Publications
Publications
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- All HBS Web
(3,377)
- Faculty Publications (414)
- March 1995 (Revised September 1997)
- Case
Datavision (A)
By: Michael Beer and Gregory C. Rogers
Depicts a "team-building" intervention by an organizational consultant at a small computer company. View Details
- February 1995
- Background Note
Role of Management Consulting in Reengineering
By: Richard L. Nolan
Keywords: Management Practices and Processes
- November 1994
- Case
Bain & Company: International Expansion
By: Michael Y. Yoshino and J. Peter Williamson
Bain & Co., a leading strategy consulting firm, faces major strategic and organizational issues regarding global expansion. The Bain partners must choose a course among many exciting and attractive opportunities for growth. Also explores organizational and managerial... View Details
- April 1993 (Revised May 1994)
- Case
General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A)
By: F. Warren McFarlan and Katherine Seger
Designed to generate discussion on the issues of outsourcing from the perspective of a firm thinking about turning over its IS activities to a third-party vendor. View Details
Keywords: Management Systems; Management Style; Information Technology; Job Cuts and Outsourcing; Business Strategy; Economic Systems; Business or Company Management; Organizational Change and Adaptation; Business Processes; Employment; Emerging Markets; Activity Based Costing and Management; Consulting Industry; Consulting Industry
- March 1992 (Revised April 1995)
- Case
Saatchi & Saatchi Co. PLC: Corporate Strategy
By: David J. Collis
Saatchi & Saatchi, founded in 1970, became the world's largest advertising agency in 1986. It then diversified into consulting and other managerial areas before crashing in 1989. Under a new CEO, the company restructured and refocused on its advertising agencies. View Details
- November 1991 (Revised September 1993)
- Case
Oak Industries Inc.
By: William A. Sahlman and Burton C. Hurlock
Describes Bill Antle's proposed restructuring plans for Oak Industries, a company composed of nine divisions which seem to be experiencing operating difficulties. During the last ten years the company has been involved in a number of acquisitions and divestitures, as... View Details
- May 1991 (Revised March 2018)
- Teaching Note
Automation Consulting Services
By: Robert Simons
Teaching Note for 190-053 View Details
- February 1991
- Case
Burlington Northern: The ARES Decision (B)
By: Julie H. Hertenstein and Robert S. Kaplan
The ARES team formally proposes that Burlington Northern implement the ARES system. The project meets resistance. In light of financial restructuring and high level of debt, executives wonder whether the company can afford ARES. Weak links during the ARES development... View Details
- September 1990
- Case
Bain & Co., Inc.: Growing the Business
Raises management issues facing Bain & Co. in formulating its future global strategy and implementation of that strategy. View Details
- February 1990 (Revised July 1992)
- Case
Whistler Corp. (A)
By: Gary P. Pisano
Describes the circumstances surrounding Whistler Corp.'s decision whether or not to continue manufacturing operations in the United States. The company had been experiencing severe problems in its domestic manufacturing operations and was thus unable to compete with... View Details
- January 1990 (Revised June 1995)
- Case
Colliers International Property Consultants
By: Nitin Nohria
Describes the origins, organizational structure, management practices, and use of information technology (IT) in Colliers, a real estate network. Colliers provides local firms with a way to maintain local autonomy while gaining national and international coverage.... View Details
- November 1989 (Revised April 2018)
- Case
Automation Consulting Services
By: Robert Simons and Hilary Weston
Illustrates the management control challenges that are associated with rapid growth and geographic expansion. Situated at an offsite Executive Committee Retreat. The three founding partners of a specialized consulting firm are grappling with several difficult questions... View Details
- September 1989
- Case
Steve Shirley
By: Shoshana Zuboff
Traces the career development of a well-known British entrepreneur who, as a young girl, was forced to flee the Nazi's occupation of Central Europe. Details her early work experiences in the heavily male dominated workplace of post-war Britain and follows the... View Details
- October 1988 (Revised July 2000)
- Case
Matt Compton's Job Search
By: Shoshana Zuboff and Dave DeLong
Matt Compton wrestles with the problems of a post-MBA job search and finds himself captivated by the aggressive recruiting tactics of the large management consulting firms. The case raises issues of how a passive job search that relies on options presented by... View Details
- March 1987 (Revised July 1996)
- Case
Kansas City Zephyrs Baseball Club, Inc.
By: Kenneth A. Merchant, Krishna G. Palepu and Joseph P. Mulloy
Describes a dispute between the owners of the major league baseball teams and the players' union about the profitability of the baseball teams. The issue is important because of the ongoing collective bargaining negotiations. A consultant is brought in to decide... View Details
- October 1986 (Revised July 2010)
- Case
Karen Leary (A)
By: Linda A. Hill
Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance.... View Details
- November 1981
- Case
Questionable Payments Abroad: Gulf in Italy
Gulf Oil in Italy was confronted by the need to increase the authorized capacity at a refinery in the face of substantial opposition. Raises the issue of their use of "facilitating gratuities" to minor officials, payments to influence news reports, and the employment... View Details
- January 1976 (Revised June 1984)
- Case
Megalith, Inc. -- Hay Associates (A)
By: John P. Kotter
In 1969, Megalith centralized its financial and control functions. John Boyd, senior vice president for finance, hired four brilliant young managers to "bring the group out of the stone age." By 1975, this management team had created a near-perfect finance office of... View Details