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Succession in Chinese Family Businesses (A): Fotile and the Mao Family
Jean Lee; Rebecca Chung; An JingCase IVEY-9B15C020-EEntrepreneurship, Leadership and People Management, StrategyThe three cases in this series focus on two Chinese families’ experiences with entrepreneurship and succession. Because most family businesses in China are relatively young, these first-generation entrepreneurs use their own approach to identify and develop their successors, and to pass their “wealth” to their offspring in a context shaped by unique Chinese cultural elements. The role-play exercise that relates to the (C) case illustrates the cur...Starting at €8.20
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Wensli Silk: Succession and International Luxury Branding
Jean Lee; Rebecca Chung; An JingCase IVEY-9B16C023-EEntrepreneurship, Leadership and People Management, StrategyIn 2011, China-based Wensli Group’s newly appointed chairwoman was preparing to transform the company’s silk business into a global luxury brand. It was a lofty goal for a company that started out as a township silk factory before growing into the largest silk-producing company in China. Tapping into the luxury market, however, presented a challenge because Chinese companies were better known for producing cost-conscious products. That meant Wens...Starting at €8.20
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Midea Group: Founder to CEO Succession
Ziqian (Stella) Zhao; Jean LeeCase IVEY-9B17C012-ELeadership and People ManagementMidea Group Co., Ltd. was a white goods empire built by its Chinese founder over several decades; consequently, the Midea brand led the home appliance industry in China. In August 2012, the 70-year-old founder and chairman retired as board chairman. The founder’s chosen successor was a 45-year-old professional manager and the former chairman and chief executive officer of one of Midea Group’s firms. This manager faced a grim situation as he took ...Starting at €8.20
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JD.Com: HR Management Challenges Arising from Rapid Growth and Transformation
Jean Lee; Rain Long; Rebecca Yuen Man Chung; Leah TanCase IVEY-9B19C024-ELeadership and People Management, StrategyBetween 1998 and 2018, JD.com Inc. (JD.com) transformed from a compact disc (CD)-burner shop into a technology-driven group of service companies (JD Group) and China’s largest retailer by revenue. Yu Long joined the Group in August 2012 as chief human resStarting at €8.20
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Scanteak: The Making of Successors in a Family Firm (A)
Jean Lee; Liman Zhao; Yunting LuCase IVEY-9B19C001-EEntrepreneurship, Leadership and People Management, StrategyScanteak Corporation was a furniture retailer founded in Singapore in the 1970s. By 2010, it had established more than 100 stores around the world. It had also become the first furniture company to be listed on the Taiwan OTC (Over-the-Counter) Exchange. The two founders had invested a great deal in developing the business and preparing their children to become their successors. In 2003, the two founders’ daughter joined the company to help grow ...Starting at €8.20
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Living on the Razor's Edge (Spanish version)
Wasserman, NoamCase HBS-813S11EntrepreneurshipDescribes the issues facing a founder-CEO regarding building a board of directors, assembling an executive team, managing tension between co-founders, and outsourcing system development work.Starting at €8.20
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Ockham Technologies (B): Building the Board (Spanish Version)
Wasserman, NoamCase HBS-814S11EntrepreneurshipDescribe los problemas que enfrenta el fundador-director general en relación con la construcción de un tablero, el montaje de un equipo ejecutivo, la gestión de tensión entre los co-fundadores, y la externalización de trabajo de desarrollo.Starting at €5.74
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Assembling the Startup Team
Wasserman, NoamCase HBS-812122-EEntrepreneurshipNothing can bedevil a high-potential startup more than its "people problems." These problems typically result from choices that founders make as they add team members to their startup team. Three characteristics of startup teams must be aligned for these teams to function well: relationships, roles, and rewards (the Three Rs). Early decisions that founders make about the Three Rs can significantly affect their startup's direction and success. Thi...Starting at €8.20
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Seeking Skills, Finding Barriers: Vocational Training in Punjab (Sequel)
Khwaja, Asim; Datla, AnjaniCase HBS-KS1262-EEconomicsSupplement to case KS1261. In March 2012, a flagship vocational program in Punjab, Pakistan-the Punjab Skills Development Fund (PSDF)-hit a roadblock. After months of planning, a pilot phase of training courses was launched in four of Punjab's poorest districts. The classes filled up, but the researchers in charge of evaluating PSDF's programs were worried. Earlier research indicated that a large portion of the target population-including a large...Starting at €8.20
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Primary Education in Pakistan: Show Me the Evidence
Datla, Anjani; Khwaja, AsimCase HBS-HKS772-EEconomicsThis case has two parts, a text-based case and a supplemental PowerPoint presentation. The case traces the evolution of an evidence-based research study on the education sector in Pakistan. In 2003, Atish (fictionalized character), a Pakistan-born, Harvard educated economist returns to his native Pakistan to help reform a lagging education system. But Atish unearths conflicting information on the state of education in his country. Despite large i...Starting at €8.20