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Publications

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    • All HBS Web  (571)
      • Faculty Publications  (83)

      Strategic AlignmentRemove Strategic Alignment →

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      • 2007
      • Book

      When Professionals Have to Lead: A New Model for High Performance

      By: Thomas J. DeLong, John J. Gabarro and Robert Lees
      For too long, professional services firms (PSFs) have relied on the "producer-manager" model, which works well in uncomplicated business environments. However, today's managing directors must balance conflicting roles, more demanding clients, tougher competitors, and... View Details
      Keywords: Leadership; Management Practices and Processes; Service Operations; Performance Effectiveness; Strategy
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      DeLong, Thomas J., John J. Gabarro, and Robert Lees. When Professionals Have to Lead: A New Model for High Performance. Harvard Business School Press, 2007.
      • December 2005
      • Article

      Up to Code: Does Your Company's Conduct Meet World-Class Standards?

      By: Lynn Paine, Rohit Deshpandé, Joshua D. Margolis and Kim Eric Bettcher
      Codes of conduct have long been a feature of corporate life. Today, they are arguably a legal necessity—at least for public companies with a presence in the United States. But the issue goes beyond U.S. legal and regulatory requirements. Sparked by corruption and... View Details
      Keywords: Business Ethics; Standards Of Conduct; Globalized Firms and Management; Cross-Cultural and Cross-Border Issues; Values and Beliefs; Corporate Accountability; Corporate Governance
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      Paine, Lynn, Rohit Deshpandé, Joshua D. Margolis, and Kim Eric Bettcher. "Up to Code: Does Your Company's Conduct Meet World-Class Standards?" Harvard Business Review 83, no. 12 (December 2005): 122–133.
      • October 2005
      • Case

      Intel Corporation 2005

      By: David B. Yoffie and Michael Slind
      Buoyed by strong recent sales growth but humbled by failed strategic bets and other missteps, Intel in 2005 initiated a major reorganization. Under its new CEO, Paul Otellini, the company shifted toward a "platform" model, inspired by the success of its Centrino... View Details
      Keywords: Restructuring; Alignment; Business Strategy; Competitive Strategy; Corporate Strategy; Semiconductor Industry
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      Yoffie, David B., and Michael Slind. "Intel Corporation 2005." Harvard Business School Case 706-437, October 2005.
      • October 2005
      • Article

      Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process

      By: Michael Beer, Sven C. Voelpel, Marius Leibold and Eden B. Tekie
      Keywords: Strategy; Management; Learning; Education
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      Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie. "Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process." Long Range Planning 38, no. 5 (October 2005).
      • 2005
      • Working Paper

      Strategic Management As Organizational Learning: Developing Fit and Alignment Through a Disciplined Process

      By: Michael Beer, Sven C. Voelpel, Marius Leibold and Eden B. Tekie
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      Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie. "Strategic Management As Organizational Learning: Developing Fit and Alignment Through a Disciplined Process." Harvard Business School Working Paper, No. 05-062, April 2005.
      • July 2004 (Revised December 2004)
      • Case

      Timberland: Commerce and Justice

      By: James E. Austin, Herman B. Leonard and James Quinn
      When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he pursued a strategy in which commerce and justice were "inextricably linked." Community involvement, environmental management, and global labor standards became not addenda to... View Details
      Keywords: Business Model; For-Profit Firms; Innovation and Invention; Leadership Development; Corporate Social Responsibility and Impact; Programs; Opportunities; Alignment; Business Strategy; Value
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      Austin, James E., Herman B. Leonard, and James Quinn. "Timberland: Commerce and Justice." Harvard Business School Case 305-002, July 2004. (Revised December 2004.)
      • February 2004
      • Article

      Launching a World-Class Joint Venture

      By: James Bamford, David Ernst and David G. Fubini
      More than 5,000 joint ventures, and many more contractual alliances, have been launched worldwide in the past five years. Companies are realizing that JVs and alliances can be lucrative vehicles for developing new products, moving into new markets, and increasing... View Details
      Keywords: Mergers & Acquisitions; Strategic Alliances; Joint Ventures; Alliances; Organizational Structure; Alignment; Mergers and Acquisitions
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      Bamford, James, David Ernst, and David G. Fubini. "Launching a World-Class Joint Venture." Harvard Business Review 82, no. 2 (February 2004): 90–100.
      • December 2002
      • Other Article

      The Competitive Advantage of Corporate Philanthropy

      By: Michael E. Porter and Mark R. Kramer
      When it comes to philanthropy, executives increasingly see themselves as caught between critics demanding ever higher levels of "corporate social responsibility" and investors applying pressure to maximize short-term profits. Increasingly, philanthropy is used as a... View Details
      Keywords: Strategy
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      Porter, Michael E., and Mark R. Kramer. "The Competitive Advantage of Corporate Philanthropy." Harvard Business Review 80, no. 12 (December 2002): 56–69.
      • 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
      Keywords: Organizational Change and Adaptation; Organizational Culture; Organizational Design; Alignment; Restructuring; Organizational Structure; Change Management; Business Strategy; Economic Slowdown and Stagnation; Information Technology Industry
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      DeLong, Thomas J., and Michael Paley. "Trilogy University." Harvard Business School Case 403-012, August 2002.
      • 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.)
      • November 1998 (Revised February 1999)
      • Case

      Microsoft Office: Finding the Suite Spot

      By: Stefan H. Thomke and Steven Sinofsky
      Describes a key decision-making process within Microsoft's Office products division. At a time when the PC software business has a great deal of uncertainty, Microsoft's management has to make a key decision regarding the future of software suites. A strengthening of... View Details
      Keywords: Decisions; Applications and Software; Strategic Planning; Organizational Design; Organizational Change and Adaptation; Product Development; Managerial Roles; Growth and Development Strategy; Risk and Uncertainty; Goals and Objectives; Digital Platforms; Innovation and Management; Computer Industry; Information Technology Industry
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      Thomke, Stefan H., and Steven Sinofsky. "Microsoft Office: Finding the Suite Spot." Harvard Business School Case 699-046, November 1998. (Revised February 1999.)
      • August 1998 (Revised December 1998)
      • Case

      Wells Fargo Online Financial Services (B)

      By: Robert S. Kaplan and Nicole Tempest
      Describes how the Balanced Scorecard built by the Online Financial Services (OFS) group is used to select the highest-priority initiatives for the organization. Currently, initiatives arise continually throughout the organization, and management spends considerable... View Details
      Keywords: Balanced Scorecard; Internet and the Web; Corporate Entrepreneurship; Corporate Strategy; Performance Evaluation; Finance; Change; Situation or Environment; Measurement and Metrics; Financial Services Industry; Banking Industry
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      Kaplan, Robert S., and Nicole Tempest. "Wells Fargo Online Financial Services (B)." Harvard Business School Case 199-019, August 1998. (Revised December 1998.)
      • 1993
      • Chapter

      Managing Strategic Alignment

      By: Michael Beer
      Keywords: Alignment
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      Beer, Michael. "Managing Strategic Alignment." In The Handbook of Change Management, edited by L. Berger. Homewood, IL: Irwin Professional Publishing, 1993.
      • June 1991 (Revised March 1995)
      • Case

      Becton Dickinson (A): Corporate Strategy

      By: Michael Beer
      This case series introduces the strategic human resource management (SHRM) process. SHRM is an action research program designed to align the organization and management of human resources with strategy. This case describes the health care industry, Becton Dickinson's... View Details
      Keywords: Business or Company Management; Corporate Strategy; Alignment; Human Resources; Health Industry
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      Beer, Michael. "Becton Dickinson (A): Corporate Strategy." Harvard Business School Case 491-151, June 1991. (Revised March 1995.)
      • June 1991 (Revised March 1995)
      • Case

      Becton Dickinson (D): Strategic Human Resource Management Profiling

      By: Michael Beer
      Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for... View Details
      Keywords: Change Management; Human Resources; Business or Company Management; Strategic Planning; Corporate Strategy; Health Industry
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      Beer, Michael. "Becton Dickinson (D): Strategic Human Resource Management Profiling." Harvard Business School Case 491-155, June 1991. (Revised March 1995.)
      • March 1990 (Revised November 1999)
      • Case

      MCI Communications: Planning for the 1990s

      By: Robert L. Simons and Hilary Weston
      Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy... View Details
      Keywords: Globalization; Growth and Development; Planning; Strategic Planning; Growth Management; Business or Company Management; Competition; Alignment; Communications Industry
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      Simons, Robert L., and Hilary Weston. "MCI Communications: Planning for the 1990s." Harvard Business School Case 190-136, March 1990. (Revised November 1999.)
      • September 1987
      • Background Note

      Establishing Strategic Direction: Aligning Elements of Strategy

      By: James L. Heskett
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      Heskett, James L. "Establishing Strategic Direction: Aligning Elements of Strategy." Harvard Business School Background Note 388-033, September 1987.
      • Teaching Interest

      Executive Education: Driving Corporate Performance

      By: Robert Simons
      As companies strive to sustain a competitive advantage in a global economy, they must continue to assess their corporate mission and reset their strategic goals. Driving Corporate Performance is designed to help business leaders accurately... View Details
      • Teaching Interest

      Leadership and Organizational Behavior (LEAD)

      By: Ethan S. Bernstein

      Professor Bernstein taught Leadership and Organizational Behavior (LEAD) from 2013-2016 (7 sections).  This course focuses on how managers become effective leaders by addressing the human side of enterprise.

      The course is divided into five modules:View Details

      Keywords: Leadership; Organizations; Personal Development and Career; Relationships; Communication
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