Case | HBS Case Collection | 2006 (Revised from original 2005 version)

Yum! Brands, Inc: A Corporate Do-Over

by Frances X. Frei, Amy C. Edmondson, James Weber and Eliot Sherman

Abstract

Describes the successful turnaround of the restaurant company Yum! Brands after its spin off from PepsiCo and covers how the company's leadership planned and executed on virtually every dimension of the employee experience. The main dilemma centers on what the company should do in terms of multibranding--housing two brands in one physical location.

Keywords: Product; Brands and Branding; Service Operations; Expansion; Trade; Leadership Development; Business or Company Management; Food and Beverage Industry; Retail Industry;

Format: Print

30 pages

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Citation:

Frei, Frances X., Amy C. Edmondson, James Weber, and Eliot Sherman. "Yum! Brands, Inc: A Corporate Do-Over." Harvard Business School Case 606-041, January 2006. (Revised from original September 2005 version.)

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.

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