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

  1. Business Policy: Managing Strategic Processes

    Keywords: Policy; Management; Strategy;

    Citation:

    Bower, Joseph L., Hugo E.R. Uyterhoeven, and Richard E. Walton. Business Policy: Managing Strategic Processes. 8th ed. Homewood, IL: Irwin, 1995. View Details

Cases and Teaching Materials

  1. Orthoteks USA (Abridged): Hans Wyss' Challenge

    Citation:

    Uyterhoeven, Hugo. "Orthoteks USA (Abridged): Hans Wyss' Challenge." Harvard Business School Case 397-095, February 1997. (Revised July 2000.) View Details
  2. 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
  3. 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
  4. 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
  5. John Trani on Mac Direct (Video(

    Keywords: Computer Industry;

    Citation:

    Uyterhoeven, Hugo. "John Trani on Mac Direct (Video(." Harvard Business School Video Supplement 399-512, December 1998. View Details
  6. 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
  7. Linda Jacober, Video

    Citation:

    Uyterhoeven, Hugo. "Linda Jacober, Video." Harvard Business School Video Supplement 399-513, December 1998. View Details
  8. Thailand in May and June of 1997

    Diagnose the economic situation, evaluate the available options, and recommend a course of action.

    Keywords: Economy; Policy; Situation or Environment; Valuation; Thailand;

    Citation:

    Uyterhoeven, Hugo. "Thailand in May and June of 1997." Harvard Business School Case 398-131, May 1998. View Details
  9. Jana Florentine (E)

    Citation:

    Uyterhoeven, Hugo. "Jana Florentine (E)." Harvard Business School Case 398-125, May 1998. View Details
  10. Clinton's and Nixon's Economic Policy Options

    Keywords: Government and Politics; Economics; Money; Policy; United States;

    Citation:

    Uyterhoeven, Hugo. "Clinton's and Nixon's Economic Policy Options." Harvard Business School Case 398-130, May 1998. View Details
  11. Jana Florentine (A)

    Citation:

    Jones, Thomas O., and Hugo Uyterhoeven. "Jana Florentine (A)." Harvard Business School Case 395-114, November 1994. (Revised April 1998.) View Details
  12. Jana Florentine (B)

    Citation:

    Jones, Thomas O., and Hugo Uyterhoeven. "Jana Florentine (B)." Harvard Business School Supplement 395-115, November 1994. (Revised April 1998.) View Details
  13. Jana Florentine (C)

    Citation:

    Uyterhoeven, Hugo. "Jana Florentine (C)." Harvard Business School Case 398-115, April 1998. (Revised April 1998.) View Details
  14. Jana Florentine (D)

    Citation:

    Uyterhoeven, Hugo. "Jana Florentine (D)." Harvard Business School Case 398-118, April 1998. (Revised April 1998.) View Details
  15. 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
  16. Ira Friedman

    Citation:

    Uyterhoeven, Hugo, Kalappa Bittianda, Leticia Ramirez, and Tomoko Yamagishi. "Ira Friedman." Harvard Business School Case 398-029, August 1997. (Revised March 1998.) View Details
  17. 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
  18. 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
  19. 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
  20. European Bank for Reconstruction and Development in 1997, The

    Keywords: Banking Industry; Europe;

    Citation:

    Uyterhoeven, Hugo, Michael Y. Yoshino, and Carin-Isabel Knoop. "European Bank for Reconstruction and Development in 1997, The." Harvard Business School Case 398-032, August 1997. View Details
  21. Four Years Later

    Citation:

    Uyterhoeven, Hugo. "Four Years Later." Harvard Business School Case 397-099, April 1997. (Revised May 1997.) View Details
  22. 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
  23. Message from Cannes, The

    Keywords: France;

    Citation:

    Uyterhoeven, Hugo. "Message from Cannes, The." Harvard Business School Case 397-097, April 1997. View Details
  24. 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
  25. Restructuring in Transformers

    Keywords: Restructuring; Energy; Governance; Energy Industry; Germany;

    Citation:

    Uyterhoeven, Hugo. "Restructuring in Transformers." Harvard Business School Case 397-100, April 1997. View Details
  26. 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
  27. 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
  28. 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
  29. 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
  30. 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
  31. 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
  32. Bright Horizons Children's Centers, Inc. 1987 and 1988 TN

    Citation:

    Uyterhoeven, Hugo. "Bright Horizons Children's Centers, Inc. 1987 and 1988 TN." Harvard Business School Teaching Note 395-183, May 1995. (Revised September 1995.) View Details
  33. Richardson Hindustan Limited: Gurcharan Das, President (Abridged), Videotape

    Citation:

    Uyterhoeven, Hugo. "Richardson Hindustan Limited: Gurcharan Das, President (Abridged), Videotape." Harvard Business School Video Supplement 395-518, June 1995. View Details
  34. Kentucky Fried Chicken (Japan) Limited TN

    Citation:

    Uyterhoeven, Hugo. "Kentucky Fried Chicken (Japan) Limited TN." Harvard Business School Teaching Note 395-235, June 1995. View Details
  35. Bright Horizons: "Caring for Tomorrow" Videotape

    Keywords: Entertainment; Media; Technology; Motion Pictures and Video Industry; Technology Industry;

    Citation:

    Uyterhoeven, Hugo. Bright Horizons: "Caring for Tomorrow" Videotape. Harvard Business School Video Case 395-517, June 1995. View Details
  36. Adam Opel AG (B), Videotape

    Citation:

    Uyterhoeven, Hugo. "Adam Opel AG (B), Videotape." Harvard Business School Video Case 395-519, June 1995. View Details
  37. Harcourt Brace Jovanovich, Inc. TN

    Teaching Note for (9-392-045).

    Keywords: Publishing Industry;

    Citation:

    Uyterhoeven, Hugo. "Harcourt Brace Jovanovich, Inc. TN." Harvard Business School Teaching Note 395-205, May 1995. (Revised May 1995.) View Details
  38. Adam Opel AG (A) and (B) TN

    Teaching Note for (9-392-100) and (9-392-101).

    Keywords: Business or Company Management; Diversification; Success; Leadership; Growth and Development Strategy; Germany;

    Citation:

    Uyterhoeven, Hugo. "Adam Opel AG (A) and (B) TN." Harvard Business School Teaching Note 395-098, May 1995. View Details
  39. Richardson Hindustan Limited (Abridged) TN

    Teaching Note for (9-394-025).

    Keywords: India;

    Citation:

    Uyterhoeven, Hugo. "Richardson Hindustan Limited (Abridged) TN." Harvard Business School Teaching Note 395-199, May 1995. View Details
  40. Firestone, Inc.: Globalization TN

    Citation:

    Uyterhoeven, Hugo. "Firestone, Inc.: Globalization TN." Harvard Business School Teaching Note 395-204, May 1995. View Details
  41. Harvard Business School (Strategies from Inception Through World War II) The TN

    Citation:

    Uyterhoeven, Hugo. "Harvard Business School (Strategies from Inception Through World War II) The TN." Harvard Business School Teaching Note 395-216, May 1995. View Details
  42. ABB Deutschland (A), (B), and (C) TN

    Teaching Note for (9-393-130), (9-393-131), and (9-393-132).

    Keywords: Industrial Products Industry; Germany;

    Citation:

    Uyterhoeven, Hugo. "ABB Deutschland (A), (B), and (C) TN." Harvard Business School Teaching Note 395-198, May 1995. View Details
  43. Banc One - 1993 TN

    Teaching Note for (9-394-043).

    Keywords: Banking Industry; United States;

    Citation:

    Uyterhoeven, Hugo. "Banc One - 1993 TN." Harvard Business School Teaching Note 395-180, May 1995. View Details
  44. Asahi Breweries, Ltd. TN

    Teaching Note for (9-389-114).

    Keywords: Food and Beverage Industry; Japan;

    Citation:

    Uyterhoeven, Hugo. "Asahi Breweries, Ltd. TN." Harvard Business School Teaching Note 395-194, May 1995. View Details
  45. Harvard Business School: Strategies from Inception Through World War II

    Keywords: Strategy; Business Education;

    Citation:

    Uyterhoeven, Hugo. "Harvard Business School: Strategies from Inception Through World War II." Harvard Business School Case 393-102, January 1993. (Revised October 1994.) View Details
  46. Adam Opel (A) Case Discussion Group, Video

    Citation:

    Uyterhoeven, Hugo, and Dolores Mullin. "Adam Opel (A) Case Discussion Group, Video." Harvard Business School Video Supplement 395-501, September 1994. View Details
  47. 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
  48. 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
  49. Bright Horizons Children's Centers, Inc.-1988

    Keywords: Education Industry;

    Citation:

    Uyterhoeven, Hugo, and Myra M. Hart. "Bright Horizons Children's Centers, Inc.-1988." Harvard Business School Case 394-032, August 1993. (Revised March 1994.) View Details
  50. 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
  51. Gurcharan Das's Career Choices

    Keywords: Personal Development and Career;

    Citation:

    Uyterhoeven, Hugo. "Gurcharan Das's Career Choices." Harvard Business School Case 394-026, July 1993. View Details
  52. 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
  53. ABB Deutschland (A) (Extended)

    Citation:

    Uyterhoeven, Hugo. "ABB Deutschland (A) (Extended)." Harvard Business School Case 392-065, March 1992. (Revised May 1993.) View Details
  54. Deutsche Shell AG

    Keywords: Energy Industry;

    Citation:

    Uyterhoeven, Hugo. "Deutsche Shell AG." Harvard Business School Case 392-130, April 1992. View Details
  55. Deutsche Shell AG, Supplement

    Citation:

    Uyterhoeven, Hugo. "Deutsche Shell AG, Supplement." Harvard Business School Supplement 392-131, April 1992. View Details
  56. Firestone, Inc.: Globalization, Supplement

    Citation:

    Uyterhoeven, Hugo. "Firestone, Inc.: Globalization, Supplement." Harvard Business School Supplement 391-250, May 1991. View Details
  57. Firestone, Inc.: Globalization

    Keywords: Multinational Firms and Management; Globalization; Corporate Strategy;

    Citation:

    Uyterhoeven, Hugo. "Firestone, Inc.: Globalization." Harvard Business School Case 391-236, May 1991. View Details
  58. 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
  59. USA Inc.: The Nonfinancial Sector

    Citation:

    Uyterhoeven, Hugo. "USA Inc.: The Nonfinancial Sector." Harvard Business School Case 389-214, May 1989. View Details
  60. General Cinema Corp. (A)

    Keywords: Motion Pictures and Video Industry;

    Citation:

    Uyterhoeven, Hugo. "General Cinema Corp. (A)." Harvard Business School Case 377-084, November 1976. (Revised September 1986.) View Details
  61. Dansk Designs Ltd., Video Supplement

    Introduces the students to the principals of Dansk Design.

    Keywords: Consumer Products Industry;

    Citation:

    Uyterhoeven, Hugo. "Dansk Designs Ltd., Video Supplement." Harvard Business School Supplement 372-031, August 1971. (Revised August 1984.) View Details
  62. General Cinema Corp. (B)

    Keywords: Film Entertainment; Motion Pictures and Video Industry;

    Citation:

    Uyterhoeven, Hugo. "General Cinema Corp. (B)." Harvard Business School Case 384-241, April 1984. View Details
  63. 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
  64. 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
  65. Note on the U.S. Prescription Drug Industry, Part II

    Keywords: Pharmaceutical Industry; United States;

    Citation:

    Uyterhoeven, Hugo, and Audrey T. Sproat. "Note on the U.S. Prescription Drug Industry, Part II." Harvard Business School Background Note 370-039, November 1969. (Revised February 1973.) View Details
  66. J.I. Case (A), Supplement

    Citation:

    Uyterhoeven, Hugo. "J.I. Case (A), Supplement." Harvard Business School Supplement 371-512, April 1971. View Details