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    • All HBS Web  (484)
      • Faculty Publications  (53)

      Strategic IncentivesRemove Strategic Incentives →

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      • February 2006 (Revised September 2006)
      • Case

      Sippican Corporation (A)

      By: Robert S. Kaplan
      Presents a time-driven version of the Wilkerson Co. activity-based costing case (101092). Faced with declining profits, Sippican Corp. is struggling to understand why it is encountering severe price competition on one product line. The controller collects data that... View Details
      Keywords: History; Business Model; Strategic Planning; Cost Accounting; Motivation and Incentives; Resource Allocation; Activity Based Costing and Management; Profit; Business Strategy; Budgets and Budgeting
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      Kaplan, Robert S. "Sippican Corporation (A)." Harvard Business School Case 106-058, February 2006. (Revised September 2006.)
      • November 2004
      • Case

      Deere & Company

      By: Ray A. Goldberg and Hal Hogan
      John Deere & Co. wants to improve shareholder value and provide incentives to do so. The task is difficult in a volatile agriculture and construction industry. It also wants to be more global and provide machinery that traces commodities from the field to the consumer. View Details
      Keywords: Factories, Labs, and Plants; Volatility; Machinery and Machining; Multinational Firms and Management; Goods and Commodities; Goals and Objectives; Strategic Planning; Agriculture and Agribusiness Industry; Construction Industry
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      Goldberg, Ray A., and Hal Hogan. "Deere & Company." Harvard Business School Case 905-406, November 2004.
      • February 2003 (Revised June 2006)
      • Case

      Implementing the Nissan Renewal Plan

      By: Michael Y. Yoshino and Masako Egawa
      Carlos Ghosn, a former executive vice-president of Renault, became the COO of Nissan Motor Co., a troubled auto company in Japan when Renault bought 38% of the company in 1999. This case deals with how Ghosn turned the company around. Examines in considerable detail... View Details
      Keywords: Acquisition; Change Management; Employees; Leading Change; Strategic Planning; Motivation and Incentives; Auto Industry; Japan
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      Yoshino, Michael Y., and Masako Egawa. "Implementing the Nissan Renewal Plan." Harvard Business School Case 303-111, February 2003. (Revised June 2006.)
      • 2003
      • Article

      Closing the Loop: Product Take-back Requirements and their Strategic Implications

      By: Michael W. Toffel
      In Asia, Europe, and North America, regulators are seeking to reduce waste disposal and develop recycling markets by requiring manufacturers to manage the end-of-life disposition of products they produce. Such policies attempt to "close the loop" for products ranging... View Details
      Keywords: Wastes and Waste Processing; Energy Conservation; Product Development; Strategy; Policy; Governing Rules, Regulations, and Reforms; Manufacturing Industry; Asia; Europe; North and Central America
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      Toffel, Michael W. "Closing the Loop: Product Take-back Requirements and their Strategic Implications." Corporate Environmental Strategy 10, no. 9 (2003).
      • August 2002 (Revised February 2005)
      • Case

      Gillette Company (B): Leadership for Change

      By: Rosabeth M. Kanter and James Weber
      Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company. View Details
      Keywords: Business Strategy; Policy; Change Management; Leading Change; Motivation and Incentives; Strategic Planning; Retail Industry
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      Kanter, Rosabeth M., and James Weber. "Gillette Company (B): Leadership for Change." Harvard Business School Case 303-033, August 2002. (Revised February 2005.)
      • June 2000 (Revised July 2000)
      • Case

      ORIX KK

      By: Malcolm S. Salter and Andrew Eggers
      Describes the challenges facing a Japanese financial services company as it attempts to maintain its ability to attract and retain talented employees. The CEO's ideas of corporate governance and evidence from the competitive labor environment suggest the need for more... View Details
      Keywords: Corporate Governance; Compensation and Benefits; Motivation and Incentives; Management Analysis, Tools, and Techniques; Geographic Location; Financial Services Industry; Japan
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      Salter, Malcolm S., and Andrew Eggers. "ORIX KK." Harvard Business School Case 800-272, June 2000. (Revised July 2000.)
      • February 2000 (Revised August 2000)
      • Case

      Microsoft Latin America

      By: Robert S. Kaplan, Alberto Ballve and Antonio Davila
      Mauricio Santillan, regional vice president for the Latin American division of Microsoft, has introduced a new performance measurement system to help his country managers formulate and control strategy. Microsoft Latin America's priorities are rolling out of an... View Details
      Keywords: Balanced Scorecard; Applications and Software; Emerging Markets; Crime and Corruption; Motivation and Incentives; Management Skills; Global Strategy; Strategy; Information Technology Industry; Latin America
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      Kaplan, Robert S., Alberto Ballve, and Antonio Davila. "Microsoft Latin America." Harvard Business School Case 100-040, February 2000. (Revised August 2000.)
      • December 1998 (Revised February 1999)
      • Case

      City of Charlotte (A)

      By: Robert S. Kaplan
      The city manager's office in Charlotte, North Carolina, is attempting to align and focus the city's programs and operating departments. City managers, working collaboratively with the elected mayor and city council, have identified five strategic themes to make... View Details
      Keywords: Balanced Scorecard; Government Administration; City; Growth and Development Strategy; Adoption; Public Sector; Management Teams; Programs; Performance Evaluation; Motivation and Incentives; Public Administration Industry; North Carolina
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      Kaplan, Robert S. "City of Charlotte (A)." Harvard Business School Case 199-036, December 1998. (Revised February 1999.)
      • September 1996 (Revised April 1998)
      • Case

      Mobil USM&R (B): New England Sales and Distribution

      By: Robert S. Kaplan
      The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent... View Details
      Keywords: Balanced Scorecard; Adoption; Strategic Planning; Customization and Personalization; Management Practices and Processes; Growth and Development Strategy; Measurement and Metrics; Motivation and Incentives; Performance Evaluation; Energy Industry; Mining Industry; United States
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      Kaplan, Robert S. "Mobil USM&R (B): New England Sales and Distribution." Harvard Business School Case 197-026, September 1996. (Revised April 1998.)
      • May 1992 (Revised June 1993)
      • Case

      Jan Carlzon: CEO at SAS (A)

      By: Christopher A. Bartlett
      Describes Jan Carlzon's actions on assuming the CEO's responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating... View Details
      Keywords: Communication; Financial Crisis; Employee Relationship Management; Knowledge; Leadership Development; Crisis Management; Motivation and Incentives; Business Strategy; Aerospace Industry
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      Bartlett, Christopher A. "Jan Carlzon: CEO at SAS (A)." Harvard Business School Case 392-149, May 1992. (Revised June 1993.)
      • March 1990 (Revised June 1991)
      • Case

      IBM Corp.: ""Make It Your Business"" (A)

      By: Robert L. Simons
      In 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system... View Details
      Keywords: Commercialization; Competitive Advantage; Business Strategy; Goals and Objectives; Strategic Planning; Motivation and Incentives; Sales; Volatility; System; Information Technology Industry
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      Simons, Robert L. IBM Corp.: ""Make It Your Business"" (A). Harvard Business School Case 190-137, March 1990. (Revised June 1991.)
      • March 1987 (Revised October 1993)
      • Case

      Au Bon Pain: The French Bakery Cafe, The Partner/Manager Program

      By: W. Earl Sasser
      In recent years, Au Bon Pain (ABP), a chain of upscale French bakeries/sandwich cafes based in Boston, confronted a set of human resource problems endemic to the fast food industry (i.e., a labor shortage which made it difficult to attract and maintain quality crew... View Details
      Keywords: Motivation and Incentives; Managerial Roles; Retention; Employees; Performance Improvement; Recruitment; Problems and Challenges; Compensation and Benefits; Food and Beverage Industry; Service Industry; Boston
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      Sasser, W. Earl. "Au Bon Pain: The French Bakery Cafe, The Partner/Manager Program." Harvard Business School Case 687-063, March 1987. (Revised October 1993.)
      • Research Summary

      Mastering Strategy Execution

      By: Robert Simons

      Professor Robert Simons’ research encompasses three areas of management accountability that are the foundation for successful strategy execution: organization design, performance measurement and control, and risk management. In addition, Simons is interested in the... View Details

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