Case | HBS Case Collection | 1999 (Revised from original 1996 version)

NYPD New

Abstract

Police Commissioner Bratten and his staff have led a process designed to create a results-oriented police department from one that previously emphasized and measured effort. With increasing budgeting pressures, the next phase of effort calls for increasing emphasis on productivity as well as a reduction in crime.

Keywords: Budgets and Budgeting; Crime and Corruption; Leadership Style; Service Operations; Organizational Design; Performance Productivity; Public Administration Industry;

Format: Print

28 pages

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Citation:

Heskett, James L. "NYPD New." Harvard Business School Case 396-293, June 1999. (Revised from original April 1996 version.)

This is the fourth in a 35-year series of HBS cases on an organization that has changed the rules of the game globally for an entire industry by offering both differentiated and low-price service. The focus of the case is on whether Southwest Airlines should buy gates and slots to initiate service to New York's LaGuardia airport, which does not fit the airline's profile for cost, ease of service, and other factors. The bigger issue is how the organization should deal with competition that has successfully emulated more and more of what it does in an operating environment that has changed significantly. Hence the subtitle, which was suggested by Herb Kelleher, Southwest's Chairman and CEO, Emeritus.

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