More from these Authors

• Case | HBS Case Collection | 2013 (Revised from original 2013 version)

  Building Innovation at Terrapin Bright Green

  Amy C. Edmondson, Sydney Ribot and Mary Saunders

  Describes Terrapin Bright Green, an environmental consulting and strategic planning firm, and its approach for creating integrative, systematic solutions to green-building conundrums through consulting, research, and policy-related activities. Emphasis is placed on the role of integrated design and the intensive team-based "charrette" process in Terrapin's consulting work as well as on the design trends of biophilia and biomimicry. The case focuses on the sustainable redesign of 111 8th Avenue, New York, New York, to explore the challenge of managing strategic, intangible services in the context of Terrapin's more concrete focus historically. A serendipitous discovery leads the founders to consider how the firm could systematize its process while maintaining the flexibility that made it successful.

  Keywords: integrated design; entrepreneurs; Creative Industries; CONSULTING firms; Energy; Design; Governance; Growth and Development; Innovation and Invention; Knowledge; Labor; Organizations; Problems and Challenges; Research; Strategy; Value; Consulting Industry; New York (city, NY);

  Citation:

  Edmondson, Amy C., Sydney Ribot, and Mary Saunders. "Building Innovation at Terrapin Bright Green." Harvard Business School Case 613-053, May 2013. (Revised from original May 2013 version.)

  CiteView Details

  Related

• Supplement | HBS Case Collection | 2013 (Revised from original 2012 version)

  Foreign Direct Investment and South Africa (B)

  Eric Werker and Ian McKown Cornell

  Incoming and outgoing foreign direct investment in an environment of politics, geography, globalization, and history. Updates the 2006 case to 2012. The subsequent six years only reinforce the message of the original case. Since the end of apartheid, South Africa had undertaken substantial economic reforms in order to attract more foreign direct investment, but it was slow in coming. At the same time, South African firms had become major players in sub-Saharan Africa and beyond. Collectively, these investment decisions could have a major long-run impact on South Africa's economic growth and political stability. South African policymakers needed to decide what they wanted from the private sector, and how to achieve it.

  Keywords: global business; developing countries; foreign direct investment; business government relations; South Africa;

  Citation:

  Werker, Eric, and Ian McKown Cornell. "Foreign Direct Investment and South Africa (B)." Harvard Business School Supplement 712-054, May 2013. (Revised from original June 2012 version.)

  CiteView Details

  Related

• Case | HBS Case Collection | 2013 (Revised from original 1997 version)

  Stone Container Corporation (A)

  W. Carl Kester and Kirk Goldman

  In early 1993, Stone Container was heavily burdened by debt following a series of highly leveraged acquisitions. A prolonged depression in paper prices necessitated the development of a comprehensive financial plan to relieve the financial pressures on Stone. Among the alternatives to be considered are straight debt, convertible debt, and equity.

  Keywords: Leveraged Buyouts; Borrowing and Debt; Capital Structure; Equity; Price; Strategic Planning;

  Citation:

  Kester, W. Carl, and Kirk Goldman. "Stone Container Corporation (A)." Harvard Business School Case 297-047, April 2013. (Revised from original February 1997 version.)

  CiteView DetailsPurchase

  Related