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• Case | HBS Case Collection | 2012 (Revised from original 2011 version)

  Ganging Up on Cancer: Integrative Research Centers at the Dana-Farber Cancer Institute (A)

  Heidi K. Gardner, Edo Bedzra and Shereef M. Elnahal

  Dr. Barrett Rollins, Chief Scientific Officer of the Dana Farber Cancer Institute, attempts to engender cross-scientist collaboration by applying project management principles to medical research. The resulting innovation, Integrative Research Centers, are novel in this field and present a substantial challenge to the Institute's culture, which had previously allowed faculty scientists complete autonomy over their research. Center leaders are required to develop a business plan, adhere to agreed-upon performance metrics, and undergo regular progress reviews conducted by a peer-led oversight committee. The Center for Nanotechnology in Cancer, a new but crucial center in the program, has failed to meet almost all of its objectives in the first year. Furthermore, a heated dispute between two faculty members in the center has complicated matters significantly. Rollins is flummoxed by these problems because he thought he had provided resources and clear objectives to all of the centers. He must urgently diagnose the main reason(s) for the center's shortcomings and develop a plan of action so that this center's problems do not undermine the whole initiative toward greater scientific collaboration.

  Keywords: Problems and Challenges; Organizational Change and Adaptation; Change Management; Motivation and Incentives; Employees; Performance Evaluation; Leadership Style; Leadership; Collaborative Innovation and Invention; Innovation and Management;

  Citation:

  Gardner, Heidi K., Edo Bedzra, and Shereef M. Elnahal. "Ganging Up on Cancer: Integrative Research Centers at the Dana-Farber Cancer Institute (A)." Harvard Business School Case 412-029, October 2012. (Revised from original September 2011 version.)

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• Case | HBS Case Collection | 2012

  Jess Westerly at Kauflauf GmbH

  John J. Gabarro and Colleen Kaftan

  Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Only months into her job, outsider Westerly tries and fails to implement a change in field consultants' sales call patterns. Westerly had introduced the changes to the sales organization via a memo that outlined her directive and explained the reasons behind it. Field consultants immediately complained about the infringement on their decisions about how to spend their time and the insensitivity to the relationship-oriented nature of developing business. Three months later, sales statistics show little difference in calling patterns. After explaining, defending, and reshaping her stalled initiative, Waverly presents her amended proposal to key senior executives and is given three weeks to produce an implementation plan. If the plan is deemed acceptable, she will be asked to implement it.

  Citation:

  Gabarro, John J., and Colleen Kaftan. "Jess Westerly at Kauflauf GmbH." Harvard Business School Brief Case 913-527, August 2012.

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• Teaching Note | HBS Case Collection | 2012

  Jess Westerly at Kauflauf GmbH (Brief Case)

  John J. Gabarro and Colleen Kaftan

  Citation:

  Gabarro, John J., and Colleen Kaftan. "Jess Westerly at Kauflauf GmbH (Brief Case)." Harvard Business School Teaching Note 913-528, August 2012.

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