Publications

September 1999 (Revised May 2003)
Case

Deloitte & Touche (A): A Hole in the Pipeline

By: Rosabeth M. Kanter and Jane Roessner

Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan... View Details

Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States

September 1999
Case

CIBC Corporate and Investment Banking (B): 1992-1997 (Condensed)

By: Joseph L. Bower and Michael Raynor

From 1992 to 1997, CIBC CEO Al Flood and head of investment banking John Hunkin integrate the struggling investment bank Wood Gundy with CIBC's corporate bank. The impact and interaction of organization design, compensation schemes, and communication initiatives are... View Details

Keywords: Investment Banking; Banks and Banking; Mergers and Acquisitions; Organizational Design; Business Plan; Communication; Banking Industry

February 2008
Case

Monitor's Opportunities in India (A)

By: Juan Alcacer and Jan W. Rivkin

The CEO of a strategy consulting firm must decide which of the firm's functions, if any, to move to India. In particular, he wonders whether business research--currently conducted by highly paid consultants in developed countries--can be conducted more efficiently and... View Details

Keywords: Developing Countries and Economies; Job Cuts and Outsourcing; Business Strategy; Competitive Strategy; Competitive Advantage; Consulting Industry; India

January 2008 (Revised July 2009)
Case

Studio Moderna - A Venture in Eastern Europe

By: Daniel Isenberg

Studio Moderna is the leading electronic retailer in 20 countries in and around Central and Eastern Europe, and use a multi-channel business strategy, organizational structure, and IT system. When management conflicts arise, Sandi Cesko, CEO and co-founder must decide... View Details

Keywords: Globalized Firms and Management; Operations; Entrepreneurship; Retail Industry; Electronics Industry; Europe

February 1999
Case

PDVSA & Citgo (B): Fully Integrated?

By: Ashish Nanda

Concerned that Citgo investments are not yielding sufficient returns, PDVSA constrains Citgo management's autonomy, leading to Citgo senior management turnover. The case closes with Citgo's new CEO reflecting on what he needs to do to align Citgo's strategy and... View Details

Keywords: Business Subsidiaries; Mergers and Acquisitions; Alignment; Energy Sources; Energy Industry

February 1999
Case

Tele-Communications, Inc. (A): Cascading Miracles

By: Thomas R. Eisenmann

John Malone, CEO of Tele-Communications, Inc. (TCI), the largest U.S. cable television company, is in the midst of a strategic and operational turnaround. TCI has been losing market share to direct-to-home satellite broadcasters, and Malone is considering a bold new... View Details

Keywords: Technological Innovation; Operations; Television Entertainment; Business Strategy; Volatility; Telecommunications Industry; United States

Find at Harvard

04 Nov 2015
News

How to use Facebook to maximize your business presence

21 Jul 2020
News

Where do COVID-19 vaccine players stand on pricing? So far, it's no profit, slight profit or undecided

06 Nov 2019
News

Boeing mess is 'a template for how not to be trustworthy.'

Video

Said Darwazah

Said Darwazah, Executive Chairman and CEO of Hikma Pharmaceuticals PLC, speaks about the importance of hiring local employees to help lead the company’s expansions into new markets, particularly in the context of political crises such as the Arab Spring or health... View Details

Other Article

Sidestepping Some of the Partisan Debate: An Interview with Max Stier

By: Aaron K. Chatterji and Michael W. Toffel

Whereas some organizational leaders are engaging in CEO activism by speaking out on social and political issues not directly related to their bottom line, some leaders want to avoid doing so. Some, in fact, hold neutrality as a core component of their strategy. But... View Details

Keywords: Social Issues; Government and Politics; Leadership; Communication Strategy

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December 2011 (Revised April 2012)
Case

Transforming Verizon: A Platform for Change

By: Rosabeth Moss Kanter and Matthew Bird

A new CEO steps into the shoes of his long-time predecessor who had created the U.S. telecommunications giant via a series of acquisitions and, before departing, had initiated the company's strategic repositioning. The new CEO reflected on Verizon's recent successes,... View Details

Keywords: Organizational Change and Adaptation; Organizational Culture; Globalized Firms and Management; Groups and Teams; Telecommunications Industry

February 2004 (Revised April 2007)
Case

Random House

By: Bharat N. Anand, Kyle F. Barnett and Elizabeth Lea Carpenter

On June 12, 2003, the proposed merger of Random House and Time Warner Book Group was called off by the CEO of Random House's parent company, Bertelsmann. The announcement was welcomed by several critics who had questioned the logic of further consolidation in the book... View Details

Keywords: Mergers and Acquisitions; Business Conglomerates; Information Publishing; Problems and Challenges; Relationships; Business Strategy; Commercialization; Competition; Vertical Integration; Internet; Media and Broadcasting Industry; Publishing Industry

23 Oct 2020
Video

Entrepreneurship Opportunities in a Post-COVID World: The Future of Work

November 2008 (Revised November 2008)
Case

Cyworld: Creating and Capturing Value in a Social Network

By: Sunil Gupta and Sangman Han

In May 2008, the new CEO of Cyworld, a social network company in Korea, had to decide how to create and capture value from his rapidly growing user base. Cyworld was founded in 1999, and in 2003 it was acquired by SK Telecom, a leading mobile service provider in Korea.... View Details

Keywords: Customer Value and Value Chain; Consumer Behavior; Social and Collaborative Networks; Segmentation; Value Creation; South Korea