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How the Other Fukushima Plant Survived
Gulati, Ranjay; Casto, Charles; Krontiris, CharlotteArticle HBS-R1407K-EIn March 2011 Japan's Fukushima Daiichi nuclear power plant was devastated by three reactor explosions and three core meltdowns in the days following a 9.0 earthquake and a tsunami that produced waves as high as 17 meters. The world is familiar with Daiichi's fate; less well known is the crisis at its sister plant, Daini, about 10 kilometers to the south. As a result of the storm, three of Daini's four reactors lacked sufficient power to achieve ...Starting at €8.20
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Structure That's Not Stifling
Gulati, RanjayArticle HBS-R1803D-EMost leaders view employee freedoms and operational controls as antagonists in a tug-of-war. They tend to focus on regulating workers' behavior, often putting a damper on commitment, innovation, and performance without realizing it. But freedom and control aren't zero-sum, argues the author. By giving people a clear sense of their organization's purpose, priorities, and principles--that is, by providing freedom within a galvanizing framework--lea...Starting at €8.20
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The Soul of a Start-up
Gulati, RanjayArticle HBS-R1904E-EEntrepreneurshipThere's an essential, intangible "something" in start-ups--an energy, a soul. It inspires enthusiasm and fosters a sense of deep connection and mutual purpose. While this spirit persists, engagement is high and businesses keep their edge. But all too often, companies lose their souls as they mature. Firms add new systems and structures and bring in experienced professionals--and in the process somehow crush their original energizing spirit. In re...Starting at €8.20
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Growing Integrated Services at Jones Lang LaSalle (2008) (C)
Gulati, Ranjay; Silvestri, LucianaCase HBS-113116-ELeadership and People ManagementThis case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2005 and 2008. Having dismantled its long-standing service-line-oriented structure, JLL created two interdependent groups: Accounts and Markets. Accounts housed account managers who served JLL's corporate clients. Markets housed brokers specialized in a certain geography. JLL helped drive integration between Accounts and Markets by emphasiz...Starting at €5.74
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Roaring Out of Recession (Spanish version)
Gulati, Ranjay; Nohria, Nitin; Wohlgezogen, FranzArticle HBS-R1003CStrategya combination of cutting costs, mainly by improving operational efficiency (rather than by slashing the number of employees relative to peers), and developing new business opportunities by making significantly greater investments than rivals do in R&D and marketing while also investing in plants and machinery.Starting at €8.20
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Liberar el poder del marketing
Comstock, Beth; Gulati, Ranjay; Liguori, StephenArticle HBS-R1010HMarketingHasta hace pocos años, General Electric cree que sus productos podrían prácticamente promocionarse. Los vendedores se habían limitado a empujar información de forma pasiva a los responsables en el centro para la innovación típicamente en I + D o de ingeniería, con el resultado de que las mentes brillantes se consumen en trabajos sin futuro. Cuando se trataba de discusiones acerca de la estrategia corporativa, el marketing no estaba en la mesa. Pe...Starting at €8.20
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GE's Global Growth Experiment (Spanish Version)
Gulati, RanjayArticle HBS-S17052Knowledge and CommunicationDurante sus 16 años como CEO, Jeffrey Immelt diseñado un cambio de imagen radical de GE, el reposicionamiento de la empresa como una empresa industrial digitales mirando para definir el futuro de la Internet de las cosas. En el artículo principal de Spotlight, que comparte lo que aprendió sobre dirigir una organización gigante a través de cambios masivos. Hay varias clases: (1) Ser disciplinado. Este medio de anidación iniciativas dentro de la ot...Starting at €8.20
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Cisco in 2012
Gulati, Ranjay; Wagonfeld, Alison Berkley; Silvestri, LucianaCase HBS-413069-ELeadership and People ManagementIn 2012, Cisco was under intense pressure to show results: growth in its core business was decelerating and a number of exploratory ventures and acquisitions had not proven as profitable as expected. CEO John Chambers vowed to restore the company's health in a way that would support the agility and entrepreneurial mindset required to be successful in emerging sectors while continuing to achieve efficiency and profitability in Cisco's core busines...Starting at €8.20
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Indus Towers: From Infancy to Maturity
Gulati, Ranjay; Sytch, Maxim; Tahilyani, RachnaCase HBS-415005-ELeadership and People ManagementIndus Towers, the world's largest telecom tower company, is a joint venture between three telecom rivals in India. These rivals-Bharti Airtel, Vodafone India, and Idea Cellular-combined their telecom towers to provide "shared telecom infrastructure" to wireless telecom operators on a nondiscriminatory basis. The CEO has transformed Indus from a struggling startup with a monopolistic mindset into a customer-centric organization. He now wants to gr...Starting at €8.20
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BlackRock (A): Selling the Systems
Gulati, Ranjay; Rivkin, Jan W.; McNamara, KellyCase HBS-717404-EStrategyAs the case opens in 1999, several key leaders at BlackRock, Inc.- then a relatively small asset management firm -- are trying to convince CEO Larry Fink and others that the firm should begin to offer Aladdin -- its proprietary analytics and trading platform -- to other asset managers. While some members of the senior team saw "selling our systems" as an opportunity, others likened it to "selling weapons to the enemy" or "giving away the crown je...Starting at €8.20