Stanford Graduate School of Business (USA)
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The Teladoc and Livongo Merger
Schulman, Kevin; Surendra Jain, Adesh; Naude Bremer Du Plessis, PieterCase SGSB-SM349-EStrategyTeladoc and Livongo had ridden the tailwinds of the COVID-19 pandemic—and a merger between the two would offer a “one-stop-shop” for technology-driven care for patients with acute, chronic, and specialty care needs. The case study describes the regulatory history of telemedicine in the United States, and the licensing barriers that had inhibited virtual doctors’ visits—until the 2020 COVID-19 pandemic forced urgent changes to the ways doctors and...Starting at €8.20
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Google.org
Arrillaga-Andreessen, Laura; Johnson, ChristyCase SGSB-SM351-EStrategyThis case highlights how corporate philanthropies are distinct from other philanthropic institutions in terms of motivations, incentives and giving models. The case focuses on how Google.org leverages their assets to support the missions and initiatives of the organizations they fund. It also aims to explore how the team at Google.org thinks about the tradeoffs and challenges of aligning the company’s business strategy with their social justice ...Starting at €8.20
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Gary Loveman and Harrah's Entertainment
Jeffrey Pfeffer, Victoria ChangCase SGSB-OB45-ELeadership and People ManagementIn 1998, 38-year-old Gary Loveman was perfectly content with his job as an untenured associate professor at the Harvard Business School (HBS). He was a popular teacher with standing room only classes in service management. He lived comfortably with his family in Massachusetts and had successful consulting engagements and executive education assignments with companies such as Harrah’s Entertainment. His prospects for his tenure review, coming up i...Starting at €8.20