Hugo Uyterhoeven

Timken Professor of Business Administration, Emeritus

Hugo Uyterhoeven, the Timken Professor of Business Administration Emeritus, received doctor of law degrees from the University of Zurich in Switzerland and from the University of Ghent in Belgium and the M.B.A. and D.B.A. degrees from Harvard University. He has been a member of the Harvard Business School Faculty since 1960 and in the MBA program has taught courses in Business Policy; Business Government and the International Economy; Industry and Competitive Analysis; Management of International Business; Competition & Strategy; and The General Manager's Perspective. He has taught extensively in the School's executive education programs. He has served as Chairman of the Advanced Management Program, as Chairman of the General Management Area, and as Senior Associate Dean from 1980 to 1989. Professor Uyterhoeven is a director of Bombardier, Ecolab, and The Stanley Works. Through previous directorships with eleven organizations, including Brown Boveri, Ciba-Geigy, DegussaHuls and Harcourt General, he has been involved with pharmaceuticals, agrochemicals, specialty chemicals, power generation and distribution, mutual fund management, commercial banking, property and casualty insurance, aerospace and automotive supplies, machine tools, medical equipment, gold mining, movie theaters, soft-drink bottling, retailing and publishing. He also is a consultant and lecturer in the fields of business, government and the international economy, international business, long-range planning, and corporate organization. He is co-author of the eighth edition of Business Policy: Managing Strategic Processes (Irwin, 1995).

Books

Cases and Teaching Materials

  1. Adam Opel AG (A)

    Focuses on the strategic issue of how to approach the East German market after the Berlin wall came down in late 1989. Within an unusually rich economic-political and organizational-personal context, the chairman of GM's German subsidiary has to respond to Volkswagen's preemptive move in East Germany. The rapid and unexpected political changes complicate the decision process. How do rapid and unexpected political changes impact this response?

    Keywords: Transformation; Government and Politics; Organizations; Business and Government Relations; Strategy; Competitive Strategy; Germany;

    Citation:

    Uyterhoeven, Hugo. "Adam Opel AG (A)." Harvard Business School Case 392-100, March 1992. (Revised April 2000.) View Details
  2. John Trani's First Year

    John Trani is Stanley Works' new CEO. This case describes his philosophy, communications, and actions during his first seven months in office, aiming at a major transformation of strategic postures, organizational structure, and company culture.

    Keywords: Organizational Change and Adaptation; Strategic Planning; Communication; Personal Development and Career; Organizational Culture; Leadership Style; Management Skills; Consumer Products Industry;

    Citation:

    Uyterhoeven, Hugo. "John Trani's First Year." Harvard Business School Case 398-076, December 1997. (Revised April 2000.) View Details
  3. Linda Jacober

    Linda Jacober is parachuted into a new venture, Mac Direct. Did she inherit the strategic plan of a lifetime or did she board a kamikaze plane? What organizational challenges did she encounter upon her arrival? How well has she done to date and what advice would one give to her?

    Keywords: Strategy; Opportunities; Change Management; Leadership Style; Problems and Challenges;

    Citation:

    Uyterhoeven, Hugo. "Linda Jacober." Harvard Business School Case 398-120, April 1998. (Revised November 1999.) View Details
  4. John Trani on Leadership, Video

    John Trani, President and CEO of The Stanley Works, gives his thoughts on leadership in his first year at Stanley, advice to MBA students, and some of his General Electric experiences.

    Keywords: Experience and Expertise; Knowledge Acquisition; Leadership Development; Management;

    Citation:

    Uyterhoeven, Hugo. "John Trani on Leadership, Video." Harvard Business School Video Supplement 399-511, December 1998. View Details
  5. Adam Opel AG (B)

    Should General Motors make a strategic manufacturing investment in East Germany after becoming number one in this market through an aggressive marketing strategy? The proposal, dependent on government assistance and based on a number of uncertain economic assumptions, seeks to introduce Japanese manufacturing methods into East Germany. How and why did Opel achieve market leadership in Volkswagen's back yard? Are the assumptions and objectives of the East German manufacturing investment reasonable?

    Keywords: Transformation; Investment; Government and Politics; Leadership; Marketing Strategy; Production; Organizational Structure; Strategy; Germany;

    Citation:

    Uyterhoeven, Hugo. "Adam Opel AG (B)." Harvard Business School Case 392-101, March 1992. (Revised March 1998.) View Details
  6. COO and Country Manager Job Selection Exercise

    From seven candidates, students must choose two who are most qualified for the COO position at an entrepreneurial Danish multinational organization, and two who are the best choices for country manager in Vietnam for the company.

    Keywords: Selection and Staffing; Experience and Expertise; Multinational Firms and Management;

    Citation:

    Uyterhoeven, Hugo. "COO and Country Manager Job Selection Exercise." Harvard Business School Exercise 398-079, December 1997. (Revised January 1998.) View Details
  7. Paula Morton

    An MBA student is offered a job to turn around a publishing company with little chance of survival. The student is between her first and second year at Harvard Business School (HBS). The case describes both her management philosophy and the actions taken. The document is based on a field report submitted by three MBA students in 1996.

    Keywords: Management; Information Publishing; Adoption; Leadership Development; Business or Company Management; Management Teams; Theory; Publishing Industry;

    Citation:

    Uyterhoeven, Hugo, Inna Feyns, Sean D. Keohane, and Linda LaGorga. "Paula Morton." Harvard Business School Case 398-037, October 1997. View Details
  8. John A. McCarthy, Jr.

    Seven years after graduation, an MBA grad accepts the COO position in a company he's never heard of in an industry he knows nothing about. Moving up a vertical learning curve, he is involved in a crisis, and exposed to change and people management. He also must develop a complementary working relationship with the CEO.

    Keywords: Management; Business or Company Management; Crisis Management; Leadership Development; Labor and Management Relations; Business Strategy; Management Teams;

    Citation:

    Uyterhoeven, Hugo, Todd M. Harris, A. Lanham Napier, and John Sisson. "John A. McCarthy, Jr." Harvard Business School Case 398-038, October 1997. View Details
  9. ABB Germany

    Describes Europe's most famous postwar multinational merger between Asea of Sweden and Brown Boveri of Switzerland. Gives background on both companies and focuses particularly on BBC's geographic organization, its corporate culture, and the relationship between its large German subsidiary and its Swiss parent. ABB's new policies, in terms of strategy, organization behavior, and financial targets, are portrayed. Against this backdrop, the new head of ABB Germany sets a five-fold profit improvement target. A rewritten version of an earlier case.

    Keywords: Mergers and Acquisitions; Multinational Firms and Management; Cross-Cultural and Cross-Border Issues; Goals and Objectives; Organizational Culture; Performance Improvement; Geographic Location; Rank and Position; Organizational Change and Adaptation; Sweden; Switzerland; Germany;

    Citation:

    Uyterhoeven, Hugo. "ABB Germany." Harvard Business School Case 397-096, April 1997. View Details
  10. Battle of Mannheim, The

    Focuses in detail on implementing a corporate restructuring program in ABB's German subsidiary. Special attention is given to Germany's unique form of industrial governance. Two major problem areas--power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? A rewritten version of an earlier case.

    Keywords: Corporate Governance; Energy Generation; Salesforce Management; Business or Company Management; Restructuring; Programs; Energy Industry; Germany;

    Citation:

    Uyterhoeven, Hugo. "Battle of Mannheim, The." Harvard Business School Case 397-098, April 1997. View Details
  11. ABB Deutschland (C)

    Addresses the results and the lessons from the German restructuring effort by focusing in detail on the relationship with the works council and the actions taken for power plants and power transformers, and the sales organization. Closes with a "second wave" of cost cutting and some reflections by the head of ABB Germany, as well as some excerpts from an interview with Percy Barnevik. How did international knowledge transfer help? How much of a constraint were German national and BBC corporate cultures? Can the organization digest a "second wave" of cost cutting? How does the ABB international matrix work, especially for the power transformers business area and for the German power plant operations? How does the domestic matrix work for the sales organization? What leadership and managerial skills are required to succeed in the international matrix? Is ABB the prototype of the global organization of the future?

    Keywords: Restructuring; Trade; Cost Management; Leadership Style; Management Skills; Time Management; Relationships; Salesforce Management;

    Citation:

    Uyterhoeven, Hugo. "ABB Deutschland (C)." Harvard Business School Case 393-132, April 1993. (Revised October 1996.) View Details
  12. ABB Deutschland (C1)

    ABB Germany faces some newly emerging strategic and organizational challenges resulting from Europe 1992 and German reunification. In terms of organization, ABB Germany has created a holding company and has separated operations and service activities into legally independent units, a shift that is gaining popularity in Europe. Strategic opportunities and challenges are described for two business areas: standard products and transportation. Why does ABB prefer to break the organization into legally separate units? What are the advantages and disadvantages of this approach? What, as a result, is likely to happen to the international matrix? What explains the recent success of standard products? What will happen to the transportation business in Europe? Will the German operation become ABB's European locomotive?

    Keywords: Business Divisions; Organizations; Outcome or Result; Problems and Challenges; Opportunities; Corporate Strategy; Germany;

    Citation:

    Uyterhoeven, Hugo. "ABB Deutschland (C1)." Harvard Business School Case 392-098, March 1992. (Revised September 1996.) View Details
  13. ABB Deutschland (B)

    Focuses in detail on implementing a corporate restructuring program in ABB's German subsidiary. Special attention is given to Germany's unique form of industrial governance. Two major problem areas--power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance?

    Keywords: Business Subsidiaries; Restructuring; Decision Choices and Conditions; Corporate Governance; Leadership Style; Problems and Challenges; Risk and Uncertainty; Sales; Opportunities; Energy Industry; Germany;

    Citation:

    Uyterhoeven, Hugo. "ABB Deutschland (B)." Harvard Business School Case 393-131, April 1993. (Revised September 1996.) View Details
  14. BANC ONE - 1993

    From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the previous management and transferring its corporate culture. Banc One's uncommon partnership and its "share and compare" practices are viewed as key to its success. How long will it be able to sustain its stellar track record, particularly when confronted with mounting industry pressures? It has broadened its strategy, resulting in a number of organizational challenges. What lessons can be learned, particularly in terms of Banc One's acquisition approach? How is Banc One responding to the changing industry and how does it organizationally manage this change?

    Keywords: Leadership; Acquisition; Organizational Culture; Policy; Adaptation; Business Growth and Maturation; Strategy; Performance Improvement; Industry Structures; Banking Industry; United States;

    Citation:

    Uyterhoeven, Hugo, and Myra M. Hart. "BANC ONE - 1993." Harvard Business School Case 394-043, October 1993. (Revised September 1996.) View Details
  15. ABB Deutschland (A)

    Describes Europe's most famous postwar multinational merger between Asea of Sweden and Brown Boveri of Switzerland. Gives background on both companies and focuses particularly on BBC's geographic organization, its corporate culture, and the relationship between its large German subsidiary and its Swiss parent. ABB's new policies, in terms of strategy, organization behavior, and financial targets, are portrayed. Against this backdrop, the new head of ABB Germany sets a five fold profit improvement target.

    Keywords: Mergers and Acquisitions; Business Subsidiaries; Corporate Governance; Organizational Culture; Problems and Challenges; Relationships; Behavior; Business Strategy; Sweden; Switzerland;

    Citation:

    Uyterhoeven, Hugo. "ABB Deutschland (A)." Harvard Business School Case 393-130, April 1993. (Revised September 1996.) View Details
  16. Harcourt Brace Jovanovich, Inc.

    The board and management of General Cinema has to determine whether the acquisition of Harcourt Brace Jovanovich (HBJ), thereby entering the publishing business, makes strategic sense. The case describes HBJ's involvement in several segments of the publishing industry: college, elementary and high school, testing, medical, scientific/technical, legal, trade, and international. Case information and exhibits rely primarily on consultant reports. For each segment, the consultants have identified key trends and key success factors, as well as HBJ's competitive position and performance. Increased industry concentration and technological changes receive special attention.

    Keywords: Competition; Boundaries; Supply and Industry; Segmentation; Publishing Industry;

    Citation:

    Uyterhoeven, Hugo. "Harcourt Brace Jovanovich, Inc." Harvard Business School Case 392-045, April 1992. (Revised April 1996.) View Details
  17. Phil Knight Managing NIKE's Transformation

    Describes Nike's responses to market and competitive challenges as well as its attempts at an organizational transformation from unstructured entrepreneurial management to more formalized, professional management. Focuses on Phil Knight's leadership role.

    Keywords: Entrepreneurship; Leadership; Managerial Roles; Organizational Change and Adaptation; Problems and Challenges; Competition;

    Citation:

    Uyterhoeven, Hugo. "Phil Knight Managing NIKE's Transformation." Harvard Business School Case 394-012, July 1993. (Revised June 1994.) View Details
  18. Bright Horizons Children's Centers, Inc.-1987

    The founders of Bright Horizons have developed a distinctive strategy and raised venture capital money. Now they are ready to make their dream come true. How should they proceed in implementing their strategy?

    Keywords: Venture Capital; Management Style; Management Systems; Strategy;

    Citation:

    Uyterhoeven, Hugo, and Myra M. Hart. "Bright Horizons Children's Centers, Inc.-1987." Harvard Business School Case 394-031, July 1993. (Revised March 1994.) View Details
  19. Richardson Hindustan Limited (Abridged)

    Deals with the problems of a country manager building and balancing a constituency relationship. Explicitly examines the demands and responsiveness of four major constituencies: corporate headquarters; the national organization; the Indian government; and the public shareholders. Two specific project proposals serve as a foil for students to consider the different interests of each of these parties and how the country general manager might attempt to balance these interests to gain support for this strategy of growth.

    Keywords: Business or Company Management; Business and Government Relations; Adoption; Multinational Firms and Management; Business Strategy; Growth and Development Strategy; Business and Shareholder Relations; India;

    Citation:

    Uyterhoeven, Hugo. "Richardson Hindustan Limited (Abridged)." Harvard Business School Case 394-025, July 1993. View Details
  20. Adam Opel AG (A), Supplement

    Describes political and economic developments that completely change the assumptions on which the strategic options in the (A) case were based. This requires a fundamental reconsideration of the economic/political, strategic, and organizational dimensions and the options. In addition, the head of Opel wants to become number one in East Germany in spite of its formidable local competitor, Volkswagen.

    Keywords: Framework; Change Management; Strategy; Auto Industry; Germany;

    Citation:

    Uyterhoeven, Hugo. "Adam Opel AG (A), Supplement." Harvard Business School Supplement 392-127, April 1992. (Revised July 1993.) View Details
  21. CIBA-GEIGY AG: Impact of Inflation and Currency Fluctuations

    The chairman of the second-largest Swiss multinational company is preparing for a board discussion on the impact of a constantly strengthening Swiss franc. The case raises strategic issues in terms of international competitiveness, financial reporting issues of how to report the impact of inflation and currency changes, as well as financial management issues on how to protect against adverse currency movements.

    Keywords: Inflation and Deflation; Currency; Financial Management; Multinational Firms and Management; Problems and Challenges; Risk and Uncertainty; Competitive Strategy; Switzerland;

    Citation:

    Uyterhoeven, Hugo. "CIBA-GEIGY AG: Impact of Inflation and Currency Fluctuations." Harvard Business School Case 389-176, April 1989. (Revised September 1989.) View Details
  22. Dansk Designs Ltd.: The Administration of Creativity, Video I

    Presents various members of the Dansk organization during conversations and meetings concerning issues arising in the design, production, and marketing of Dansk's product line. Focuses on the individual's role in the company, and on the interaction between marketing and creativity.

    Keywords: Independent Innovation and Invention; Leadership Development; Marketing; Production; Organizational Design; Creativity;

    Citation:

    Uyterhoeven, Hugo. "Dansk Designs Ltd.: The Administration of Creativity, Video I." Harvard Business School Video Supplement 883-515, April 1983. View Details
  23. Dansk Designs Ltd.: The Administration of Creativity, Video II

    Presents two divergent views on the administration of creativity. Jens Quistgaard, designer, discusses his feelings about Dansk's policy direction as it affects design creativity. Then Ted Nierenberg, president, discusses his type of management and some of the problems involved in working with designers and at the same time maintaining a marketable product. (This videotape is half in color, half in black and white.)

    Keywords: Management; Brands and Branding; Problems and Challenges; Creativity; Balance and Stability;

    Citation:

    Uyterhoeven, Hugo. "Dansk Designs Ltd.: The Administration of Creativity, Video II." Harvard Business School Video Supplement 883-516, April 1983. View Details