Andrew Wasynczuk
MBA Class of 1953 Senior Lecturer of Business Administration
Andy Wasynczuk joined the faculty of Harvard Business School in the spring of 2005. He has taught a wide range of negotiation courses in the required and elective MBA curriculum. He currently teaches the newly developed elective course on Negotiation as well as Managing, Organizing and Negotiating for Value. The latter explores the manager's role in influencing and motivating individuals and teams at an interpersonal level as well as focuses on the design and management of the formal systems used to motivate employees (e.g. incentive compensation, promotion, recognition). He is also actively involved in the GMP executive education program. Wasynczuk came to HBS after sixteen years with the New England Patriots and related enterprises. He originally joined the Kraft family in 1989 as Chief Operating Officer of Foxboro Stadium and helped navigate a progression of moves which led to a championship organization both on and off the field. As Chief Operating Officer for the New England Patriots and Gillette Stadium, Wasynczuk managed the daily business operations of every department in both organizations. In addition to his operating responsibilities, he oversaw the development of various player compensation analysis tools, which continue to be instrumental to the team’s ongoing leadership in salary cap management. Wasynczuk’s negotiating expertise was evident not only in his player negotiations, but also in many off-field negotiations. He led the negotiations and campaigns necessary to secure the local, state and federal approvals that were required to build Gillette Stadium in Foxboro. He was involved in the negotiations for the Stadium construction contract and oversaw its ultimate implementation. He was at the center of the naming rights negotiations for the Stadium. During Wasynczuk’s last five years with the team, the organization built and opened world class Gillette Stadium and brought three Superbowl Championships to New England. Prior to joining the Kraft organization, Wasynczuk was a consultant at Bain & Company in Boston. He received his MBA from HBS in 1983. He also holds B.S. and M.S. degrees in Electrical Engineering from Case Western Reserve University. Wasynczuk serves on several charitable boards, including Case Western Reserve University and Massachusetts Salvation Army. Andy and his wife, Rebecca, have four children and live in Westwood, MA.
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Article
| Harvard Business Review
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The Gentleman's 'Three'
Brian Hall and Andrew Wasynczuk
Citation: Hall, Brian, and Andrew Wasynczuk. "The Gentleman's 'Three'." Harvard Business Review 89, nos. 7-8 (July–August 2011). (HBR Case Study.)
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Case
| HBS Case Collection
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2011
(Revised from original 2008 version)
A.J. Washington: Retaining an NFL Star
Andrew Wasynczuk and Nicole Shae Bennett
General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolville needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.
Keywords: Retention;
Human Capital;
Contracts;
Managerial Roles;
Negotiation;
Groups and Teams;
Sports Industry;
Los Angeles;
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Case
| HBS Case Collection
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2010
(Revised from original 2009 version)
Golden Rule
Andrew Wasynczuk, Katherine Dowd and Sara del Nido
Citation: Wasynczuk, Andrew, Katherine Dowd, and Sara del Nido. " Golden Rule." Harvard Business School Case 909-017, October 2010. (Revised from original April 2009 version.)
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Case
| HBS Case Collection
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2010
(Revised from original 2008 version)
iBasis, Inc.
Andrew Wasynczuk, Katherine Dowd and Nicole Kravec
iBasis examines the development of a long-term relationship between equipment manufacturer Cisco and start-up iBasis, a voice-over-internet wholesaler. Questions arise for iBasis founders as to how best to build a beneficial relationship with the much larger partner. How aggressive should they be in their pursuit of specialized equipment designs from Cisco? How should they protect their own intellectual property? After several years of market success, and several relationship defining mechanisms (from informal to a memorandum of understanding to specific equipment contracts), the partnership is tested with the dot-com bubble bursting. Not only is the relationship at risk, but iBasis' very survival is in question.
Citation: Wasynczuk, Andrew, Katherine Dowd, and Nicole Kravec. "iBasis, Inc." Harvard Business School Case 908-014, January 2010. (Revised from original January 2008 version.)
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Supplement
| HBS Case Collection
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2006
Smartix (D): Reflections from the Other Side of the Table
James K. Sebenius and Andrew Wasynczuk
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