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• Case | HBS Case Collection | 2013 (Revised from original 2006 version)

  China: 'To Get Rich is Glorious'

  Richard H.K. Vietor and Julia Galef

  In 1978, Deng Xiaoping assumed the leadership of an impoverished China, after Mao Zedong's disastrous Cultural Revolution. During the next 17 years, Deng applied pragmatic policies to liberalize the Chinese economy gradually while maintaining the power of the Communist state. In hindsight, this strategy was among the most successful development strategies ever. Reviews Chinese political history and explores in detail eight parts of Deng's development strategy. Concludes by looking at the problems facing Jiang Zemin in 1997 as he takes control of China for the next leg of economic development.

  Keywords: History; Leadership; Privatization; Policy; Macroeconomics; Economic Systems; Development Economics; Government and Politics; Business Strategy; Growth and Development Strategy; China;

  Citation:

  Vietor, Richard H.K., and Julia Galef. "China: 'To Get Rich is Glorious'." Harvard Business School Case 707-022, April 2013. (Revised from original November 2006 version.)

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• Case | HBS Case Collection | 2013

  America's Budget Impasse

  Richard H.K. Vietor

  In the spring of 2013, Barak Obama faced a difficult budgetary challenge—reducing fiscal deficits over ten years without dampening the weak economic recovery but soon enough to avoid another breach of the debt ceiling, with potential default. Finally, in April, he released his budget—calling for spending cuts and tax hikes adding to 1.8 trillion (over ten years). However, in the preceding two weeks, both the House Republicans and the Senate Democrats had approved budget resolutions that were exceedingly different. Now, amidst flurries over gun control and immigration reform came the time to bargain on the macroeconomy of the United States.

  Keywords: United States; competitiveness; stimulus; Budgeting;

  Citation:

  Vietor, Richard H.K. "America's Budget Impasse." Harvard Business School Case 713-078, April 2013.

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

  Colbún and the Future of Chile's Power

  Forest Reinhardt and Shon R. Hiatt

  This case is about Colbún, Chile's second largest electricity generator, which is facing significant uncertainty regarding the cost and availability of alternative energy sources. Problems with the contracted supply of natural gas and the volatility of oil prices, coupled with pressure from collective activists, force Colbún to revise its business strategy and its sourcing mix. The case also deals with the pros and cons of various energy sources in view of their perceived environmental impact. The company's CEO, Bernardo Larrain Matte, has to take all these different considerations into account when planning Colbún's future, especially in the light of new opportunities and challenges posed by global climate change. The case analyzes the operations of Colbún to illustrate the complexities associated with conducting business under the influence of global energy markets, political uncertainty, and environmental activism.

  Keywords: energy; Energy Industry; chile; environmental protection; Energy Generation; Energy Industry; South America; Chile;

  Citation:

  Reinhardt, Forest, and Shon R. Hiatt. "Colbún and the Future of Chile's Power." Harvard Business School Case 713-047, April 2013. (Revised from original November 2012 version.)

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