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      Managing Diverse TeamsRemove Managing Diverse Teams →

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      • July 2006 (Revised August 2007)
      • Case

      Charles Veillon, S.A. (A)

      By: Lynn S. Paine and Aldo Sesia
      The top management team at Charles Veillon, a Swiss mail-order company, is considering whether to work with a human rights organization to monitor the labor practices of its suppliers. A particular concern is avoiding child labor and other forms of workplace coercion.... View Details
      Keywords: Ethics; Governance Controls; Labor; Rights; Nonprofit Organizations; Switzerland
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      Paine, Lynn S., and Aldo Sesia. "Charles Veillon, S.A. (A)." Harvard Business School Case 307-002, July 2006. (Revised August 2007.)
      • May 2006
      • Exercise

      Improving Performance: Boat Building Exercise

      By: Steven C. Wheelwright and Kerry Herman
      Provides a framework for team problem solving and process improvement following concepts widely attributed to Toyota Motor Co. View Details
      Keywords: Framework; Management Practices and Processes; Problems and Challenges; Groups and Teams
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      Wheelwright, Steven C., and Kerry Herman. "Improving Performance: Boat Building Exercise." Harvard Business School Exercise 606-147, May 2006.
      • May 2006
      • Case

      A123Systems

      By: H. Kent Bowen, Kenneth P Morse and Douglass Cannon
      A 123Systems was a young company that was founded on basic materials science research at the Massachusetts Institute of Technology. A co-founder of the company, Yet-Ming Chiang, was a full professor at MIT and served as scientific adviser. Intellectual property based... View Details
      Keywords: Intellectual Property; Business Startups; Research and Development; Commercialization; Technological Innovation; Science-Based Business; Product Development; Battery Industry; Electronics Industry; Massachusetts
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      Bowen, H. Kent, Kenneth P Morse, and Douglass Cannon. "A123Systems." Harvard Business School Case 606-114, May 2006.
      • May 2006
      • Module Note

      Leading Culturally Diverse Teams

      By: Robin J. Ely
      Describes the Leading Culturally Diverse Teams module (eight class sessions), which teaches students the leadership perspectives and skills necessary to develop high-functioning, culturally diverse teams (teams diverse in, for example, race, ethnicity, gender,... View Details
      Keywords: Competency and Skills; Diversity; Leadership; Groups and Teams; Perspective; Culture
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      Ely, Robin J. "Leading Culturally Diverse Teams." Harvard Business School Module Note 406-097, May 2006.
      • April 2006 (Revised October 2006)
      • Case

      Dansko, Inc.

      By: Amy C. Edmondson and Victoria Winston
      For the past 18 months, Mandy Cabot had worried that the shoe business she had built into a thriving operation with $90 million in annual revenue and over 110 employees might instead be a "house of cards." The management philosophy that had guided Dansko's growth,... View Details
      Keywords: Organizational Culture; Revenue; Experience and Expertise; Employee Relationship Management; Mergers and Acquisitions; Management Teams; Apparel and Accessories Industry
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      Edmondson, Amy C., and Victoria Winston. "Dansko, Inc." Harvard Business School Case 606-071, April 2006. (Revised October 2006.)
      • April 2006 (Revised April 2012)
      • Background Note

      The Role of Private Equity Firms in Merger and Acquisition Transactions

      By: William E. Fruhan Jr.
      Explores the importance of private equity firms in merger and acquisitions activity around the globe. In many countries, these firms now account for one quarter of the total merger and acquisition activity of all firms. The larger private equity firms generate fees for... View Details
      Keywords: Leveraged Buyouts; Mergers and Acquisitions; Private Equity; Investment Funds; Value Creation
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      Fruhan, William E., Jr. "The Role of Private Equity Firms in Merger and Acquisition Transactions." Harvard Business School Background Note 206-101, April 2006. (Revised April 2012.)
      • March 2006
      • Module Note

      Managing Innovation in an Uncertain World: Module 3: Expanding Diversity

      By: Alan D. MacCormack
      Describes the third module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes... View Details
      Keywords: Innovation and Management; Business Processes; Projects; Risk and Uncertainty; Product Development; Managerial Roles; Opportunities; Perspective; Expansion; Goals and Objectives
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      MacCormack, Alan D. "Managing Innovation in an Uncertain World: Module 3: Expanding Diversity." Harvard Business School Module Note 606-126, March 2006.
      • March 2006 (Revised February 2007)
      • Case

      UBS: Towards the Integrated Firm

      By: Rajiv Lal, Nitin Nohria and Carin-Isabel Knoop
      In late June 2005, UBS Group CEO Peter Wuffli--anointed "Master of Zurich" by the financial press--was returning to Zurich from the firm's latest three-day Senior Leadership Conference (SLC). Tapping 600 top managers, this SLC featured an outdoor event at a former... View Details
      Keywords: Integration; Programs; Leadership; Talent and Talent Management; Trust
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      Lal, Rajiv, Nitin Nohria, and Carin-Isabel Knoop. "UBS: Towards the Integrated Firm." Harvard Business School Case 506-026, March 2006. (Revised February 2007.)
      • March 2006
      • Case

      The Whitesides Lab

      By: H. Kent Bowen and Francesca Gino
      A significant part of the long-term economic growth in developed economies depends on the translation of scientific research into new products and processes. Focuses on the front end of this value creation stream. The laboratory of George Whitesides has a 30-year... View Details
      Keywords: Research; Performance Productivity; Economic Growth; Infrastructure; Creativity; Groups and Teams; Value Creation; Factories, Labs, and Plants; Leadership; Resource Allocation
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      Bowen, H. Kent, and Francesca Gino. "The Whitesides Lab." Harvard Business School Case 606-064, March 2006.
      • March 2006 (Revised December 2013)
      • Case

      Hexcel Turnaround — 2001 (A)

      By: Paul W. Marshall, James Quinn and Reed Martin
      Hexcel's new CEO is faced with deciding how to "take out" $60 million in cash costs in fiscal 2002, as two of the company's end markets—electronics and commercial aerospace—are expected to decline precipitously. Options include closing plants, exiting a business, or... View Details
      Keywords: Private Equity; Negotiation; Management Teams; Organizational Change and Adaptation; Strategy; Change Management; Crisis Management; Borrowing and Debt; Aerospace Industry; Electronics Industry; United States
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      Marshall, Paul W., James Quinn, and Reed Martin. "Hexcel Turnaround — 2001 (A)." Harvard Business School Case 806-099, March 2006. (Revised December 2013.)
      • February 2006 (Revised November 2012)
      • Case

      Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A)

      By: V. Kasturi Rangan, Brooke Barton and Ezequiel Reficco
      Located in the highlands of Peru, the Tintaya copper mine has long been a source of intense conflict between local community members and mine operators. The mine, which was owned and managed first by the Peruvian state and later by BHP Billiton, stands on 2,300... View Details
      Keywords: Developing Countries and Economies; Multinational Firms and Management; Agreements and Arrangements; Corporate Social Responsibility and Impact; Business and Community Relations; Non-Governmental Organizations; Conflict Management; Mining Industry; Australia; Peru
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      Rangan, V. Kasturi, Brooke Barton, and Ezequiel Reficco. "Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A)." Harvard Business School Case 506-023, February 2006. (Revised November 2012.)
      • January 2006 (Revised February 2015)
      • Case

      Innovation at Timberland: Thinking Outside the Shoe Box

      By: Rosabeth M. Kanter and Ryan Raffaelli
      Innovation was linked to Timberland's heritage. In 2005, CEO Jeff Swartz and COO Ken Pucker hoped the Invention Factory, an advanced concept lab, would develop new breakthrough products and reinvigorate the company's culture of innovation. Since the 1960s, Timberland... View Details
      Keywords: Innovation and Management; Growth and Development Strategy; Product Development; Organizational Culture; Change Management
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      Kanter, Rosabeth M., and Ryan Raffaelli. "Innovation at Timberland: Thinking Outside the Shoe Box." Harvard Business School Case 306-064, January 2006. (Revised February 2015.)
      • January 2006
      • Case

      Jack Strang at SequenceLabs

      By: Mukti Khaire, John J. Gabarro and Lynda M. Applegate
      How can entrepreneur manage his firm if things go wrong despite having a great idea, a solid team, and financial backing? Jack Strang founded a biotech firm with his friend Peter Evans, to develop molecular pathway-based "cures" for metabolic disorders. The idea was... View Details
      Keywords: Corporate Entrepreneurship; Business or Company Management; Venture Capital; Factories, Labs, and Plants; Business Growth and Maturation; Failure; Biotechnology Industry
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      Khaire, Mukti, John J. Gabarro, and Lynda M. Applegate. "Jack Strang at SequenceLabs." Harvard Business School Case 806-088, January 2006.
      • January 2006 (Revised September 2007)
      • Case

      Bentington Industries

      By: David Ager and John A. Davis
      Describes the situation facing Paul Bentington, the president, CEO, and member of the owning family of BIND, PLC, a large and successful family-owned engineering consulting firm in London. Bentington's sister and brother, both of whom are owners of the firm, confront... View Details
      Keywords: Business or Company Management; Leadership; Family Business; Management Succession; Conflict and Resolution; Diversity; London
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      Ager, David, and John A. Davis. "Bentington Industries." Harvard Business School Case 806-115, January 2006. (Revised September 2007.)
      • December 2005 (Revised March 2007)
      • Case

      Innovation and Collaboration at Merrill Lynch

      By: Boris Groysberg and Ingrid Vargas
      In the spring of 2005, Candace Browning, head of Global Securities Research and Economics at Merrill Lynch, led about 500 Merrill Lynch analysts worldwide in a collaborative effort to produce innovative research, most of them accustomed to working independently in... View Details
      Keywords: Leadership; Groups and Teams; Management Teams; Decision Making; Collaborative Innovation and Invention; Negotiation; Mathematical Methods; Strategy; Human Resources; Motivation and Incentives; Banking Industry; Financial Services Industry
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      Groysberg, Boris, and Ingrid Vargas. "Innovation and Collaboration at Merrill Lynch." Harvard Business School Case 406-081, December 2005. (Revised March 2007.)
      • December 2005 (Revised January 2007)
      • Case

      Ben & Jerry's: Preserving Mission & Brand within Unilever

      By: James E. Austin and James Quinn
      In the months after Ben & Jerry's was acquired by Unilever, Ben & Jerry's head social mission faces challenges and opportunities unique in the company's history, including: how to manage employee morale; whether to include synthetic ingredients to meet consumer... View Details
      Keywords: Brands and Branding; Problems and Challenges; Mergers and Acquisitions; Mission and Purpose; Social Enterprise; Management Teams; Governing and Advisory Boards; Value Creation; Corporate Governance; Employee Relationship Management; Food and Beverage Industry; Agriculture and Agribusiness Industry; Retail Industry; United States
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      Austin, James E., and James Quinn. "Ben & Jerry's: Preserving Mission & Brand within Unilever." Harvard Business School Case 306-037, December 2005. (Revised January 2007.)
      • 2005
      • Working Paper

      Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations

      By: James R. Detert and Amy C. Edmondson
      This article examines, in a series of three studies, how people working in organizational hierarchies wrestle with the challenge of upward voice. We first undertook in-depth exploratory research in a knowledge-intensive multinational corporation in which employee input... View Details
      Keywords: Prejudice and Bias; Working Conditions; Knowledge Management; Attitudes; Organizational Culture
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      Detert, James R., and Amy C. Edmondson. "Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations." Harvard Business School Working Paper, No. 06-024, December 2005. (Revised October 2006, December 2008.)
      • November 2005 (Revised February 2007)
      • Case

      Governing Sumida Corporation

      By: Lynn S. Paine, Masako Egawa, Chisato Toyama and Kim Bettcher
      Describes the corporate governance changes adopted by Japan's Sumida Corp. between 1999 and 2005, setting them in the context of changes in Japan's commercial code during this period. Sumida was the first Japanese company to adopt a new U.S.-inspired "committee system"... View Details
      Keywords: Governing and Advisory Boards; Corporate Governance; Change Management; Business or Company Management; Management Teams; Law; Japan
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      Paine, Lynn S., Masako Egawa, Chisato Toyama, and Kim Bettcher. "Governing Sumida Corporation." Harvard Business School Case 306-022, November 2005. (Revised February 2007.)
      • November 2005 (Revised March 2006)
      • Case

      Genentech - Capacity Planning

      By: Daniel C. Snow, Steven C. Wheelwright and Alison Berkley Wagonfeld
      While facilitating a complex clinical approval process over the next two to three years for a family of new cancer drugs, Genentech must develop a long-term capacity plan for a major class of new cancer products. Adding to the complexity and uncertainty is the fact... View Details
      Keywords: Factories, Labs, and Plants; Growth and Development Strategy; Management Style; Management Teams; Time Management; Product; Product Development; Business Processes; Performance Capacity; Planning; Risk and Uncertainty; Complexity; Pharmaceutical Industry
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      Snow, Daniel C., Steven C. Wheelwright, and Alison Berkley Wagonfeld. "Genentech - Capacity Planning." Harvard Business School Case 606-052, November 2005. (Revised March 2006.)
      • November 2005 (Revised October 2012)
      • Case

      The Auction for Burger King (A)

      By: Carliss Y. Baldwin and James Quinn
      Paul Walsh, CEO of Diageo, must evaluate bids received in an auction of the Burger King restaurant unit. Describes how Diageo came to own Burger King, the attempts to turn the unit around, the strategic reasons for its sale, the auction process, and various bidders'... View Details
      Keywords: Management Teams; Leveraged Buyouts; Bids and Bidding; Valuation; Auctions; Decision Choices and Conditions; Negotiation Tactics; Service Industry; Food and Beverage Industry
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      Baldwin, Carliss Y., and James Quinn. "The Auction for Burger King (A)." Harvard Business School Case 906-012, November 2005. (Revised October 2012.)
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