Christopher A. Bartlett
Thomas D. Casserly, Jr. Professor of Business Administration, Emeritus
Christopher Bartlett is the Thomas D. Casserly, Jr. Professor of Business Administration, Emeritus at Harvard Graduate School of Business Administration. He received an economics degree from the University of Queensland, Australia (1964), and both the masters and doctorate degrees in business administration from Harvard University (1971 and 1979). Prior to joining the faculty of Harvard Business School, he was a marketing manager with Alcoa in Australia, a management consultant in McKinsey and Company's London office, and general manager at Baxter Laboratories' subsidiary company in France. Since joining the faculty of Harvard Business School in 1979, his interests have focused on the strategic and organizational challenges confronting managers in multinational corporations and on the organizational and managerial impact of transformational change. He served as faculty chair of the International Senior Management Program from 1990 through 1993, and as area head of the School's General Management Unit from 1995 to 1997. He was faculty chairman of HBS's international executive program, Program for Global Leadership, from 1998 to 2002 and led the Humanitarian Leadership Program from 2002 to 2005. He has published eight books, including (co-authored with Sumantra Ghoshal) Managing Across Borders: The Transnational Solution, reissued by Harvard Business School Press in a new edition in 1998 and named by the Financial Times as one of the 50 most influential business books of the century; and The Individualized Corporation, published by HarperBusiness in 1997, winner of the Igor Ansoff Award for the best new work in strategic management and named one of the Best Business Books for the Millennium by Strategy + Business magazine. Both books have been translated into more than ten languages. He has authored or co-authored over a dozen contributed book chapters and almost 50 articles which have appeared in journals such as Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Review, and Journal of International Business Studies. He has also researched and written over 100 case studies and teaching notes which have sold more than 4 million copies worldwide, making him the best-selling author of case studies in the history of Harvard Business School. Professor Bartlett maintains ongoing research interests in the organization and management of multinational enterprise and in the impact of radical corporate transformation on management roles and responsibilities. He has built on and extended these research streams to examine the management implications of the growth of human resources and intellectual capital as strategic assets. He has been honoured by his academic colleagues who have elected him as a Fellow of three professional organizations: the Academy of Management, the Academy of International Business, and the Strategic Management Society. In 2001, the International Management Division of the Academy of Management made him the recipient of its Distinguished Scholar Award. In addition to his academic responsibilities, he maintains ongoing consulting and board relationships with several large corporations, particularly in areas relating to his current research.
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Casebook
| 2011
Transnational Management: Text Cases and Readings in Cross Boarder Management
Christopher A. Bartlett and Paul W. Beamish
Transnational Management focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework showing the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global economy.
Keywords: Experience and Expertise;
Economy;
Framework;
Cross-Cultural and Cross-Border Issues;
Global Strategy;
Management;
Problems and Challenges;
Situation or Environment;
Strategy;
Competition;
Citation: Bartlett, Christopher A., and Paul W. Beamish. Transnational Management: Text Cases and Readings in Cross Boarder Management. 6th ed. Burr Ridge, IL: McGraw-Hill/Irwin, 2011.
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Casebook
| 2008
Transnational Management: Text, Cases and Readings in Cross Border Management
Christopher A. Bartlett, Sumantra Ghoshal and Paul Beamish
Keywords: Multinational Firms and Management;
Information;
Cases;
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Book
| 2006
Global Marketing Management
John A. Quelch and Christopher A. Bartlett
Keywords: Marketing;
Management;
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Book
| 2003
Transnational Management: Text, Cases and Readings in Cross Border Management
Christopher A. Bartlett, Sumantra Ghoshal and Julian Birkinshaw
Keywords: Transition;
Cases;
Information;
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Book
| 2000
Managing Radical Change
Sumantra Ghoshal, Gita Piramal and Christopher A. Bartlett
Keywords: Change Management;
Citation: Ghoshal, Sumantra, Gita Piramal, and Christopher A. Bartlett. Managing Radical Change. Viking Press, 2000. (Winner of Delhi Management Association. Escorts Book Award presented by Delhi Management Association.)
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Book
| 1999
Global Marketing Management
J. A. Quelch and C. A. Bartlett
Keywords: Globalization;
Marketing;
Management;
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Book
| 1999
Transnational Management: Text, Cases and Readings in Cross Border Management
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Cross-Cultural and Cross-Border Issues;
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Book
| 1998
Managing Across Borders: The Transnational Solution
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Cross-Cultural and Cross-Border Issues;
Multinational Firms and Management;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. Managing Across Borders: The Transnational Solution. 2nd ed. Boston: Harvard Business School Press, 1998. (Also published in translated editions in French, German, Italian, Spanish, Portuguese, Japanese, Chinese, Arabic, and Korean. Paperback ed., HBS Press, 1991.)
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Book
| 1997
The Individualized Corporation
Sumantra Ghoshal and Christopher A. Bartlett
Citation: Ghoshal, Sumantra, and Christopher A. Bartlett. The Individualized Corporation. New York: HarperBusiness, 1997. (Winner of Igor Ansoff Award For management research in the study of strategic planning and management presented by Coopers & Lybrand. Also published in translated editions in French, Spanish, Portuguese, Italian, German, Dutch, Japanese, Chinese, and Korean. Paperback ed., Harper Business, 1999.)
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Book
| 1997
The Individualized Corporation
Christopher A. Bartlett
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Book
| 1995
Transnational Management: Text, Cases and Readings in Cross Border Management
C. A. Bartlett and S. Ghoshal
Keywords: Cross-Cultural and Cross-Border Issues;
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Book
| 1995
Readings in Cross-border Management
C. A. Bartlett and S. Ghoshal
Keywords: Management;
Cross-Cultural and Cross-Border Issues;
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Book
| 1994
Global Marketing Management
Robert D. Buzzell, John A. Quelch and Christopher A. Bartlett
Keywords: Globalization;
Marketing;
Management;
Citation: Buzzell, Robert D., John A. Quelch, and Christopher A. Bartlett. Global Marketing Management. 3rd ed. Reading, MA: Addison-Wesley Publishing Company, 1994.
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Book
| 1992
Transnational Management: Text, Cases and Readings in Cross Border Management
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Cross-Cultural and Cross-Border Issues;
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Book
| 1991
Global Marketing Management
Robert D. Buzzell, John A. Quelch and Christopher A. Bartlett
Keywords: Globalization;
Marketing;
Management;
Citation: Buzzell, Robert D., John A. Quelch, and Christopher A. Bartlett. Global Marketing Management. 2nd ed. Reading, MA: Addison-Wesley Publishing Company, 1991.
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Book
| 1991
Business Policy: Text and Cases
J. L. Bower, Christopher A. Bartlett, C. Roland Christensen, Andrall E. Pearson and Kenneth R. Andrews
Keywords: Policy;
Cases;
Citation: Bower, J. L., Christopher A. Bartlett, C. Roland Christensen, Andrall E. Pearson, and Kenneth R. Andrews. Business Policy: Text and Cases. 7th ed. Homewood, IL: Irwin, 1991.
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Book
| 1990
Managing the Global Firm
Christopher A. Bartlett, Y. Doz and G. Hedlund
Keywords: Globalized Firms and Management;
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Book
| 1989
Managing Across Borders: The Transnational Solution
C. A. Bartlett and S. Ghoshal
Keywords: Multinational Firms and Management;
Cross-Cultural and Cross-Border Issues;
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Article
| HR Monthly
|
Reinventing Yesterday's Managers
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Management;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "Reinventing Yesterday's Managers." HR Monthly (April 2003): 12–18.
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Article
| Executive Excellence
|
Strategic Advantage
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Strategy;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. " Strategic Advantage." Executive Excellence 19, no. 7 (July 2002): 7–8.
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Article
| MIT Sloan Management Review
|
Building Competitive Advantage Through People
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Competitive Advantage;
Employees;
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Article
| Executive Excellence
|
Leading People as Volunteer Investors
Christopher Bartlett
Keywords: Leadership;
Investment;
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Article
| Harvard Business Review
|
Going Global: Lessons from Late Movers
C. A. Bartlett and S. Ghoshal
Keywords: Global Range;
Learning;
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Article
| Leader to Leader
|
Closing the Strategic Generation Gap: A Conversation with Christopher Bartlett
C. A. Bartlett
Keywords: Strategy;
Spoken Communication;
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Article
| MIT Sloan Management Review
|
A New Manifesto for Management
S. Ghoshal, C. A. Bartlett and P. Moran
Keywords: Management;
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Article
| Business Today
|
The New Moral Contract
Sumantra Ghoshal and Christopher Bartlett
Keywords: Moral Sensibility;
Contracts;
Citation: Ghoshal, Sumantra, and Christopher Bartlett. " The New Moral Contract." Business Today (August 22, 1998), 106–111.
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Article
| Business Today
|
A New Manifesto for Management
Sumantra Ghoshal and Christopher A. Bartlett
Keywords: Management;
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Article
| Strategy & Leadership
|
Beyond Strategic Planning to Organization Learning: Lifeblood of the Individualized Corporation
C. A. Bartlett and S. Ghoshal
Keywords: Strategy;
Planning;
Learning;
Organizations;
Business Ventures;
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Article
| California Management Review
|
The Myth of the Generic Manager: New Personal Competencies for New Management Roles
C. A. Bartlett and S. Ghoshal
Keywords: Management;
Knowledge;
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Article
| Monash Mt. Eliza Business Review
|
Beyond Strategy, Structure, Systems to Purpose, Process, People: Reflections on a Voyage of Discovery
C. A. Bartlett and S. Ghoshal
Keywords: Strategy;
System;
Mission and Purpose;
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Article
| Strategy & Leadership
|
Release the Entrepreneurial Hostages from Your Corporate Hierarchy
C. A. Bartlett and S. Ghoshal
Keywords: Entrepreneurship;
Business Ventures;
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Article
| MIT Sloan Management Review
|
Rebuilding Behavioral Context: A Blueprint for Corporate Renewal
S. Ghoshal and C. A. Bartlett
Keywords: Behavior;
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Article
| MIT Sloan Management Review
|
Rebuilding Behavioral Context: Turn Process Reengineering into People Rejuvenation
C. A. Bartlett and S. Ghoshal
Keywords: Behavior;
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Article
| European Management Journal
|
Building the Entrepreneurial Corporation
S. Ghoshal and C. A. Bartlett
Keywords: Entrepreneurship;
Business Ventures;
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Article
| Harvard Business Review
|
Changing the Role of Top Management: Beyond Systems to People
C. A. Bartlett and S. Ghoshal
Keywords: Change;
System;
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Article
| Harvard Business Review
|
Changing the Role of Top Management: Beyond Structure to Processes
S. Ghoshal and C. A. Bartlett
Keywords: Management;
Change;
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Article
| Harvard Business Review
|
Changing the Role of Top Management: Beyond Strategy to Purpose
C. A. Bartlett and S. Ghoshal
Keywords: Management;
Change;
Strategy;
Mission and Purpose;
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Article
| Strategic Management Journal
|
Linking Organizational Context and Managerial Action: The Dimensions of Quality Management
S. Ghoshal and C. A. Bartlett
Keywords: Organizations;
Management;
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Article
| Strategic Management Journal
|
Beyond the M-form: Toward a Managerial Theory of the Firm
Christopher A. Bartlett and S. Ghoshal
Keywords: Management;
Theory;
Business Ventures;
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Journal Article
| European Management Journal
|
Christopher Bartlett on Transnationals: An Interview
C. A. Bartlett
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Article
| Harvard Business Review
|
What Is a Global Manager?
C. A. Bartlett and S. Ghoshal
Keywords: Global Range;
Management;
Citation: Bartlett, C. A., and S. Ghoshal. " What Is a Global Manager?" Harvard Business Review 70, no. 5 (September–October 1992): 124–132.
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Article
| Strategic Management Journal
|
Global Strategic Management: Impact on the New Frontiers of Strategy Research
C. A. Bartlett and S. Ghoshal
Keywords: Global Range;
Strategy;
Management;
Research;
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Article
| Harvard Business Review
|
Matrix Management: Not a Structure, a Frame of Mind
C. A. Bartlett and S. Ghoshal
Keywords: Management;
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Journal Article
| McKinsey Quarterly
|
Administrative Heritage
C. A. Bartlett and S. Ghoshal
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Article
| MIT Sloan Management Review
|
Managing Across Borders: New Organizational Responses
Christopher A. Bartlett and S. Ghoshal
Keywords: Management;
Organizations;
Citation: Bartlett, Christopher A., and S. Ghoshal. " Managing Across Borders: New Organizational Responses." MIT Sloan Management Review 29, no. 1 (fall 1987): 43–54. (Also in The History of Management Thought, edited by Peter J. Buckley, Ashgate Publishing, 2002; and in Smart Globalization: Designing Global Strategies, Creating Global Networks, edited by Anil K. Gupta and Eleanor Westney, San Francisco: Jossey-Bass Publishers, 2003.)
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Article
| MIT Sloan Management Review
|
Managing Across Borders: New Strategic Requirements
Christopher A. Bartlett and S. Ghoshal
Keywords: Management;
Strategy;
Citation: Bartlett, Christopher A., and S. Ghoshal. " Managing Across Borders: New Strategic Requirements." MIT Sloan Management Review 28, no. 4 (summer 1987): 7–17. (Also in The History of Management Thought, edited by Peter J. Buckley, Ashgate Publishing, 2002.)
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Foreword
| Next Generation Business Handbook: New Strategies from Tomorrow's Business Leaders
| 2004
Foreword
Christopher A. Bartlett
Citation: Bartlett, Christopher A. "Foreword." Foreword to Next Generation Business Handbook: New Strategies from Tomorrow's Business Leaders, edited by Subir Chowdhury. New York: John Wiley & Sons, 2004.
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Contribution
| Strategy: Process, Content, Context
| 2004
Transnational Management
Christopher Bartlett and Sumantra Ghoshal
Keywords: Globalized Firms and Management;
Globalization;
Citation: Bartlett, Christopher, and Sumantra Ghoshal. "Transnational Management." Contribution to Strategy: Process, Content, Context. 3rd ed. Edited by Bob DeWit, and Ron Meyer, 577–588. London: Thomson Learning, 2004.
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Chapter
| Problems and Cases in Health Care Marketing
| 2004
Genzyme's Gaucher Initiative: Global Risk and Responsibility
Christopher A. Bartlett and Andrew N. McLean
Keywords: Health Disorders;
Corporate Social Responsibility and Impact;
Globalization;
Risk and Uncertainty;
Health Industry;
Biotechnology Industry;
Citation: Bartlett, Christopher A., and Andrew N. McLean. "Genzyme's Gaucher Initiative: Global Risk and Responsibility." Chap. 22 in Problems and Cases in Health Care Marketing, edited by John T. Gourville, John A. Quelch, and V. Kasturi Rangan, 411–434. New York: McGraw-Hill/Irwin, 2004.
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Chapter
| Harvard Business Review on Leadership in a Changed World
| 2003
What Is a Global Manager?
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Globalized Firms and Management;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "What Is a Global Manager?" In Harvard Business Review on Leadership in a Changed World. Harvard Business School Publishing, 2003.
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Chapter
| Managing the Global Network Corporation
| 2003
Managing in a Transnational Network
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Globalized Firms and Management;
Networks;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "Managing in a Transnational Network." Chap. 13 in Managing the Global Network Corporation, edited by Bruce McKern, 260–283. London: Routledge, 2003.
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Chapter
| Smart Globalization: Designing Global Strategies, Creating Global Networks
| 2003
Managing Across Borders: New Organizational Responses
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Globalized Firms and Management;
Cross-Cultural and Cross-Border Issues;
Organizational Change and Adaptation;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "Managing Across Borders: New Organizational Responses." Chap. 7 in Smart Globalization: Designing Global Strategies, Creating Global Networks, edited by Anil K. Gupta, and Eleanor D. Westney. San Francisco: Jossey-Bass, 2003.
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Chapter
| Business: The Ultimate Resource
| 2002
Helping Managers Assess the Value of Human Capital
Christopher A. Bartlett
Keywords: Human Capital;
Valuation;
Citation: Bartlett, Christopher A. "Helping Managers Assess the Value of Human Capital." In Business: The Ultimate Resource, edited by Daniel Goleman, 45–46. Cambridge, MA: Perseus Publishing, 2002.
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Chapter
| Managing Transnational Firms: Resources, Market Entry and Strategic Alliances
| 2002
The Transnational and Beyond: Reflections and Perspectives at the Millennium
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Globalization;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "The Transnational and Beyond: Reflections and Perspectives at the Millennium." Chap. 1 in Managing Transnational Firms: Resources, Market Entry and Strategic Alliances. Vol. 14, edited by Michael A. Hitt, and Joseph L. C. Cheng, 3–35. Advances in International Management. Oxford, U.K.: Elsevier Science, 2002.
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Chapter
| Boundaryless HR: Human Capital Management in the Global Economy
| 2002
The Global Organization: An Interview with Christopher Bartlett
Christopher A. Bartlett
Keywords: Globalized Firms and Management;
Citation: Bartlett, Christopher A. "The Global Organization: An Interview with Christopher Bartlett." In Boundaryless HR: Human Capital Management in the Global Economy, edited by Karen Beaman, 3–10. Austin, TX: IHRIM Press, 2002.
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Chapter
| Strategy, Organization and the Changing Nature of Work
| 2001
Employment Security, Employability and Sustainable Competitive Advantage
Sumantra Ghoshal, Peter Moran and Christopher A. Bartlett
Keywords: Employment;
Competitive Advantage;
Citation: Ghoshal, Sumantra, Peter Moran, and Christopher A. Bartlett. "Employment Security, Employability and Sustainable Competitive Advantage." Chap. 4 in Strategy, Organization and the Changing Nature of Work, edited by Jordi Gual, and Joan E. Ricart, 79–110. Cheltenham, U.K.: Edward Elgar Publishing, 2001.
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Chapter
| Strategic Thinking for the Next Economy
| 2001
A New Manifesto for Management
Sumantra Ghoshal, Christopher A. Bartlett and Peter Moran
Keywords: Management;
Citation: Ghoshal, Sumantra, Christopher A. Bartlett, and Peter Moran. "A New Manifesto for Management." Chap. 1 in Strategic Thinking for the Next Economy, edited by Michael A. Cusumano, and Constantinos C. Markides, 9–32. San Francisco: Jossey-Bass, 2001.
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Chapter
| Breaking the Code of Change
| 2000
Rebuilding Behavioral Context: A Blueprint for Corporate Renewal
Sumantra Ghoshal and Christopher Bartlett
Keywords: Organizational Change and Adaptation;
Behavior;
Citation: Ghoshal, Sumantra, and Christopher Bartlett. "Rebuilding Behavioral Context: A Blueprint for Corporate Renewal." In Breaking the Code of Change, edited by Michael Beer, and Nitin Nohria. Boston: Harvard Business School Press, 2000.
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Chapter
| The Knowledge Advantage
| 1999
The Knowledge-Based Organization: A Managerial Revolution
C. A. Bartlett
Keywords: Knowledge Management;
Knowledge Use and Leverage;
Competitive Advantage;
Change Management;
Organizational Change and Adaptation;
Citation: Bartlett, C. A. "The Knowledge-Based Organization: A Managerial Revolution." In The Knowledge Advantage, edited by Dan Holtshouse, and Rudy Ruggles. Dover, NH: Capstone US, 1999.
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Chapter
| The Leader's Change Handbook
| 1999
Creating the Individualized Corporation: The Path to Self-Renewal at General Electric
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Organizational Change and Adaptation;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "Creating the Individualized Corporation: The Path to Self-Renewal at General Electric." In The Leader's Change Handbook, edited by Jay A. Conger, Edward E. Lawler III, and Gretchen M. Spreitzer. San Francisco: Jossey-Bass, 1999.
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Chapter
| Delivering Results: A New Mandate for Human Resource Professionals
| 1998
Changing the Role of Top Management: Beyond Strategy to Purpose
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Management Teams;
Strategy;
Mission and Purpose;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "Changing the Role of Top Management: Beyond Strategy to Purpose." In Delivering Results: A New Mandate for Human Resource Professionals. Edited by David Ulrich, 125–142. Harvard Business Review Book Series. Boston, MA: Harvard Business School Press, 1998.
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Chapter
| Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation
| 1998
Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles
C. A. Bartlett and S. Ghoshal
Keywords: Competency and Skills;
Management Skills;
Management Style;
Managerial Roles;
Citation: Bartlett, C. A., and S. Ghoshal. "Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles." In Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation, edited by Donald Hambrick, David Nadler, and Michael Tushman, 70–97. Boston, MA: Harvard Business School Press, 1998.
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Chapter
| Managing Strategic Innovation and Change
| 1997
Managing Innovation in the Transnational Corporation
Christopher A. Bartlett and Sumantra Ghoshal
Keywords: Innovation and Management;
Multinational Firms and Management;
Citation: Bartlett, Christopher A., and Sumantra Ghoshal. "Managing Innovation in the Transnational Corporation." In Managing Strategic Innovation and Change, edited by P. Anderson, and M. Tushman, 452–476. New York: Oxford University Press, 1997.
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Chapter
| Current Issues in International Business
| 1997
Evolution of the Transnational
Christopher Bartlett and Sumantra Ghoshal
Keywords: Globalization;
History;
Citation: Bartlett, Christopher, and Sumantra Ghoshal. "Evolution of the Transnational." In Current Issues in International Business, edited by Iyanatul Islam, and William Shepherd, 113–136. Edward Elgar Publishing, 1997.
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Chapter
| The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press
| 1994
Beyond Strategy, Structure, and Systems to Purpose, Process, and People: Reflections on a Voyage of Discovery
C. A. Bartlett and S. Ghoshal
Keywords: Strategy;
Organizational Structure;
System;
Mission and Purpose;
Human Needs;
Citation: Bartlett, C. A., and S. Ghoshal. "Beyond Strategy, Structure, and Systems to Purpose, Process, and People: Reflections on a Voyage of Discovery." In The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press, edited by Paula B. Duffy. Boston, MA: Harvard Business School Press, 1994.
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Chapter
| Global Marketing Management
| 1999
Organizing for Worldwide Effectiveness: The Transnational Solution
C. A. Bartlett and S. Ghoshal
Keywords: Globalized Firms and Management;
Performance Effectiveness;
Organizational Design;
Citation: Bartlett, C. A., and S. Ghoshal. "Organizing for Worldwide Effectiveness: The Transnational Solution." In Global Marketing Management. 4th ed. by J. A. Quelch, and C. A. Bartlett. Reading, MA: Addison-Wesley Publishing Company, 1999.
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Chapter
| Advances in Strategic Management
| 1998
Commentary: Strategic Flexibility, Firm Organization, and Managerial Work in Dynamic Models
C. A. Bartlett
Keywords: Corporate Strategy;
Organizational Change and Adaptation;
Business or Company Management;
Management Practices and Processes;
Citation: Bartlett, C. A. "Commentary: Strategic Flexibility, Firm Organization, and Managerial Work in Dynamic Models." In Advances in Strategic Management. Vol. 15, edited by J.A.C. Baum. Greenwich, CT: JAI Press, 1998.
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Chapter
| Organization
| 1992
MNCs: Get Off the Reorganization Merry-go-round
C. A. Bartlett
Keywords: Organizational Change and Adaptation;
Citation: Bartlett, C. A. "MNCs: Get Off the Reorganization Merry-go-round." In Organization. 3rd ed. Edited by P. F. Schlesinger. Homewood, IL: Irwin, 1992.
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Chapter
| A Diagnostic Approach to Organizational Behavior
| 1991
Innovation Processes in Multinational Corporations
S. Ghoshal and C. A. Bartlett
Keywords: Multinational Firms and Management;
Innovation and Invention;
Business Processes;
Citation: Ghoshal, S., and C. A. Bartlett. "Innovation Processes in Multinational Corporations." In A Diagnostic Approach to Organizational Behavior. 3rd ed. Edited by Judith R. Gordon. Needham, MA: Allyn & Bacon, 1991.
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Chapter
| Global Organizational Theory Perspectives
| 1990
New Challenges for Japanese Multinationals: Is Organizational Adaptation Their Achilles Heel?
C. A. Bartlett and H. Yoshihara
Keywords: Multinational Firms and Management;
Organizational Change and Adaptation;
Problems and Challenges;
Japan;
Citation: Bartlett, C. A., and H. Yoshihara. "New Challenges for Japanese Multinationals: Is Organizational Adaptation Their Achilles Heel?" In Global Organizational Theory Perspectives, edited by G. Eshghi, and J. Sheth. Cincinnati: South-Western Publishing Company, 1990.
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Chapter
| Managing the Global Firm
| 1990
The Changing Agenda for Researchers and Practitioners
C. A. Bartlett, Y. Doz and G. Hedlund
Keywords: Research;
Practice;
Citation: Bartlett, C. A., Y. Doz, and G. Hedlund. "The Changing Agenda for Researchers and Practitioners." In Managing the Global Firm, edited by Christopher A. Bartlett, Y. Doz, and G. Hedlund. London: Routledge, 1990.
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Chapter
| Managing the Global Firm
| 1990
Managing Innovation in the Transnational Corporation
C. A. Bartlett and S. Ghoshal
Keywords: Innovation and Management;
Multinational Firms and Management;
Citation: Bartlett, C. A., and S. Ghoshal. "Managing Innovation in the Transnational Corporation." In Managing the Global Firm, edited by Christopher A. Bartlett, Y. Doz, and G. Hedlund. London: Routledge, 1990.
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Chapter
| The Management of Headquarters-Subsidiary Relationships in Multinational Corporations
| 1981
Multinational Structural Change: Evolution versus Reorganization
C. A. Bartlett
Keywords: Multinational Firms and Management;
Organizational Change and Adaptation;
Organizational Structure;
Citation: Bartlett, C. A. "Multinational Structural Change: Evolution versus Reorganization." In The Management of Headquarters-Subsidiary Relationships in Multinational Corporations, edited by Lars Otterbeck. London: Gower, 1981. (Also in The Internationalization of the Firm, edited by P. Buckley and P.G. Meer, Oslo: Norwegian University Press, 1991; and in The History of Management Thought, edited by P. Buckley, Ashgate, 2002.)
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Teaching Note
| HBS Case Collection
|
2012
(Revised from original 2009 version)
Genzyme's CSR Dilemma: How to Play its HAND (TN)
Christopher A. Bartlett, Tarun Khanna and Prithwiraj Choudhury
Genzyme, a global biotechnology company, launches a program to develop therapies for neglected diseases (e.g., malaria, TB), giving away the intellectual property. This case focuses on the decision of which diseases, which partnerships, and which markets should management decide to fund. But the bigger issue is how this program, developed under the umbrella role Genzyme's corporate social responsibility, fits into its global competitive strategy.
Keywords: Global Strategy;
Health Care and Treatment;
Intellectual Property;
Corporate Social Responsibility and Impact;
Partners and Partnerships;
Research and Development;
Biotechnology Industry;
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Case
| HBS Case Collection
|
2012
Kent Chemical: Organizing for International Growth
Christopher A. Bartlett and Laura Winig
In July 2008, Luis Morales, president of Kent Chemical International, is proposing a third reorganization effort after two failed attempts to better align his business with its U.S.-based parent company. With a global expansion strategy placing increasing demands on his organization, a divide forming between Kent's core business and its growth markets, and a global recession looming, Morales knows this time his plan has no room for error.
Keywords: international business;
organizational structure;
organizational design;
corporate strategy;
Organizational change;
multinational corporations;
Management Practices and Processes;
Multinational Firms and Management;
Organizational Structure;
Corporate Strategy;
Organizational Culture;
Organizational Change and Adaptation;
Restructuring;
Alignment;
Chemicals;
Global Strategy;
Chemical Industry;
United States;
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Teaching Note
| HBS Case Collection
|
2012
Kent Chemical: Organizing for International Growth (Brief Case)
Christopher A. Bartlett and Laura Winig
Teaching Note for Product #4409
Keywords: international business;
organizational structure;
organizational design;
corporate strategy;
Organizational change;
multinational corporations;
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Case
| HBS Case Collection
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2011
Levendary Cafe: The China Challenge
Christopher A. Bartlett and Arar Han
Just weeks into her new job, Mia Foster, a first time CEO with no international management experience, is faced with a major challenge at Levendary Cafe, a $10 billion US-based fast food chain. Strategically, many of her corporate staff have become concerned that the company's major expansion into China is moving too far from Levendary's well-defined concepts of store design and menu. Organizationally, Foster has been frustrated by the apparent unwillingness of Louis Chen, president of Levendary China, to conform to the company's planning and reporting processes. Meanwhile, financial evidence shows that Chen's efforts have produced strong results and suggests that he knows China far better than U.S headquarters does. The entrepreneurial Chen has resisted attempts by Foster and others to discuss corporate plans for China. As Foster flies to China to meet with Chen she faces a decision that will determine the future of Levendary China and perhaps the entire globalization effort: can she manage Chen at all, and if so, how?
Keywords: globalization;
international management;
foreign subsidiaries;
entrepreneurship;
strategic planning;
General managers;
strategy;
Strategic Planning;
Business Subsidiaries;
Multinational Firms and Management;
Entrepreneurship;
Standards;
Cross-Cultural and Cross-Border Issues;
Retail Industry;
Food and Beverage Industry;
China;
United States;
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Teaching Note
| HBS Case Collection
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2011
Levendary Cafe: The China Challenge (Brief Case)
Christopher A. Bartlett and Arar Han
Teaching Note for 4357.
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Case
| HBS Case Collection
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2011
United Cereal: Lora Brill's Eurobrand Challenge
Christopher A. Bartlett and Carole Carlson
The case, set within the European organization of a giant multinational breakfast foods company, describes a launch decision for a new cereal product. As the case evolves, the decision has major strategic and organizational implications for Lora Brill, European VP. The case focuses especially on two important decisions facing Brill: Should Healthy Berry Crunch become the company's first Eurobrand and be introduced in a coordinated manner Europewide? And, from an organizational perspective, should she create Eurobrand Teams to implement her proposed Eurobrand concept?
Keywords: subsidiaries;
organizational structure;
organizational design;
marketing strategy;
Market entry;
multinational corporations;
strategy;
Business Subsidiaries;
Managerial Roles;
Organizational Design;
Multinational Firms and Management;
Organizational Structure;
Marketing Strategy;
Market Entry and Exit;
Product Launch;
Cross-Cultural and Cross-Border Issues;
Retail Industry;
Food and Beverage Industry;
Europe;
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Teaching Note
| HBS Case Collection
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2011
United Cereal: Lora Brill's Eurobrand Challenge (Brief Case)
Christopher A. Bartlett and Carole Carlson
Teaching Note for 4269.
Keywords: subsidiaries;
organizational structure;
organizational design;
marketing strategy;
Market entry;
multinational corporations;
strategy;
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Case
| HBS Case Collection
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2010
Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy
Christopher A. Bartlett and Benjamin H. Barlow
Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC industry (heating, ventilation, and air conditioning), with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton's successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm's Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell's challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.
Keywords: Business Subsidiaries;
Multinational Firms and Management;
Organizational Structure;
Corporate Strategy;
Problems and Challenges;
Conflict and Resolution;
Sales;
Cross-Cultural and Cross-Border Issues;
Manufacturing Industry;
Consumer Products Industry;
Wisconsin;
Italy;
United Kingdom;
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Teaching Note
| HBS Case Collection
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2010
Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)
Christopher A. Bartlett and Benjamin H. Barlow
Teaching Note for 4199.
Keywords: organizational behavior;
international business;
Subsidiaries, Leadership;
project management;
Labor unions;
organizational culture;
corporate strategy;
multinational corporations;
Implementing strategy;
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Supplement
| HBS Case Collection
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2010
Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy, Spreadsheet Supplement (Brief Case)
Christopher A. Bartlett and Benjamin H. Barlow
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Supplement
| HBS Case Collection
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2010
Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy, Spreadsheet for Instructors (Brief Case)
Christopher A. Bartlett and Benjamin H. Barlow
Keywords: organizational behavior;
international business;
subsidiaries;
leadership;
project management;
Labor unions;
organizational culture;
corporate strategy;
multinational corporations;
Implementing strategy;
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Teaching Note
| HBS Case Collection
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2010
(Revised from original 2008 version)
GE’s Imagination Breakthroughs: The Evo Project
Christopher A. Bartlett, Brian J. Hall and Nicole Bennett
This video features interviews with case protagonists John Dineen, Brett Begole, and Pierre Compte expressing their views on the decision framed by the case. In a second part of the tape the protagonists describe what they decided to do. A third segment features John Dineen describing how he communicated his decision to key managers on different sides of the issue. And a final video segment describes the outcome of the decisions.
Keywords: Communication Strategy;
Decision Choices and Conditions;
Innovation and Management;
Leading Change;
Growth and Development Strategy;
Outcome or Result;
Green Technology Industry;
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Case
| HBS Case Collection
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2010
Applied Research Technologies, Inc.: Global Innovation's Challenges
Christopher A. Bartlett and Heather Beckham
Applied Research Technologies, Inc. (ART) is a diversified technology company which has used its entrepreneurial culture and encouragement of innovation as an ongoing competitive advantage. The case concentrates on the challenges faced by Peter Vyas, the Filtration Unit manager, who must decide whether to request $2 million in project funding from the divisional vice president, Cynthia Jackson. Similar Filtration projects have failed twice before, damaging the credibility of the Filtration Unit and Vyas personally. Jackson has recently been challenged to turn around or shut down the unit. Students must determine a strategy from the perspectives of both a unit manager and a division VP. This two-tier focus provides the opportunity to analyze the management decision process at different levels of the organization. Topics include empowerment, project management, and managing innovation.
Keywords: Management Style;
Managerial Roles;
Management Practices and Processes;
Reputation;
Organizational Culture;
Innovation and Management;
Competitive Advantage;
Entrepreneurship;
Management Systems;
Cross-Cultural and Cross-Border Issues;
Technology Industry;
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Teaching Note
| HBS Case Collection
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2010
Applied Research Technologies, Inc.: Global Innovation's Challenges (Brief Case)
Christopher A. Bartlett and Heather Beckham
Teaching Note to 4168
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 2003 version)
Silvio Napoli at Schindler India (TN) (A) and (B)
Christopher A. Bartlett
Teaching Note for (9-303-086) and (9-302-054).
Keywords: India;
Switzerland;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 1999 version)
Jollibee Foods Corporation (A) and (B) (TN)
Christopher A. Bartlett
Teaching Note for (9-399-007) and (9-399-113).
Keywords: Food;
Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
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2010
(Revised from original 2000 version)
BRL Hardy: Globalizing an Australian Wine Company (TN)
Christopher A. Bartlett
Teaching Note for (9-300-018).
Keywords: Globalization;
Food;
Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 1997 version)
McKinsey & Company: Managing Knowledge and Learning (TN)
Christopher A. Bartlett
Teaching Note for (9-396-357).
Keywords: Consulting Industry;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 1999 version)
Acer, Inc.: Taiwan's Rampaging Dragon (TN)
Christopher A. Bartlett
Teaching Note for (9-399-010).
Keywords: Computer Industry;
Taiwan;
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Teaching Note
| HBS Case Collection
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2010
(Revised from original 2004 version)
P&G Japan: The SK-II Globalization Project (TN)
Christopher A. Bartlett
Teaching Note to (9-303-003) and (9-304-803).
Keywords: Globalization;
Japan;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 2010 version)
Genzyme's CSR Dilemma: How to Play its HAND (TN)
Christopher A. Bartlett
Teaching Note for [910407].
Keywords: Programs;
Intellectual Property;
Corporate Social Responsibility and Impact;
Partners and Partnerships;
Multinational Firms and Management;
Competitive Strategy;
Markets;
Biotechnology Industry;
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Teaching Note
| HBS Case Collection
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2010
(Revised from original 2004 version)
World Vision International's AIDS Initiative: Challenging a Global Partnership (TN)
Christopher A. Bartlett
Teaching Note to (9-304-105).
Keywords: Health Disorders;
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Supplement
| HBS Case Collection
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2010
Genzyme's CSR Dilemma: How to Play its HAND - video supplement
Tarun Khanna and Christopher A. Bartlett
Keywords: Biotechnology Industry;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 2009 version)
Global Wine War 2009: New World versus Old (TN)
Christopher A. Bartlett
Teaching Note for [910405].
Keywords: Emerging Markets;
Governing Rules, Regulations, and Reforms;
Segmentation;
Competitive Advantage;
Globalized Firms and Management;
Consumer Behavior;
Industry Structures;
Food and Beverage Industry;
United States;
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Case
| HBS Case Collection
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2009
Philips versus Matsushita: The Competitive Battle Continues
Christopher A. Bartlett
Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive advantage of the other. The case shows how each is faced to restructure as its competitive advantage erodes.
Keywords: Competitive Strategy;
Competitive Advantage;
Organizational Culture;
Multinational Firms and Management;
Restructuring;
Consumer Products Industry;
Electronics Industry;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 2009 version)
Philips versus Matsushita: The Competitive Battle Continues (TN)
Christopher A. Bartlett
Teaching Note for [910410].
Keywords: Consumer Products Industry;
Electronics Industry;
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Case
| HBS Case Collection
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2009
Global Wine War 2009: New World versus Old
Christopher A. Bartlett
The case contrasts the tradition-bound Old World wine industry with the market-oriented New World producers, the battle for the US market, the most desirable export target in 2009 due to its large, fast-growing, high priced market segments. The case allows analysis of the way in which newcomers can change the rules of competitive engagement in a global industry. It also poses the question of how incumbents can respond, especially when constrained by regulation, tradition, and different capabilities than those demanded by changing consumer tastes and market structures.
Keywords: Trade;
Global Strategy;
Governing Rules, Regulations, and Reforms;
Consumer Behavior;
Market Entry and Exit;
Competition;
Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 2008 version)
GE's Imagination Breakthroughs: The Evo Project (TN)
Christopher A. Bartlett
Teaching Note for [907048].
Keywords: Business Conglomerates;
Creativity;
Consumer Products Industry;
Media and Broadcasting Industry;
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Teaching Note
| HBS Case Collection
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2008
(Revised from original 1998 version)
Lincoln Electric: Venturing Abroad TN
Christopher A. Bartlett
Teaching Note for (9-398-095).
Keywords: Manufacturing Industry;
Ohio;
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Case
| HBS Case Collection
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2008
(Revised from original 2007 version)
GE's Imagination Breakthroughs: The Evo Project
Christopher A. Bartlett, Brian J. Hall and Nicole Bennett
In September 2003, Jeff Immelt challenged the business leaders at GE to come up with "Imagination Breakthroughs," innovative new projects that would serve as the centerpiece of GE's organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products -from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a "growth leader" profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project.
Keywords: Innovation and Management;
Leading Change;
Growth and Development Strategy;
Business Processes;
Organizational Change and Adaptation;
Organizational Culture;
Environmental Sustainability;
Green Technology Industry;
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Teaching Note
| HBS Case Collection
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2007
(Revised from original 2006 version)
GE's Growth Strategy: The Immelt Initiative (TN)
Christopher A. Bartlett
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
GE's Jeff Immelt: The Voyage from MBA to CEO
Christopher A. Bartlett and Andrew N. McLean
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world, and how he frames and implements his priorities for GE. Describes the processes that guided Immelt's own developments and the strategic changes Immelt adopts in his first year as CEO, when he pulls hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether the changes in place will foster the development of the next generation of GE growth leaders.
Keywords: Talent and Talent Management;
Human Resources;
Leadership Development;
Leading Change;
Business or Company Management;
Energy Industry;
Technology Industry;
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Supplement
| HBS Case Collection
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2007
IKEA's Global Sourcing Challenge
Christopher A. Bartlett
Keywords: Problems and Challenges;
Supply Chain;
Retail Industry;
Consumer Products Industry;
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Case
| HBS Case Collection
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2006
(Revised from original 2006 version)
IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)
Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman
Traces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the development of IKEA's strong culture and values that include a commitment "to create a better everyday life for many people." Describes how, in response to regulatory and public pressure, IKEA developed a set of environmental policies that grew to encompass a relationship with Greenpeace and WWF on forest management and conservation. Then, in 1994, Marianne Barner, a newly appointed IKEA product manager, is surprised by a Swedish television documentary on the use of child labor by Indian carpet suppliers, including some that supply IKEA's rugs. She immediately implements a strict policy that provides for contract cancellation if any IKEA supplier uses child labor. Then Barner is confronted by a German TV producer who advises her that he is about to broadcast an investigative program documenting the use of child labor in one of the company's major suppliers. How should she react to the crisis? How should the company deal with the ongoing issue of child labor in the supply chain?
Keywords: Developing Countries and Economies;
Moral Sensibility;
Policy;
Employment;
Contracts;
Supply Chain Management;
Organizational Culture;
Natural Environment;
Non-Governmental Organizations;
Social Issues;
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Supplement
| HBS Case Collection
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2006
(Revised from original 2006 version)
IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (B)
Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman
Keywords: Retail Industry;
India;
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Teaching Note
| HBS Case Collection
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2012
(Revised from original 2006 version)
IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (TN) (A) and (B)
Christopher A. Bartlett
Keywords: Cross-Cultural and Cross-Border Issues;
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Case
| HBS Case Collection
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2006
(Revised from original 2003 version)
Silvio Napoli at Schindler India (A)
Christopher A. Bartlett, Michael Y. Yoshino and Perry Fagan
A young Italian MBA working for a Swiss multinational is sent to India to establish a subsidiary and implement the strategy he prepared at headquarters as a strategic planner. This case focuses on three core strategic decisions he must make as his plan is challenged by his local Indian management team and Schindler's European plants supplying him. A rewritten version of an earlier case.
Keywords: Business Subsidiaries;
Decisions;
Cross-Cultural and Cross-Border Issues;
Employees;
Management Teams;
Strategic Planning;
India;
Switzerland;
Citation: Bartlett, Christopher A., Michael Y. Yoshino, and Perry Fagan. " Silvio Napoli at Schindler India (A)." Harvard Business School Case 303-086, November 2006. (Revised from original February 2003 version.)
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Case
| HBS Case Collection
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2006
(Revised from original 2003 version)
GE's Talent Machine: The Making of a CEO
Christopher A. Bartlett and Andrew N. McLean
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company's ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine.
Keywords: Decision Choices and Conditions;
Capital;
Selection and Staffing;
Leadership Development;
Management Succession;
Corporate Strategy;
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Case
| HBS Case Collection
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2006
(Revised from original 2006 version)
GE's Growth Strategy: The Immelt Initiative
Christopher A. Bartlett
Follows the actions of GE CEO, Jeff Immelt, as he implements a growth strategy for the $150 billion company in a tough business environment. In four years, he reinvigorates GE's technology, expands its services, develops a commercial focus, pushes developing countries, and backs "unstoppable trends" to realign GE's business portfolio around growth platforms. At the same time, he reorganizes the company, promotes "growth leaders" into top roles, and reorients the culture around innovation and risk taking. Finally, in 2006, he sees signs of growth, but wonders whether it is sustainable.
Keywords: Transformation;
Judgments;
Global Strategy;
Leadership Style;
Growth and Development Strategy;
Organizational Structure;
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Teaching Note
| HBS Case Collection
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2006
(Revised from original 2002 version)
Genzyme's Gaucher Initiative: Global Risk and Responsibility (TN)
Christopher A. Bartlett
Teaching Note for (9-303-048).
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Supplement
| HBS Case Collection
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2006
(Revised from original 2005 version)
GE's Talent Machine: Immelt's Next Steps
Christopher A. Bartlett
Keywords: Electronics Industry;
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Case
| HBS Case Collection
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2005
(Revised from original 2004 version)
World Vision International's AIDS Initiative: Challenging a Global Partnership
Christopher A. Bartlett and Daniel F. Curran
After 25 years of building a network of interdependent, national organizations delivering relief and development that are responsive to local needs, World Vision's International office is planning to implement a major global HIV/AIDS initiative that challenges the strategic direction, organizational capabilities, and even underlying values of its carefully constructed world partnership. Not only does the new AIDS initiative require much more central direction than is customary in this global partnership of World Vision organizations, each with its own independent board of directors, but it also is acknowledged to have little support among World Vision's donor base and even its internal organization. Involves a trigger decision about whether and how to proceed.
Keywords: Change Management;
Decision Choices and Conditions;
Globalized Markets and Industries;
Governing and Advisory Boards;
Management Systems;
Networks;
Partners and Partnerships;
Welfare or Wellbeing;
Adaptation;
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Case
| HBS Case Collection
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2005
(Revised from original 1999 version)
GE's Two-Decade Transformation: Jack Welch's Leadership
Christopher A. Bartlett and Meg Wozny
GE is faced with Jack Welch's impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE's heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The "Software" Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.
Keywords: Transformation;
Global Strategy;
Leadership Development;
Goals and Objectives;
Six Sigma;
Management Succession;
Service Operations;
Quality;
Corporate Strategy;
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Case
| HBS Case Collection
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2005
(Revised from original 2002 version)
GE's Digital Revolution: Redefining the E in GE
Christopher A. Bartlett and Meg Glinska
This case details the implementation of the e-business initiative--the last of Jack Welch's four company-wide strategic thrusts. First, it summarizes the 20-year change process that Welch led, detailing the initiatives he put in place. It then traces how Gerry Podesta, the e-business head in GE Plastics, implemented the new initiative. In doing so, highlights how the "social architecture" (culture and values) and "operating systems" (systems and processes) help the company drive through changes that have it named Internet Week's top e-business of 2000. Ends with questions about the effectiveness of successive pushes on "e-sell," "e-buy," and "e-make" and whether the e-business teams should be broken up and rolled back into the company.
Keywords: Change Management;
Transformation;
Decision Choices and Conditions;
Leadership Style;
Business or Company Management;
Organizational Culture;
Organizational Structure;
Performance Effectiveness;
Corporate Strategy;
Online Technology;
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Supplement
| HBS Case Collection
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2004
World Vision International: The AIDS Initiative
Christopher A. Bartlett
Management discusses the organizational and governance challenges of operating a global network of partner organizations. Then key managers reflect on the decision World Vision must make on the AIDS Hope Initiative--a new strategic direction that challenges many of the partnership's historic strategic objectives, organizational capabilities, and even core values.
Keywords: Health Care and Treatment;
Goals and Objectives;
Corporate Social Responsibility and Impact;
Problems and Challenges;
Core Relationships;
Welfare or Wellbeing;
Value;
Health Industry;
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Supplement
| HBS Case Collection
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2004
(Revised from original 2003 version)
Mercy Corps Interviews with Social Entrepreneurs
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
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2004
GE's Talent Machine: The Making of a CEO
Christopher A. Bartlett
Teaching Note to (9-304-049) and (9-304-804).
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Case
| HBS Case Collection
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2004
(Revised from original 2004 version)
Entrepreneurship Goes Global: ResMed's Gamble
Christopher A. Bartlett, Andrew N. McLean and Meg Glinska
On the basis of its innovative medical device for treating sleep apnea, CEO Peter Farrell has made Australian-born ResMed a successful global company. But the company is struggling to implement a strategy to expand the device from its focused core market to a much broader market for sufferers of stroke and congestive heart failure-an approach that involves an entirely different business model to sell modified products through new channels. This challenge is exacerbated by an organization in which the key R&D and manufacturing resources are located in Australia while the major markets are in the United States and Europe. At the conclusion of the case, Farrell must decide what action to take on several fronts. Strategically, he must decide whether to continue pursuing this five-year-old market expansion initiative; organizationally, he must decide whether the locus of initiative should be moved from Australia to Germany, the most promising market for the stroke and CHF application; and managerially, he must decide how to deal with the management team that has struggled with this new initiative for so long.
Keywords: Business Model;
Globalization;
Innovation and Management;
Management;
Marketing Channels;
Production;
Expansion;
Medical Devices and Supplies Industry;
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Supplement
| HBS Case Collection
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2004
(Revised from original 2003 version)
Mercy Corps: Global Social Entrepreneurship (B)
Christopher A. Bartlett
Supplements the (A) case.
Keywords: Afghanistan;
Iraq;
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Supplement
| HBS Case Collection
|
2004
(Revised from original 2002 version)
GE's Digital Revolution
Christopher A. Bartlett
Presents interviews with Gerry Podesta, VP of GE Plastics Component of General Electric Co., and Gary Reiner, senior VP and CIO of General Electric Co. A revised version of an earlier video.
Keywords: Leadership;
Corporate Strategy;
Management Teams;
Consumer Products Industry;
Technology Industry;
Citation: Bartlett, Christopher A. " GE's Digital Revolution." Harvard Business School Video Supplement 303-801, April 2004. (Revised from original July 2002 version.)
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Teaching Note
| HBS Case Collection
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2004
GE's Digital Revolution: Redefining the E in GE (TN)
Christopher A. Bartlett
Teaching Note to (9-302-001) and (9-303-801).
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Case
| HBS Case Collection
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2004
(Revised from original 2003 version)
Mercy Corps: Global Social Entrepreneurship (A)
Christopher A. Bartlett and Daniel F. Curran
Neal Keny-Guyer, CEO of Mercy Corps International, built his organization by following the advice of Theodore Roosevelt: "Be smart enough to hire good people and have sense enough to get out of their way." For eight years, Keny-Guyer helped Mercy Corps grow in size and scope and by 2001, delivered $117 million in social programs to people in over 30 countries. Convinced that much of that success had come from empowering front-line managers to lead the agency by pursuing opportunities in the field, he wanted to continue the approach. But, recent experiences in Afghanistan had exposed some weaknesses in Mercy Corps' ability to maintain an entrepreneurial approach in an emergency situation. What had worked so well in an organization of 200 was encountering difficulties now that worldwide staff exceeded 2,000. At a global leadership conference in late October 2002, Keny-Guyer met with his senior leadership team. In addition to wrestling with the political complexities of working in Iraq, he wanted to get their input on how Mercy Corps should respond if they decided it was the right course of action.
Keywords: Corporate Entrepreneurship;
Globalization;
Government and Politics;
Selection and Staffing;
Leadership;
Organizational Structure;
Opportunities;
Afghanistan;
Iraq;
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Case
| HBS Case Collection
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2012
(Revised from original 2003 version)
P&G Japan: The SK-II Globalization Project (TN)
Christopher A. Bartlett
Traces changes in P&G's international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management. In the context of these changes introduced by Durk Jager, P&G's new CEO, Paolo de Cesare is transferred to Japan, where he takes over the recently turned-around beauty care business. Within the familiar Max Factor portfolio he inherits is SK-II, a fast-growing, highly profitable skin care product developed in Japan. Priced at over $100 a bottle, this is not a typical P&G product, but its successful introduction in Taiwan and Hong Kong has de Cesare thinking the brand has global potential. As the case closes, he is questioning whether he should take a proposal to the beauty care global business unit to expand into Mainland China and/or Europe.
Keywords: Business Subsidiaries;
Trade;
Globalization;
Global Strategy;
Innovation Strategy;
Business or Company Management;
Beauty and Cosmetics Industry;
Consumer Products Industry;
Hong Kong;
Japan;
Taiwan;
Europe;
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Supplement
| HBS Case Collection
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2004
(Revised from original 2003 version)
GE's Talent Machine: The Making of a CEO
Christopher A. Bartlett
CEO Jeff Immelt, ex-CEO Jack Welch, and HR Chief Bill Conaty discuss how GE has made talent development a source of sustainable competitive advantage. Immelt describes GE's deeply embedded philosophy around its people and how it has allowed the company to add value managing as a conglomerate. He elaborates on how the HR process works and describes how he manages it. Welch and Immelt discuss the performance-based Vitality Curve, one of the most controversial elements of the GE system. In addition, Welch, Immelt, and Conaty reflect on the philosophy, management, and effectiveness of GE's total HR system and its future. A revised version of an earlier video.
Keywords: Business Conglomerates;
Talent and Talent Management;
Human Resources;
Business or Company Management;
Performance Capacity;
Performance Effectiveness;
Competitive Advantage;
System;
Value;
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Supplement
| HBS Case Collection
|
2003
P&G Japan: The SK-II Globalization Project
Christopher A. Bartlett
Paolo de Cesare and A.G. Lafley review the strategic and organizational challenges they face in deciding whether to make the prestigious Japanese beauty product, SK-II, a global brand. In a three-part videotaped interview, they discuss the challenges, reveal the decision, and outline key lessons for Procter & Gamble.
Keywords: Globalization;
Brands and Branding;
Organizational Structure;
Strategy;
Decision Choices and Conditions;
Beauty and Cosmetics Industry;
Consumer Products Industry;
Japan;
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Case
| HBS Case Collection
|
2003
(Revised from original 1999 version)
BRL Hardy: Globalizing an Australian Wine Company
Christopher A. Bartlett
Two new product launch decisions face Christopher Carson, managing director of BRL Hardy, Europe. Responsible for the European operations of a major Australian wine company, Carson has begun to globalize his strategy beyond selling the parent company's wines. After a difficult joint venture with a Chilean wine source, he is proposing to launch an Italian line of wines. His local team has also developed a new Australian brand that would compete directly with a parent company's global brand rollout.
Keywords: Global Strategy;
Joint Ventures;
Product Launch;
Brands and Branding;
Competitive Strategy;
Business Subsidiaries;
Negotiation Style;
Food and Beverage Industry;
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Case
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Genzyme's Gaucher Initiative: Global Risk and Responsibility
Christopher A. Bartlett and Andrew N. McLean
In Egypt, Genzyme's humanitarian commitment to treat all sufferers of the rare Gaucher disease worldwide first confronts its commercial imperative to recoup the huge investment required to bring the drug Cerezyme to market. Here Tomye Tierney must decide how to balance the demands of the sales organization that faces saturating developed markets, but major growth opportunities in developing economies. They believe that as long as the Gaucher Initiative-Genzyme's partnership with Project Hope-is providing free Cerezyme, they will be unable to convince the Egyptian government to authorize reimbursement, which can run from $200,000 to $300,000 per patient annually. CEO Henri Termeer believes Genzyme can hold firm to both the humanitarian commitment and its strong patient-focused commercial objectives. But it is Tierney who is on the front line and negotiates the delicate agreement between Genzyme sales, Project Hope, and Egyptian authorities.
Keywords: Moral Sensibility;
Investment;
Emerging Markets;
Negotiation;
Corporate Social Responsibility and Impact;
Business and Government Relations;
Sales;
Commercialization;
Expansion;
Value Creation;
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Case
| HBS Case Collection
|
2003
(Revised from original 1985 version)
Conex do Brasil
Christopher A. Bartlett and John Young
Describes interactions between Brazilian local, Latin American regional, and USA headquarters staff during the three years after establishing a manufacturing subsidiary in Sao Paulo. In a highly protected national environment, a market entry plan is developed to meet the company's global strategic objectives. The case traces the activities of local, regional, and corporate managers as they establish the operations and try to build a business. Tension emerges between headquarters and the Brazilian subsidiary as results fail to materialize, and the case trigger issue focuses on the changes necessary after the dismissal of the second country subsidiary manager in three years.
Keywords: Cross-Cultural and Cross-Border Issues;
Resignation and Termination;
Goals and Objectives;
Market Entry and Exit;
Operations;
Performance Expectations;
Opportunities;
Corporate Strategy;
Latin America;
United States;
Brazil;
Citation: Bartlett, Christopher A., and John Young. " Conex do Brasil." Harvard Business School Case 385-257, March 2003. (Revised from original January 1985 version.)
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Supplement
| HBS Case Collection
|
2003
Genzyme's Gaucher Initiative: Henri Termeer and Tomye Tierney
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Silvio Napoli at Schindler India (A) and (B)
Christopher A. Bartlett
Presents an interview with Silvio Napoli on topics relating to his fit in the new job, his strategic plan for the new subsidiary, and the decision on sourcing and standardization.
Keywords: Managerial Roles;
Strategic Planning;
Business Subsidiaries;
Supply Chain;
Decisions;
Personal Development and Career;
India;
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Supplement
| HBS Case Collection
|
2003
Silvio Napoli Cross Cultural Management
Christopher A. Bartlett
Presents an interview with Silvio Napoli regarding cultural aspects of an Italian manager in a Swiss company opening an Indian subsidiary. Issues range from personal and family adjustment to management style, corporate culture, and differences in national characteristics.
Keywords: Business Subsidiaries;
Business Startups;
Nationality Characteristics;
Cross-Cultural and Cross-Border Issues;
Management Style;
Organizational Culture;
Personal Characteristics;
India;
Italy;
Switzerland;
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Class Lecture
| 2003
Managing People for Competitive Advantage
Christopher A. Bartlett
Keywords: Competitive Advantage;
Management Style;
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Case
| HBS Case Collection
|
2002
(Revised from original 1992 version)
NIKE in Transition (B): Phil Knight Returns
Christopher A. Bartlett
After returning to the CEO/COO job, Phil Knight makes changes to Nike's strategy, organization, and management between 1983 and 1987 aimed at making Nike more responsive to the market place. He takes cost-cutting measures, and experiments with several management and organizational changes. After much strife within the company, Knight ends up with a hybrid matrix, a new group of managers, and a new strategy. Has Knight made the right choices? Has he squashed Nike's entrepreneurial culture? Is Nike poised for recovery?
Keywords: Change;
Entrepreneurship;
Cost Management;
Growth and Development Strategy;
Brands and Branding;
Organizational Change and Adaptation;
Business Strategy;
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Case
| HBS Case Collection
|
2001
(Revised from original 1998 version)
Jollibee Foods Corporation (A): International Expansion
Christopher A. Bartlett and Jamie O'Connell
Noli Tingzon, newly-appointed international division VP at Jollibee, the Philippines-based hamburger chain, is faced with the challenge of expanding fast food operations in Asia in the face of stiff competition. The case describes Jollibee's six-year international expansion history and the lessons the company has learned. Against this background, Noli must decide among expansion opportunities in New Guinea, Hong Kong, and California.
Keywords: History;
Opportunities;
Expansion;
Competitive Strategy;
Global Range;
Global Strategy;
Business Offices;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
|
2001
Philips of Holland: Cor J. Van Der Klugt, President
Christopher A. Bartlett
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Case
| HBS Case Collection
|
2001
(Revised from original 1983 version)
EMI and the CT Scanner (A)
Christopher A. Bartlett
Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI's entry into the U.S. market. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.
Keywords: Governing Rules, Regulations, and Reforms;
Technological Innovation;
Market Entry and Exit;
Industry Structures;
Product Development;
Medical Devices and Supplies Industry;
Citation: Bartlett, Christopher A. " EMI and the CT Scanner (A)." Harvard Business School Case 383-194, November 2001. (Revised from original June 1983 version.)
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Teaching Note
| HBS Case Collection
|
2001
EnronOnline: Louise Kitchen, Intrapreneur (A) & (B) TN
Christopher A. Bartlett
Teaching Note for (9-301-085) and (9-301-102).
Keywords: Technology Platform;
Diversification;
Failure;
Information Technology Industry;
Energy Industry;
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Case
| HBS Case Collection
|
2001
(Revised from original 1999 version)
Jollibee Foods Corporation (B): Global Focus
Christopher A. Bartlett
Supplements the (A) case.
Keywords: Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
|
2001
Microsoft: Competing on Talent (A) and (B) TN
Christopher A. Bartlett
Teaching Note for (9-300-001) and (9-301-135).
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Case
| HBS Case Collection
|
2001
(Revised from original 2000 version)
Microsoft: Competing on Talent (A)
Christopher A. Bartlett and Meg Wozny
Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and retain first-class talent as it grew from a start-up to a global behemoth. Triggered by high-profile, senior-level departures in 1999, the company must decide if it is time to change its "hard core" culture came to be.
Keywords: Human Resources;
Retention;
Recruitment;
Competitive Advantage;
Motivation and Incentives;
Business Startups;
Talent and Talent Management;
Citation: Bartlett, Christopher A., and Meg Wozny. " Microsoft: Competing on Talent (A)." Harvard Business School Case 300-001, July 2001. (Revised from original March 2000 version.)
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Case
| HBS Case Collection
|
2001
Acer America: Development of the Aspire
Christopher A. Bartlett and Anthony St. George
Keywords: Product Development;
Product Launch;
Marketing;
Global Strategy;
Computer Industry;
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Supplement
| HBS Case Collection
|
2001
Microsoft: Competing on Talent (B)
Christopher A. Bartlett and Meg Glinska
Supplements the (A) case.
-
Supplement
| HBS Case Collection
|
2001
Acer Inc.: Taiwan's Rampaging Dragon
Christopher A. Bartlett
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Case
| HBS Case Collection
|
2001
(Revised from original 1998 version)
Acer America: Development of the Aspire
Christopher A. Bartlett and Anthony St. George
Follows the development, national launch, and global rollout of the Aspire, Acer's first new product developed outside of Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problems with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical "fast food" business concept and his "client server" organization model?
Keywords: Global Strategy;
Globalized Firms and Management;
Organizational Design;
Supply Chain;
Problems and Challenges;
Relationships;
Business Subsidiaries;
Product Launch;
Computer Industry;
United States;
Taiwan;
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Supplement
| HBS Case Collection
|
2001
Acer America: Development of the Aspire
Christopher A. Bartlett
Consists of five segments. Segment 1 shows Culver and Pai discussing the tensions between Taiwan and the United States and the resulting performance problems with Aspire; Segment 2 features Culver and Shih describing the changes Acer made as a result of the problems and losses; Segment 3 is Culver's description of his subsequent actions and outcomes; Segment 4 has Shih describing his future plans for Acer's strategy and organization; and Segment 5 is an optional segment on Acer's Internet marketing strategy.
Keywords: Online Advertising;
Transformation;
Forecasting and Prediction;
Marketing Strategy;
Outcome or Result;
Problems and Challenges;
Hardware;
Internet;
Computer Industry;
Taiwan;
United States;
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Case
| HBS Case Collection
|
2001
(Revised from original 2000 version)
Microsoft's Vega Project: Developing People and Products
Christopher A. Bartlett and Meg Wozny
With a focus on Matt MacLellan and his careful development as a project manager under his boss and mentor, Jim Kaplan, the case describes the evolution of Microsoft's human-resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. It looks at employee development, motivation, and retention efforts in one of Microsoft's product groups. Dissatisfied with his project management role, MacLellan decides to become a developer despite the fact that he has never written code professionally. Kaplan is faced with the decision of whether to support his protege's radical career shift, and if so, how to do it not only to MacLellan's satisfaction but also in the organization's best interest.
Keywords: Human Resources;
Competitive Advantage;
Retention;
Personal Development and Career;
Organizational Design;
Information Technology;
Motivation and Incentives;
Leadership Development;
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Case
| HBS Case Collection
|
2001
(Revised from original 1998 version)
Acer, Inc.: Taiwan's Rampaging Dragon
Christopher A. Bartlett and Anthony St. George
Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world's second-largest computer manufacturer. Outlines the birth of the company, the painful "professionalization" of its management, the plunge into losses, and the transformation under founder Stan Shih's radical "fast food" business concept and his "client server" organization model, which are put to the test when a young product manager in Acer America develops a radically new multimedia home PC with global potential. Shih must decide whether to give an inexperienced manager in a loss-generating subsidiary the green light.
Keywords: History;
Leadership;
Business Subsidiaries;
Organizational Design;
Transformation;
Product Development;
Organizational Change and Adaptation;
Competitive Advantage;
Global Strategy;
Computer Industry;
Taiwan;
Citation: Bartlett, Christopher A., and Anthony St. George. " Acer, Inc.: Taiwan's Rampaging Dragon." Harvard Business School Case 399-010, January 2001. (Revised from original December 1998 version.)
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Case
| HBS Case Collection
|
2000
GE's Two-Decade Transformation: Jack Welch's Leadership Multimedia Case
Christopher A. Bartlett and Meg Wozny
General Electric is faced with Welch's impending retirement, and the question on many minds is whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE's heritage and Welch's transformation of the company's business portfolio in the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The "Software" Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.
Keywords: Leadership;
Transformation;
Organizational Change and Adaptation;
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Case
| HBS Case Collection
|
2000
Microsoft's Vega Project: Matt MacLellan's Decision
Christopher A. Bartlett and Meg Glinska
Supplements the case. Designed as an in-class handout.
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Teaching Note
| HBS Case Collection
|
2000
(Revised from original 1999 version)
GE's Two-Decade Transformation: Jack Welch's Leadership TN
Christopher A. Bartlett
Teaching Note for (9-399-150).
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Supplement
| HBS Case Collection
|
2000
GE Compilation: Jack Welch 1981-1999
Christopher A. Bartlett
Excerpts of videotaped presentations and interviews with Jack Welch in five different time periods from 1981 to 1999. Welch comments on progress on GE's strategic, organizational, and managerial transformation, and his own role in leading that change.
Keywords: Transformation;
Leading Change;
Managerial Roles;
Organizational Change and Adaptation;
Strategy;
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Supplement
| HBS Case Collection
|
2000
BRL Hardy: Globalizing an Australian Wine Company
Christopher A. Bartlett
Interviews alternating the country subsidiary and corporate headquarters views of Christopher Carson, marketing director of BRL Hardy Europe and Steve Millar, marketing director and CEO of BRL Hardy Ltd. In four segments focusing on the source of headquarters/subsidiary tensions, background for the decision on d'Instinto launch, the Banrock Station versus Kelly's Revenge decision, and the company's actual actions/decision and the reasons for them.
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Supplement
| HBS Case Collection
|
2000
GE's Two-Decade Transformation: Interview with Jack Welch, November 1999 (Video)
Christopher A. Bartlett
An interview with Jack Welch on his views of the current status of GE's two-decade transformation and his changing role in leading it. Among topics discussed include his views of GE as a learning organization, the process of change that allowed GE's transformation to succeed, his own evolution as a CEO, the legacy he is leaving, and the challenges his successor faces.
Keywords: Leading Change;
Transformation;
Organizational Change and Adaptation;
Problems and Challenges;
Change Management;
Management Succession;
Managerial Roles;
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Case
| HBS Case Collection
|
2000
(Revised from original 1992 version)
Asea Brown Boveri
Robert L. Simons and Christopher A. Bartlett
In 1987, two European rivals--Asea AB of Sweden and BBC Brown Boveri Ltd. of Switzerland--merged to form Asea Brown Boveri. The new company employed 150,000 employees in 850 legal entities operating in 140 countries. The case describes the challenges facing Percy Barnevik--the organization's leader--and how he resolved those challenges through staffing, communicating priorities, new structural alignments, and information and reporting systems.
Keywords: Mergers and Acquisitions;
Globalization;
Problems and Challenges;
Leadership Style;
Selection and Staffing;
Organizational Structure;
Reports;
Citation: Simons, Robert L., and Christopher A. Bartlett. " Asea Brown Boveri." Harvard Business School Case 192-139, January 2000. (Revised from original May 1992 version.)
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Case
| HBS Case Collection
|
2000
(Revised from original 1996 version)
McKinsey & Co.: Managing Knowledge and Learning
Christopher A. Bartlett
Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate knowledge among its 3,800 consultants in 69 offices worldwide. Concludes by focusing on three young consultants operating in each dimension of the firm's organization--the local office, the industry practice, and the firm's competence center. Managing director, Rajat Gupta, wonders if the changes he has made are sufficient to maintain the firm's vital knowledge development process.
Keywords: History;
Change Management;
Management Practices and Processes;
Organizational Structure;
Globalization;
Competency and Skills;
Knowledge Dissemination;
Experience and Expertise;
Consulting Industry;
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Supplement
| HBS Case Collection
|
1999
McKinsey & Company: Managing the Global Knowledge Network Video
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
|
1999
Acer America: Development of the Aspire TN
Christopher A. Bartlett
Teaching Note for (9-399-011).
Keywords: Computer Industry;
United States;
Taiwan;
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Supplement
| HBS Case Collection
|
1999
Jollibee Foods Corporation: International Expansion
Christopher A. Bartlett
Presents interviews with CEO Tony Tan Caktiong and international division VP, Noli Tingzon, elaborating on issues and raising new issues on Jollibee's global strategy and organization.
Keywords: Managerial Roles;
Globalized Firms and Management;
Global Strategy;
Organizational Design;
Expansion;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
|
1999
Jan Eriksson of Novartis Indonesia
Christopher A. Bartlett and Carin-Isabel Knoop
A follow-up interview, in Summer 1998, with the protagonist of the Novartis Indonesia case series. He describes ongoing strategy and activities.
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Case
| HBS Case Collection
|
1999
(Revised from original 1994 version)
3M Optical Systems: Managing Corporate Entrepreneurship
Christopher A. Bartlett and Afroze A Mohammed
A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager's concerns about the need for discipline and control, setting up a tension that is focused on the launch decision.
Keywords: Problems and Challenges;
Corporate Entrepreneurship;
Management;
Managerial Roles;
Product Launch;
Decision Choices and Conditions;
Product Development;
Consumer Products Industry;
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Case
| HBS Case Collection
|
1999
(Revised from original 1993 version)
ABB's Relays Business: Building and Managing a Global Matrix
Christopher A. Bartlett
Describes the development and management of the relays business area (BA) in ABB's global matrix organization. Focuses on three levels of management--corporate, BA, and operating company. Highlights the roles and responsibilities of individuals at each level as ABB creates a unique, highly successful organization structure and management process that enables it to integrate its disparate worldwide operations while maintaining a highly entrepreneurial front-line environment.
Keywords: Multinational Firms and Management;
Business or Company Management;
Business Strategy;
Organizational Structure;
Managerial Roles;
Management Practices and Processes;
Employees;
Organizational Culture;
Success;
Manufacturing Industry;
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Case
| HBS Case Collection
|
1999
(Revised from original 1998 version)
Microsoft in Transition: Bill Gates's Leadership
Christopher A. Bartlett and Takia Mahmood
Keywords: Leadership;
Change Management;
Computer Industry;
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Teaching Note
| HBS Case Collection
|
1999
(Revised from original version)
Corning Glass Works International (A), (B1), (B2), (C1), and (C2), Teaching Note
Christopher A. Bartlett
Teaching Note for (9-381-160--164).
Keywords: Manufacturing Industry;
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Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Corning Glass Works International (C1)
Christopher A. Bartlett and Michael Y. Yoshino
Supplements the (A) case.
Keywords: Manufacturing Industry;
Citation: Bartlett, Christopher A., and Michael Y. Yoshino. " Corning Glass Works International (C1)." Harvard Business School Supplement 381-163, November 1998. (Revised from original March 1981 version.)
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Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Corning Glass Works International (C2)
Christopher A. Bartlett and Michael Y. Yoshino
Follows the impact of a change in global strategy on a diversified company's global organization structure. Reviews the company's subsequent performance internationally. Also presents reflections by top management on future possible change in the organization structure.
Keywords: Global Strategy;
Change;
Performance;
Globalized Firms and Management;
Management Teams;
Manufacturing Industry;
Citation: Bartlett, Christopher A., and Michael Y. Yoshino. " Corning Glass Works International (C2)." Harvard Business School Supplement 381-164, November 1998. (Revised from original March 1981 version.)
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Teaching Note
| HBS Case Collection
|
1998
(Revised from original 1998 version)
3M Optical Systems: Managing Corporate Entrepreneurship TN
Christopher A. Bartlett
Teaching Note for (9-395-017).
Keywords: Consumer Products Industry;
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Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Corning Glass Works International (D)
Christopher A. Bartlett
Supplements the (A) case.
Keywords: Manufacturing Industry;
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Case
| HBS Case Collection
|
1998
(Revised from original version)
Corning Glass Works International (A)
Christopher A. Bartlett and Michael Y. Yoshino
Follows the impact of a change in global strategy on a diversified company's global organization structure. Traces two failed attempts at bringing a business perspective to a geographic organization, and poses the problem of what the international division president can do.
Keywords: Disruption;
Framework;
Global Strategy;
Organizational Structure;
Perspective;
Power and Influence;
Citation: Bartlett, Christopher A., and Michael Y. Yoshino. " Corning Glass Works International (A)." Harvard Business School Case 381-160, October 1998. (Revised from original March 1981 version.)
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Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Corning Glass Works International (B1)
Christopher A. Bartlett and Michael Y. Yoshino
Supplements the (A) case.
Keywords: Manufacturing Industry;
Citation: Bartlett, Christopher A., and Michael Y. Yoshino. " Corning Glass Works International (B1)." Harvard Business School Supplement 381-161, October 1998. (Revised from original March 1981 version.)
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Supplement
| HBS Case Collection
|
1998
(Revised from original version)
Corning Glass Works International (B2)
Christopher A. Bartlett and Michael Y. Yoshino
Supplements the (A) case.
Keywords: Manufacturing Industry;
Citation: Bartlett, Christopher A., and Michael Y. Yoshino. " Corning Glass Works International (B2)." Harvard Business School Supplement 381-162, October 1998. (Revised from original March 1981 version.)
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Case
| HBS Case Collection
|
1998
(Revised from original 1998 version)
Lincoln Electric: Venturing Abroad
Christopher A. Bartlett and Jamie O'Connell
Lincoln Electric, a 100-year-old manufacturer of welding equipment and consumables based in Cleveland, Ohio, motivates its U.S. employees through a culture of cooperation between management and labor and an unusual compensation system based on piecework and a large bonus based on individual contribution to the company's performance. Despite opening a few international sales and production ventures in Canada, Australia, and France, Lincoln remained focused on manufacturing in the United States until 1988. At that time, the company's new CEO expanded manufacturing through acquisitions and greenfields in 11 new countries, attempting to transfer its unique management philosophy to each. However, Lincoln was unable to replicate its highly productive system abroad. Operational problems led to a major restructuring in the early 1990s, supervised by Anthony Massaro, a newcomer to the company. In 1996, Massaro was named CEO and set about expanding the company's manufacturing base through a new strategy. The case concludes in Asia, where Lincoln's regional president is trying to decide whether and how to establish a manufacturing presence in Indonesia, and in particular whether to try to transfer Lincoln's unique incentive-driven management system.
Keywords: Acquisition;
Restructuring;
Transformation;
Construction;
Compensation and Benefits;
Management;
Market Entry and Exit;
Labor and Management Relations;
Competitive Advantage;
Expansion;
Manufacturing Industry;
Ohio;
Citation: Bartlett, Christopher A., and Jamie O'Connell. " Lincoln Electric: Venturing Abroad." Harvard Business School Case 398-095, April 1998. (Revised from original January 1998 version.)
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Teaching Note
| HBS Case Collection
|
1998
Skandia AFS: Developing Intellectual Capital Globally TN
Christopher A. Bartlett
Teaching Note for (9-396-412).
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Case
| HBS Case Collection
|
1998
(Revised from original version)
Skandia AFS: Developing Intellectual Capital Globally
Christopher A. Bartlett and Takia Mahmood
Focuses on the measurement and management of organizational knowledge as a strategic asset, and on the deployment of information technology, organizational structure, and processes in leveraging that asset.
Keywords: Global Strategy;
Knowledge Sharing;
Growth and Development Strategy;
Organizational Design;
Organizational Structure;
Alliances;
Competitive Advantage;
Information Technology;
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Teaching Note
| HBS Case Collection
|
1998
Komatsu Ltd: Project G's Globalization and Komatsu and Project G (A-C) TN
Christopher A. Bartlett
Teaching Note for (9-398-016), (9-395-001), (9-395-002), and (9-395-003).
Keywords: Manufacturing Industry;
Japan;
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Teaching Note
| HBS Case Collection
|
1998
ABB's Relays Business: Building and Managing a Global Matrix TN
Christopher A. Bartlett
Teaching Note for (9-394-016).
Keywords: Manufacturing Industry;
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Case
| HBS Case Collection
|
1998
(Revised from original 1997 version)
Komatsu Ltd.: Project G's Globalization
Christopher A. Bartlett
This case describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of resources and capabilities into a new, more diverse business base. Details efforts to build and acquire foreign operations, to specialize and integrate overseas units, to expand responsibilities of offshore operations, and to localize management.
Keywords: Change Management;
Construction;
Asset Pricing;
Investment Portfolio;
Global Strategy;
Leadership;
Resource Allocation;
Risk Management;
Expansion;
Manufacturing Industry;
Japan;
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Case
| HBS Case Collection
|
1997
(Revised from original version)
Komatsu Ltd. and Project G (A)
Christopher A. Bartlett and Robert W. Lightfoot
Keywords: Projects;
Japan;
Citation: Bartlett, Christopher A., and Robert W. Lightfoot. " Komatsu Ltd. and Project G (A)." Harvard Business School Case 395-001, May 1997. (Revised from original September 1994 version.)
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Supplement
| HBS Case Collection
|
1996
(Revised from original 1992 version)
NIKE in Transition (C): A Second COO
Christopher A. Bartlett
After two years of stunning financial results, Knight again appoints a new COO, Dick Donahue. Are Knight and Nike ready for a new COO? How does Donahue differ from Woodell? Will his personality, style, and agenda fit with the new Nike Knight has created? Also describes how the matrix organization has changed over two years.
Keywords: Policy;
Growth and Development;
Leadership Style;
Management Succession;
Managerial Roles;
Organizational Structure;
Strategy;
Apparel and Accessories Industry;
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Case
| HBS Case Collection
|
1996
(Revised from original version)
NIKE in Transition (A): The Ascendancy of Bob Woodell
Christopher A. Bartlett
Explores Bob Woodell's tenure as Nike's first COO. Describes development of Woodell's management style, his attempts to develop the organization, and his responses to unforeseen business problems. Changing market forces, new competitors, a build-up of low-end inventory, and the absence of Phil Knight, the company's founder, in daily operations, make this a difficult time for Nike. Against the backdrop of disappointing financial results and an upcoming shareholders' meeting, students are asked to assess Woodell's performance, whether management is truly in control of the organization and the company's business, and what role Knight should be playing in the organization.
Keywords: Conferences;
Crisis Management;
Management Style;
Marketing Strategy;
Organizational Change and Adaptation;
Performance Evaluation;
Competition;
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Background Note
| HBS Case Collection
|
1996
The GM's Leadership Challenge: Building a Self-Renewing Institution
Christopher A. Bartlett and Ashish Nanda
Highlights the general manager's role in building a self-renewing organization.
Keywords: Management Skills;
Leadership Development;
Managerial Roles;
Management Teams;
Organizational Structure;
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Case
| HBS Case Collection
|
1996
(Revised from original 1990 version)
Ingvar Kamprad and IKEA
Christopher A. Bartlett and Ashish Nanda
Traces the development of a Swedish furniture retailer under the leadership of an innovative and unconventional entrepreneur whose approaches redefine the nature and structure of the industry. Traces IKEA's growth from a tiny mail order business to the world's largest furniture dealership. Describes the innovative strategic and organizational changes Kamprad made to achieve success. In particular, focuses on his unique vision and values and the way they have become institutionalized as IKEA's binding corporate culture. The trigger issue revolves around whether this vital "corporate glue" can survive massive expansion into the United States and the Eastern Bloc and Kamprad's replacement as CEO by a "professional manager."
Keywords: Restructuring;
Corporate Entrepreneurship;
Growth and Development;
Innovation Strategy;
Leadership;
Management Succession;
Distribution;
Organizational Change and Adaptation;
Expansion;
Value;
Retail Industry;
Citation: Bartlett, Christopher A., and Ashish Nanda. " Ingvar Kamprad and IKEA." Harvard Business School Case 390-132, July 1996. (Revised from original May 1990 version.)
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Case
| HBS Case Collection
|
1996
Trans National Group
Christopher A. Bartlett and Takia Mahmood
Starting as a classic entrepreneur,Steve Belkin, CEO of Trans National (TN), drives the company through two businesses--one in group travel and another in financial services--before deciding to step back and act as a general manager whose focus and attention is on institutionalizing entrepreneurship within his organization. At the end of the case, he is questioning whether to step back further and act more as a venture capitalist and how such a move would affect TN as an organization.
Keywords: Business or Company Management;
Management;
Growth Management;
Citation: Bartlett, Christopher A., and Takia Mahmood. " Trans National Group." Harvard Business School Case 397-015, July 1996.
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Background Note
| HBS Case Collection
|
1996
The GM's Organizational Challenge: Embedding and Leveraging Capability
Christopher A. Bartlett and Ashish Nanda
Describes how general managers can build organizational capability in their firms.
Keywords: Management Skills;
Managerial Roles;
Management Teams;
Organizational Change and Adaptation;
Growth and Development Strategy;
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Background Note
| HBS Case Collection
|
1996
The GM's Operational Challenge: Managing Through People
Christopher A. Bartlett and Ashish Nanda
Highlights and explores how a general manager adds value to the firm at the operational level by managing through people. Discusses how assumptions about human motivation influence the employment contract that the general manager implicitly enters into with the workers and ends with speculation on how the employment contract is fundamentally changing.
Keywords: Employee Relationship Management;
Selection and Staffing;
Contracts;
Managerial Roles;
Operations;
Problems and Challenges;
Labor and Management Relations;
Motivation and Incentives;
Value;
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Background Note
| HBS Case Collection
|
1996
General Management: A Conceptual Introduction
Christopher A. Bartlett and Ashish Nanda
Addresses the following issues at a conceptual level: 1) Who is a general manager? 2) To whom is the general manager responsible? and 3) How do general managers add value?
Keywords: Leadership;
Management;
Management Skills;
Managerial Roles;
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Body Shop International
Christopher A. Bartlett
Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she took to building her highly successful business (no advertising, simple packaging, non-traditional R&D). After elaborating on the strong values she has imposed on the business, concludes by highlighting questions of the business' transferability to the United States and its survivability as Anita steps back.
Keywords: Business Startups;
Business Growth and Maturation;
Leadership Style;
Management Succession;
Management Teams;
Corporate Social Responsibility and Impact;
Values and Beliefs;
Global Strategy;
Beauty and Cosmetics Industry;
Citation: Bartlett, Christopher A. " Body Shop International." Harvard Business School Case 392-032, July 1995. (Revised from original November 1991 version.)
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Teaching Note
| HBS Case Collection
|
1995
Richardson Sheffield TN
Christopher A. Bartlett and Ashish Nanda
Citation: Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield TN." Harvard Business School Teaching Note 395-212, June 1995.
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Teaching Note
| HBS Case Collection
|
1995
Intel Corporation - Leveraging Capabilities for Strategic Renewal TN
Christopher A. Bartlett and Ashish Nanda
Teaching Note for (9-394-141).
Keywords: Information Technology Industry;
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Teaching Note
| HBS Case Collection
|
1995
Ingvar Kamprad and IKEA TN
Christopher A. Bartlett and Ashish Nanda
Teaching Note for (9-390-132).
Keywords: Retail Industry;
Citation: Bartlett, Christopher A., and Ashish Nanda. " Ingvar Kamprad and IKEA TN." Harvard Business School Teaching Note 395-155, February 1995.
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Teaching Note
| HBS Case Collection
|
1995
Body Shop International, The TN
Christopher A. Bartlett
Teaching Note for (9-392-032).
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Komatsu Ltd. and Project G (C)
Christopher A. Bartlett and Robert W. Lightfoot
Keywords: Japan;
Citation: Bartlett, Christopher A., and Robert W. Lightfoot. " Komatsu Ltd. and Project G (C)." Harvard Business School Case 395-003, January 1995. (Revised from original September 1994 version.)
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Case
| HBS Case Collection
|
1995
3M: Profile of an Innovating Company
Christopher A. Bartlett and Afroze A Mohammed
Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to nurture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt new policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required.
Keywords: Organizational Change and Adaptation;
Competitive Advantage;
Organizational Culture;
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Case
| HBS Case Collection
|
1994
(Revised from original version)
Komatsu Ltd. and Project G (B)
Christopher A. Bartlett and Robert W. Lightfoot
Citation: Bartlett, Christopher A., and Robert W. Lightfoot. " Komatsu Ltd. and Project G (B)." Harvard Business School Case 395-002, December 1994. (Revised from original September 1994 version.)
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Supplement
| HBS Case Collection
|
1994
3M Optical Systems: Management Interviews, Part 1; Part 2, Videotape
Christopher A. Bartlett
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Supplement
| HBS Case Collection
|
1994
3M Optical Systems: Management Interviews, Part 1; Part 2, Videotape
Christopher A. Bartlett
Keywords: System;
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Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
Becton Dickinson: Worldwide Blood Collection Team
Christopher A. Bartlett and Kathleen Scharf
Describes Becton Dickinson's evolving attempt to develop products and strategies to meet worldwide competitive and market needs. Traces the evolution of a classic parent company-led product-market strategy to truly transnational product and strategy development. Explores the use of an integrative team as the organizational means of achieving global integration while preserving local flexibility.
Keywords: Global Strategy;
Product Development;
Innovation and Management;
Competitive Advantage;
Multinational Firms and Management;
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Teaching Note
| HBS Case Collection
|
1994
Becton Dickinson: Worldwide Blood Collection Team TN
Christopher A. Bartlett
Teaching Note for (9-394-072).
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Case
| HBS Case Collection
|
1994
Intel Corp.: Leveraging Capabilities for Strategic Renewal
Christopher A. Bartlett and Ashish Nanda
Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management adaptation that was required to ensure the company's survival in a highly volatile industry. Under the leadership of Andy Grove and Gordon Moore, Intel is able to overlay its R&D base with manufacturing and marketing capabilities that allow it to continually adapt to changes and renew itself.
Keywords: Organizational Change and Adaptation;
Adaptation;
Management Skills;
Management Practices and Processes;
Strategy;
Organizations;
Information Technology Industry;
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Case
| HBS Case Collection
|
1994
Merging Asea and Brown Boveri
Christopher A. Bartlett and Dwight B. Crane
Keywords: Mergers and Acquisitions;
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Teaching Note
| HBS Case Collection
|
1994
Asea Brown Boveri TN
Christopher A. Bartlett
Teaching Note for (9-192-139).
Citation: Bartlett, Christopher A. " Asea Brown Boveri TN." Harvard Business School Teaching Note 394-128, January 1994.
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Teaching Note
| HBS Case Collection
|
1993
Corning Incorporated: A Network of Alliances TN
Christopher A. Bartlett and Ashish Nanda
Teaching Note for (9-391-102).
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Case
| HBS Case Collection
|
1993
(Revised from original 1993 version)
Brown Boveri Profile
Christopher A. Bartlett and Robert W. Lightfoot
Citation: Bartlett, Christopher A., and Robert W. Lightfoot. " Brown Boveri Profile." Harvard Business School Case 394-014, October 1993. (Revised from original July 1993 version.)
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Case
| HBS Case Collection
|
1993
ABB Deutschland (Abridged)
Christopher A. Bartlett
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. ABB's new policies, in terms of strategy, organization, behavior, and financial targets, are portrayed. How should the head of ABB Germany proceed? Will the new ABB policies clash with Germany's national and BBC's corporate culture? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the salesforce 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: Restructuring;
Energy Generation;
Corporate Governance;
Factories, Labs, and Plants;
Salesforce Management;
Policy;
Organizational Culture;
Energy Industry;
Germany;
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Case
| HBS Case Collection
|
1993
Asea Profile
Christopher A. Bartlett and George A. Jenkins Jr.
Citation: Bartlett, Christopher A., and George A. Jenkins Jr. " Asea Profile." Harvard Business School Case 394-015, July 1993.
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Hennessy and Harvey-Jones: Two Responses to the Crisis in Chemicals
Christopher A. Bartlett
Responding to the crisis in chemicals in the early 1980's, Allied Chemical (U.S.) and ICI (U.K.) appoint new chairmen to revitalize each company's strategy, culture, and organization. Hennessy, an outsider with a background in managing conglomerates, has strong ideas about Allied's proper strategy. He buys and sells businesses at a terrific clip and shakes up Allied's management, culture, and organization. More of a consensus builder than Hennessy and with a less abrasive management style, Harvey-Jones instigates large organizational and strategic changes at ICI. Allows students to compare the effectiveness of different management styles and leadership and to consider the different roles of a general manager.
Keywords: Transition;
Leading Change;
Crisis Management;
Management Style;
Managerial Roles;
Organizational Culture;
Corporate Strategy;
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Case
| HBS Case Collection
|
1993
(Revised from original 1992 version)
Jan Carlzon: CEO at SAS (A)
Christopher A. Bartlett
Describes Jan Carlzon's actions on assuming the CEO's responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become "the world's best businessman's airline." After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his "second wave" can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment.
Keywords: Communication;
Financial Crisis;
Employee Relationship Management;
Knowledge;
Leadership Development;
Crisis Management;
Motivation and Incentives;
Business Strategy;
Aerospace Industry;
Citation: Bartlett, Christopher A. " Jan Carlzon: CEO at SAS (A)." Harvard Business School Case 392-149, June 1993. (Revised from original May 1992 version.)
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Supplement
| HBS Case Collection
|
1993
(Revised from original version)
Jan Carlzon: CEO at SAS (B)
Christopher A. Bartlett
Summarizes Carlzon's new focus externally on building alliances and acquiring travel service companies. Describes the financial problems resulting from the recession and the Gulf War crisis. Designed as an in-class handout to highlight the long-term management commitment required to realign and inspire an organization to a new strategic mission. Allows a more balanced appraisal of Carlzon's leadership abilities and limitations.
Keywords: Acquisition;
Financial Crisis;
Problems and Challenges;
Planning;
Leadership;
Alliances;
Strategy;
Air Transportation Industry;
Citation: Bartlett, Christopher A. " Jan Carlzon: CEO at SAS (B)." Harvard Business School Supplement 392-150, May 1993. (Revised from original May 1992 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Richardson Sheffield
Christopher A. Bartlett and Ashish Nanda
Citation: Bartlett, Christopher A., and Ashish Nanda. " Richardson Sheffield." Harvard Business School Case 392-089, April 1993. (Revised from original May 1992 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
General Electric: Jack Welch's Second Wave (A)
Christopher A. Bartlett
By the mid 1980's Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade. Welch insisted that his business units be number one or number two in their markets, and have the strength of large companies and the leanness and agility of small ones. Yet, although Welch had succeeded restructuring GE the way he wanted, employee morale was low. The case focuses on Welch raising employee productivity by continuing to remove layers of management and by allowing employees to have a greater voice in their own affairs.
Keywords: Business Conglomerates;
Transformation;
Employee Relationship Management;
Planning;
Corporate Strategy;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Kentucky Fried Chicken (Japan) Ltd.
Christopher A. Bartlett
Describes the internationalization of the Kentucky Fried Chicken (KFC) fast food chain, focusing on KFC's entry into Japan. An entrepreneurial country general manager, Lou Weston, battles numerous problems to establish the business and is eventually highly successful. In doing so, Weston ignores or circumvents policies and control from KFC's headquarters and becomes very upset when more sophisticated planning, coordination, and control systems begin to constrain his freedom. The case presents both the headquarters and subsidiary perspectives and allows discussion of the conflicts between strategic planning and control and entrepreneurial independence in a multinational company.
Keywords: Business Subsidiaries;
Entrepreneurship;
Globalized Economies and Regions;
Governing Rules, Regulations, and Reforms;
Policy;
Market Entry and Exit;
Strategic Planning;
Agency Theory;
Perspective;
Corporate Strategy;
Food and Beverage Industry;
Japan;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Corning, Inc.: A Network of Alliances
Christopher A. Bartlett and Ashish Nanda
Describes James Houghton's actions in assuming the role of CEO at Corning in the midst of a recession. Not only must he turn around operating performance, he must also revitalize a demoralized organization and set a new, clear strategic direction. In doing so, the case focuses on the changing role of alliances and partnerships in Corning operations. Increasingly, they are moving from a peripheral role in providing market access interchange for technology, to a more central role at the core of Corning's business. The strategic and organizational challenges this presents are highlighted through some specific decision issues facing Houghton.
Keywords: Business Cycles;
Policy;
Leading Change;
Organizational Change and Adaptation;
Performance Expectations;
Partners and Partnerships;
Business Strategy;
Citation: Bartlett, Christopher A., and Ashish Nanda. " Corning, Inc.: A Network of Alliances." Harvard Business School Case 391-102, August 1992. (Revised from original November 1990 version.)
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Supplement
| HBS Case Collection
|
1992
General Electric: Jack Welch's Second Wave (B)
Christopher A. Bartlett
In the annual report, Welch indicates a new priority for the company--developing a cadre of managers who can lead GE in implementing its strategy in a new organizational context. The question facing Welch is whether his bold new human resource vision is realistic and achievable.
Keywords: Human Resources;
Leadership;
Growth and Development Strategy;
Organizational Design;
Competitive Strategy;
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Teaching Note
| HBS Case Collection
|
1992
Industrias Gessy-Lever Limitada, Teaching Note
Christopher A. Bartlett
Citation: Bartlett, Christopher A. "Industrias Gessy-Lever Limitada, Teaching Note." Harvard Business School Teaching Note 392-033, February 1992.
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Supplement
| HBS Case Collection
|
1991
General Electric: Jack Welch's Second Wave, Video
Christopher A. Bartlett
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Case
| HBS Case Collection
|
1991
(Revised from original version)
General Electric: Reg Jones and Jack Welch
Francis Aguilar and Christopher A. Bartlett
When GE's retiring Reginald Jones turned the job of CEO over to Jack Welch on April 1, 1981, the Wall Street Journal reported that GE had "decided to replace a legend with a live wire." Some wondered if the young dynamo could fill the elder statesman's very large shoes. But Welch had a very powerful and well-articulated vision of where he wanted his company to go. By 1984, he had regrouped GE's sectors, redefined its core businesses, made massive investment and disinvestment decisions, changed the company's approach to planning, and drastically cut personnel. Despite a major recession in the world economy and flat sales, profits rose from $1.5 billion in 1980 to $2.3 billion in 1984. This case chronicles the evolution of GE through the 1970s and early 1980s, focusing particularly on the changes wrought by Reg Jones and the way in which Jack Welch took that heritage and reshaped it to fit the demands of a new decade.
Keywords: Management Teams;
Business or Company Management;
Change Management;
Leading Change;
Restructuring;
Investment;
Strategic Planning;
Organizational Change and Adaptation;
Management Succession;
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Supplement
| HBS Case Collection
|
1991
NIKE Series, Video
Christopher A. Bartlett and Malcolm S. Salter
Citation: Bartlett, Christopher A., and Malcolm S. Salter. " NIKE Series, Video." Harvard Business School Video Supplement 392-504, September 1991.
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Case
| HBS Case Collection
|
1991
(Revised from original version)
Caterpillar, Inc.: George Schaefer Takes Charge
Christopher A. Bartlett
For over half a century, Caterpillar, Inc. (CAT) had been a world leader in the manufacture of earthmoving and construction machinery. In 1982, just months after it recorded the highest sales and profits in its history, CAT experienced its greatest crisis. Demand fell away, its UAW workers went on strike, and Komatsu began challenging CAT's market position. The company lost almost $1 billion over the next three years. The case focuses on George Schaefer as a general manager and the series of actions he initiated on becoming CEO to restore CAT's position. Details a series of strategic and organizational initiatives that are transforming the company, but also raises some risks and questions Schaefer and the company must face. A rewritten version of an earlier case.
Keywords: Machinery and Machining;
Crisis Management;
Labor Unions;
Demand and Consumers;
Management Teams;
Problems and Challenges;
Competitive Strategy;
Business Strategy;
Organizational Change and Adaptation;
Manufacturing Industry;
Agriculture and Agribusiness Industry;
Industrial Products Industry;
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Case
| HBS Case Collection
|
1991
(Revised from original version)
Komatsu: Ryoichi Kawai's Leadership
Christopher A. Bartlett
Highlights the role played by Ryoichi Kawai in building a company that was able to challenge industry leader Caterpillar. A rewritten version of an earlier case.
Keywords: Leadership;
Management;
Growth Management;
Competition;
Manufacturing Industry;
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Supplement
| HBS Case Collection
|
1991
Philips Group--1990
Christopher A. Bartlett
Describes the strategic and organizational changes introduced by Cor Van Der Klugt as he becomes CEO.
Keywords: Management Teams;
Organizational Change and Adaptation;
Strategy;
Citation: Bartlett, Christopher A. " Philips Group--1990." Harvard Business School Supplement 391-245, June 1991.
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Case
| HBS Case Collection
|
1991
(Revised from original 1983 version)
Dominion Engineering Works
Christopher A. Bartlett
Dominion Engineering Works faces important strategic decisions about whether to continue its focused strategy of selling newsprint machines to the Canadian paper industry or whether recent changes in industry conditions and the emergence of three global competitors will force it to diversify its product line and/or its geographic markets. Allows analysis of global competitive strategy versus a national champion strategy in an evolving industry. Can be used with Note on the Paper Machine Industry.
Keywords: Machinery and Machining;
Globalized Markets and Industries;
Management Analysis, Tools, and Techniques;
Partners and Partnerships;
Competitive Strategy;
Customization and Personalization;
Diversification;
Citation: Bartlett, Christopher A. " Dominion Engineering Works." Harvard Business School Case 383-184, April 1991. (Revised from original June 1983 version.)
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Supplement
| HBS Case Collection
|
1991
(Revised from original version)
Caterpillar-Komatsu in 1986
Christopher A. Bartlett
Provides an update to the global competitive interaction between Caterpillar and Komatsu described in companion cases Caterpillar Tractor and Komatsu Ltd. Caterpillar's response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision.
Keywords: Competition;
Currency Exchange Rate;
Price;
Global Strategy;
Policy;
Market Participation;
Strategy;
Manufacturing Industry;
Agriculture and Agribusiness Industry;
Industrial Products Industry;
Citation: Bartlett, Christopher A. " Caterpillar-Komatsu in 1986." Harvard Business School Supplement 387-095, March 1991. (Revised from original December 1986 version.)
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Teaching Note
| HBS Case Collection
|
1991
Matsushita Electric Industrial (MEI) in 1987, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-388-144).
Keywords: Electronics Industry;
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Supplement
| HBS Case Collection
|
1990
Richardson Sheffield: Bryan Upton and Gordon Bridge, Video
Christopher A. Bartlett
Keywords: Management Teams;
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Supplement
| HBS Case Collection
|
1990
Komatsu in 1986
Christopher A. Bartlett
Describes the impact of a rising Yen on Komatsu's pricing strategy. Komatsu management seems to be signalling the need for price increases. Asks what Cat's new CEO, George Schaefer, should do in response.
Keywords: Currency Exchange Rate;
Price;
Leadership;
Management;
Strategy;
Citation: Bartlett, Christopher A. " Komatsu in 1986." Harvard Business School Supplement 390-179, June 1990.
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Case
| HBS Case Collection
|
1990
(Revised from original version)
Matsushita Electric Industrial (MEI) in 1987
Christopher A. Bartlett and Sumantra Ghoshal
Describes the development of Matsushita's international operations and the building of its dominant competitive position in the consumer electronics industry. Picks up the major challenges facing the company in 1987 as both its product focus and geographic posture are brought into question. The president is implementing two projects, Action 86 to shift the business focus from consumer to industrial electronics and Operation Localization to shift more of the value added offshore.
Keywords: Global Strategy;
Goods and Commodities;
Product Positioning;
Problems and Challenges;
Business Strategy;
Competitive Strategy;
Value;
Electronics Industry;
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Case
| HBS Case Collection
|
1990
Compania Telefonica Mexicana S.A. (CTM) (Abridged)
Christopher A. Bartlett and Tomas Otto Kohn
Keywords: Telecommunications Industry;
Mexico;
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Case
| HBS Case Collection
|
1989
(Revised from original version)
Procter & Gamble Europe: Vizir Launch
Christopher A. Bartlett
Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first Eurobrand, and managing it in a coordinated Europewide fashion.
Keywords: Business Subsidiaries;
Trade;
Business or Company Management;
Growth and Development Strategy;
Product Launch;
Emerging Markets;
Organizational Design;
Problems and Challenges;
Expansion;
Europe;
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Case
| HBS Case Collection
|
1988
(Revised from original version)
Caterpillar Tractor Co.
Christopher A. Bartlett
Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on developments in the 1960s and 1970s. Describes Caterpillar's strategy in becoming the dominant worldwide competitor (industry market share exceeding 50%). Includes details on CAT's manufacturing, marketing research and development, and organizational policies. Concludes with a description of some environmental changes occurring in the early 1980s, and raises the question of how these might effect Caterpillar Tractor Co.'s record 1981 performance and require changes in its highly successful strategy.
Keywords: Business Growth and Maturation;
Business Strategy;
Manufacturing Industry;
Agriculture and Agribusiness Industry;
Citation: Bartlett, Christopher A. " Caterpillar Tractor Co." Harvard Business School Case 385-276, September 1988. (Revised from original February 1985 version.)
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Case
| HBS Case Collection
|
1988
(Revised from original version)
Komatsu Ltd.
Christopher A. Bartlett
Reviews and updates the structure and characteristics of the earth-moving equipment industry presented in the companion case, Caterpillar Tractor Co. After revealing that CAT has suffered major financial losses during the period from 1981 through 1984, the case describes how Komatsu grew from a $170 million local manufacturer in 1963 to become CAT's major challenge in the emerging global competitive battle. The case traces the strategy followed by Komatsu in developing its product technology, manufacturing capability, and marketing skills worldwide. The supplement, Caterpillar-Komatsu in 1986, provides an update to the global competitive interaction between Caterpillar and Komatsu. Caterpillar's response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision.
Keywords: Financial Crisis;
Machinery and Machining;
Price;
Growth and Development;
Brands and Branding;
Product Development;
Production;
Competitive Strategy;
Global Strategy;
Manufacturing Industry;
Agriculture and Agribusiness Industry;
Industrial Products Industry;
Citation: Bartlett, Christopher A. " Komatsu Ltd." Harvard Business School Case 385-277, September 1988. (Revised from original February 1985 version.)
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Teaching Note
| HBS Case Collection
|
1988
Kentucky Fried Chicken (Japan) Ltd., Teaching Note
Christopher A. Bartlett
Teaching Note for (9-387-043).
Keywords: Food and Beverage Industry;
Japan;
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Teaching Note
| HBS Case Collection
|
1988
Procter & Gamble Europe: Vizir Launch, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-384-139).
Keywords: Europe;
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Teaching Note
| HBS Case Collection
|
1988
Komatsu Ltd., Teaching Note
Christopher A. Bartlett
Teaching Note for (9-385-277).
Keywords: Manufacturing Industry;
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Supplement
| HBS Case Collection
|
1988
Conex do Brasil, Video
Christopher A. Bartlett
Keywords: Manufacturing Industry;
Brazil;
Citation: Bartlett, Christopher A. " Conex do Brasil, Video." Harvard Business School Video Supplement 888-522, May 1988.
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Case
| HBS Case Collection
|
1988
(Revised from original version)
Industrias Gessy-Lever Limitada
Christopher A. Bartlett and John Young
Keywords: Cross-Cultural and Cross-Border Issues;
Management;
Brazil;
Citation: Bartlett, Christopher A., and John Young. " Industrias Gessy-Lever Limitada." Harvard Business School Case 385-295, April 1988. (Revised from original March 1985 version.)
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Teaching Note
| HBS Case Collection
|
1988
Caterpillar Tractor Co., Teaching Note
Christopher A. Bartlett
Teaching Note for (9-385-276).
Keywords: Agriculture and Agribusiness Industry;
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Teaching Note
| HBS Case Collection
|
1988
Merloni Group, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-383-152).
Keywords: France;
Italy;
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Background Note
| HBS Case Collection
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1987
(Revised from original version)
Global Competition and MNC Managers
Christopher A. Bartlett
Keywords: Global Strategy;
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Case
| HBS Case Collection
|
1987
(Revised from original version)
Compania Telefonica Mexicana (CTM)
Christopher A. Bartlett and Tomas Otto Kohn
Keywords: Mexico;
Citation: Bartlett, Christopher A., and Tomas Otto Kohn. " Compania Telefonica Mexicana (CTM)." Harvard Business School Case 387-115, July 1987. (Revised from original February 1987 version.)
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Background Note
| HBS Case Collection
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1987
(Revised from original version)
Organizing and Controlling MNCs
Christopher A. Bartlett
Keywords: Multinational Firms and Management;
Citation: Bartlett, Christopher A. " Organizing and Controlling MNCs." Harvard Business School Background Note 385-325, March 1987. (Revised from original April 1985 version.)
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Case
| HBS Case Collection
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1986
(Revised from original version)
Ideal Standard France: Pat Paterson
Christopher A. Bartlett
A newly appointed country subsidiary manager must decide on action for an operation losing $1 million per month. He is constrained by price controls on one hand and sensitive union relations on the other. Furthermore a major loss-contributing plant has recently been converted as a Europe-wide source.
Keywords: Business Subsidiaries;
Transition;
Cost Management;
Management;
Crisis Management;
Labor and Management Relations;
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Supplement
| HBS Case Collection
|
1986
Procter & Gamble Europe: Vizir Launch--Interview with Wolfgang Berndt, Video
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
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1985
(Revised from original version)
EMI and the CT Scanner (A) and (B), Teaching Note
Christopher A. Bartlett
Teaching Note for (9-383-194) and (9-383-195).
Keywords: Medical Devices and Supplies Industry;
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Background Note
| HBS Case Collection
|
1985
Roles and Responsibilities of the Country Manager: MNC Operations from the National Organization's Perspective
Christopher A. Bartlett
Keywords: Managerial Roles;
Multinational Firms and Management;
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Supplement
| HBS Case Collection
|
1985
(Revised from original version)
EMI and the CT Scanner (B)
Christopher A. Bartlett
Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI's entry into the U.S. market. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.
Keywords: Governing Rules, Regulations, and Reforms;
Technological Innovation;
Market Entry and Exit;
Industry Structures;
Product Development;
Medical Devices and Supplies Industry;
Citation: Bartlett, Christopher A. " EMI and the CT Scanner (B)." Harvard Business School Supplement 383-195, March 1985. (Revised from original June 1983 version.)
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Background Note
| HBS Case Collection
|
1985
MNCs and Host Country Relationships
Christopher A. Bartlett
Keywords: Multinational Firms and Management;
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Supplement
| HBS Case Collection
|
1985
Intercon International: Interview with Peter Davis, Video
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
|
1985
(Revised from original 1983 version)
Ideal Standard France: Pat Paterson, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-382-139).
Keywords: France;
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Background Note
| HBS Case Collection
|
1985
The Challenges, Motivations & Mentalities of MNC Management
Christopher A. Bartlett
Keywords: Problems and Challenges;
Management;
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Case
| HBS Case Collection
|
1984
(Revised from original 1983 version)
Merloni Group
Christopher A. Bartlett
The general manager of the recently-established French subsidiary of an Italian appliance company is in conflict with headquarters about unexpectedly poor financial performance. Headquarters management believes it should be able to exert more control over the subsidiary's strategic decision. The subsidiary general manager feels the Italians are already intervening too much. A change in organization structure is being debated.
Keywords: Business Subsidiaries;
Trade;
Organizational Structure;
Performance Evaluation;
Power and Influence;
France;
Italy;
Citation: Bartlett, Christopher A. " Merloni Group." Harvard Business School Case 383-152, January 1984. (Revised from original March 1983 version.)
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Case
| HBS Case Collection
|
1983
Brown, Boveri, & Cie. (Condensed)
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
|
1983
Questionable Payments Abroad: Gulf in Italy, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-382-080).
Keywords: Italy;
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Teaching Note
| HBS Case Collection
|
1983
Dominion Engineering Works, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-383-184).
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Case
| HBS Case Collection
|
1983
Compagnie Internationale pour L'Informatique (Condensed)
Christopher A. Bartlett
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Teaching Note
| HBS Case Collection
|
1983
Note on the Paper Machinery Industry, Teaching Note
Christopher A. Bartlett
Teaching Note for (9-383-185).
Keywords: Pulp and Paper Industry;
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Background Note
| HBS Case Collection
|
1983
Note on the Paper Machinery Industry
Christopher A. Bartlett
Describes the major structural changes taking place in the paper industry in the 1970s: major oil and pulp price increases, pollution legislation, a shift in industry development from OECD countries to LDCs and NICs and the technological revolution in paper making. These factors have led to important changes in the competitive environment, and specifically to the emergence of three companies pursuing "global strategies." Can be used with Dominion Engineering Works.
Keywords: Engineering;
Price;
Global Strategy;
Growth and Development;
Industry Structures;
Organizational Change and Adaptation;
Pollution and Pollutants;
Competition;
Pulp and Paper Industry;
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Supplement
| HBS Case Collection
|
1982
Ideal Standard France: Pat Paterson, Video
Christopher A. Bartlett
A two-part taped interview with Pat Paterson. Paterson describes the action he took in dealing with his company's profit problems, then talks about the outcome. His decision to dismiss 1,500 workers may have accelerated the company's bankruptcy.
Keywords: Decisions;
Insolvency and Bankruptcy;
Profit;
Resignation and Termination;
Outcome or Result;
Problems and Challenges;
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Case
| HBS Case Collection
|
1982
Polaroid in South Africa (A), Supplement
Christopher A. Bartlett
Keywords: Corporate Social Responsibility and Impact;
Social Issues;
South Africa;
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Supplement
| HBS Case Collection
|
1981
Corning Glass Works International, Part I, Interviews with Division Managers, Video
Christopher A. Bartlett and Michael Y. Yoshino
Presents tapes of interviews with Forrest Behm (previously president of Corning International), Bill Hudson (ex-country manager, international business manager, world board chairman, and current product division manager), and Van Campbell (corporate treasurer). Reflections and lessons on the changes in Corning's international strategy and organization 1975-80.
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Supplement
| HBS Case Collection
|
1981
Corning Glass Works International, Part II, Interviews with Top Management, Video
Christopher A. Bartlett and Michael Y. Yoshino
Presents tapes of interviews with Tom MacAvoy (Corning Glass president) and James Houghton (Corning Glass vice-chairman).
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Case
| HBS Case Collection
|
1981
Questionable Payments Abroad: Gulf in Italy
Christopher A. Bartlett
Gulf Oil in Italy was confronted by the need to increase the authorized capacity at a refinery in the face of substantial opposition. Raises the issue of their use of "facilitating gratuities" to minor officials, payments to influence news reports, and the employment of a consultant to assist in government relations to gain passage of the permit.
Keywords: Ethics;
Energy Industry;
Mining Industry;
Italy;
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