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Show Results For
- All HBS Web
(324)
- People (3)
- News (47)
- Research (238)
- Multimedia (1)
- Faculty Publications (172)
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- 29 May 2006
- Research & Ideas
Why CEOs Are Not Plug-and-Play
and where to cut was clearly a plus for Carlos Ghosn, who is not a GE alumnus but is one of the cases we teach on a new CEO widely known for transforming the nearly bankrupt Japanese auto manufacturer Nissan... View Details
- 01 Oct 2001
- What Do You Think?
Will Information Technology Really Turn Organizations Upside Down This Time?
command? Or for business? For years, W. Edwards Deming, the father of modern continuous quality improvement, had trouble convincing U.S. (as opposed to Japanese) auto manufacturers to implement the keys to... View Details
Keywords: by James Heskett
- May 2017 (Revised January 2020)
- Case
Webasto Roof Systems Americas: Leadership Through Change (A)
By: Francesca Gino and Paul Green
Webasto Roof Systems, Americas, the North American subsidiary of Germany-based Webasto Group, limped into 2014 in poor financial and operational shape. The company's early optimism emerging from the financial downturn had proven naive, and now, five years later, the... View Details
Keywords: Culture Change; Change Management; Leading Change; Crisis Management; Organizational Culture; Manufacturing Industry; Manufacturing Industry; North and Central America
Gino, Francesca, and Paul Green. "Webasto Roof Systems Americas: Leadership Through Change (A)." Harvard Business School Case 917-015, May 2017. (Revised January 2020.)
- March 1994 (Revised October 1994)
- Case
Nissan Motor Co. Ltd.: Target Costing System
Describes Nissan's sophisticated target costing system in the context of new product introduction. On the basis of consumer analysis and a life cycle contribution study, Nissan conducts an exhaustive analysis of component costs to determine whether a new model can be... View Details
Cooper, Robin. "Nissan Motor Co. Ltd.: Target Costing System." Harvard Business School Case 194-040, March 1994. (Revised October 1994.)
- April 2012 (Revised August 2013)
- Case
General Motors Technical Center India – Powertrain Engineering
By: Willy Shih, William Jurist, Brian McIntosh and Helen Wang
Prabjot Nanua was proud of the growing capabilities of the General Motors Technical Center India Powertrain Engineering group that he oversaw. Since 2003, engineers there had expanded the center's capabilities, developing a reputation within GM for completing... View Details
Keywords: Decision Choices and Conditions; Business Headquarters; Research and Development; Business Strategy; Manufacturing Industry; Manufacturing Industry; India
Shih, Willy, William Jurist, Brian McIntosh, and Helen Wang. "General Motors Technical Center India – Powertrain Engineering." Harvard Business School Case 612-074, April 2012. (Revised August 2013.)
- November 2010
- Supplement
Magna International, Inc. (B)
By: Timothy A. Luehrman and Yuhai Xuan
Magna International, Inc., a Canadian-based automotive parts manufacturer, is considering whether and how to unwind its dual-class ownership structure. A family trust controlled by the founder owns a 0.65% economic interest in the company but has 66% of the votes via a... View Details
Keywords: Business and Shareholder Relations; Value Creation; Voting; Family Ownership; Cost; Cost vs Benefits; Stock Shares; Governance Controls; Governing and Advisory Boards; Manufacturing Industry; Manufacturing Industry; Canada
Luehrman, Timothy A., and Yuhai Xuan. "Magna International, Inc. (B)." Harvard Business School Supplement 211-045, November 2010.
- 2006
- Article
The Long-Term Value of M&A Activity to Enhance Learning Organizations
Viewing the automobile industry as being made up of independent learning-organisations may reveal some tie-ups that can generate value not easily revealed by traditional financial metrics. The key question to be answered when considering M&A activity between automakers... View Details
Keywords: Mergers and Acquisitions; Business Processes; Manufacturing Industry; Manufacturing Industry
Heller, Daniel A., Glenn Mercer, and Takahiro Fujimoto. "The Long-Term Value of M&A Activity to Enhance Learning Organizations." International Journal of Automotive Technology and Management 6, no. 2 (2006): 157 – 176.
- November 2006 (Revised March 2007)
- Case
Lifan Group - Automobile Production in China
By: Felix Oberholzer-Gee, Tarun Khanna and Elizabeth Raabe
Lifan Group, one of China's premier motorcycle companies, considers entering automobile production. The company plans to assemble a midsize sedan, hoping it will be able to sell this car to affluent families in China and to export it. Domestic demand for cars is... View Details
- January 2006 (Revised March 2007)
- Case
Dr. Ing. h.c. F. Porsche AG (A): True to Brand?
By: Jeffrey Fear and Carin-Isabel Knoop
Examines one of the most important entrepreneurial decisions made in the history of Porsche, made in early 1998: to build a sport utility vehicle (SUV)--the Cayenne. After decades of relying on one or two sports car models and nearly going bankrupt and losing its... View Details
Keywords: Diversification; Supply Chain Management; Luxury; Insolvency and Bankruptcy; Globalization; Brands and Branding; Manufacturing Industry; Manufacturing Industry
Fear, Jeffrey, and Carin-Isabel Knoop. "Dr. Ing. h.c. F. Porsche AG (A): True to Brand?" Harvard Business School Case 706-018, January 2006. (Revised March 2007.)
- April 1994 (Revised April 1995)
- Case
Volkswagen de Mexico's North American Strategy (A)
In 1988, Volkswagen (VW) consolidated its North American operations in Puebla, Mexico, after shutting down its plant in Pennsylvania. Volkswagen de Mexico had been in operation since the 1960s, but produced almost exclusively for the Mexican market. In the late 1980s,... View Details
Keywords: Organizational Change and Adaptation; Trade; Manufacturing Industry; Manufacturing Industry; Canada; Germany; United States; Mexico
Shapiro, Helen. "Volkswagen de Mexico's North American Strategy (A)." Harvard Business School Case 794-104, April 1994. (Revised April 1995.)
- July 1997
- Teaching Note
Coordination: An Overview TN
By: Ananth Raman
Teaching Note for (9-696-001). View Details
- October 1995
- Background Note
Coordination: An Overview
By: Ananth Raman
Designed to accompany Module II of the first-year required course on Technology and Operations Management. Particularly useful in conjunction with Corning Glass Works: Erwin Automotive Plant, Toyota Motor Manufacturing, U.S.A., Inc., Johnson Controls, Automotive... View Details
Raman, Ananth. "Coordination: An Overview." Harvard Business School Background Note 696-001, October 1995.
- August 1993
- Case
General Motors: Smith's Dilemma
By: Nitin Nohria and Sandy Green
Discusses Roger Smith's tenure as CEO of General Motors. Describes his vision for changing General Motors, and how he went about implementing that vision. View Details
Keywords: Change Management; Organizational Change and Adaptation; Management Teams; Leadership Style; Auto Industry; Auto Industry
Nohria, Nitin, and Sandy Green. "General Motors: Smith's Dilemma." Harvard Business School Case 494-020, August 1993.
- 18 Apr 2005
- Research & Ideas
Selling Luxury to Everyone
those that give them a little taste of luxury at a reasonable price. "It's an affordable luxury," he said of his company's beauty products. "Do you have thirty-two dollars in your pocket for a tube of moisturizer? Every day of the week." But how can... View Details
- 25 Aug 2009
- First Look
First Look: August 25
Factory" (HBR May-June 1974), Wickham Skinner proposed that manufacturers whose product lines had proliferated create specialized units, each dedicated to a distinct task. To make this economically feasible, he suggested the plant... View Details
Keywords: Martha Lagace
- July 1997
- Case
Ford Motor Company: Maximizing the Business Value of Web Technologies
One of the largest companies in the world decides to aggressively deploy Web technology and must manage and support the new technology. A discussion of infrastructure renewal, application development, extranets, and content management is included. View Details
Keywords: Organizational Change and Adaptation; Value Creation; Information Technology; Infrastructure; Internet and the Web; Manufacturing Industry; Manufacturing Industry
Austin, Robert D., and Mark J. Cotteleer. "Ford Motor Company: Maximizing the Business Value of Web Technologies." Harvard Business School Case 198-006, July 1997.
- January 2014
- Supplement
Ford Asia Pacific & Africa: The E-coating Facility Decision in Gujarat, India (B)
By: Juan Alcacer and Nancy Hua Dai
The case reveals that Ford decided to open its own e-coating plant in Gujarat, India, and details how the decision was made at different organizational levels. View Details
Keywords: Foreign Investment; Organizational Alignment; Strategic Decision Making; Motivation and Incentives; Communication; Organizational Structure; Decision Making; Business Processes; Foreign Direct Investment; Manufacturing Industry; Manufacturing Industry; Gujarat
Alcacer, Juan, and Nancy Hua Dai. "Ford Asia Pacific & Africa: The E-coating Facility Decision in Gujarat, India (B)." Harvard Business School Supplement 914-015, January 2014.
- March 2012
- Case
The Agnellis and Fiat: Family Business Governance in a Crisis (A)
By: John A. Davis, Bernardo Bertoldi and Roberto Quaglia
After the death of Umberto Agnelli in 2004, the Agnelli family, led by John Elkann, needs to decide whether to keep Fiat CEO Giuseppe Morchio. The Fiat Group is in a delicate financial position, and John Elkann, the new family leader, is untested in this role. The... View Details
Keywords: Family Business; Family Ownership; Management Teams; Leadership; Corporate Governance; Crisis Management; Auto Industry; Auto Industry; Italy
Davis, John A., Bernardo Bertoldi, and Roberto Quaglia. "The Agnellis and Fiat: Family Business Governance in a Crisis (A)." Harvard Business School Case 812-128, March 2012.
- November 2010 (Revised April 2011)
- Supplement
Magna International, Inc. (A) (CW)
By: Timothy A. Luehrman and Yuhai Xuan
Magna International, Inc., a Canadian-based automotive parts manufacturer, is considering whether and how to unwind its dual-class ownership structure. A family trust controlled by the founder owns a 0.65% economic interest in the company but has 66% of the votes via a... View Details
- April 1990 (Revised April 1993)
- Case
Bridgeton Industries: Automotive Component & Fabrication Plant
Bridgeton Industries was experiencing reduced sales. To become more competitive it introduced a classification procedure for products based upon their productivity and other factors. Products were classified into three groups: world class, potentially world class, and... View Details
Keywords: Job Cuts and Outsourcing; Competition; Cost Management; Manufacturing Industry; Manufacturing Industry
Cooper, Robin. "Bridgeton Industries: Automotive Component & Fabrication Plant." Harvard Business School Case 190-085, April 1990. (Revised April 1993.)