Search results
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When Does Leadership Matter: A Contingent Opportunities View of CEO Leadership
Wasserman, Noam; Anand, Bharat N.; Nohria, NitinBook Chapter HBS-6122BC-ELeadership and People ManagementTo what extent does leadership influence organizational performance? In this chapter, Noam Wasserman, Bharat Anand, and Nitin Nohria try to provide a balanced answer to this question. Replicating the variance partitioning method used by Stanley Lieberson and James O'Connor in their 1972 study on leadership and organizational performance, they analyze the performance of more than 500 publicly held U.S. companies (across 42 industries) over a 20-ye...Starting at €8.20
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Janalakshmi Financial Services' HR Dilemma (Spanish Version)
Chung, Doug J.; Kak, RadhikaCase HBS-517S14MarketingV. S. Radhakrishan, CEO de Janalakshmi Servicios Financieros, una de las mayores organizaciones de microfinanzas urbana de la India, se enfrenta a un dilema HR. La fuerza de ventas en la mayor división de JFS, al por menor de Servicios Financieros, que se centró en la distribución de pequeños préstamos basados en el grupo, estaba experimentando disminución de la productividad y una alta y por encima del mercado tasa de desgaste. Radhakrishnan s...Starting at €8.20
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Capital One Financial Corp. (Spanish version)
Anand, Bharat N.; Rukstad, Michael G.; Paige, Christopher H.Case HBS-702S01StrategyDesigned to explore the structure, implementation, and sustainability of an information-based strategy (IBS) undertaken by Capital One during the 1990s. Particular issues of interest are the impact of mass customization on industry structure, the ability to transfer IBS skills to new sectors, and the impact of the Internet on industry structure and competitor strategies.Starting at €8.20
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Market Failures (Spanish version)
Anand, Bharat N.; Khanna, Tarun; Rivkin, Jan W.Case HBS-704S07StrategyExamines the role of transaction costs in impeding the functioning of markets and shows how the concept of transaction costs sheds light on a broad range of issues in strategy.Starting at €8.20
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Tata Nano - The People's Car (Spanish version)
Palepu, Krishna G.; Anand, Bharat N.; Tahilyani, RachnaCase HBS-711S33StrategyThe case explores how Tata Motors, India's largest automobile company, developed the Nano, the world's cheapest car. The case focuses on the translation of Ratan Tata's (Chairman of Tata Motors) vision of a safe affordable car for the masses by Ravi Kant, Managing Director of Tata Motors into the Nano Project. The case raises questions around breaking the price - quality barrier and changing existing internal processes to accommodate revolutionar...Starting at €8.20
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The Value of a Broader Product Portfolio
Anand, Bharat N.Article HBS-F0801E-EStrategyThe mantra "Every product must stand on its own bottom line" may no longer be the one to chant. Nowadays, broadening your portfolio can increase both your chances of a big win and the benefit your other products can get from a hit's popularity.Starting at €8.20
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Abby Falik at Global Citizen Year
Kaplan, Robert Steven; Barley, LaurenCase HBS-415052-ELeadership and People ManagementAbby Falik, founder and CEO of Global Citizen Year (GCY), quickly read through the most recent news updates regarding the Ebola crisis in West Africa as she prepared for her board call on July 31, 2014. Based in Oakland, California, GCY was a five-year-old not-for-profit with a fiscal year (FY) 2015 budget of $3.5 million. Its mission was to make it much more the norm for graduating high school students in the U.S. to choose a "bridge year." GCY ...Starting at €8.20
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AMD: A Customer-Centric Approach to Innovation
Ofek, Elie; Barley, LaurenCase HBS-507037-EStrategyAMD's launch of the Opteron microprocessor in 2003 has allowed the company to make inroads into the lucrative server segment. A long-time follower to Intel, AMD management felt it was in a position to lead the microprocessor industry in new directions. However, in 2006 it was not clear whether Opteron's success in the server segment would translate into success in other microprocessor segments, notably corporate desktop and laptop, and whether th...Starting at €8.20
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EFI, Inc. (A)
Godes, David B.; Barley, LaurenCase HBS-508044-EMarketingEFI has a unique sales compensation challenge. They cannot allocate sales credit for their core product to individual salespeople. So, they've historically paid the sales force as a team. This has worked out fine, since they've been a near-monopoly seller of a single product category. However, this has changed. Not only are they facing new competition in their core product bu they also have diversified into other products that allow them to ident...Starting at €8.20
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EFI, Inc. (B)
Godes, David B.; Barley, LaurenCase HBS-508045-EMarketingThis is a follow-on case to EFI, Inc. (A). It reports on Dean Mills' decision to implement a new compensation approach that pays 25% of salespeople's bonus, based on their individual sales of software add-on products. He also recommends making public each salesperson's performance against their goal in a report that ranked salespeople from top to bottom each period. Students are asked to react to this new plan.Starting at €5.74