assessing the Impact of CEO Activism

      By: Aaron K Chatterji and Michael W. Toffel
      CEO activism refers to corporate leaders speaking out on social and environmental policy issues not directly related to their company’s core business. Distinct from nonmarket strategy and traditional corporate social responsibility, the recent wave of CEO activism... View Details
      Keywords: Business And Society; Leadership; Policy; Ethics; Values and Beliefs; Governance; Social Issues; Corporate Social Responsibility and Impact; Public Opinion
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      Chatterji, Aaron K., and Michael W. Toffel. "Assessing the Impact of CEO Activism." Organization & Environment 32, no. 2 (June 2019): 159–185. (Profiled in the New York Times, Harvard Business Review, Forbes, Chief Executive magazine, CEO magazine, and by Edelman and Weber Shandwick.)
      • December 2008
      • Article

      The Teaching of Strategy: From General Manager to Analyst and Back Again?

      By: Joseph L. Bower
      Courses in strategy are an outgrowth of the business policy course first taught at Harvard Business School in 1912. This article examines how the teaching of a course concerned with the development and implementation of the goals and policies of a firm changed during... View Details
      Keywords: Business Education; Curriculum and Courses; Teaching; Policy; Business History; Strategy; Competitive Strategy; Corporate Strategy
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      Bower, Joseph L. "The Teaching of Strategy: From General Manager to Analyst and Back Again?" Journal of Management Inquiry 17, no. 4 (December 2008).

        Eric J. Van den Steen

        Eric Van den Steen is a Professor of Business Administration at HBS, where he teaches strategy. He holds the Roy Little chair, established in honor of the founder of Textron. 

        Professor Van den Steen's research studies the fundamentals of strategy and... View Details

        • September 2020 (Revised June 2021)
        • Case

        Eaton Corporation: Portfolio Transformation and The Cost of Capital

        By: Benjamin C. Esty, E. Scott Mayfield and Daniel Fisher
        In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around “power management” and more recently on “intelligent power,” the use of digitally enabled products and services designed to... View Details
        Keywords: Mergers and Acquisitions; Business Conglomerates; Business Divisions; Cost of Capital; Corporate Finance; Value; Valuation; Industrial Products Industry; United States; Denmark; Republic of Ireland
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        Esty, Benjamin C., E. Scott Mayfield, and Daniel Fisher. "Eaton Corporation: Portfolio Transformation and The Cost of Capital." Harvard Business School Case 221-006, September 2020. (Revised June 2021.)
        • 23 Oct 2000
        • Research & Ideas

        The Strategy-Focused Organization

        In The Strategy-Focused Organization, HBS professor Robert Kaplan and David Norton, president of the Balanced Scorecard Collaborative, share the results of ten years of research into companies that have implemented the Balanced Scorecard.... View Details
        Keywords: by Robert S. Kaplan & David P. Norton
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