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  • All HBS Web  (5,821)
    • People  (23)
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    • Research  (3,458)
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← Page 73 of 5,821 Results →
  • Research Summary

Developing Organizational Capabilities to Compete

By: Michael Beer

Michael Beer’s current research focuses on the question of what makes an Effective Organization. Based on his extensive research and practice about this question Beer has identified six highly interrelated core capabilities:

  1. Capacity of the... View Details
  • March 2009 (Revised June 2010)
  • Case

Neck & Neck: Leveraging the Club Neck Information

Commercial Director Prado wonders how to leverage the loyalty card information to prepare the fall 2008 budget. The case discusses the value of subjective and objective information for profit-planning purposes. Spanish children's apparel retailer Neck & Neck uses... View Details
Keywords: Customer Relationship Management; Profit; Knowledge Use and Leverage; Marketing; Consumer Behavior; Retail Industry
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Martinez-Jerez, Francisco de Asis, Jasmijn Bol, Christopher Ittner, and Katherine Miller. "Neck & Neck: Leveraging the Club Neck Information." Harvard Business School Case 109-070, March 2009. (Revised June 2010.)
  • 05 Aug 2008
  • First Look

First Look: August 5, 2008

Prior to 1992, college football teams were matched for post-season play up to several weeks before the end of the regular season. Since 1992, the market has reorganized to postpone this matching. We show that the matching of View Details
Keywords: Martha Lagace
  • July–August 2013
  • Article

Six Ways to Sink a Growth Initiative

By: Donald L. Laurie and J. Bruce Harreld
The conventional wisdom about how best to pursue growth—launch a slew of initiatives in high-potential areas; appoint some promising young managers to lead them; locate them safely away from the established businesses—is a recipe for failure, according to the authors.... View Details
Keywords: Failure; Growth and Development Strategy
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Laurie, Donald L., and J. Bruce Harreld. "Six Ways to Sink a Growth Initiative." Harvard Business Review 91, nos. 7/8 (July–August 2013): 82–90.
  • April 2009
  • Case

Invest Early: Early Childhood Development in a Rural Community

By: Stacey M. Childress and Geoff Eckman Marietta
Invest Early was an early childhood development partnership in rural northern Minnesota between 14 different organizations, which worked together through an advisory board, governing board, and leadership team in order to deliver coordinated early childhood services to... View Details
Keywords: Early Childhood Education; Rural Scope; Management Teams; Managerial Roles; Organizational Change and Adaptation; Business and Community Relations; Partners and Partnerships; Social and Collaborative Networks
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Childress, Stacey M., and Geoff Eckman Marietta. "Invest Early: Early Childhood Development in a Rural Community." Harvard Business School Case 309-089, April 2009.

    Robin J. Ely

    Robin Ely is the Diane Doerge Wilson Professor of Business Administration at Harvard Business School. She conducts research on race and gender relations in organizations with a focus on leadership, identity, and organizational culture change.... View Details

    • July 2023
    • Supplement

    Reimagining Enel: Enabling Sustainable Progress (A)

    By: Michael Tushman and Kerry Herman
    This case describes the transformation of Enel from a traditional “brown” or fossil fuel energy firm to a sustainable and green firm focused on renewables, and finally to an energy supplier and integrated energy services firm. It describes a set of capabilities... View Details
    Keywords: Organizational Change and Adaptation; Innovation and Invention; Transformation; Green Technology; Renewable Energy; Energy Industry
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    Tushman, Michael, and Kerry Herman. "Reimagining Enel: Enabling Sustainable Progress (A)." Harvard Business School Multimedia/Video Supplement 423-724, July 2023.
    • TeachingInterests

    MBA Elective Curriculum Business-to-Business Marketing

    Business markets differ from consumer markets in important ways. Typically, the buying process is more complex, the buying units and purchase criteria differ, and marketing decisions are more closely interrelated with firm-wide strategic choices. In addition,... View Details

    • February 2020
    • Case

    Drift: The First Sales Hire

    By: Mark Roberge
    David Cancel and Elias Torres, the co-founders of Drift, scaled their business to thousands of users and hundreds of thousands in revenue. However, they were falling short of the annual revenue target they communicated to the board of directors. Having scaled the... View Details
    Keywords: Entrepreneurship; Growth Management; Salesforce Management; Selection and Staffing
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    Roberge, Mark. "Drift: The First Sales Hire." Harvard Business School Case 820-103, February 2020.
    • September 2009 (Revised August 2011)
    • Case

    Transworld Auto Parts (A)

    By: V.G. Narayanan and Lisa Brem
    Transworld Auto Parts had to implement its new strategy flawlessly to survive the auto industry upheaval. The new CEO asked her leadership team to craft strategy maps and balanced scorecards to help each division implement its strategies. View Details
    Keywords: Business Divisions; Leadership; Balanced Scorecard; Management Teams; Business Strategy; Corporate Strategy; Auto Industry; Manufacturing Industry
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    Narayanan, V.G., and Lisa Brem. "Transworld Auto Parts (A)." Harvard Business School Case 110-027, September 2009. (Revised August 2011.)
    • 22 Oct 2021
    • Research & Ideas

    Want Hybrid Work to Succeed? Trust, Don’t Track, Employees

    innovation, specific collaboration needs, or team building—meeting in person may be preferable. But rather than dictate a one-size-fits-all approach, Neeley says, business leaders should allow individuals and View Details
    Keywords: by Michael Blanding
    • June 2005 (Revised March 2006)
    • Case

    Domestic Auto Parts

    By: Robert S. Kaplan
    Describes a meeting of an executive team to discuss strategy for a company turnaround. The exercise is to construct a strategy map and Balanced Scorecard to capture the new strategy. View Details
    Keywords: Balanced Scorecard; Strategy; Business Strategy
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    Kaplan, Robert S. "Domestic Auto Parts." Harvard Business School Case 105-078, June 2005. (Revised March 2006.)
    • 11 Apr 2011
    • Lessons from the Classroom

    Teaching a ‘Lean Startup’ Strategy

    doing that, and waste a lot of money on sales and marketing trying to sell that wrong product," says Tom Eisenmann, a professor in the Entrepreneurial Management Unit at Harvard Business School. "It takes a lot of time, time... View Details
    Keywords: by Carmen Nobel; Technology; Computer
    • April 2003
    • Case

    IBM Canada: Global Services (A)

    By: Michael L. Tushman, David Kiron and Wendy Smith
    IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous... View Details
    Keywords: Leading Change; Organizational Change and Adaptation; Change Management; Management Teams; Innovation and Management; Conflict Management; Groups and Teams; Service Industry; Canada
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    Tushman, Michael L., David Kiron, and Wendy Smith. "IBM Canada: Global Services (A)." Harvard Business School Case 403-070, April 2003.
    • August 2005 (Revised October 2005)
    • Case

    Bill Belichick and the New England Patriots (A)

    By: John R. Wells and Travis Haglock
    What happens when an MBA buys a football team and hires a bunch of MBAs and a coach with an economics degree to run it? In this case, a historic three Super Bowls in five years. The end run Bob Kraft (HBS '65) used to acquire the New England Patriots. Why Kraft ignored... View Details
    Keywords: Strategy; Management Style; Motivation and Incentives; Leading Change; Management Practices and Processes; Leadership Style; Sports; Management Teams; Sports Industry; United States
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    Wells, John R., and Travis Haglock. "Bill Belichick and the New England Patriots (A)." Harvard Business School Case 706-413, August 2005. (Revised October 2005.)
    • 10 Nov 2015
    • Op-Ed

    Authentic Leadership Rediscovered

    jerks, nor does this behavior reflect their authentic selves. Rather, these individuals likely had very negative experiences early in their lives that cause them to have difficulty in managing their anger, in part because they feel like... View Details
    Keywords: by Bill George
    • 2013
    • Book

    Beyond the Idea: How to Execute Innovation in Any Organization

    By: Vijay Govindarajan and Chris Trimble
    By offering specific action steps, Beyond the Idea extends the elegant conceptual insights from How Stella Saved the Farm, Govindarajan and Trimble's parable. Beyond the Idea shows exactly how to: - Build a team with a very particular structure, one... View Details
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    Govindarajan, Vijay, and Chris Trimble. Beyond the Idea: How to Execute Innovation in Any Organization. New York, NY: St. Martin's Press, 2013.
    • 04 Nov 2013
    • News

    A Harvard Professor Knows Why the Bloated Blockbuster Will Never Die

    • July 2009 (Revised September 2009)
    • Case

    The Blackstone Group: Merlin Entertainment

    The Blackstone Group had conducted a roll-up of theme parks and attractions business in Europe. It was considering how to generate liquidity for its investors. Blackstone entered the theme parks and attractions business in Europe by acquiring a majority stake in... View Details
    Keywords: Mergers and Acquisitions; Cost vs Benefits; Private Equity; Financial Liquidity; Investment Return; Risk Management; Leasing; Entertainment and Recreation Industry; Europe
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    El-Hage, Nabil N., and Brenda W. Chia. "The Blackstone Group: Merlin Entertainment." Harvard Business School Case 210-014, July 2009. (Revised September 2009.)
    • September 2009 (Revised April 2011)
    • Supplement

    Integrated Project Delivery at Autodesk, Inc. (C)

    By: Amy C. Edmondson and Faaiza Rashid
    Describes Autodesk's engagement in Integrated Project Delivery—a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software... View Details
    Keywords: Risk Management; Groups and Teams; Goals and Objectives; Collaborative Innovation and Invention; Integration; Construction Industry
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    Edmondson, Amy C., and Faaiza Rashid. "Integrated Project Delivery at Autodesk, Inc. (C)." Harvard Business School Supplement 610-018, September 2009. (Revised April 2011.)
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