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• Teaching Plan | HBS Case Collection | 2013

  Marks and Spencer: Plan A (TP)

  David Bell and Michael Norris

  Teaching Note for 509029.

  Keywords: Marketing; Corporate Social Responsibility and Impact; Strategic Planning; Environmental Sustainability; Competitive Advantage; Retail Industry;

  Citation:

  Bell, David, and Michael Norris. "Marks and Spencer: Plan A (TP)." Harvard Business School Teaching Plan 513-029, April 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Olympus (A)

  Jay W. Lorsch, Suraj Srinivasan and Kathleen Durante

  As 2012 approached, the woes of the financial crisis seemed to be fading, companies were resuming business as usual, and some of the scrutiny on corporate governance practices began to recede as well. That is until another major financial scandal emerged in Japan in the fall of 2011. It was slowly revealed that the 92-year-old camera and medical photo-imaging company, Olympus, had been hiding its losses for more than a decade—to the tune of $1.7 billion—long before the current economic pressures, slow job growth, and poor investor confidence plagued the global economy. The fraud renewed the focus on corporate governance policies worldwide, but especially in Japan, where the lack of board independence and a deep-rooted corporate culture entrenched in personal loyalties fostered an environment that made it difficult for scandals such as this to be unveiled, let alone for whistleblowers to come forward about them.

  Keywords: accounting; corporate governance; Accounting; Corporate Governance; Electronics Industry; Health Industry; Japan;

  Citation:

  Lorsch, Jay W., Suraj Srinivasan, and Kathleen Durante. "Olympus (A)." Harvard Business School Case 413-040, March 2013. (Revised from original October 2012 version.)

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• Case | HBS Case Collection | 2013

  Cummins, Inc.: Building a Home Community for a Global Company

  Joseph L. Bower and Michael Norris

  In 2010, Tom Linebarger, president and COO of Cummins, Inc., the Columbus, Indiana-based manufacturer of diesel engines, has to decide where to locate the company's new manufacturing line for high horsepower engines. He has three choices to decide from: Seymour, Indiana; Daventry, England; and Pune, India. The Community Education Coalition (CEC) in Columbus has had success in improving the city's schools to make the area more competitive in attracting and retaining highly educated employees to this small Midwestern city. The CEC is planning an expansion into Seymour with Cummins' help. Will the CEC be able to improve the school system in Seymour enough to make it a viable choice for the new high horsepower engine line?

  Keywords: manufacturing; education; competitiveness; Manufacturing Industry; United States;

  Citation:

  Bower, Joseph L., and Michael Norris. "Cummins, Inc.: Building a Home Community for a Global Company." Harvard Business School Case 313-024, March 2013.

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