News & Highlights

  • November 2024
  • Cold Call Podcast

How Pernod Ricard Is Integrating AI into Its Workforce

Discover how Pernod Ricard, a global leader in premium spirits, is harnessing data and artificial intelligence to reimagine operations and expand into new markets. In this Cold Call Podcast episode, HBS Professors Iavor Bojinov and Edward McFowland III discuss their case “Pernod Ricard: Uncorking Digital Transformation,” supported by Nikolina Jönsson and Emer Moloney of the Europe Research Center. The case dives into the challenges of aligning digital initiatives with strategic goals, overcoming internal resistance, and fostering adoption across the organization.
  • October 2024
  • Event

Pioneering Europe’s Green Transition: A BiGS & ERC Paris Conference

On October 23-24, 2024, the Institute for Business in Global Society (BiGS) and the Europe Research Center hosted a landmark conference in Paris titled “Europe’s Green Transition: A New World of Risks & Opportunities.” Led by HBS Professor Debora Spar, the event brought together 70 C-suite executives, entrepreneurs, NGO leaders, public officials, and HBS faculty members. Panels, case studies, and breakout sessions explored topics from climate risk and financing strategies to innovative collaborations, creating a dynamic space for idea-sharing and networking.
  • HBS Business & Environment Blog
  • October 2024

Exploring High-Tech Greenhouse Innovations in the Netherlands

Explore how HBS MBA students immersed themselves in cutting-edge sustainable production practices during their January 2024 journey through Denmark and the Netherlands. Led by HBS Professors Willy Shih and Mike Toffel as part of the Decarbonization & Sustainable Production Immersive Field Course (IFC), students visited innovative greenhouses, including Syngenta Tomato Vision, leveraging AI and DNA sequencing for advanced tomato breeding; Van den Ende Rozen, employing sensors and automation for sustainable rose cultivation; and Koppert Cress, pioneering geothermal energy and drone-based pest control for microgreens and edible flowers. Discover what the students learned about the future of agriculture driven by innovation and sustainability.

New Research on the Region

  • April 2025
  • Teaching Material

ZEISS: Commercializing Science

By: Maria P. Roche and Richie Zitomer

Spreadsheet Supplement for HBS Case No. 725-359.

  • March 2025
  • Case

Taylor Guitars: Making Employee Ownership Work The Taylor Way

By: Dennis Campbell, Petros Kusmu and Stacy Straaberg

In 2013, guitar manufacturer Taylor Guitars’ co-founders Bob Taylor and Kurt Listug were considering several exit options including selling to a competitor or to a private equity firm. The co-founders decided, instead, to embark on a seven-year process to transfer 100% of the ownership of the company from themselves and third owner partner Andy Powers to Taylor Guitars employees. The co-founders felt an employee stock ownership plan (ESOP) would best preserve the company’s values and distinct culture. In 2024, the co-founders, Powers (now president and CEO), CFO Barbara Wight, and Vice President of Human Resources Shaun Paluczak took time to reflect on the ESOP. Many employees were still unclear about what the ESOP meant for them, with some likening it to a retirement plan. The challenge for the leadership team was how to activate employees’ sense of ownership in the company to enhance Taylor Guitars’ performance.

  • February 2025
  • Teaching Material

Moleskine: Daniela Riccardi Turns the Page

Newly appointed CEO Daniela Riccardi needed to develop and present an action plan to the board of the company that owned Moleskine. Riccardi was hired because Moleskine had recently overextended its reach and needed more focus and discipline. Having previously served as the CEO of Diesel, a premium denim company, and Baccarat, a luxury crystal and lifestyle brand, Riccardi was known for successfully leading companies through rebranding efforts. Several issues confronted Moleskine: too many new products and offerings; soiled regions and departments; a lack of accountability among employees; lagging online sales; and distribution partnerships that had not been reviewed in some time. Riccardi needed to prioritize these and other issues facing the company whose iconic notebooks had been used by the likes of Pablo Picasso, Vincent Van Gogh, and Ernest Hemingway. The primary teaching objective of the case is to help students formulate an action plan. It also offers insights on strategy execution, stepping into a new leadership role, and what it takes to lead change and transformation. Note: This case can be taught by itself, or it can be used as a follow-up to “Moleskine (A)” HBS No. 716-407 and “Moleskine (B)” HBS No. 716-464.

See more research

Paris Staff

Vincent Dessain
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Filomena Berreby
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Emilie Billaud
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Nikolina Jonsson
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Tonia Labruyere
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Emer Moloney
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Carlota Moniz
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