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• Case | HBS Case Collection | 2013

  Google's Project Oxygen: Do Managers Matter?

  David A. Garvin, Alison Berkley Wagonfeld and Liz Kind

  Google's Project Oxygen started with a fundamental question raised by executives in the early 2000s: do managers matter? The topic generated a multi-year research project that ultimately led to a comprehensive program, built around eight key management attributes, designed to help Google employees become better managers. By November 2012, the program had been in place for several years, and the company could point to statistically significant improvements in managerial effectiveness and performance. Now executives were wondering: how could Google build on the success of this project, extending it to senior leaders, teams, and other constituencies while striving to create truly amazing managers?

  Keywords: organizational behavior; management; leadership; business policy; general management; human resource management; Management; Leadership; Human Resources;

  Citation:

  Garvin, David A., Alison Berkley Wagonfeld, and Liz Kind. "Google's Project Oxygen: Do Managers Matter?" Harvard Business School Case 313-110, April 2013.

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

  CloudFlare, Inc.: Running Hot?

  Thomas R. Eisenmann and Alex Godden

  In July 2012, the cofounders of CloudFlare, a Silicon Valley startup that protects websites and accelerates their traffic, are considering the implications of five employees' resignations over the prior three months. Was this natural attrition for a high-tech venture with a staff of 35 experiencing explosive growth, or were the resignations symptomatic of bigger issues with CloudFlare's culture and management processes? After describing CloudFlare's early history, business model, organization structure, and human resources policies, the case presents first-person accounts from employees regarding their reasons for resigning, and then asks whether CloudFlare's cofounders should take any corrective actions.

  Keywords: Management Practices and Processes; Employee Relationship Management; Organizational Structure; Organizational Culture; Organizational Change and Adaptation; Growth Management; Web Sites; Entrepreneurship; Resignation and Termination; Business Startups; Information Technology Industry; Web Services Industry; California;

  Citation:

  Eisenmann, Thomas R., and Alex Godden. "CloudFlare, Inc.: Running Hot?" Harvard Business School Case 813-145, March 2013. (Revised from original January 2013 version.)

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

  MuMaté (B-2): Confidential for Cantor

  Thomas R. Eisenmann and Alex Godden

  MuMaté, a fictional cult beverage company, requires capital to fund national expansion. Its cofounders, who have bootstrapped to this point, are now negotiating with venture capital firms to raise a $3 million funding round. The case describes MuMaté's inception, early history, business model, and factors that have fueled its rapid recent growth. As the case ends, the cofounders are debating whether to raise funds from VCs, angels, or asset-based lenders. The cofounders share their concerns about valuation and whether investors will seek to change the company's strategy and organizational culture.

  Keywords: negotiation;

  Citation:

  Eisenmann, Thomas R., and Alex Godden. "MuMaté (B-2): Confidential for Cantor." Harvard Business School Supplement 813-150, March 2013. (Revised from original January 2013 version.)

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