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This chapter outlines the many facets of the knowing-doing problem--the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge--and points toward possible solutions based on the successes of some organizations.
Describes the history and unique operating principles of the most successful corporate law firm in the country. Closes with a lengthy quotation by Martin Lipton, who is one of the firm's founding partners and who is described in an American Lawyer article as the "Elvis Presley of the M&A field." Lipton reflects on certain activities that the firm carries out aimed at building its reputation. Whether or not these activities constitute marketing is left an open question.
The successful iconoclast learns to see things clearly for what they are and is not influenced by others opinions; he keeps fear in check and does not let it rule his decision making; and he expertly navigates the complicated waters of social networking so that others come to see things the way he does. Some drugs may have a limited role in augmenting certain iconoclastic brain functions while diminishing other mental processes that seem to get in the way. This chapter provides a brief summary of the known effects of certain psychoactive drugs. In no way should this be taken as medical advice. Many of these substances are potentially harmful and may lead to death or disability.
James White, the new CEO of Jamba Juice, has successfully averted bankruptcy and must now decide the future path for Jamba Juice, the leader in the smoothie and fresh bar industry. This two part case presents the various strategic options White is considering. It then asks participants to determine the best strategic path and how this path should be specifically implemented. The follow on B case describes what White actually did and presents the results.
Harvard University decides upon the asset allocation for its endowment, and the mode in which it should be managed.
This case concerns the negotiations of a deal by HgCapital, a UK-based private equity firm, to buy Visma, ASA, a Norwegian software company. Visma has received an offer from Sage Group, a strategic acquirer. HgCapital must determine if it wants to bid and how to outbid a potential strategic acquirer. The case concerns bidding and negotiations strategies as well as deal structuring issues. In particular, the cross border nature of the investment, a UK firm investing in Norway, leads to a number of financing issues related to raising the debt for the LBO. The case provides an opportunity to role play both the PE fund perspective and the potential target.
Follows the decision by ICICI (one of India's largest banks) to expand internationally in June 2001.
Intel deployed a creative business model to commercialize its EUV technology in photolithography. This model assigned intellectual property and machine priority in an industry consortium.
There is a general sense that a fog enshrouds the world of innovation, obscuring high-potential opportunities and making success a random and fleeting phenomenon. In contrast to conventional wisdom, this chapter contends that following the rights steps and putting in place the right structures can allow managers and entrepreneurs to improve significantly the odds of creating profitable growth businesses.
James White, the new CEO of Jamba Juice, has successfully averted bankruptcy and must now decide the future path for Jamba Juice, the leader in the smoothie and fresh bar industry. This two part case presents the various strategic options White is considering. It then asks participants to determine the best strategic path and how this path should be specifically implemented. The follow on (B) case describes what White actually did and presents the results.
This chapter discusses how effective corporate management entails treating institutions like living ecosystems - with the recognition that they will live or die according to the same natural laws that govern human growth and development.
Senior executives at Vanguard are evaluating their marketing strategy. In particular, they are looking at their approach to market segmentation, the organization of the marketing function, and the weight placed on marketing metrics in the corporate dashboard in light of an economic and stock market downturn.
Harvard Real Estate Services executives need to design the 2005 Graduate Student Housing Survey for maximum impact in anticipation of Harvard's long-term expansion project in Allston. Students are challenged to help executives in charge to (1) draw the lessons from their earlier survey experience: what survey data had most--or least--impact and why? and (2) imagine what survey data--accounting for the power and limits of survey research--could be most useful for the Allston initiative. Provides a complete template for survey research, while at the same time raises critical issues--technical issues as well as more managerial questions related to the proactive management of market research in organizations.
To be used with Hexion/Apollo's Courtship of Huntsman Corporation (A) 316-028.
To bring about significant change, an organization needs significantly more than the usual effort and commitment from its people. Creating a clear sense of urgency around the needed change is crucial to gaining cooperation and sustaining the momentum of change. This chapter provides a practical, hands-on guide to help you tackle the challenges of generating a shared sense of urgency. Worksheets and diagnostic tools are included.
Intel has evolved a new approach to managing its industrial research, the distributed labs model. The benefits and limits of this model are explored.
This case describes the economic development problems faced by the small Caribbean-island country of Jamaica over most of the past half-century. The Jamaican economy showed relatively strong growth in the 1960s but stagnated in the 1970s. By the end of that decade, Jamaica was forced to turn to the International Monetary Fund (IMF) for balance-of-payments support. Over the 1980s and early 1990s, the unpopular policy conditions associated with IMF loan programs made the Fund a lightning rod for criticism over Jamaica's lack of economic progress. Jamaicans celebrated the end of IMF borrowing in the mid-1990s, but a severe financial crisis later that decade created a new layer of economic problems. In 2010, in the context of the global economic downturn, Jamaica once again returned to the IMF for financing support. This case allows students to explore the complicated economic difficulties faced by Jamaica, which remains burdened by a self-reinforcing set of interrelated factors, including high public debt, a sluggish private sector, an inefficient public sector, poverty, and crime, among others.
Know Your Tuning: How Do Your Default Responses to Environmental Factors Affect Your Ability to Lead Adaptive Change?by Alexander Grashow Marty Linsky Ronald Heifetz
Each person is like a stringed instrument, tuned in a slightly different way from everyone else. Your tuning derives from many different things: your childhood experiences, genetic predispositions, cultural background, gender, and loyal identifications with various current and historic groups. Those strings vibrate continuously, communicating to those around you who you are, what is important to you, where your sensitivities lie, and how you might be vulnerable. Knowing how the environment is pulling your strings and playing you is critical to making responsive rather than reactive moves. This chapter will help you evaluate how your strings are tuned to respond to the challenges and opportunities of adaptive change. This chapter was originally published as chapter 15 of "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World."
Three situations are described. A branch manager for a retail brokerage firm must decide whether to change the branch's cash management techniques to increase interest earnings. An auto mechanic must decide whether to oversell parts and repairs to meet sales and service quotas set by management. A research director must decide what to do about suspicions of product adulteration. The vignettes illustrate the impact of organizational context on individual decision-making and the importance of management of management systems and behavior for organizational integrity.
How does a small business set its online media budget? The HBS Executive Education Division can be viewed as a small-to-medium sized business unit with annual revenues of $107 million. As we watch it change its culture, practices, and organization from offline to online marketing, we have an opportunity not simply to see the metrics used in online marketing budget allocation, but also the stresses involved in the birth of a new go-to-market culture.
How can we beat our most powerful competitors? What strategies will result in those competitors getting the upper hand instead? This chapter addresses these and other questions, focusing on the disruptive innovation model to help growth-builders shape their strategies and pick disruptive fights they can win. An appendix is included that summarizes the disruptive roots of success for a number of companies, such as Amazon.com, Dell Computers, and Merrill Lynch.
Increase Innovation Productivity: Building the Right Systems and Structures to Make Innovation Repeatable--Even in Tough Timesby Scott D. Anthony
Historically, companies have had innovation batting averages that wouldn't qualify them for a cellar-dwelling baseball team. Improving the innovation success rate is a pressing challenge, especially in tough times. This chapter discusses how companies can improve the productivity of efforts to create new products, services, and processes by developing strategies, structures, and processes to improve their innovation batting average. It describes how to get ready for innovation, details a simple process to create booming new growth businesses, and provides guidance for how to embed innovation capabilities within the organization. This chapter was originally published as chapter 4 of "The Silver Lining: An Innovation Playbook for Uncertain Times."
Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management adaptation that was required to ensure the company's survival in a highly volatile industry. Under the leadership of Andy Grove and Gordon Moore, Intel is able to overlay its R&D base with manufacturing and marketing capabilities that allow it to continually adapt to changes and renew itself.