Case | HBS Case Collection | 1983 (Revised from original version)

Peter Olafson (A)

Abstract

Describes the problems facing a recent MBA graduate in his job as general manager of a cable television company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support.

Keywords: Business Subsidiaries; Television Entertainment; Managerial Roles; Organizational Design; Problems and Challenges;

Format: Print

13 pages

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Citation:

Gabarro, John J. "Peter Olafson (A)." Harvard Business School Case 475-025, April 1983. (Revised from original August 1974 version.)

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Case | HBS Case Collection | 1983 (Revised from original 1974 version)

Peter Olafson (B)

John J. Gabarro

Supplements the (A) case.

Citation:
Gabarro, John J. "Peter Olafson (B)." Harvard Business School Case 475-026, February 1983. (Revised from original August 1974 version.)

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Case | HBS Case Collection | 1983 (Revised from original 1974 version)

Peter Olafson (C)

John J. Gabarro

Supplements the (A) case.

Citation:
Gabarro, John J. "Peter Olafson (C)." Harvard Business School Case 475-027, February 1983. (Revised from original August 1974 version.)

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Case | HBS Case Collection | 1983 (Revised from original 1974 version)

Peter Olafson (D)

John J. Gabarro

Supplements the (A) case.

Citation:
Gabarro, John J. "Peter Olafson (D)." Harvard Business School Case 475-028, February 1983. (Revised from original August 1974 version.)

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Case | HBS Case Collection | 1983 (Revised from original 1974 version)

Peter Olafson (E)

John J. Gabarro

Supplements the (A) case. Designed as an in-class handout.

Citation:
Gabarro, John J. "Peter Olafson (E)." Harvard Business School Case 475-029, February 1983. (Revised from original August 1974 version.)

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Case | HBS Case Collection | 1995 (Revised from original 1993 version)

Erik Peterson (A)

John J. Gabarro

Describes the problems facing a recent MBA graduate in his job as general manager of a mobile cellular company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised version of an earlier case.

Keywords: Business Subsidiaries; Managerial Roles; Organizational Design; Problems and Challenges; Relationships; Mobile Technology;

Citation:
Gabarro, John J. "Erik Peterson (A)." Harvard Business School Case 494-005, October 1995. (Revised from original November 1993 version.)

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Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Only months into her job, outsider Westerly tries and fails to implement a change in field consultants' sales call patterns. Westerly had introduced the changes to the sales organization via a memo that outlined her directive and explained the reasons behind it. Field consultants immediately complained about the infringement on their decisions about how to spend their time and the insensitivity to the relationship-oriented nature of developing business. Three months later, sales statistics show little difference in calling patterns. After explaining, defending, and reshaping her stalled initiative, Waverly presents her amended proposal to key senior executives and is given three weeks to produce an implementation plan. If the plan is deemed acceptable, she will be asked to implement it.

Describes the problems facing a recent MBA graduate in his job as general manager of a medical device company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised and updated version of earlier case 494-005, reflecting the challenges of managing in innovation/R&D-driven industries and across multiple international sites.

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Peter Olafson (A)

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