Publications
Publications
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- All HBS Web
(1,182)
- Faculty Publications (408)
- December 1999 (Revised May 2000)
- Case
Morgan Stanley: Becoming a "One-Firm Firm"
By: M. Diane Burton, Thomas J. DeLong and Katherine Lawrence
John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. Mack and his senior team undertake initiatives in order to transform the culture and working style... View Details
- October 1999
- Case
Royal Dutch/Shell in Transition (B)
By: Lynn S. Paine
This case describes the decisions made by Shell in response to the situation presented in the (A) case. View Details
- 1999
- Chapter
The Pharmaceutical Industry and the Revolution in Molecular Biology: Interactions Among Scientific, Institutional, and Organizational Change
By: Rebecca Henderson, Gary P. Pisano and Luigi Orsenigo
- May 1999 (Revised March 2001)
- Case
Marshall Industries
Confounding predictions that the Internet would "disintermediate" commerce, making "middle man" companies all but obsolete, Marshall Industries, a leading electronics distributor, used the Internet and digital technologies to reinvent itself. Marshall continued to sell... View Details
- December 1998 (Revised January 2001)
- Case
Acer, Inc.: Taiwan's Rampaging Dragon
By: Christopher A. Bartlett and Anthony St. George
Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world's second-largest computer manufacturer. Outlines the birth of the company, the painful "professionalization" of its management, the plunge into... View Details
- July 1998 (Revised March 2000)
- Case
Champion International
By: Michael Beer and James Weber
Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry... View Details
- May 1998 (Revised October 2001)
- Case
Taco Bell Inc. (1983-1994)
By: Lynda M. Applegate, Leonard A. Schlesinger and Dave DeLong
Details the actions of John Martin, newly named CEO, as he leads Taco Bell through a decade of incremental and radical changes. By the end of the case, total system sales within Taco Bell, a Mexican style fast-food restaurant chain and a division of PepsiCo, have grown... View Details
- January 1998 (Revised February 1998)
- Case
Sideco Americana S.A. (A)
By: Lynn S. Paine and Harold F. Hogan Jr
This case focuses on a decision the Sideco management team faces when customers of its newly acquired and privatized water and sewer company neglect to pay its bills. Describes the effort to transform an old-style Argentine construction and engineering company into a... View Details
- December 1997 (Revised October 2006)
- Case
Merck Sharp & Dohme Argentina, Inc. (A)
By: Lynn S. Paine and Hal Hogan
Describes the efforts of the new managing director of Merck's subsidiary for Argentina, Uruguay, and Paraguay to transform the organization and its culture. Focuses on a critical decision: whether to offer the son of a high-ranking official in the government's national... View Details
- October 1997 (Revised March 1998)
- Case
Komatsu Ltd.: Project G's Globalization
This case describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of resources and capabilities... View Details
- July 1997 (Revised December 1997)
- Case
Allentown Materials Corporation: The Electronic Products Division (A)
By: Michael Beer
A division of Allentown Materials Corp. has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction, and morale is low. The cause of these problems is found in a change in... View Details
- June 1997 (Revised May 1998)
- Case
Mobil USM&R (A1)
By: Robert S. Kaplan
First of a two-part case on the development and use of a Balanced Scorecard (BSC) at Mobil's US Marketing and Refining Division. Split from the original (A) case to give students an opportunity to suggest objectives and measures for the division's initial BSC, without... View Details
- 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
- February 1996
- Case
CIGNA Property and Casualty Reengineering (B)
By: Richard L. Nolan, Donna B. Stoddard, Chiara Francalanci and Elise C Martin
In 1993 CIGNA Property and Casualty embarked on a full transformation effort under a new leadership team headed by Gerry Isom. This case presents progress through September 1995. View Details
- November 1995
- Case
Transformation of Pratt & Whitney North Haven (D)
By: H. Kent Bowen, Linda A. Hill, Andrew P. Burtis, Sylvie Ryckebusch and John Schiavone
Because of conflicts between the vapor coat and pack coat cells over the decision to purchase new grit blast equipment, Business Unit Manager Tom Hutton has decided to form a second capital purchase team that will represent the pack coat cell. Meanwhile, the first... View Details
- 1995
- Book
Creatieve destructie: Zes fasen voor bedriftstransformatie
By: R. L. Nolan and D. C. Croson
- October 1995
- Case
DISC (A) (Abridged)
By: Nitin Nohria and Scott A. Snook
Follows the development and implementation of fundamental organizational change in a large government bureaucracy. The case is set in the Defense Industrial Supply Center (DISC) and follows two senior leaders as they grapple with issues of fundamental change in a... View Details
- September 1995 (Revised October 1996)
- Case
Symantec: Transformation for the 1990s
By: Lynda M. Applegate and Carin-Isabel Knoop
Keywords: Organizational Change and Adaptation
- September 1995
- Case
Ares-Serono
By: Michael Y. Yoshino, Jean-Pierre Jeannet and Carin-Isabel Knoop
Ares Serono, a medium-size Swiss pharmaceutical company, is the global leader in the field of fertility drugs. The company has successfully transformed into one of the very few biotech firms in Europe. The case treats a set of major strategic and organizational... View Details
Keywords: Geographic Location; Globalized Firms and Management; Asset Management; Balance and Stability; Expansion; Digital Platforms; Leadership Development; Health Care and Treatment; Transformation; Family Business; Problems and Challenges; Pharmaceutical Industry; Biotechnology Industry; Switzerland; Europe