| HBS Case Collection
(Revised April 2007)
Boris Groysberg, Christopher Marquis and Ayesha Kanji
Supplements the (A) case. The (B) case presents the final outcome of the events. Reveals how Keller is able to turn around perceptions about him and forge relationships with key decision makers. Includes reflections and lessons learned from all parties and Keller's actual 2005 year-end and self evaluations on the project.
Situation or Environment;
Rank and Position;
Motivation and Incentives;
Groysberg, Boris, Christopher Marquis, and Ayesha Kanji. "Tim Keller at Katzenbach Partners LLC (B)". Harvard Business School Supplement 407-038, September 2006. (Revised April 2007.)
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| Stanford Social Innovation Review
Inside the Buy-One Give-One Model
Christopher Marquis and Andrew Park
People Management (Abridged)
Highlights critical gaps between research and practice in the field of strategic human resources management. Also, aims to debunk some myths and preconceptions that general managers bring to their HR decisions. Before class, participants fill out a true-or-false questionnaire for subsequent class discussion.
Note: Please refer to the Teaching Note for "People Management" (Product #: 406034). Although the numbering of the questions will not line up, all the information is included. A Teaching Note for the abridged version is forthcoming.
Keywords: Human Resources;
Compensation and Benefits;
| HBS Case Collection
(Revised September 2013)
Kvadrat: Leading for Innovation
Boris Groysberg and Sarah L. Abbott
In 2013, Anders Byriel, CEO of the family-owned Danish textiles company, Kvadrat, considered the firm's strategic plan. In 2000, Byriel and Mette Bendix, Kvadrat's Product Director, had taken over management of the company from their fathers, who had founded Kvadrat in the 1960s. Byriel and Bendix had joined Kvadrat in 1992, and since that time, Kvadrat had grown from €19 million in annual sales to over €86 million. It had expanded its focus on selling textiles to European architects and furniture manufactures, becoming a global company with a wide product range and a broad customer base. Kvadrat's internal organization had grown and transformed to support this larger business.
Now Kvadrat's management team was focused on a number of key initiatives: expansion into Asia; improved sales trends in its curtain and Soft Cells businesses; development of Kvadrat's retail sales operations; the implementation of new Human Resources practices; and the execution of a new organizational design. Was such an extensive growth, turnaround and internal development agenda feasible? And, were the initiatives being considered the right ones for Kvadrat?
Keywords: general management;
Business or Company Management;
Growth and Development Strategy;
Management Practices and Processes;
Division of Faculty & Research
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