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  • 02 Apr 2001
  • Research & Ideas

Not All M&As Are Alike—and That Matters

the wealth to walk away. Put well-regarded, powerful executives in charge of acquisition integration. Divest them of all other responsibilities during an important integration. Make this into a core competency, and a high-visibility... View Details
Keywords: by Joseph L. Bower
  • Web

Sustainable Investing Course | HBS Online

Screening and Portfolio Tilts Engagement and Proxy Voting ESG Integration and Alpha Generation Sustainable Public Market Funds Featured Exercises Evaluate the ESG performance of various companies Match ESG use cases to corresponding strategies Articulate View Details
  • 09 Sep 2015
  • Research & Ideas

Leadership Lessons of the Great Recession: Options for Economic Downturns

last forever. Cote had used targeted layoffs for permanent changes to Honeywell’s product portfolio after becoming CEO in 2002, divesting businesses that did not meet his requirement that each Honeywell business be in a “great position in... View Details
Keywords: by Sandra Sucher & Susan Winterberg; Aerospace; Electronics
  • 16 May 2005
  • Research & Ideas

Nonprofit Networking: The New Way to Grow

Blind Association, based in the U.K., is the world's largest breeder and trainer of guide dogs. The CEO, Geraldine Peacock, realized that the sector that was supposed to deliver services to the visually impaired was not working well. She decided to build capacity in... View Details
Keywords: by Martha Lagace

    Stephen W. Sanger

    company to the top spot in cereal sales, outpacing rival Kellogg’s for the first time since 1906. In 2001, Sanger led the merger of General Mills and Pillsbury to create one of the largest food companies in the world. In the process, he View Details
    Keywords: Food & Tobacco

      Louis F. Bantle

      During his tenure as CEO, Bantle generated a 10-fold increase in revenues (from $100 million to $1 billion) for United States Tobacco. He divested of non-core operating units and launched a major advertising initiative which enabled UST... View Details
      Keywords: Food & Tobacco

        Charles L. Brown

        Brown guided AT&T through one of the largest corporate reorganizations in United States history by settling the government’s antitrust case in 1982. He successfully divested of AT&T’s local phone businesses and in the process,... View Details
        Keywords: Communications

          Robert P. Luciano

          Luciano generated top-level financial performance while streamlining Schering’s business operations. He divested Schering’s non-healthcare related business lines and was one of the first pharmaceutical executives to recognize the... View Details
          Keywords: Healthcare

            Robert N. Burt

            Burt took the helm of FMC Corporation in 1991 just after it had completed a major recapitalization of the business, severely impacting the balance sheet. He divested of non-core businesses, streamlined operations, and focused on new... View Details
            Keywords: Fabricated Goods

              Adolph Zukor

              these investments, produced dozens of highly successful films. In 1949, Paramount was forced to divest itself of the theatre chain business, but an undaunted Zukor moved on to his next challenge, capitalizing on the growing television... View Details
              Keywords: Entertainment & Broadcast Media

                D. Wayne Calloway

                Calloway is credited with streamlining PepsiCo’s organization, empowering its employees at all levels, and generating substantial growth. Under his leadership, Calloway organized PepsiCo into three major business units: soft drinks, snack foods, and fast food... View Details
                Keywords: Food & Tobacco

                  Lew R. Wasserman

                  actors, directors and other staff for television programming, but also creating and producing much of the programming itself. MCA went on to buy the Universal City studio and production lot, and also invested in some tourism enterprises. The company became so... View Details
                  Keywords: Entertainment & Broadcast Media

                    William P. Stiritz

                    Stiritz was instrumental in streamlining Purina’s business operations – divesting of non-core, mature business lines and investing in brand name growth products. Through his leadership, Purina’s stock price increased 15-fold, outpacing... View Details
                    Keywords: Food & Tobacco

                      Harvey Golub

                      Golub was instrumental in helping to transform American Express in the nineties after a period of unsuccessful and unfocused diversification. He streamlined a number of operations and divested of many non-core business lines including... View Details
                      Keywords: Finance

                        Best-selling and New Cases by Ben Esty

                        Best-Selling Cases:  

                          1) Eaton: Portfolio Transformation & Cost of... View Details

                          Randall L. Tobias

                          streamlined its overall operations. He managed costs and divested of non-core businesses, spinning off medical devices to form Guidant Corporation. Through his efforts, Lilly’s market capitalization grew from $14 billion to $70 billion. View Details
                          Keywords: Healthcare
                          • 25 Apr 2005
                          • Research & Ideas

                          New Learning at American Home Products

                          net income. As the company expanded its high-technology line, it divested itself of its cosmetics and toilet preparations.26 In 1979 the remaining 61 percent of sales from its other divisions was fairly evenly divided. Over-the-counter... View Details
                          Keywords: by Alfred D. Chandler Jr.; Chemical; Health; Manufacturing; Pharmaceutical
                          • Web

                          Harvard Business School

                          Committee. AASU supported the activities of the Pan–African Liberation Committee (PALC), organized by Harvard students, in demanding the University support the Angolan struggle for independence from Portugal by divesting its stock in Gulf... View Details
                          • 01 Dec 2002
                          • News

                          What You Know Depends on Where You Go

                          inefficiencies, as units within them typically performed below stand-alone peers. Divesting assets to focus on core competencies became the accepted wisdom. Applying this logic, multi-industry conglomerates in other nations, such as the... View Details
                          • 06 Nov 2007
                          • First Look

                          First Look: November 6, 2007

                          knowledge-based organization. Purchase this supplement: http://www.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=608073 Norway Sells Wal-Mart Harvard Business School Case 308-019 In June 2006, Norway's Pension Fund decided to divest... View Details
                          Keywords: Sean Silverthorne