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• Supplement | HBS Case Collection | 2013

  Jones Lang LaSalle 2001–2012 Video Supplement

  Ranjay Gulati and Luciana Silvestri

  Keywords: organizational structure; organizational evolution; strategy;

  Citation:

  Gulati, Ranjay, and Luciana Silvestri. "Jones Lang LaSalle 2001–2012 Video Supplement." Harvard Business School Video Supplement 413-704, April 2013.

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• Article | International Studies of Management & Organization | Forthcoming

  Spinning the Wheel of Retailing: Innovation Platforms for Emerging Consumers

  Guillermo D'Andrea, Luciana Silvestri, Leticia Costa, Fernando Fernandes and Fabio Fossen

  This exploratory study identifies key pillars upon which innovative business models rely on in the Latin American retail landscape. First, using qualitative research methods, we delve into the minds of Latin American emerging consumers to uncover their needs and paradigms. In a region where retail innovation has traditionally been targeted at high-income consumers, we find a new breed of retailers that cater to the large mass of emerging consumers Second, we explore the avenues of innovation retailers have followed to serve this impoverished segment. We find that retailers' efforts to innovate have resulted in at least three original retail formats: one centered on providing access to durable goods, another centered on offering a wide assortment of goods and a convenient location, and the last one centered on incorporating design and quality. Based on the wheel of retailing theory, we show how these new formats are changing the structure of the retail industry in the region.

  Citation:

  D'Andrea, Guillermo, Luciana Silvestri, Leticia Costa, Fernando Fernandes, and Fabio Fossen. "Spinning the Wheel of Retailing: Innovation Platforms for Emerging Consumers." International Studies of Management & Organization (forthcoming).

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• Case | HBS Case Collection | 2012

  Cisco in 2012: Reorganizing for Efficiency and Flexibility

  Ranjay Gulati, Alison Berkley Wagonfeld and Luciana Silvestri

  In 2012, Cisco was under intense pressure to show results: growth in its core business was decelerating and a number of exploratory ventures and acquisitions had not proven as profitable as expected. CEO John Chambers vowed to restore the company's health in a way that would support the agility and entrepreneurial mindset required to be successful in emerging sectors while continuing to achieve efficiency and profitability in Cisco's core business. In a world where technologies and customer segments were rapidly evolving, Cisco executives realized that their emphasis on working collaboratively through councils and boards (the company's staple organizational structure in the 2000s) might be impacting Cisco's ability to be nimble and responsive. This case explores these challenges and Cisco's strategic and organizational response, with a particular focus on Cisco's comprehensive restructuring.

  Keywords: Organizational Change and Adaptation; Restructuring; Adaptation; Performance Efficiency; Emerging Markets; Information Technology Industry;

  Citation:

  Gulati, Ranjay, Alison Berkley Wagonfeld, and Luciana Silvestri. "Cisco in 2012: Reorganizing for Efficiency and Flexibility." Harvard Business School Case 413-069, November 2012.

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