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

  Chorus and Telecom: Building the Boards

  Boris Groysberg and Sarah L. Abbott

  In 2011, Sarah Naudé and Matt Stanley sat down with the chairman of Telecom New Zealand, Wayne Boyd. Telecom, a publicly listed company and the largest telecom provider in New Zealand, was being divided into two publicly traded companies, Chorus, a telecom infrastructure company, and new Telecom, a telecom retail services provider. In connection with this split, Naudé and Stanley were charged with overseeing the process of creating two new boards of directors for these companies. As part of this process, the team reviews the roles and responsibilities of a board, defines what capabilities the new boards need, and reduces a preliminary list of candidates to a short list. They must now use this short list to create two strong boards.

  Keywords: board of directors; Women's Empowerment; governance; leadership; Governance; Leadership; Decision Making; Organizational Structure; Human Resources; Selection and Staffing; Diversity Characteristics; Telecommunications Industry; New Zealand;

  Citation:

  Groysberg, Boris, and Sarah L. Abbott. "Chorus and Telecom: Building the Boards." Harvard Business School Case 413-030, June 2013. (Revised from original January 2013 version.)

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

  Naina Lal Kidwai: Investing in Her Country

  Boris Groysberg and Anjali Raina

  This case showcases the 30-year career of Naina Lal Kidwai, Chairman of HSBC India, a leading woman business leader globally. It demonstrates how Kidwai spent a lifetime overcoming barriers as a woman in a male-dominated profession and as an Indian in the global marketplace. Now, as opportunities to play a role in the environment are beginning to open up, she has to decide the next direction to take in her career.

  Keywords: leadership; Leadership; Financial Services Industry; Insurance Industry; India;

  Citation:

  Groysberg, Boris, and Anjali Raina. "Naina Lal Kidwai: Investing in Her Country." Harvard Business School Case 413-003, May 2013. (Revised from original November 2012 version.)

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

  Talking Strategy at Greighton Partners

  Boris Groysberg and Kerry Herman

  Since its inception, London-based private equity firm Greighton Partners had managed over $15 billion in investor capital. The firm employed about 150 professionals around the globe and had completed over 175 company acquisitions since its founding. Started with a small intimate team in London, the firm had merged with a continental PE firm and was successful, with an increased focus on Asia deals. After a long day of global partner meetings behind them, a group of Greighton partners, eager to unwind, gathered to discuss the firm's success in terms of executing on its recently refined strategy. Opinions ranged across the following strategic issues: growing the firm's Asian footprint versus remaining focused in Europe; aiming to be a top performing mid-market firm or focusing on moving up a tier to compete for bigger deals against larger firms; growth and expansion through organic growth, merger/acquisition, or through lateral hires; and finally, sector mix and client mix/client focus.

  Keywords: Financial Services Industry; Asia; Europe;

  Citation:

  Groysberg, Boris, and Kerry Herman. "Talking Strategy at Greighton Partners." Harvard Business School Case 413-031, March 2013. (Revised from original November 2012 version.)

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