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- September 2006 (Revised October 2007)
- Case
BT Plc: The Broadband Revolution (A)
By: Michael L. Tushman, David Kiron and Adam M. Kleinbaum
In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within... View Details
- September 2006 (Revised October 2007)
- Supplement
BT Plc: The Broadband Revolution (B)
By: Michael L. Tushman, David Kiron and Adam M. Kleinbaum
In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within... View Details
- September 2006 (Revised May 2007)
- Case
GE's Jeff Immelt: The Voyage from MBA to CEO
By: Christopher A. Bartlett and Andrew N. McLean
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and... View Details
- September 2006 (Revised April 2007)
- Case
Medtronic Vision 2010
Describes the company's year-long efforts to transition from a medical device company selling products to physicians for use with patients suffering chronic end-stage disease, to a medical technology company providing life-long solutions for people with chronic... View Details
- September 2006 (Revised November 2007)
- Case
Board of Directors of Medtronic, Inc.
By: Jay W. Lorsch and Alexis Chernak
The board of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman and CEO Bill George and the retirement of four long-time directors. The company had experienced rapid growth in... View Details
- August 2006
- Case
Dreyer's Slow Churned(TM) Ice Cream
By: Noel H. Watson, Steven C. Wheelwright and Brian DeLacey
Examines capacity forecasting and planning in a complex new product introduction scenario. The introduction at Dreyer's, a large dairy snack manufacturer, involves not only a new product but a new manufacturing process and product package, thus implying a significant... View Details
- August 2006 (Revised September 2008)
- Case
Duane Morris: Balancing Growth and Culture at a Law Firm
By: Boris Groysberg and Robin Abrahams
After nearly 100 years as a mid-size regional law firm, Duane Morris entered a period of spectacular growth led by CEO Sheldon Bonovitz. Originally founded by Quakers, the firm had a distinct organizational culture featuring a number of unique or unusual business... View Details
- June 2006 (Revised October 2007)
- Case
Takashimaya in Transition
By: Rajiv Lal, Masako Egawa and Chisato Toyama
Takashimaya, the largest department store in Japan, was suffering from declining sales. CEO Koji Suzuki had succeeded in instituting changes to cut costs. However, Suzuki needed to come up with a strategy to increase sales, particularly in apparel, which comprised the... View Details
- June 2006
- Exercise
Matthew A. Hunter
By: John A. Davis and Deepak Malhotra
Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management. View Details
- June 2006
- Case
Matthew B. Hunter
By: John A. Davis and Deepak Malhotra
Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management. View Details
- May 2006 (Revised February 2012)
- Case
General Electric's 20th Century CEOs (Abridged)
By: Nitin Nohria, Anthony J. Mayo and Mark Benson
General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company's research lab to design and manufacture new and... View Details
- May 2006 (Revised July 2007)
- Case
Tropos Networks
By: Joseph B. Lassiter III and Elizabeth Kind
As Ron Sege, president and CEO of Tropos Networks, walked through the halls of the firm's offices, he realized that the space they had moved into only about a year ago was already becoming too small. The company, based in Sunnyvale, California, was founded in late 2000... View Details
- May 2006 (Revised June 2006)
- Case
Icebreaker: The China Entry Decision
By: Joseph B. Lassiter III and Dan Heath
Jeremy Moon, CEO of Icebreaker, maker of merino-fiber activewear, thinks about the strengths and weaknesses of staying focused on his rapidly expanding U.S. and European markets vs. broadening his attack to include China. If he enters China, should he continue his... View Details
- April 2006 (Revised April 2007)
- Case
Endeca Technologies: New Growth Opportunities
By: Paul A. Gompers and Kristin Perry
Steve Papa, CEO of Endeca Technologies, must decide whether to expand into a new market with a new application of his company's technology. Endeca has experienced significant success with its information access software in the online retail industry, and in September... View Details
- April 2006 (Revised April 2020)
- Case
"The Case of Leadership Inertia"
The CEO of an international bank has raised the bank's performance by emphasizing a new culture of leadership that empowers people at all levels. Managers are rated both on their business results and their leadership—how they model new behaviors—but 12 senior managers... View Details
- spring 2006
- Article
All's Fair in Love, War, & Bankruptcy: Corporate Governance Implications of CEO Turnover in Financial Distress
Prior discussions of management turnover during financial distress have examined bankrupt and non-bankrupt firms as distinct groupings with little overlap. Separately investigating rates of turnover in-bankruptcy and out-of-bankruptcy, without a direct comparison... View Details
- 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
- March 2006 (Revised October 2007)
- Case
The Parisian Revival
By: Rajiv Lal and Carin-Isabel Knoop
In mid-2005, George Jones had two jobs: head of Saks Inc.'s 41-store Parisian department store chain as well as president and CEO of the Saks Department Store Group (SDSG), an umbrella for seven chains with a total of 182 stores across the United States. In 2003 Jones... View Details
- 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