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Lenovo Adquiere los PC de IBM: desafios de integración
Fubini, David G.; Snively, ChristineCase HBS-418S10Leadership and People ManagementEn diciembre de 2004, el fabricante de computadoras chino Lenovo anunció la compra de la división de PC de IBM. En ese momento, algunos observadores de la industria se mostraron optimistas sobre la fusión de estas entidades con las culturas de las empresas aparentemente opuestas. ¿Cómo deben las dos entidades plan para integrar?Starting at €8.20
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Merck: La administración de Vioxx (D)
Simons, Robert L.; Rosenberg, Kathryn; Kindred, NatalieCase HBS-111S05Knowledge and CommunicationStarting at €5.74
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Pfizer: Letter from the Chairman (B)
Simons, Robert L.; Rosenberg, KathrynCase HBS-110004-EAccounting and ControlThis case continues the story begun in "Pfizer: A Letter From The Chairman" (HBS No. 9-110-003), revealing the letter Chairman and CEO Jeff Kindler wrote for the 2008 Annual Report.Starting at €5.74
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Google Car
Lakhani, Karim R.; Weber, James; Snively, ChristineCase HBS-614022-EService and Operations ManagementBy 2013, Google, while not a traditional manufacturer of automobiles, had invested millions of dollars in its self-driving cars which had logged over 500,000 miles of testing. The Google management team faced several questions. Should Google continue to invest in the technology behind self-driving cars? How could Google's core software-based and search business benefit from self-driving car technology? As large auto manufacturers began to invest ...Starting at €8.20
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The Thermostat Industry: Transformation from Analog to Digital
Lakhani, Karim R.; Herman, Kerry; Snively, ChristineCase HBS-615038-EService and Operations ManagementThis note examines the evolution of the thermostat industry as it transitioned from analog to digital technologies. It presents an overview of key industry participants and the shift in value creation and value capture models for firms.Starting at €8.20
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Wake Up Call
Fubini, David G.; Snively, ChristineCase HBS-418001-ELeadership and People ManagementIn 1993, three consultants at different stages in their careers must decide how to respond to what they considered to be unethical behavior from a partner at their firm. They each considered the potential consequences of reporting a senior colleague and the impact it could have on their careers.Starting at €8.20
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Managing Vioxx (A) (Spanish version)
Simons, Robert L.; Rosenberg, Kathryn; Kindred, NatalieCase HBS-111S02Strategy(B) evidence of life-threatening side effects, (C) decision options, (D) announcement to withdraw Vioxx, (E) reaction by patients, shareholders, media, and regulators, (F) Merck fights back, and (G) wrap-up. At the end of the case series, students may conclude that doing the right thing sometimes requires very hard choices.Starting at €8.20
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Merck: La administración de Vioxx (B)
Simons, Robert L.; Rosenberg, Kathryn; Kindred, NatalieCase HBS-111S03Knowledge and CommunicationStarting at €5.74
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Merck: La administración de Vioxx (C)
Simons, Robert L.; Rosenberg, Kathryn; Kindred, NatalieCase HBS-111S04Knowledge and CommunicationStarting at €5.74
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Merck: La administración de Vioxx (E)
Simons, Robert L.; Rosenberg, Kathryn; Kindred, NatalieCase HBS-111S06Knowledge and CommunicationStarting at €5.74