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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, April 2013. (Revised from original November 2012 version.)

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• Teaching Note | HBS Case Collection | 2013

  Automating the Paris Subway (TN) (A) & (B)

  Michel Anteby and Ayn Cavicchi

  In 2001, the head of the Paris Subway reflected on how to transform Line 1 into a driverless line without triggering a social conflict. After the shock of the 2000 Notre Dame de Lorette subway accident, in which a train derailed and caused 25 injuries in a Paris subway station, the state-owned Paris subway operator Régie Autonome des Transports Parisiens (RATP) decided to adopt new security measures and considered the opportunity to automate the oldest and the busiest line of the network. The Head of the Paris Subway, Serge Lagrange, believed that automating Line 1 would improve security as well as performance. However, the automation would bring about the downsizing of 219 drivers' positions. Lagrange had to figure out how to get the RATP employees on board, particularly drivers and trade unions. How could he convince them of the necessity to automate Line 1? How could he prevent the potentially major social conflict that might result from downsizing the drivers' positions?

  Keywords: Labor relations; Unions; organizational behavior; Change; Transportation Industry; France;

  Citation:

  Anteby, Michel, and Ayn Cavicchi. "Automating the Paris Subway (TN) (A) & (B)." Harvard Business School Teaching Note 413-093, March 2013.

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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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