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Show Results For

  • All HBS Web  (869)
    • People  (1)
    • News  (144)
    • Research  (586)
    • Multimedia  (2)
  • Faculty Publications  (332)
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  • July 2004 (Revised May 2009)
  • Case

Getting Participant-centered Learning to Work

By: Thomas R. Piper, James L. Heskett and Gustavo Herrero
The newly appointed dean of a South American business school is eager to transform the learning process from the traditional lecture method to one that actively engages students and contributes to the development of critical managerial skills, attitudes, and world... View Details
Keywords: Change Management; Transformation; Business Education; Leading Change; Business Processes; Organizational Change and Adaptation; Alliances; Education Industry; South America
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Piper, Thomas R., James L. Heskett, and Gustavo Herrero. "Getting Participant-centered Learning to Work." Harvard Business School Case 805-007, July 2004. (Revised May 2009.)
  • 13 Aug 2008
  • Research & Ideas

The Inner Life of Leaders

the ancient Greek philosophers that hedgehogs know one big thing while foxes know many things. Applied to leadership, hedgehogs reduce reality to one single principle, while foxes know many things and are prepared to adapt to a complex... View Details
Keywords: by Martha Lagace
  • October 2019
  • Case

Kaspi.kz IPO

By: Victoria Ivashina and Esel Çekin
This case follows Kaspi.kz, a private equity (Baring Vostok) co-owned retail bank in Central Asia that evolved into a fintech, payments and e-commerce company. It provides insights into private equity financing, portfolio company management, and initial public offering... View Details
Keywords: Finance; Private Equity; Initial Public Offering; Organizational Change and Adaptation; Central Asia
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Ivashina, Victoria, and Esel Çekin. "Kaspi.kz IPO." Harvard Business School Case 220-007, October 2019.
  • 01 Nov 1999
  • Research & Ideas

Companies, Cultures and the Transformation to the Transnational

II, according to Chandler, the management processes in most large British companies were dominated by "family capitalism." As these companies expanded abroad, family members or handpicked "trusted company servants"... View Details
Keywords: by Christopher A. Bartlett & Sumantra Ghoshal
  • 02 Mar 2010
  • First Look

First Look: March 2

disclosures, performance evaluations, self-regulation, participation, and adaptive learning. Nonprofit leaders must adapt any such mechanisms to suit their organization-be it a membership-based organization,... View Details
Keywords: Martha Lagace
  • June 2015 (Revised November 2016)
  • Case

HealthCare.gov: The Crash and the Fix (A)

By: Leonard A. Schlesinger and Paras D. Bhayani
A review of the process utilized by the Obama administration to create the Health Care.gov exchange and the problems that resulted from the implementation effort. There is a B case that provides the follow on strategy and processes utilized to get the site up and... View Details
Keywords: Organizational Change; Implementing Strategy; Implementation; Government Innovation; Health Care Industry; Health Care Reform; Health Care and Treatment; Government Administration; Governing Rules, Regulations, and Reforms; Organizational Change and Adaptation; Health Industry; Information Technology Industry; United States
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Schlesinger, Leonard A., and Paras D. Bhayani. "HealthCare.gov: The Crash and the Fix (A)." Harvard Business School Case 315-129, June 2015. (Revised November 2016.)
  • June 1992 (Revised March 2006)
  • Case

Concordia Casting Company

By: F. Warren McFarlan
Describes five years of development in a centralized data processing activity serving a highly decentralized corporation. Data processing manager discovers that a major software system conversion is a full year behind schedule, and subsequently makes several managerial... View Details
Keywords: Analytics and Data Science; Applications and Software; System; Information Technology; Change Management; Organizational Change and Adaptation; Leadership Style; Leading Change; Human Resources; Conflict and Resolution; Supply Chain Management; Accounting; Auto Industry
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McFarlan, F. Warren. "Concordia Casting Company." Harvard Business School Case 192-151, June 1992. (Revised March 2006.)
  • 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
Keywords: Corporate Strategy; Leading Change; Change Management; Organizational Change and Adaptation; Food; Agribusiness; Product; Business Processes; Management Teams; Expansion; Brands and Branding; Food and Beverage Industry; Agriculture and Agribusiness Industry; United States
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Goldberg, Ray A., and Ingrid Vargas. "ConAgra Foods." Harvard Business School Case 903-412, November 2002. (Revised May 2003.)
  • 2012
  • Case

ChemChina

By: F. Warren McFarlan, Donghong Li, Lei Li and Hong Zhang
ChemChina is China's largest basic chemical manufacturing firm. It was included in Fortune Global 500 in 2011 and 2012, ranked No. 475 and 402. Its sales revenue in 2011 was 179 billion yuan, and profit was 600 million yuan. The year-end total assets were 254.2 billion... View Details
Keywords: Reorganization; Strategy; China; China
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McFarlan, F. Warren, Donghong Li, Lei Li, and Hong Zhang. "ChemChina." Tsinghua University Case, 2012.
  • 12 Oct 1999
  • Research & Ideas

Where Main Street Meets Wall Street

it, will inevitably lose steam. What then? "We've seen a tremendous amount of creativity in the financial services industry, including the mutual fund sector, so I have no doubt that there will continue to be product and process... View Details
Keywords: by Garry Emmons; Financial Services
  • November 2016
  • Case

Transformation at Eli Lilly & Co. (A)

By: William R. Kerr and Alexis Brownell
Faced with the imminent loss of 40% of its revenues due to patent expirations, pharma giant Eli Lilly sets out on a dramatic transformation process in 2009. The case considers how Lilly restructured the organization into business areas to aid better decision-making,... View Details
Keywords: Eli Lilly; Restructuring; R&D; Transformation; Organizational Change and Adaptation; Organizational Structure; Pharmaceutical Industry; Indianapolis
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Kerr, William R., and Alexis Brownell. "Transformation at Eli Lilly & Co. (A)." Harvard Business School Case 817-070, November 2016.
  • 2015
  • Other Teaching and Training Material

Entrepreneurship Reading: Launching Global Ventures

By: William R. Kerr
Core Curriculum in Entrepreneurship is a series of Readings that cover fundamental course material in Entrepreneurship. Readings include Interactive Illustrations which help students master complex concepts quickly.
Global ventures are those that weave... View Details
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Kerr, William R. "Entrepreneurship Reading: Launching Global Ventures." Core Curriculum Readings Series. Harvard Business Publishing 5277, 2015.
  • May 1995 (Revised October 2001)
  • Case

Oticon (A)

Portrays the change process Oticon went through in moving from a bureaucratic, role-driven organization to a creativity-driven, flexible, informal one. View Details
Keywords: Organizational Change and Adaptation; Leading Change; Creativity
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Kao, John J. "Oticon (A)." Harvard Business School Case 395-144, May 1995. (Revised October 2001.)
  • 11 Aug 2008
  • Research & Ideas

Strategy Execution and the Balanced Scorecard

organization with no sense of priorities or impact from process improvements. Consequently, much effort does not show up in tangible results. Companies need a formal process for using strategic objectives to... View Details
Keywords: by Martha Lagace
  • June 2020 (Revised October 2020)
  • Case

What Went Wrong with Boeing's 737 Max?

By: William W. George and Amram Migdal
This case describes the development of the Boeing 737 Max airplane model and the events leading up to two tragic plane crashes, in which a total of 346 people died: the crash of Lion Air flight 610 on October 29, 2018, in Indonesia, and the crash of Ethiopian Airlines... View Details
Keywords: Communication; Communication Intention and Meaning; Communication Strategy; Forms of Communication; Announcements; Decision Making; Decision Choices and Conditions; Judgments; Ethics; Moral Sensibility; Values and Beliefs; Globalization; Global Strategy; Governance; Corporate Accountability; Governance Controls; Human Resources; Resignation and Termination; Leadership; Leadership Style; Management; Business or Company Management; Crisis Management; Management Practices and Processes; Management Skills; Management Style; Management Systems; Risk Management; Time Management; Markets; Demand and Consumers; Digital Platforms; Supply and Industry; Duopoly and Oligopoly; Industry Structures; Operations; Product Development; Organizations; Organizational Change and Adaptation; Organizational Culture; Outcome or Result; Failure; Success; Planning; Strategic Planning; Problems and Challenges; Relationships; Business and Community Relations; Business and Government Relations; Business and Stakeholder Relations; Risk and Uncertainty; Safety; Strategy; Transportation; Air Transportation; Aerospace Industry; Air Transportation Industry; Africa; Ethiopia; Asia; Indonesia; North and Central America; United States; Seattle; Chicago
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George, William W., and Amram Migdal. "What Went Wrong with Boeing's 737 Max?" Harvard Business School Case 320-104, June 2020. (Revised October 2020.)
  • June 2023
  • Article

Gaining Organizational Adoption: Strategically Pacing the Deployment of Digital Innovations

By: Rebecca Karp
Scholars have long suggested that to foster adoption for their innovative products and services, entrepreneurs should engage with customers to better understand their unmet needs. Yet, customers frequently reside in organizations, and organizational members may not be... View Details
Keywords: Entrepreneurship And Strategy; Digital Innovation; Healthcare; Work And Organizations; Organizational Adoption; B2B; Customers; Technology Adoption; Innovation Strategy; Organizational Change and Adaptation
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Karp, Rebecca. "Gaining Organizational Adoption: Strategically Pacing the Deployment of Digital Innovations." Academy of Management Journal 66, no. 3 (June 2023): 773–796.
  • 2012
  • Dictionary Entry

Learning from Failure

By: Mark D. Cannon and Amy C. Edmondson
Failure is defined as an outcome that deviates from expected and desired results. Learning from failure describes processes and behaviors through which individuals, groups and organizations gain accurate and useful insights from failures and modify future behaviors,... View Details
Keywords: Learning From Failure; Failure; Learning; Behavior; Organizational Change and Adaptation
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Cannon, Mark D., and Amy C. Edmondson. "Learning from Failure." In Encyclopedia of the Sciences of Learning, edited by Norbert M. Seel, 1859–1863. New York: Springer, 2012.
  • 2012
  • Teaching Note

ChemChina (TN)

By: F. Warren McFarlan, Donghong Li, Lei Li and Hong Zhang
ChemChina is China's largest basic chemical manufacturing firm. It was included in Fortune Global 500 in 2011 and 2012, ranked No. 475 and 402. Its sales revenue in 2011 was 179 billion yuan, and profit was 600 million yuan. The year-end total assets were 254.2 billion... View Details
Keywords: Reorganization; Strategy; China; China
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McFarlan, F. Warren, Donghong Li, Lei Li, and Hong Zhang. "ChemChina (TN)." Tsinghua University Teaching Note, 2012.
  • 2020
  • Working Paper

Strategic Foresight as Dynamic Capability: A New Lens on Knightian Uncertainty

By: J. Peter Scoblic
This paper proposes to treat strategic foresight as a dynamic capability, providing a new theoretical lens on managerial judgment. Formulating strategy under uncertainty is a central challenge facing the modern firm. Analogy is thought to help managers make sense of... View Details
Keywords: Foresight; Dynamic Capabilities; Managerial Judgment; Risk and Uncertainty; Management; Strategy
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Scoblic, J. Peter. "Strategic Foresight as Dynamic Capability: A New Lens on Knightian Uncertainty." Harvard Business School Working Paper, No. 20-093, March 2020.
  • 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.)
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