Publications
Publications
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(1,794)
- Faculty Publications (995)
- April 2003
- Case
IBM Canada: Global Services (B)
By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
- April 2003
- Case
IBM Canada: Global Services (C)
By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
- 2003
- Chapter
Managing Across Borders: New Organizational Responses
By: Christopher A. Bartlett and Sumantra Ghoshal
- February 2003 (Revised March 2003)
- Case
Large Scale Change at The WSSC
By: Amy C. Edmondson and Corey B. Hajim
Describes the organizational transformation occurring at the Washington Suburban Sanitary Commission (WSSC), a public utility. Faced with the possibility of privatization after decades of providing service in the absence of competition or performance pressures, the... View Details
- February 2003 (Revised July 2005)
- Case
British Broadcasting Corporation (A): One BBC
By: Rosabeth M. Kanter and Douglas A Raymond
Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up,... View Details
- February 2003 (Revised July 2005)
- Case
British Broadcasting Corporation (B): Making it Happen
By: Rosabeth M. Kanter and Douglas A Raymond
Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the... View Details
- February 2003 (Revised March 2003)
- Case
The Nature Conservancy
By: Allen S. Grossman and Jane Wei-Skillern
Almost immediately upon being appointed CEO of The Nature Conservancy (TNC), Steve McCormick undertakes a radical reorganization of this global institution. TNC is the largest and, by most measures, the most successful environment organization in the world, with... View Details
- February 2003
- Case
Whitbread Hotel Company (A)
By: Michael Beer and James Weber
Alan Parker has developed an effective organization using organizational fitness profiling and other change methodologies. Parker knows that as Whitbread continues to grow, both internally and through acquisitions, the company will have to change its organization... View Details
- February 2003
- Case
Whitbread Hotel Company (B)
By: Michael Beer and James Weber
Supplements the (A) case. View Details
- January 2003 (Revised January 2007)
- Case
Guide Dogs for the Blind Association
By: Allen S. Grossman, Jane Wei-Skillern and Kristin Lieb
In 2002, Guide Dogs for the Blind Association, the recognized world leader in the breeding and training of guide dogs, was in the midst of broadening its reach and providing additional mobility services. Chief Executive Geraldine Peacock was concerned that systemic... View Details
- 2003
- Tool
Leading Change and Organizational Renewal CD Set
By: Michael L. Tushman and Charles A. O'Reilly
- November 2002 (Revised February 2010)
- Case
Intel Corporation: 1968-2003
By: Ramon Casadesus-Masanell, David B. Yoffie and Sasha Mattu
Describes three stages in Intel's history: the initial success and then collapse in DRAMs and EPROMs, its transition to and dominance in microprocessors, and its move to become the main supplier of the building blocks for the Internet economy. Allows a rich discussion... View Details
- November 2002 (Revised May 2003)
- Case
ConAgra Foods
By: Ray A. Goldberg and Ingrid Vargas
In 2002, ConAgra Foods CEO Bruce Rohde was deliberating the next steps in the process of transforming the company from an agribusiness giant to a value-added food processor. ConAgra had become the second largest food company and number one food service supplier in the... View Details
- October 2002 (Revised February 2011)
- Case
Union Corrugating Company (A)
By: Paul W. Marshall and Julia Stevens
Lauri Union graduates from Harvard Business School and takes over her family's steel-corrugated roofing and siding manufacturing firm, which her mother has most recently run. The industry is mature, entry barriers to competitors are low, and the company is over 50... View Details
- 2002
- Comment
Designs, Technology Cycles, and Organizational Outcomes
By: George Westerman and Michael L. Tushman
- August 2002 (Revised February 2005)
- Case
Gillette Company (D): Implementing Change
How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the... View Details
- August 2002
- Case
Trilogy University
By: Thomas J. DeLong and Michael Paley
In early 2001, Trilogy Software faced a slowdown in its business, a large number of unsuccessful customer deployments, and an overall weakening in the enterprise software market. In response, the company revamped its business model and restructured the organization.... View Details
- May 2002
- Case
Mellon Investor Services
By: Thomas J. DeLong
James Aramanda, head of Mellon Investor Services, must decide how to change the focus of his business. He works with consultants to create a change strategy to enhance a business that is already doing well. Will he be able to interest his professionals in changing the... View Details
- May 2002
- Case
Aspen Financial
By: Arthur I Segel and Melissa Yin-Yin Lam
Jack and Bruce Aspen must decide how they want to grow their commercial real estate finance company during a time of tremendous change in the industry. View Details