Publications
Publications
Show Results For
- All HBS Web
(4,088)
- Faculty Publications (675)
New CEO
→
- August 2000
- Case
Manila Water Company (A)
By: Michael Beer and Elizabeth Weldon
On February 3, 1997, the east zone of the Manila Metropolitan Water and Sewerage System (MWSS) was taken over by the Manila Water Co. (MWC), a newly created joint venture between the Ayala Corp., a large Filipino conglomerate; Bechtel Enterprises, Inc., an American... View Details
- February 2000 (Revised December 2000)
- Case
Coca-Cola's New Vending Machine (A): Pricing To Capture Value, or Not?
By: Charles King III and Das Narayandas
Chairman and CEO M. Douglas Ivester stumbles when he tells a Brazilian newsmagazine about a new Coke vending machine that can automatically raise prices in hot weather. Reaction around the world is swift and negative. View Details
- February 2000 (Revised March 2001)
- Case
Alphatec Electronics Pcl
By: Stuart C. Gilson, C. Fritz Foley and Perry Fagan
The newly appointed CEO of an important high-technology company in Thailand must lead the company through a complicated debt restructuring. Due to the collapse of the Thai currency, the company's debt burden, like that of most Thai companies, has skyrocketed because it... View Details
- November 1999 (Revised March 2001)
- Case
Russell Reynolds Associates, 1999
The president and CEO of Russell Reynolds examined the company's expansion strategy, especially in emerging markets. He evalulates how quickly the company should open new offices abroad and in which countries. View Details
- September 1999 (Revised May 2003)
- Case
Deloitte & Touche (B): Changing the Workplace
By: Rosabeth M. Kanter and Jane Roessner
Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different... View Details
- September 1999
- Supplement
Jollibee Foods Corporation: International Expansion
Presents interviews with CEO Tony Tan Caktiong and international division VP, Noli Tingzon, elaborating on issues and raising new issues on Jollibee's global strategy and organization. View Details
- August 1999 (Revised October 1999)
- Case
RCA Records: The Digital Revolution
By: Jeffrey F. Rayport, Carin-Isabel Knoop and Cate Reavis
In 1995, Bertelsmann-owned RCA Records was considered a "tired and old" record label. By 1999, the company represented a number of the "hottest" acts in the music industry. Nevertheless, the company's position (as well as that of the entire music industry) was under... View Details
- August 1999 (Revised October 2000)
- Case
Millennium Media, Inc. and John Voorenberg
By: David A. Thomas
Millenium Media's CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor. View Details
- March 1999
- Case
MySoftware Company (A)
By: H. Kent Bowen and Nicole Tempest
In 1997, Gregory Slayton took the position as CEO of MySoftware, which had been experiencing revenue and operating losses for the past two years. Within 90 days, he stabilized the company through a combination of cost cutting, financial discipline, and accountability... View Details
- March 1999 (Revised June 2004)
- Case
Keurig
By: Paul W. Marshall and Jeremy Dann
Nick Lazaris becomes Keurig's third CEO in three years, after one founder was fired and the other decided to leave the company. He inherits a company that has made several abortive attempts to launch its new coffee brewing system. Now, problems with crucial suppliers... View Details
- February 1999
- Case
PDVSA & Citgo (B): Fully Integrated?
By: Ashish Nanda
Concerned that Citgo investments are not yielding sufficient returns, PDVSA constrains Citgo management's autonomy, leading to Citgo senior management turnover. The case closes with Citgo's new CEO reflecting on what he needs to do to align Citgo's strategy and... View Details
- February 1999
- Case
Tele-Communications, Inc. (A): Cascading Miracles
John Malone, CEO of Tele-Communications, Inc. (TCI), the largest U.S. cable television company, is in the midst of a strategic and operational turnaround. TCI has been losing market share to direct-to-home satellite broadcasters, and Malone is considering a bold new... View Details
- February 1999 (Revised July 2004)
- Case
Life as a Minor League CEO Frank Burke and The Chattanooga Lookouts
By: Stephen A. Greyser and Kirk A. Goldman
A "slice of life" depiction of the range of issues and activities experienced by Frank Burke (HBS MBA 1987), the president of a minor league baseball team (the Chattanooga Lookouts). Raises questions of the applicability of MBA skills in this role and the "quotient of... View Details
- January 1999 (Revised March 2001)
- Case
MindSpring
In a business environment where Internet Service Providers (ISP) has become increasingly commodity-like, Charles Brewer, founder and CEO of MindSpring, the nation's sixth largest ISP and the recognized leader in customer satisfaction, ponders a proposed merger with... View Details
- December 1998
- Case
Australian Wheat Board Limited.: Becoming a Grower-owned Corporation
By: Ray A. Goldberg, Carin-Isabel Knoop and Cate Reavis
In July 1999, the Australian Wheat Board (AWB), a statutory national and international grain marketing organization, would become grower-owned. As a private corporation, the AWB would no longer receive government borrowing guarantees and would have to rely on its own... View Details
- September 1998 (Revised May 1999)
- Case
Arnold Communications
By: Teresa M. Amabile and Jeremiah Weinstock
The new owner and CEO of Arnold Advertising, a relatively small regional agency, aims to build it into Arnold Communications--a much larger, stronger firm competing successfully for national accounts. As part of this growth strategy, the agency develops a process for... View Details
- June 1998 (Revised December 2006)
- Case
Clear Communications Ltd. vs. Telecom Corporation of New Zealand Ltd. (A)
By: Willis M. Emmons III and Martin Calles
Features the challenges facing an entrant in the New Zealand telecommunications market during the period 1989-1994. Clear Communications Ltd. (CCL), a joint venture owned by Bell Canada, MCI, New Zealand Television Corp., and Todd Companies, begins offering long... View Details
- April 1998 (Revised November 1999)
- Case
Hambrecht & Quist
By: Thomas J. DeLong and Nicole Tempest
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non-bureaucratic, and... View Details
- March 1998 (Revised December 1999)
- Case
Bronner Slosberg Humphrey
By: David E. Bell and Donald M Leavitt
Bronner Slosberg Humphrey has succeeded by providing integrated direct marketing solutions for major service companies such as AT&T, American Express, and FedEx. A new CEO takes over from the company's founder and is wondering how to grow the company. Options include... View Details
- February 1998 (Revised August 2006)
- Case
House of Tata, 1995: The Next Generation (A)
By: Tarun Khanna, Krishna G. Palepu and Danielle Melito Wu
The Tata Group began the 1990s as a confederation of loosely coupled firms. This case considers the rise to prominence of the new CEO of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships among the group companies at a time when critics... View Details