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All HBS Web
(1,728)
- People (8)
- News (305)
- Research (1,106)
- Multimedia (5)
- Faculty Publications (682)
- April 1981 (Revised March 1993)
- Case
General Electric: Strategic Position--1981
By: Francis Aguilar and Richard G. Hamermesh
Describes the introduction and evolution of General Electric's strategic planning system from the 1960s to Jack Welch's tenure. Allows discussion of the interplay of problems and circumstances to the evolution of the strategic planning system, and how Welch might use...
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Aguilar, Francis, and Richard G. Hamermesh. "General Electric: Strategic Position--1981." Harvard Business School Case 381-174, April 1981. (Revised March 1993.)
- Program
Strategic Negotiations
Summary The planning and strategizing process behind complex, high-stakes deals and major disputes can be even more important than your performance at the bargaining table. In this business negotiation...
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- November–December 2019
- Article
Pivoting Isn't Enough? Managing Strategic Reorientation in New Ventures
By: Rory McDonald and Cheng Gao
New ventures often experience deviations from their plans that oblige them to reorient in pursuit of better fit between their evolving products and their target customers. Yet research is largely silent on how managers explain such changes and justify their ventures in...
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Keywords:
Strategic Reorientation;
Technology Entrepreneurship;
Innovation;
Product Development Processes;
Organizational Adaptation;
Qualitative Methods (General);
Entrepreneurship;
Information Technology;
Organizational Change and Adaptation;
Strategy;
Innovation and Invention;
Product Development;
Communication Strategy
McDonald, Rory, and Cheng Gao. "Pivoting Isn't Enough? Managing Strategic Reorientation in New Ventures." Organization Science 30, no. 6 (November–December 2019): 1289–1318.
- 30 Jun 2008
- Research & Ideas
Rethinking Retirement Planning
as a strategic issue," Merton says. "They had been offering unions the choice of a dollar's worth of salary or what they thought was a dollar's worth of benefits. Most unions picked the benefits, which were in fact worth...
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- April 2011
- Exercise
Strategic Foresight: An Exercise
The exercise asks students to perform a strategic analysis of the consulting industry in order to identify untapped strategic opportunities.
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Keywords:
Growth and Development Strategy;
Supply and Industry;
Strategic Planning;
Opportunities;
Cognition and Thinking;
Strategy;
Consulting Industry
Gavetti, Giovanni M. "Strategic Foresight: An Exercise." Harvard Business School Exercise 711-516, April 2011.
- February 1978
- Background Note
Comparison and Critical Examination of the PIMS and BCG Approaches to Strategic Marketing Planning
Capon, Noel. "Comparison and Critical Examination of the PIMS and BCG Approaches to Strategic Marketing Planning." Harvard Business School Background Note 578-148, February 1978.
- September 1998 (Revised May 1999)
- Case
Strategic Services at Andersen Consulting
By: Thomas J. DeLong, Catherine M. Conneely and Abby J. Hansen PHD
Bill Copacino, Andersen Consulting's managing partner of Strategic Services Americas, needed to submit his recommendation to Peter Fuchs, Strategic Services worldwide director, for the operating plan for Strategic Services Americas for fiscal year 1999. Strategic...
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Keywords:
Strategic Planning;
Recruitment;
Organizational Culture;
Expansion;
Business Units;
Consulting Industry
DeLong, Thomas J., Catherine M. Conneely, and Abby J. Hansen PHD. "Strategic Services at Andersen Consulting." Harvard Business School Case 899-065, September 1998. (Revised May 1999.)
- March 1987 (Revised March 1989)
- Case
Inland Steel Co. Product Policy (I): The Strategic Planning Process and the Capital Budget--Fall 1986
By: Benson P. Shapiro and Lawrence B. Levine
Shapiro, Benson P., and Lawrence B. Levine. "Inland Steel Co. Product Policy (I): The Strategic Planning Process and the Capital Budget--Fall 1986." Harvard Business School Case 587-142, March 1987. (Revised March 1989.)
- March 1990 (Revised November 1999)
- Case
MCI Communications: Planning for the 1990s
By: Robert L. Simons and Hilary Weston
Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy...
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Keywords:
Globalization;
Growth and Development;
Planning;
Strategic Planning;
Growth Management;
Business or Company Management;
Competition;
Alignment;
Communications Industry
Simons, Robert L., and Hilary Weston. "MCI Communications: Planning for the 1990s." Harvard Business School Case 190-136, March 1990. (Revised November 1999.)
- December 2001 (Revised February 2006)
- Background Note
An Options-led Approach to Making Strategic Choices
By: Jan W. Rivkin
Summarizes some of the pitfalls of conventional strategic planning processes and proposes an alternative approach to making strategic choices.
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Rivkin, Jan W. "An Options-led Approach to Making Strategic Choices." Harvard Business School Background Note 702-433, December 2001. (Revised February 2006.)
- 25 Jan 2000
- Research & Ideas
Strategic Alliances
development of ten additional case studies—all presented in the forthcoming book The Collaboration Challenge: How Nonprofits and Businesses Succeed through Strategic Alliances (Jossey-Bass and The Drucker Foundation). Austin found that...
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Keywords:
by Nancy O. Perry
- April 1991 (Revised April 1993)
- Background Note
Strategic Response to Uncertainty
Managers often ignore uncertainty and plan as if the world were certain. Frequently, strategy is formulated based on an extrapolation of current trends into the future, or the best guess scenario of the manager involved. This note discusses four approaches to shaping...
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Teisberg, Elizabeth O. "Strategic Response to Uncertainty." Harvard Business School Background Note 391-192, April 1991. (Revised April 1993.)
- May 1995 (Revised March 1996)
- Case
ToyWorld, Inc.: Information Technology Planning
ToyWorld, a fast growing retailer, was revitalizing its information technology (IT) infrastructure and called in AT&T to help plan for the future. Five strategic alternatives for use of information and communications technology were identified through value chain...
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Keywords:
Strategic Planning;
Information Technology;
Growth and Development;
Expansion;
Partners and Partnerships;
Retail Industry
Applegate, Lynda M. "ToyWorld, Inc.: Information Technology Planning." Harvard Business School Case 195-262, May 1995. (Revised March 1996.)
- 12 Dec 2018
- News
Lesson Plan
contracts, and thinking strategically about how to navigate a board of people. When you think about having impact, you can see the real change you can make at the local level. Every $100,000 that is wasted is money that isn’t there to buy...
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- 2016
- Working Paper
Pivoting Isn't Enough: Principled Pragmatism and Strategic Reorientation in New Ventures
By: Rory McDonald and Cheng Gao
New technology ventures often experience deviations from their original plans that oblige them to reorient in pursuit of better fit between their evolving products and target customers. Yet research is largely silent on how entrepreneurs explain and justify their...
View Details
Keywords:
Strategic Reorientation;
Technology Entrepreneurship;
Innovation;
Product Development Processes;
Organizational Adaptation;
Qualitative Methods (General);
Information Technology;
Organizational Change and Adaptation;
Communication;
Entrepreneurship;
Alignment;
Innovation and Invention;
Product Development
- October 1997
- Case
Planned Parenthood Federation of America (B)
By: V. Kasturi Rangan and Elaine V. Backman
Outlines the process of strategy reinvention adopted by Planned Parenthood. It lays out the new strategic proposals, and the reactions of the various constituencies to those proposals.
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Keywords:
Change Management;
Framework;
Core Relationships;
Risk and Uncertainty;
Adaptation;
Health Industry
Rangan, V. Kasturi, and Elaine V. Backman. "Planned Parenthood Federation of America (B)." Harvard Business School Case 598-002, October 1997.
- August 2001 (Revised April 2002)
- Case
Strategic Capital Management, LLC (A)
By: Mark L. Mitchell, Erik Stafford and Todd Pulvino
Strategic Capital Management, LLC, is a hedge fund that is planning to make financial investments in Creative Computers and Ubid. Creative Computers recently sold approximately 20% of its Internet auction subsidiary, Ubid, to the public at $15 per share. Ubid's stock...
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Keywords:
Risk and Uncertainty;
Business Subsidiaries;
Internet and the Web;
Investment Funds;
Price;
Performance Efficiency;
Capital Markets;
Auctions;
Investment Return;
Equity;
Planning;
Financial Services Industry
Mitchell, Mark L., Erik Stafford, and Todd Pulvino. "Strategic Capital Management, LLC (A)." Harvard Business School Case 202-024, August 2001. (Revised April 2002.)
- March 1992
- Case
Amgen, Inc.: Planning the Unplannable
By: Nitin Nohria
By the early 1990s, Amgen--a pharmaceutical company started little over a decade ago as Applied Molecular Genetics--was within range of becoming a billion-dollar company. With two extremely successful biotechnology drugs on the market, Amgen stood as the largest and...
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Keywords:
Growth and Development Strategy;
Strategic Planning;
Success;
Risk and Uncertainty;
Pharmaceutical Industry
Nohria, Nitin. "Amgen, Inc.: Planning the Unplannable." Harvard Business School Case 492-052, March 1992.
- January 2003 (Revised March 2005)
- Case
Planning in Professional Service Firms
By: Ashish Nanda
In this case, four consultants discuss business planning issues that they are each having within their respective consulting firms. The case addresses how professional compensation, project staffing, hours worked, overhead costs, and billing rates impact profitability.
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Nanda, Ashish, and Kelley Elizabeth Morrell. "Planning in Professional Service Firms." Harvard Business School Case 903-085, January 2003. (Revised March 2005.)
- January 2009
- Case
Marks and Spencer: Plan A
By: David E. Bell, Nitin Sanghavi and Laura Winig
Marks & Spencer initiated a comprehensive approach to sustainability (reduction of waste, carbon emissions, fair trade) called Plan A. Does it offer a competitive advantage?
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Keywords:
Marketing;
Corporate Social Responsibility and Impact;
Strategic Planning;
Environmental Sustainability;
Competitive Advantage;
Retail Industry
Bell, David E., Nitin Sanghavi, and Laura Winig. "Marks and Spencer: Plan A." Harvard Business School Case 509-029, January 2009.