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).
-
Case
| HBS Case Collection
|
2000
(Revised from original 1997 version)
Orthoteks USA (Abridged): Hans Wyss' Challenge
Hugo Uyterhoeven
-
Case
| HBS Case Collection
|
2000
(Revised from original 1992 version)
Adam Opel AG (A)
Hugo Uyterhoeven
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, April 2000. (Revised from original March 1992 version.)
-
Case
| HBS Case Collection
|
2000
(Revised from original 1997 version)
John Trani's First Year
Hugo Uyterhoeven
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.
Citation: Uyterhoeven, Hugo. " John Trani's First Year." Harvard Business School Case 398-076, April 2000. (Revised from original December 1997 version.)
-
Case
| HBS Case Collection
|
1999
(Revised from original 1998 version)
Linda Jacober
Hugo Uyterhoeven
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?
Citation: Uyterhoeven, Hugo. " Linda Jacober." Harvard Business School Case 398-120, November 1999. (Revised from original April 1998 version.)
-
Supplement
| HBS Case Collection
|
1998
John Trani on Mac Direct (Video(
Hugo Uyterhoeven
Keywords: Computer Industry;
-
Supplement
| HBS Case Collection
|
1998
John Trani on Leadership, Video
Hugo Uyterhoeven
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;
-
Supplement
| HBS Case Collection
|
1998
Linda Jacober, Video
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. " Linda Jacober, Video." Harvard Business School Video Supplement 399-513, December 1998.
-
Case
| HBS Case Collection
|
1998
Thailand in May and June of 1997
Hugo Uyterhoeven
Diagnose the economic situation, evaluate the available options, and recommend a course of action.
Keywords: Economy;
Policy;
Situation or Environment;
Valuation;
Thailand;
-
Case
| HBS Case Collection
|
1998
Jana Florentine (E)
Hugo Uyterhoeven
-
Case
| HBS Case Collection
|
1998
Clinton's and Nixon's Economic Policy Options
Hugo Uyterhoeven
Keywords: Government and Politics;
Economics;
Money;
Policy;
United States;
-
Case
| HBS Case Collection
|
1998
(Revised from original version)
Jana Florentine (A)
Thomas O. Jones and Hugo Uyterhoeven
Citation: Jones, Thomas O., and Hugo Uyterhoeven. " Jana Florentine (A)." Harvard Business School Case 395-114, April 1998. (Revised from original November 1994 version.)
-
Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Jana Florentine (B)
Thomas O. Jones and Hugo Uyterhoeven
Citation: Jones, Thomas O., and Hugo Uyterhoeven. " Jana Florentine (B)." Harvard Business School Supplement 395-115, April 1998. (Revised from original November 1994 version.)
-
Case
| HBS Case Collection
|
1998
(Revised from original 1998 version)
Jana Florentine (C)
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. " Jana Florentine (C)." Harvard Business School Case 398-115, April 1998. (Revised from original April 1998 version.)
-
Case
| HBS Case Collection
|
1998
(Revised from original 1998 version)
Jana Florentine (D)
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. " Jana Florentine (D)." Harvard Business School Case 398-118, April 1998. (Revised from original April 1998 version.)
-
Case
| HBS Case Collection
|
1998
(Revised from original 1992 version)
Adam Opel AG (B)
Hugo Uyterhoeven
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 1998. (Revised from original March 1992 version.)
-
Case
| HBS Case Collection
|
1998
(Revised from original 1997 version)
Ira Friedman
Hugo Uyterhoeven, Kalappa Bittianda, Leticia Ramirez and Tomoko Yamagishi
Citation: Uyterhoeven, Hugo, Kalappa Bittianda, Leticia Ramirez, and Tomoko Yamagishi. " Ira Friedman." Harvard Business School Case 398-029, March 1998. (Revised from original August 1997 version.)
-
Exercise
|
1998
(Revised from original 1997 version)
COO and Country Manager Job Selection Exercise
Hugo Uyterhoeven
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;
-
Case
| HBS Case Collection
|
1997
Paula Morton
Hugo Uyterhoeven, Inna Feyns, Sean D. Keohane and Linda LaGorga
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.
-
Case
| HBS Case Collection
|
1997
John A. McCarthy, Jr.
Hugo Uyterhoeven, Todd M. Harris, A. Lanham Napier and John Sisson
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.
-
Case
| HBS Case Collection
|
1997
European Bank for Reconstruction and Development in 1997, The
Hugo Uyterhoeven, Michael Y. Yoshino and Carin-Isabel Knoop
Keywords: Banking Industry;
Europe;
-
Case
| HBS Case Collection
|
1997
(Revised from original 1997 version)
Four Years Later
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. " Four Years Later." Harvard Business School Case 397-099, May 1997. (Revised from original April 1997 version.)
-
Case
| HBS Case Collection
|
1997
ABB Germany
Hugo Uyterhoeven
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.
-
Case
| HBS Case Collection
|
1997
Message from Cannes, The
Hugo Uyterhoeven
Keywords: France;
-
Case
| HBS Case Collection
|
1997
Battle of Mannheim, The
Hugo Uyterhoeven
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;
-
Case
| HBS Case Collection
|
1997
Restructuring in Transformers
Hugo Uyterhoeven
Keywords: Restructuring;
Energy;
Governance;
Energy Industry;
Germany;
-
Case
| HBS Case Collection
|
1996
(Revised from original 1993 version)
ABB Deutschland (C)
Hugo Uyterhoeven
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, October 1996. (Revised from original April 1993 version.)
-
Case
| HBS Case Collection
|
1996
(Revised from original 1992 version)
ABB Deutschland (C1)
Hugo Uyterhoeven
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, September 1996. (Revised from original March 1992 version.)
-
Case
| HBS Case Collection
|
1996
(Revised from original 1993 version)
ABB Deutschland (B)
Hugo Uyterhoeven
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, September 1996. (Revised from original April 1993 version.)
-
Case
| HBS Case Collection
|
1996
(Revised from original 1993 version)
BANC ONE - 1993
Hugo Uyterhoeven and Myra M. Hart
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, September 1996. (Revised from original October 1993 version.)
-
Case
| HBS Case Collection
|
1996
(Revised from original 1993 version)
ABB Deutschland (A)
Hugo Uyterhoeven
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, September 1996. (Revised from original April 1993 version.)
-
Case
| HBS Case Collection
|
1996
(Revised from original 1992 version)
Harcourt Brace Jovanovich, Inc.
Hugo Uyterhoeven
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 1996. (Revised from original April 1992 version.)
-
Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1995 version)
Bright Horizons Children's Centers, Inc. 1987 and 1988 TN
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. "Bright Horizons Children's Centers, Inc. 1987 and 1988 TN." Harvard Business School Teaching Note 395-183, September 1995. (Revised from original May 1995 version.)
-
Supplement
| HBS Case Collection
|
1995
Richardson Hindustan Limited: Gurcharan Das, President (Abridged), Videotape
Hugo Uyterhoeven
-
Teaching Note
| HBS Case Collection
|
1995
Kentucky Fried Chicken (Japan) Limited TN
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. "Kentucky Fried Chicken (Japan) Limited TN." Harvard Business School Teaching Note 395-235, June 1995.
-
Case
| HBS Case Collection
|
1995
Bright Horizons: "Caring for Tomorrow" Videotape
Hugo Uyterhoeven
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.
-
Case
| HBS Case Collection
|
1995
Adam Opel AG (B), Videotape
Hugo Uyterhoeven
-
Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1995 version)
Harcourt Brace Jovanovich, Inc. TN
Hugo Uyterhoeven
Teaching Note for (9-392-045).
Keywords: Publishing Industry;
-
Teaching Note
| HBS Case Collection
|
1995
Adam Opel AG (A) and (B) TN
Hugo Uyterhoeven
Teaching Note for (9-392-100) and (9-392-101).
Keywords: Business or Company Management;
Diversification;
Success;
Leadership;
Growth and Development Strategy;
Germany;
-
Teaching Note
| HBS Case Collection
|
1995
Richardson Hindustan Limited (Abridged) TN
Hugo Uyterhoeven
Teaching Note for (9-394-025).
Keywords: India;
-
Teaching Note
| HBS Case Collection
|
1995
Firestone, Inc.: Globalization TN
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. "Firestone, Inc.: Globalization TN." Harvard Business School Teaching Note 395-204, May 1995.
-
Teaching Note
| HBS Case Collection
|
1995
Harvard Business School (Strategies from Inception Through World War II) The TN
Hugo Uyterhoeven
Citation: Uyterhoeven, Hugo. "Harvard Business School (Strategies from Inception Through World War II) The TN." Harvard Business School Teaching Note 395-216, May 1995.
-
Teaching Note
| HBS Case Collection
|
1995
ABB Deutschland (A), (B), and (C) TN
Hugo Uyterhoeven
Teaching Note for (9-393-130), (9-393-131), and (9-393-132).
Keywords: Industrial Products Industry;
Germany;
-
Teaching Note
| HBS Case Collection
|
1995
Banc One - 1993 TN
Hugo Uyterhoeven
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.
-
Teaching Note
| HBS Case Collection
|
1995
Asahi Breweries, Ltd. TN
Hugo Uyterhoeven
Teaching Note for (9-389-114).
Keywords: Food and Beverage Industry;
Japan;
-
Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
Harvard Business School: Strategies from Inception Through World War II
Hugo Uyterhoeven
Keywords: Strategy;
Business Education;
-
Supplement
| HBS Case Collection
|
1994
Adam Opel (A) Case Discussion Group, Video
Hugo Uyterhoeven and Dolores Mullin
-
Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
Phil Knight Managing NIKE's Transformation
Hugo Uyterhoeven
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;
-
Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
Bright Horizons Children's Centers, Inc.-1987
Hugo Uyterhoeven and Myra M. Hart
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;
-
Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
Bright Horizons Children's Centers, Inc.-1988
Hugo Uyterhoeven and Myra M. Hart
Keywords: Education Industry;
-
Case
| HBS Case Collection
|
1993
Richardson Hindustan Limited (Abridged)
Hugo Uyterhoeven
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;
-
Case
| HBS Case Collection
|
1993
Gurcharan Das's Career Choices
Hugo Uyterhoeven
Keywords: Personal Development and Career;
-
Supplement
| HBS Case Collection
|
1993
(Revised from original version)
Adam Opel AG (A), Supplement
Hugo Uyterhoeven
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, July 1993. (Revised from original April 1992 version.)
-
Case
| HBS Case Collection
|
1993
(Revised from original version)
ABB Deutschland (A) (Extended)
Hugo Uyterhoeven
-
Case
| HBS Case Collection
|
1992
Deutsche Shell AG
Hugo Uyterhoeven
Keywords: Energy Industry;
Citation: Uyterhoeven, Hugo. " Deutsche Shell AG." Harvard Business School Case 392-130, April 1992.
-
Supplement
| HBS Case Collection
|
1992
Deutsche Shell AG, Supplement
Hugo Uyterhoeven
-
Supplement
| HBS Case Collection
|
1991
Firestone, Inc.: Globalization, Supplement
Hugo Uyterhoeven
-
Case
| HBS Case Collection
|
1991
Firestone, Inc.: Globalization
Hugo Uyterhoeven
Keywords: Multinational Firms and Management;
Globalization;
Corporate Strategy;
-
Case
| HBS Case Collection
|
1989
(Revised from original version)
CIBA-GEIGY AG: Impact of Inflation and Currency Fluctuations
Hugo Uyterhoeven
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;
-
Case
| HBS Case Collection
|
1989
USA Inc.: The Nonfinancial Sector
Hugo Uyterhoeven
-
Case
| HBS Case Collection
|
1986
(Revised from original version)
General Cinema Corp. (A)
Hugo Uyterhoeven
Keywords: Motion Pictures and Video Industry;
Citation: Uyterhoeven, Hugo. " General Cinema Corp. (A)." Harvard Business School Case 377-084, September 1986. (Revised from original November 1976 version.)
-
Supplement
| HBS Case Collection
|
1984
(Revised from original 1971 version)
Dansk Designs Ltd., Video Supplement
Hugo Uyterhoeven
Introduces the students to the principals of Dansk Design.
Keywords: Consumer Products Industry;
-
Case
| HBS Case Collection
|
1984
General Cinema Corp. (B)
Hugo Uyterhoeven
Keywords: Film Entertainment;
Motion Pictures and Video Industry;
-
Supplement
| HBS Case Collection
|
1983
Dansk Designs Ltd.: The Administration of Creativity, Video I
Hugo Uyterhoeven
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;
-
Supplement
| HBS Case Collection
|
1983
Dansk Designs Ltd.: The Administration of Creativity, Video II
Hugo Uyterhoeven
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;
-
Background Note
| HBS Case Collection
|
1973
(Revised from original version)
Note on the U.S. Prescription Drug Industry, Part II
Hugo Uyterhoeven and Audrey T. Sproat
Keywords: Pharmaceutical Industry;
United States;
-
Supplement
| HBS Case Collection
|
1971
J.I. Case (A), Supplement
Hugo Uyterhoeven
|
|