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All HBS Web
(143)
- News (16)
- Research (101)
- Multimedia (3)
- Faculty Publications (73)
Show Results For
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All HBS Web
(143)
- News (16)
- Research (101)
- Multimedia (3)
- Faculty Publications (73)
- 28 Nov 2005
- Research & Ideas
Unilever: Transformation and Tradition
account individual circumstances. From the 1980s Unilever also honed skills in divesting businesses. Unilever's ability to identify acquisition targets, and to absorb the capabilities of acquired companies, became one of its principal...
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- 02 Apr 2001
- Research & Ideas
Not All M&As Are Alike—and That Matters
the wealth to walk away. Put well-regarded, powerful executives in charge of acquisition integration. Divest them of all other responsibilities during an important integration. Make this into a core competency, and a high-visibility...
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by Joseph L. Bower
- Web
Doubling Down on Women’s Health Innovation and Leveraging the Private Sector in a Post-Roe v. Wade Era - Blog: Health Supplement
2011). Merely three or four years ago, women’s health was uniformly viewed as “niche,” with few interested investors, pharma companies looking to divest women’s health portfolios and little public discourse or recognition of women’s...
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- 09 Sep 2015
- Research & Ideas
Leadership Lessons of the Great Recession: Options for Economic Downturns
last forever. Cote had used targeted layoffs for permanent changes to Honeywell’s product portfolio after becoming CEO in 2002, divesting businesses that did not meet his requirement that each Honeywell business be in a “great position in...
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- 16 May 2005
- Research & Ideas
Nonprofit Networking: The New Way to Grow
Blind Association, based in the U.K., is the world's largest breeder and trainer of guide dogs. The CEO, Geraldine Peacock, realized that the sector that was supposed to deliver services to the visually impaired was not working well. She decided to build capacity in...
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by Martha Lagace
Best-selling and New Cases by Ben Esty
Best-Selling (MOST POPULAR) Cases:
1) Eaton: Portfolio Transformation & Cost of... View Details
Louis F. Bantle
During his tenure as CEO, Bantle generated a 10-fold increase in revenues (from $100 million to $1 billion) for United States Tobacco. He divested of non-core operating units and launched a major advertising initiative which enabled UST...
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Food & Tobacco
Charles L. Brown
Brown guided AT&T through one of the largest corporate reorganizations in United States history by settling the government’s antitrust case in 1982. He successfully divested of AT&T’s local phone businesses and in the process,...
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Communications
Adolph Zukor
these investments, produced dozens of highly successful films. In 1949, Paramount was forced to divest itself of the theatre chain business, but an undaunted Zukor moved on to his next challenge, capitalizing on the growing television...
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Entertainment & Broadcast Media
Lew R. Wasserman
actors, directors and other staff for television programming, but also creating and producing much of the programming itself. MCA went on to buy the Universal City studio and production lot, and also invested in some tourism enterprises. The company became so...
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Entertainment & Broadcast Media
William P. Stiritz
Stiritz was instrumental in streamlining Purina’s business operations – divesting of non-core, mature business lines and investing in brand name growth products. Through his leadership, Purina’s stock price increased 15-fold, outpacing...
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Food & Tobacco
Harvey Golub
Golub was instrumental in helping to transform American Express in the nineties after a period of unsuccessful and unfocused diversification. He streamlined a number of operations and divested of many non-core business lines including...
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Finance
Stephen W. Sanger
company to the top spot in cereal sales, outpacing rival Kellogg’s for the first time since 1906. In 2001, Sanger led the merger of General Mills and Pillsbury to create one of the largest food companies in the world. In the process, he View Details
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Food & Tobacco
Randall L. Tobias
streamlined its overall operations. He managed costs and divested of non-core businesses, spinning off medical devices to form Guidant Corporation. Through his efforts, Lilly’s market capitalization grew from $14 billion to $70 billion.
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Healthcare
Robert P. Luciano
Luciano generated top-level financial performance while streamlining Schering’s business operations. He divested Schering’s non-healthcare related business lines and was one of the first pharmaceutical executives to recognize the...
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Healthcare
Robert N. Burt
Burt took the helm of FMC Corporation in 1991 just after it had completed a major recapitalization of the business, severely impacting the balance sheet. He divested of non-core businesses, streamlined operations, and focused on new...
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Fabricated Goods
D. Wayne Calloway
Calloway is credited with streamlining PepsiCo’s organization, empowering its employees at all levels, and generating substantial growth. Under his leadership, Calloway organized PepsiCo into three major business units: soft drinks, snack foods, and fast food...
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Food & Tobacco
- Web
Case Studies - Social Impact Collaboratory
States and its new President Laurie Patton faced the challenge of students calling for divestment from fossil fuels, trustees opposed to it, and a series of day to day administrative challenges that demanded her immediate attention. How...
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- 25 Apr 2005
- Research & Ideas
New Learning at American Home Products
net income. As the company expanded its high-technology line, it divested itself of its cosmetics and toilet preparations.26 In 1979 the remaining 61 percent of sales from its other divisions was fairly evenly divided. Over-the-counter...
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- 01 Jan 2002
- News
Raymond V. Gilmartin (MBA '68)
ability to refocus the company on its primary mission-discovering breakthrough drugs-soon earned him the respect of Wall Street, too. Between 1994 and 2001, Merck launched an unprecedented seventeen new drugs and increased revenues from $15 billion to nearly $50...
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