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All HBS Web
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- Faculty Publications (218)
- September 2006 (Revised October 2007)
- Case
Shinsei Bank: Developing an Integrated Firm
By: Thomas J. DeLong and Masako Egawa
Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong...
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Keywords:
Integration;
Mission and Purpose;
Organizational Change and Adaptation;
Talent and Talent Management;
Organizational Culture;
Performance Evaluation;
Cooperation;
Diversity;
Japan
DeLong, Thomas J., and Masako Egawa. "Shinsei Bank: Developing an Integrated Firm." Harvard Business School Case 407-006, September 2006. (Revised October 2007.)
- 2006
- Book
Alignment: Using the Balanced Scorecard to Create Corporate Synergies
By: R. S. Kaplan and David P. Norton
Kaplan, R. S., and David P. Norton. Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Boston: Harvard Business School Press, 2006.
- March 2006
- Module Note
Managing Innovation in an Uncertain World: Module 3: Expanding Diversity
Describes the third module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes...
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Keywords:
Innovation and Management;
Business Processes;
Projects;
Risk and Uncertainty;
Product Development;
Managerial Roles;
Opportunities;
Perspective;
Expansion;
Goals and Objectives
MacCormack, Alan D. "Managing Innovation in an Uncertain World: Module 3: Expanding Diversity." Harvard Business School Module Note 606-126, March 2006.
- March 2006
- Module Note
Managing Innovation in an Uncertain World: Module 4: Sensing Opportunity
Describes the fourth module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes...
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Keywords:
Innovation and Management;
Problems and Challenges;
Management Analysis, Tools, and Techniques;
Projects;
Opportunities;
Risk and Uncertainty;
Perspective;
Value Creation;
Networks;
Alignment
MacCormack, Alan D. "Managing Innovation in an Uncertain World: Module 4: Sensing Opportunity." Harvard Business School Module Note 606-104, March 2006.
- January 2006 (Revised December 2006)
- Module Note
Introduction to International Strategy
By: David J. Collis and Jordan I. Siegel
Provides an overview framework for understanding international strategy. Observes that international strategy draws on much of the same theory as corporate strategy. The same tests that can be applied to justify expansion across businesses--the better off and ownership...
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Collis, David J., and Jordan I. Siegel. "Introduction to International Strategy." Harvard Business School Module Note 706-481, January 2006. (Revised December 2006.)
- January 2006 (Revised June 2008)
- Case
Lehman Brothers (A): Rise of the Equity Research Department
By: Ashish Nanda, Boris Groysberg and Lauren Prusiner
Under Jack Rivkin's leadership, Shearson Lehman's research department rose from relative obscurity to the highest ranking research department on Wall Street within three years. When Rivkin is promoted to head of equity, he wonders how to succeed in his new position. A...
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Keywords:
Talent and Talent Management;
Leadership;
Service Operations;
Organizational Culture;
Research;
Alignment
Nanda, Ashish, Boris Groysberg, and Lauren Prusiner. "Lehman Brothers (A): Rise of the Equity Research Department." Harvard Business School Case 906-034, January 2006. (Revised June 2008.)
- December 2005 (Revised March 2007)
- Case
Leerink Swann & Co.: Creating Competitive Advantage
By: Boris Groysberg and Andrew N. McLean
In the spring of 2005, CEO Jeff Leerink has called a meeting of the executive committee to formulate Leerink Swann's growth strategy over the next five years so that it accomplishes three goals: expand into a new business, reinforce the firm's legacy businesses, and...
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Keywords:
Banks and Banking;
Human Resources;
Leadership Style;
Growth and Development Strategy;
Organizational Culture;
Alignment;
Competitive Strategy;
Competitive Advantage;
Expansion
Groysberg, Boris, and Andrew N. McLean. "Leerink Swann & Co.: Creating Competitive Advantage." Harvard Business School Case 406-060, December 2005. (Revised March 2007.)
- October 2005 (Revised September 2006)
- Case
Sapient Corporation (Abridged)
By: Rakesh Khurana and Joel Podolny
Describes the start-up, growth, organizational design, and operations over the first 10 years of a professional services firm. Focuses on the creative use of organizational purpose and values as an integral part of strategy and alignment of organizational activities.
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Keywords:
Leadership;
Organizational Culture;
Change Management;
Human Resources;
Entrepreneurship;
Growth and Development Strategy;
Business Growth and Maturation;
Operations;
Business Processes;
Management Analysis, Tools, and Techniques;
Service Industry
Khurana, Rakesh, and Joel Podolny. "Sapient Corporation (Abridged)." Harvard Business School Case 406-058, October 2005. (Revised September 2006.)
- October 2005
- Case
Intel Corporation 2005
By: David B. Yoffie and Michael Slind
Buoyed by strong recent sales growth but humbled by failed strategic bets and other missteps, Intel in 2005 initiated a major reorganization. Under its new CEO, Paul Otellini, the company shifted toward a "platform" model, inspired by the success of its Centrino...
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Keywords:
Restructuring;
Alignment;
Business Strategy;
Competitive Strategy;
Corporate Strategy;
Semiconductor Industry
Yoffie, David B., and Michael Slind. "Intel Corporation 2005." Harvard Business School Case 706-437, October 2005.
- October 2005
- Article
Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process
By: Michael Beer, Sven C. Voelpel, Marius Leibold and Eden B. Tekie
Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie. "Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process." Long Range Planning 38, no. 5 (October 2005).
- July 2005
- Case
Harvard Business School and the Making of a New Profession
By: Rakesh Khurana, Tarun Khanna and Daniel Penrice
Since its founding in 1908, Harvard Business School's mission has been to perform a much-needed service for American society by turning business management into a profession. One of the most important factors in the founding of HBS and the nation's other new business...
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Khurana, Rakesh, Tarun Khanna, and Daniel Penrice. "Harvard Business School and the Making of a New Profession." Harvard Business School Case 406-025, July 2005.
- October–November 2004
- Article
The Strategy Map: Guide to Aligning Intangible Assets
By: Robert S. Kaplan and David P. Norton
Kaplan, Robert S., and David P. Norton. "The Strategy Map: Guide to Aligning Intangible Assets." Strategy & Leadership 32, no. 5 (October–November 2004): 10–17.
- September 2004 (Revised October 2005)
- Case
Sapient Corporation
By: Rakesh Khurana and Joel Podolny
Describes the start-up, growth, organizational design, and operations over the first 10 years of a professional services firm. Focuses on the creative use of organizational purpose and values as an integral part of strategy and alignment of organizational activities.
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Keywords:
Business Growth and Maturation;
Operations;
Knowledge Management;
Strategy;
Service Industry
Khurana, Rakesh, and Joel Podolny. "Sapient Corporation." Harvard Business School Case 405-045, September 2004. (Revised October 2005.)
- July 2004 (Revised December 2004)
- Case
Timberland: Commerce and Justice
By: James E. Austin, Herman B. Leonard and James Quinn
When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he pursued a strategy in which commerce and justice were "inextricably linked." Community involvement, environmental management, and global labor standards became not addenda to...
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Keywords:
Business Model;
For-Profit Firms;
Innovation and Invention;
Leadership Development;
Corporate Social Responsibility and Impact;
Programs;
Opportunities;
Alignment;
Business Strategy;
Value
Austin, James E., Herman B. Leonard, and James Quinn. "Timberland: Commerce and Justice." Harvard Business School Case 305-002, July 2004. (Revised December 2004.)
- February 2004
- Article
Launching a World-Class Joint Venture
By: James Bamford, David Ernst and David G. Fubini
More than 5,000 joint ventures, and many more contractual alliances, have been launched worldwide in the past five years. Companies are realizing that JVs and alliances can be lucrative vehicles for developing new products, moving into new markets, and increasing...
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Keywords:
Mergers & Acquisitions;
Strategic Alliances;
Joint Ventures;
Alliances;
Organizational Structure;
Alignment;
Mergers and Acquisitions
Bamford, James, David Ernst, and David G. Fubini. "Launching a World-Class Joint Venture." Harvard Business Review 82, no. 2 (February 2004): 90–100.
- January 2004 (Revised May 2004)
- Background Note
Strategy and Positioning in Professional Service Firms
By: Ashish Nanda
This case provides a definition of strategy, distinguishes between corporate and practice strategy, and discusses how and why developing and implementing strategy for professional service firms is different from developing and implementing strategy for commercial...
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Nanda, Ashish. "Strategy and Positioning in Professional Service Firms." Harvard Business School Background Note 904-060, January 2004. (Revised May 2004.)
- May 2003
- Background Note
How to Induce Retailers to Reduce Stockouts?
By: V.G. Narayanan
Describes how the lack of incentive alignment between retailers and their vendors can lead to stockouts. Also describes various means to reduce incentive misalignment and hence stockouts.
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Keywords:
Motivation and Incentives;
Supply Chain Management;
Order Taking and Fulfillment;
Distribution;
Alignment;
Business Strategy;
Consumer Products Industry;
Industrial Products Industry;
Retail Industry
Narayanan, V.G. "How to Induce Retailers to Reduce Stockouts?" Harvard Business School Background Note 103-080, May 2003.
- Article
How to Succeed at CEO Succession: Aligning Strategy and Succession
By: Rakesh Khurana and Jeff Cohn
Khurana, Rakesh, and Jeff Cohn. "How to Succeed at CEO Succession: Aligning Strategy and Succession." Directorship 29, no. 5 (May 2003).
- March 2003 (Revised December 2003)
- Exercise
Organizational Alignment Exercise
By: Michael Beer and John J. Gabarro
Presents an overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise.
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Beer, Michael, and John J. Gabarro. "Organizational Alignment Exercise." Harvard Business School Exercise 403-075, March 2003. (Revised December 2003.)
- February 2003 (Revised August 2005)
- Case
UCB (A): Managing Information for Globalization and Innovation
By: F. Warren McFarlan and Brian DeLacey
This case presents a complex total MIS strategy case for a $3 billion European pharmaceutical/chemicals company based in Brussels. It covers corporate strategy alignment of IT portfolio, IT operations issues, and global coordination of IT.
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Keywords:
Information Technology;
Operations;
System;
Corporate Strategy;
Investment Portfolio;
Globalization;
Pharmaceutical Industry;
Information Technology Industry;
Brussels
McFarlan, F. Warren, and Brian DeLacey. "UCB (A): Managing Information for Globalization and Innovation." Harvard Business School Case 303-091, February 2003. (Revised August 2005.)