Publications
Publications
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(5,138)
- Faculty Publications (600)
- June 2004 (Revised July 2005)
- Case
Procter & Gamble: Global Business Services
By: Thomas J. DeLong, Warren Brackin, Alex Cabanas, Phil Shellhammer and David L. Ager
Dave Walker, vice-president of business service opportunities and chairman of the governance team at Procter & Gamble, must decide what to do with P&G's 5,700 employee Global Business Services (GBS) group. GBS brought together internal services such as finance,... View Details
- May 2004 (Revised October 2004)
- Case
Globe Telecom
By: Tarun Khanna, Krishna G. Palepu and Ingrid Vargas
The Ayala Group, one of the oldest and largest Filipino business groups, partnered with Singapore Telecommunications (SingTel) to launch a telecom venture following industry deregulation in the Philippines. The partners must decide whether to continue the venture in... View Details
- May 2004 (Revised April 2005)
- Case
Prudential Securities
By: Boris Groysberg, Paul M. Healy and Amanda Cowen
Prudential Insurance Co. attempted to diversify into financial services by building an investment banking franchise. Prudential's initial foray into the industry was its acquisition of The Bache Group in 1982. In 2000, the company decided to exit investment banking.... View Details
- May 2004
- Article
The Risky Business of Hiring Stars
With the battle for the best and brightest people heating up again, you're most likely out there looking for first-rate talent in the ranks of your competitors. Chances are, you're sold on the idea of recruiting from outside your organization, since developing people... View Details
- April 2004
- Article
Facilitating Development: The Role of Business Groups
By: Tarun Khanna and Raymond Fisman
- February 2004 (Revised April 2007)
- Case
Random House
By: Bharat N. Anand, Kyle F. Barnett and Elizabeth Lea Carpenter
On June 12, 2003, the proposed merger of Random House and Time Warner Book Group was called off by the CEO of Random House's parent company, Bertelsmann. The announcement was welcomed by several critics who had questioned the logic of further consolidation in the book... View Details
- February 2004
- Case
The Making of Verizon
By: Rosabeth M. Kanter, Douglas A Raymond and Ryan Raffaelli
Through a series of mergers, Ivan Seidenberg, Verizon chairman and CEO, successfully shared the co-CEO title twice while building the largest telecom company in the United States. The strong and complementary cultures of the companies that Seidenberg and a key group of... View Details
- 2004
- Other Teaching and Training Material
Great Negotiator 2002: Lakhdar Brahimi
By: James K. Sebenius and Kristin Schneeman
The Program on Negotiation honored Ambassador Brahimi in events on October 2, 2002. These began with an in-depth faculty-moderated discussion with a group of students, faculty, and guests at Harvard Business School. On the evening of the 2nd, Ambassador Brahimi... View Details
- December 2003 (Revised May 2004)
- Case
Grove Street Advisors
By: G. Felda Hardymon, Josh Lerner, Ann Leamon and Frank Angella
Grove Street Advisors, a manager of customized private equity investment products, has been very successful in its first five years. To grow, the group must decide whether to target smaller organizations, revive its coinvestment efforts, or enter the highly competitive... View Details
- December 2003 (Revised October 2006)
- Case
Globalizing the Cost of Capital and Capital Budgeting at AES
By: Mihir A. Desai and Douglas Kurt Schillinger
With electricity generating businesses around the world, AES Corp. is seeking a methodology for calculating the cost of capital for its various businesses and potential projects. In the past, AES used the same cost of capital for all of its capital budgeting, but the... View Details
- November 2003 (Revised March 2004)
- Case
Drilling South: Petrobras Evaluates Pecom
By: Mihir A. Desai and Ricardo Reisen de Pinho
The Brazilian oil company, Petrobras, is evaluating the acquisition of an Argentine oil company, the Perez Companc Group (Pecom). The acquisition would increase Petrobras' oil reserves and expand its interests outside Brazil, a significant step for the largest company... View Details
Keywords: Mergers and Acquisitions; Forecasting and Prediction; Financial Crisis; Non-Renewable Energy; Cross-Cultural and Cross-Border Issues; Corporate Governance; Risk Management; Emerging Markets; State Ownership; Performance Evaluation; Risk and Uncertainty; Valuation; Energy Industry; Argentina; Brazil
- 18 Nov 2003
- Lecture
Microeconomic Foundations of Competitiveness—A New Agenda for International Aid Institutions
This presentation draws on ideas from Professor Porter’s books and articles, in particular, "Building the Microeconomic Foundations of Prosperity," in The Global Competitiveness Report 2003-04 (World Economic Forum, 2003); "Clusters and the New Competitive... View Details
Keywords: Economics
- October 2003
- Case
Henry Tam and the MGI Team
By: Jeffrey T. Polzer, Ingrid Vargas and Hillary Anger Elfenbein
Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up... View Details
- September 2003
- Case
Driving Change at Seagate
By: Rosabeth M. Kanter, Douglas A Raymond and Lyn Baranowski
A new CEO, Steve Luczo, together with COO Bill Watkins, have led a turnaround of Seagate, raising productivity dramatically and increasing innovation through teamwork, cross-functional collaboration, and other transformations in the culture of this manufacturer of disk... View Details
- September 2003
- Case
Valuing a Cross-Border LBO: Bidding on the Yell Group
By: Mihir A. Desai, Paolo Notarnicola and Mark Veblen
A team of private equity investors must value the leveraged buyout of a Yellow Pages business that operated in both the United States and the United Kingdom. In the process, they must wrestle with issues of how to conduct cross-border valuations and how to value a... View Details
- September 2003 (Revised March 2004)
- Case
Bharti Tele-Ventures
By: Tarun Khanna, Krishna G. Palepu and Ingrid Vargas
Following the liberalization of India's telecommunications service industry in the early 1990s, Bharti Tele-Ventures grew from a small entrepreneurial telephone equipment importer and manufacturer to become India's largest private-sector telecommunications service... View Details
- July 2003 (Revised August 2003)
- Case
Global Healthcare Exchange
By: Lynda M. Applegate and Jamie Ladge
Founded in March 2000 at the height of the dot-com bubble, Global Healthcare Exchange (GHX) was one of 90 online marketplaces in the health care industry. The company's founders were among the largest suppliers in the industry, including Johnson & Johnson, GE Medical,... View Details
- June 2003
- Case
IBM and Linux (A)
By: Carliss Y. Baldwin, Siobhan O'Mahony and James Quinn
In the fall of 1998, Dan Frye, member of IBM's emerging technologies and business team, is trying to decide whether to forge a strategic alliance with the Linux Development Community (LDC). Just two years earlier, IBM had its first exposure to an "open source" software... View Details
- May 2003
- Case
Environmental Defense
Analyzes the strategy and management of Environmental Defense, a leading environmental advocacy group, emphasizing the group's activity in the energy and agribusiness industries. From a strategy formulation standpoint, the case encourages students to think of the... View Details
- March 2003 (Revised January 2004)
- Case
CDC Capital Partners: December 2002
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Paul Fletcher, CEO of CDC Capital Partners, a private equity group investing in the world's poorest countries, is wrestling with questions raised by the imminent reorganization of the firm. Previously an arm of the United Kingdom's international aid agency, CDC is... View Details