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Needed: An Entrepreneurial Mindset
By Rita Gunther Mcgrath, Ian Macmillan. 2000
Foreign Exchange Hedging Strategies at General Motors: Competitive Exposures
By Mihir A. Desai, Mark F. Veblen. 2005
How can a multinational firm analyze and manage currency risks that arise from competitive exposures? General Motors has a substantial…
competitive exposure to the Japanese yen. Although the risks GM faces from the depreciating yen are widely acknowledged, the company's corporate hedging policy does not provide any guidelines on managing such competitive exposures. Eric Feldstein, treasurer and vice-president of finance, has to quantify GM's yen exposure and recommend a way for GM to manage the risks that arise from its competitive exposure. Students must analyze the impact of a yen depreciation on GM sales and profits. A rewritten version of an earlier case.General Electric: Reg Jones and Jack Welch
By Christopher A. Bartlett, Kenton W. Elderkin, Francis J. Aguilar. 1991
When GE's retiring Reginald Jones turned the job of CEO over to Jack Welch on April 1, 1981, the Wall…
Street Journal reported that GE had "decided to replace a legend with a live wire." Some wondered if the young dynamo could fill the elder statesman's very large shoes. But Welch had a very powerful and well-articulated vision of where he wanted his company to go. By 1984, he had regrouped GE's sectors, redefined its core businesses, made massive investment and disinvestment decisions, changed the company's approach to planning, and drastically cut personnel. Despite a major recession in the world economy and flat sales, profits rose from $1.5 billion in 1980 to $2.3 billion in 1984. This case chronicles the evolution of GE through the 1970s and early 1980s, focusing particularly on the changes wrought by Reg Jones and the way in which Jack Welch took that heritage and reshaped it to fit the demands of a new decade.Moet Hennessy Espana
By Elena Corsi, Vincent Dessain, Tiziana Casciaro. 2008
Since being appointed CEO of Mo t Hennessy Espa a (MHE), the Spanish subsidiary of the wine & spirits business…
of Louis Vuitton Mo t Hennessy (LVMH), the world's leading luxury products group, Ramiro Ota o had overseen a spectacularly successful run at the company by any financial measure. Despite the company's growth, some of the employees who had been at the company for years were complaining that the company had lost its "human touch" in the process of professionalizing and modernizing to capitalize on the fantastic market opportunities that had opened up in Spain. Some felt that the work was now too structured and interpersonal relationships too dry. Ota o acknowledged that the financial success had happened on the expense of the informal and relational atmosphere that used to characterize the company. But did it matter, Ota o wondered? How should he go forward?HCL Technologies (A)
By Linda A. Hill, Tarun Khanna, Emily A. Stecker. 2007
When Vineet Nayar became president of HCL Technologies, a global IT services business, in April 2005, he knew the company…
needed drastic change. Since its founding as a hardware company in the 1970s, HCL had grown into an enterprise with $3.7 billion in revenues and a market capitalization of $5.1 billion. The company had 41,000 employees in 11 countries, but it was ill-prepared for the increasingly competitive market. With the shift from hardware to software and services, HCL had slipped behind its Indian competitors and multinational companies. Details the first phase of the transformation Nayar led in hopes of rejuvenating the industry pioneer. The tagline for this phase was "Employee First, Customer Second."The Journey Toward a Lattice Organization: Implementing the Principles of Mass Career Customization
By Cathleen Benko, Anne Weisberg. 2007
Mass career customization (MCC) is a natural evolution from the traditional corporate-ladder path, with its one-size-fits-all approach, and the one-off…
flexible work arrangement approach of accommodation through point solutions, to a more pragmatic, adaptive lattice model. MCC is a framework that helps enterprises promote multidimensional, customized career experiences. The payback is a more actively engaged and loyal workforce. This chapter examines three successful organizations that exhibit de facto MCC behaviors and describes the authors' own experience at Deloitte in experimenting with a structured MCC approach. This chapter is excerpted from "Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforce."Regency Plaza
By William J. Poorvu, Richard E. Crum. 1990
Designed to examine the process of project management during the development cycle of a luxury condominium building, exploring the issue…
of how the design, development strategy, project organization, and project personnel are interrelated. More specifically, looks at how these factors shape the day-to-day operations of a development and how they affect the formal and informal mechanisms that a project manager has at his or her disposal. Students are asked to design floor plans for a portion of one floor to point up the importance of the difficulties in creating workable and saleable units.Tax-Motivated Film Financing at Rexford Studios
By Mihir A. Desai, Mark F. Veblen, Gabriel J. Loeb. 2002
The head of production for Rexford Studios must analyze the terms and value consequences of an international financing involving a…
German film fund. The financing involves a sale-leaseback structure where international tax rules give rise to a sizable economic pie that is divided up among the fund investors, the studio, and the arrangers. To conduct the negotiation, the producer must value the cash flow streams to each of the parties and recognize the nature of the tax arbitrage in the context of his overall financing needs. As a consequence, the major issues involved in film financing and the nature of sale-leaseback transactions driven by tax considerations are explored, as is the competition between countries for film production. Finally, the underlying determinants of opportunities created by international tax rules are valued. To obtain executable spreadsheets (courseware), please contact our customer service department at custserv@hbsp.harvard.edu.Telling the WE Story--Leading for the Common Good and Practicing the Art of Leadership
By Rosamund Stone Zander, Benjamin Zander. 2001
More often than not, history is a record of conflict between Us and Them. We see this pattern expressed across…
a broad spectrum: from nation to nation, among political parties, between labor and management, and in the most intimate realms of our lives. Is there an alternative framework that would allow the transformation of us AND those whose claims on resources, territory, and the "truth" are irreconcilable with ours? Can we invent a new way of being that will take us from an entrenched posture of hostility to one of enthusiasm and deep regard? As the authors describe in this chapter, if we set aside the story of fear, competition, and struggle that have defined our world, a WE appears. "WE" personifies the togetherness of all people. If we think about the story of WE, and what is best for all of US, things begin to look very different, and a new kind of leadership emerges. This chapter was originally published as Chapter 12 of "The Art of Possibility: Transforming Professional and Personal Life."Selecting Safeguards: Tailoring the Decision Process to Guard against Bad Decisions
By Sydney Finkelstein, Jo Whitehead, Andrew Campbell. 2009
The best way to reduce the risk of making a flawed decision is to identify safeguards that will help you…
avoid the effects of distorted thinking. Safeguards might expand the experience or information available to the decision maker; they might ensure that the logic of the decision is challenged and debated; they might have the power to reject proposals; or, they might make it easier to change the decision if the early outcomes are unfavorable. But how much is enough? Too many safeguards can overburden your decisions with too much analysis, too many challenges, or too much governance. This chapter provides practical advice for identifying the right safeguards to counterbalance potential risks and for ensuring that you don't overdo it. This chapter was originally published as chapter 10 of "Think Again: Why Good Leaders Make Bad Decisions and How to Keep It From Happening to You."Masco Corp. (A)
By Michael E. Porter, Cynthia A. Montgomery, Charles W. Moorman. 1989
Describes the history and corporate position of a large and successful producer of faucets and related household products. Masco is…
considering entry into the $14 billion furniture industry. Designed to be used with Household Furniture Industry in 1986 in a strategy course on corporate strategy for diversified firms.Become Who You Are: A Guiding Principle for Managers Who Must Choose between Right and Right
By Joseph L. Badaracco. 1997
Defining moments in a manager's life and career are those moments where he or she is faced with tough decisions…
between two right paths. This chapter examines what these moments reveal about a person's character and values, how they test those values, and shape who a person becomes in the future. It asks what considerations are most important and what guidance seems most useful. What advice and counsel do pragmatic moralists offer to managers faced with tough decisions? This chapter is excerpted from "Defining Moments: When Managers Must Choose between Right and Right."Communication: Rebuilding Confidence in IT in the Wake of a Security Crisis
By Robert D. Austin, Richard L. Nolan, Shannon O'Donnell. 2009
"The Adventures of an IT Leader" invites readers to "walk in the shoes" of Jim Barton, the new CIO of…
the fictional IVK Corporation, as he spends a difficult year learning effective information technology leadership, sidestepping the pitfalls that make the CIO job the most volatile, high-turnover job in the business. After IVK is shaken by a security crisis, Barton is forced to address his fall from grace as CIO and determine a course of action not only for addressing the crisis and improving security, but for rebuilding confidence in him and in IT as well. A key aspect of this turnaround will be communication with the CEO and senior leadership team. This chapter is excerpted from "The Adventures of an IT Leader."Building a Digitized Platform: A Journey to Increased Value from IT
By Jeanne W. Ross, Peter Weill. 2009
As your company begins to expand, whether domestically or internationally, it is important that standardized systems are organized for all…
branches to maintain efficiency. To do this, your company has to build a digitized platform which focuses on three main areas: a shared IT infrastructure, consolidated data centers, and enhanced IT governance. In this chapter, Weil and Ross outline four stages of organizational learning that must take place in order to create a digitized platform and achieve greater simplification and agility. They provide guidance for driving benefits from each stage and transitioning from one stage to the next on your journey to integrated digitized processes. This chapter was originally published as chapter 4 of "IT Savvy: What Top Executives Must Know to Go from Pain to Gain."Strategic Moves: Mechanisms for Market Entry and Dominance--What Innovators Need to Know
By Harvard Business Review Press. 2009
There's much more to strategy than deciding which versions or variant of these strategies is best for your company or…
a particular innovation. This chapter explores a number of potential strategic moves you can make to move your innovation to the marketplace including process innovation, product differentiation, and extending innovation through platforms. This chapter was originally published as chapter 7 of "Harvard Business Essentials: The Innovator's Toolkit."GE's Digital Revolution: Redefining the E in GE
By Christopher A. Bartlett, Meg Glinska. 2002
This case details the implementation of the e-business initiative--the last of Jack Welch's four company-wide strategic thrusts. First, it summarizes…
the 20-year change process that Welch led, detailing the initiatives he put in place. It then traces how Gerry Podesta, the e-business head in GE Plastics, implemented the new initiative. In doing so, highlights how the "social architecture" (culture and values) and "operating systems" (systems and processes) help the company drive through changes that have it named Internet Week's top e-business of 2000. Ends with questions about the effectiveness of successive pushes on "e-sell," "e-buy," and "e-make" and whether the e-business teams should be broken up and rolled back into the company.Long-Term Profitability: Managing Far-Horizon Opportunities
By Christian Terwiesch, Karl T. Ulrich. 2009
The probability of success for a far-horizon innovation is low; when you're operating at innovation's frontiers, big risks will always…
plague you. The question for innovators isn't how to preclude them--it's which ones you should take and how to maximize your chances of success while minimizing the costs of failure. Far-horizon opportunities may not be right for every company, but this chapter will help you define your innovation frontier and reduce as much uncertainty as possible if you decide to pursue these risky, but potentially lucrative innovations. This chapter was originally published as chapter 8 of "Innovation Tournaments: Creating and Selecting Exceptional Opportunities."Garanti Bank: Transformation in Turkey
By Rosabeth Moss Kanter, Daniel Galvin, Maximilian Martin. 2000
Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural…
issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey's premier financial institutions.Tournaments 201: An Innovator's Guide to Getting Started
By Christian Terwiesch, Karl T. Ulrich. 2009
Everyone wants their organizations to be more innovative. This desire, however, is hard to turn into action. Organizations tend to…
follow a similar pattern, improving performance by progressing along a common path. In this chapter, the authors introduce an innovation maturity model consisting of five levels--a path toward achieving innovation excellence--and outline next steps for both organizations just starting out and those that are more mature in their development. This will help you secure quick wins from applying innovation tournaments in your organization. This chapter was originally published as chapter 11 of "Innovation Tournaments: Creating and Selecting Exceptional Opportunities."Inspire People: Find Your Voice and Connect with People's Hearts to Lead Adaptive Change
By Alexander Grashow, Marty Linsky, Ronald Heifetz. 2009
Do you inspire people? To lead your organization through adaptive change, you need the ability to inspire. Inspiration is not…
an innate quality reserved for the rare and gifted charismatic individual. With practice, anyone can strengthen the skill and deploy it for leadership. This chapter explains how to find and use your own voice, shaped by the purposes that move you, the particular challenges facing your organization and the world, and your own style of communication. This chapter was originally published as chapter 21 of "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World."