HBSP (USA)
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Diversity As Strategy (Spanish version)
Thomas, David A.Article HBS-R0409GLeadership and People Managementstrong support from company leaders, an employee base that is fully engaged with the initiative, management practices that are integrated and aligned with the effort, and a strong and well-articulated business case for action. All four elements have helped IBM make diversity a key corporate strategy tied to real growth.Starting at €8.20
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La Fageda
Casadesus-Masanell, Ramon; Ricart Costa, Joan Enric; Mitchell, JordanCase HBS-711452-EStrategyLa Fageda is a manufacturer of high-quality, naturally-made yogurts in northern Catalonia, Spain. La Fageda is substantially different from its main competitors such as multinational Danone in that it is a 270-person workers' cooperative with 60 percent of its membership made up of mentally disabled individuals. Since its establishment in 1982, the organization has aimed to integrate the mentally disabled by providing meaningful jobs and dignifie...Starting at €8.20
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Keeping Google "Googley" (Spanish version)
Groysberg, Boris; Thomas, David A.; Wagonfeld, Alison BerkleyCase HBS-409S03EntrepreneurshipThis case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as bureaucracy, slow decision-making, lack of visibility, and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial...Starting at €8.20
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Palm (B): 2001
Casadesus-Masanell, Ramon; Boudreau, Kevin; Mitchell, JordanCase HBS-708515-EThis case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By l...Starting at €5.74
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Palm (C): 2005
Casadesus-Masanell, Ramon; Boudreau, Kevin; Mitchell, JordanCase HBS-708516-EThis case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By l...Starting at €5.74
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Palm (D): Epilogue as of 2008
Casadesus-Masanell, Ramon; Boudreau, Kevin; Mitchell, JordanCase HBS-708517-EThis case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By l...Starting at €5.74
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Finland's S Group: Competing with a Cooperative Approach to Retail
Casadesus-Masanell, Ramon; Khanna, Tarun; Skurnik, Samuli; Mitchell, JordanCase HBS-709409-EStrategyTo maximize their effectiveness, color cases should be printed in color. The case looks at the two dominant Finnish retailers: S Group and Kesko. S Group is a customer-owned cooperative, which has a unique holding structure whereby 1.7 million residents (or 70 percent of Finnish households) own 22 regional cooperatives. In turn, the regional cooperatives own SOK, a centralized company that provides services to the regional cooperatives. Throughou...Starting at €8.20
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Shifting the Diversity Climate: The Sodexo Solution
Thomas, David A.; Creary, Stephanie J.Case HBS-412020-ELeadership and People ManagementThis case profiles the evolution of Sodexo's diversity initiative. Diversity became a key priority for Sodexo, North America in 2001 after a class-action lawsuit was filed and certified in Washington, D.C. against Sodexo Marriot Services, Inc., the food services division that Sodexo had merged with in 1998. In 2002, Dr. Rohini Anand was hired by Michel Landel, CEO of Sodexo, North America. Soon thereafter, Anand was instated as chief diversity of...Starting at €8.20
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Teach Plus: Mobilizing a New Generation of Teacher Leaders
Thomas, David A.; Creary, Stephanie J.Case HBS-412027-ELeadership and People ManagementThis case profiles the evolution of Teach Plus, a non-profit organization founded on the premise that in order for public schools to continuously improve urban student achievement, teaching must become a career that motivates and retains effective early career teachers. Teach Plus began as a pilot in fall 2007, launched by Celine Coggins, a former teacher and labor-management consultant, and incubated at the Rennie Center for Education Research a...Starting at €8.20
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Airbus vs. Boeing (A) (Spanish version)
Casadesus-Masanell, Ramon; Mitchell, Jordan; Voigt, Erich AlexanderCase HBS-708S01StrategyLooks at the development of the competitive actions between Airbus and Boeing from 1992 to 2006. Begins with the question of whether Airbus and Boeing should collaborate on the development of a VLCT (Very Large Commercial Transport) or whether Airbus should develop their own. The case series moves through to the events thereafter of Airbus' decision to pursue the A380 and Boeing's decision relating to developing a stretch 747.Starting at €8.20