Search results
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How Google Sold Its Engineers on Management
Garvin, David A.Article HBS-R1312D-EHigh-performing knowledge workers often question whether managers actually contribute much, especially in a technical environment. Until recently, that was the case at Google, a company filled with self-starters who viewed management as more destructive than beneficial and as a distraction from "real work." But when Google's people analytics team examined the value of managers, applying the same rigorous research methods the company uses in its o...Starting at €8.20
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Can a Strong Culture Be Too Strong (HBR Case Study)
Garvin, David A.Article HBS-R1401X-ELeadership and People ManagementParivar, an IT services firm with a long history of attracting talented people with its family-like culture suddenly faces a spate of resignations among rank-and-file employees. As the vice president of HR tries to figure out what's behind the exodus, the CEO wants to create a brand-new function charged with reinforcing the company's culture. As Parivar prepares for global expansion, is emphasizing the family-like atmosphere the key to retaining ...Starting at €8.20
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Zensar: The Future of Vision Communities, Teaching Note
Garvin, David A.Teaching Note HBS-312036-ETeaching Note for 311024, 311025, 312705, and 312706.Starting at €0.00
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Growing Pains at Stroz Friedberg, Teaching Note
Garvin, David A.Teaching Note HBS-312058-ETeaching Note for 311008.Starting at €0.00
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The National Geographic Society (A) (Abridged)
Garvin, David A.; Lobb, AnnelenaCase HBS-312120-EIn January 2010, John Fahey, president, CEO, and chairman of the board of trustees' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must decide how best to organize the 121-year old mission-driven organization for a world of accelerating digital convergence and decreasing magazine sales. Historically a proponent of evolutionary change, he is considering a radical move: creating a senior management position res...Starting at €8.20
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Google's Project Oxygen: Do Managers Matter
Garvin, David A.; Wagonfeld, Alison Berkley; Kind, LizCase HBS-313110-ELeadership and People ManagementGoogle's Project Oxygen started with a fundamental question raised by executives in the early 2000s: do managers matter? The topic generated a multi-year research project that ultimately led to a comprehensive program, built around eight key management atStarting at €8.20
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Decision Making at the Top: The All-Star Sports eBusiness Division
Garvin, David A.; Roberto, Michael A.Case HBS-314010-EDescribes a senior management team's strategic decision-making process. The division president faces three options for redesigning the process to address several key concerns. The president has extensive quantitative and qualitative data about the process to guide him as he and the senior team attempt to make improvements.Starting at €8.20
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Americhem: The Gaylord Division (A-1)
Garvin, David A.Case HBS-314011-EThe Gaylord Division of Americhem, a large chemical company, is in the midst of the first use of a new zero-base budgeting system. The general manager of the division leading the process is experiencing disagreement and conflict among the members of the senior management team. This case describes a difficult meeting. A rewritten version of an earlier case.Starting at €8.20
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Management Levels at Staples (B): General Manager & District Manager (Abridged (B) & (C))
Garvin, David A.Case HBS-314021-EStarting at €5.74
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A Note on Seeking, Receiving, and Giving Advice
Garvin, David A.; Margolis, Joshua D.Case HBS-314071-ELeadership and People Managementadvising, counseling, coaching and mentoring. Next, it describes the primary stages or steps in the advising process; each stage is examined from the perspective of both advice-seekers and advice-givers. The note concludes with recommendations for practice, listing a number of pitfalls to avoid when seeking, receiving, and giving advice as well as several guidelines and best practices.Starting at €8.20