Joseph L. Bower

Donald K. David Professor of Business Administration, Emeritus

JOSEPH L. BOWER, Baker Foundation Professor of Business Administration, has been a leader in general management at Harvard Business School for 50 years. During its first decade, he also served on the faculty of the Harvard Kennedy School.  He has served in many administrative roles including Senior Associate Dean.  An expert on corporate strategy, organization, and leadership, he has devoted much of his teaching and research to challenges confronting corporate leaders in today’s rapidly changing hyper-competitive conditions. Professor Bower has been active in the development of institutions and programs. Between 1968 and 73 he helped establish the International Institute for Applied Systems Analysis in Vienna, Austria. In 1978, he founded the Program for Senior Managers in Government at Harvard’s JFK School of Government; and in 1995 he founded the General Manager Program at Harvard Business School. Currently he is helping to build the new joint MBA-MPP degree program offered by the Business School and the Kennedy School of Government.

Presently, he is co-leading a project on The Future of Market Capitalism. The first result of the project was a book co-authored with Dutch Leonard and Lynn Paine, titled Capitalism at Risk: Rethinking the Role of Business, published October 2011 by Harvard Business Press. Based on three years of work and interviews around the world, the book draws on discussions with business leaders to identify ten potential disruptors of the global market system. Presenting examples of companies already making a difference, the authors explain how business must serve both as innovator and activist--developing corporate strategies that effect change at the community, national, and international levels.

Bower is the author or coauthor many articles, some 200 case studies and videos and more than a dozen books: The CEO Within: Why Inside-Outsiders Are The Key To Succession Planning was published in November 2007 by HBS Press; From Resource Allocation to Strategy (with C. Gilbert) was published in 2005 by Oxford University Press.

Professor Bower has also consulted widely on problems of succession, strategy and organization with companies here and abroad. He is a director of Anika Therapeutics, Inc., Loews Corporation, and New America High Income Fund. He is a life trustee of the New England Conservatory of Music and has served on many other company and non-profit boards.

Professor Bower is a graduate of Harvard University AB '59 magna cum laude, MBA '61 a Baker Scholar with high distinction, DBA '63.  Married to Elizabeth Potter, he lives in Cambridge, has two children and five grandchildren.


Books

  1. Capitalism at Risk: Rethinking the Role of Business

    The spread of capitalism worldwide has made people wealthier than ever before. But capitalism's future is far from assured. The global financial meltdown of 2008 nearly triggered another Great Depression, economies in Europe are still teetering, and powerful forces-income inequality, resource depletion, and mass migrations from poor to rich countries, to name just a few-pose serious threats to continued prosperity. How can the future of capitalism be secured? And who should spearhead the effort? Many observers point to government. But in 'Capitalism at Risk,' the authors argue otherwise. While they agree that governments must play a role, they maintain that businesses should lead the way. Indeed, for enterprising companies, the current threats to market capitalism present vital opportunities. Drawing on discussions with business leaders around the world, the authors argue that companies must stop seeing themselves as bystanders and instead develop innovative business strategies that address the disruptors, produce profitable growth, and strengthen institutions at the community, national, and international levels.

    Keywords: business and society; Economic Growth; Economic Systems; Financial Crisis; Leading Change; Growth and Development Strategy; Business and Community Relations; Business and Stakeholder Relations; Business Strategy;

    Citation:

    Bower, Joseph L., Herman B. Leonard, and Lynn S. Paine. Capitalism at Risk: Rethinking the Role of Business. Harvard Business Review Press, 2011. (Published in Chinese as "Qi ye zai jing ji zhong de jue se," Beijing: China Machine Press, 2012.) View Details
  2. The CEO Within: Why Inside Outsiders Are the Key to Succession Planning

    With rising CEO turnover, companies are increasingly looking outside for qualified candidates. Sure, externally recruited CEOs bring fresh perspectives and connections. But they lack the in-depth knowledge of the company's culture and history that they need to succeed. Result? Many deliver disappointing performances. Companies can avoid this scenario, contends Joseph Bower in "The CEO Within." Drawing on a decade's research (including interviews with leading CEOs) and experience managing the succession process, Bower explains how companies can develop a cohort of internal candidates--one of whom may be suited to the increasingly demanding CEO role. The key? Groom "inside-outsiders." These leaders view their role through the lens of someone who just bought the company--unencumbered by the cognitive and emotional baggage that comes from a long tenure in the organization. But they also leverage the knowledge they've accumulated about the company's people, suppliers, customers, and future direction. Placed squarely at the intersection of succession planning and leadership development, this book describes the distinguishing attributes of the inside-outsider and reveals how to recruit, nurture, and promote this special type of leader. With a healthy supply of qualified internal candidates, companies get the leadership they need--when they need it.

    Keywords: Recruitment; Knowledge Use and Leverage; Leadership Development; Management Succession;

    Citation:

    Bower, Joseph L. The CEO Within: Why Inside Outsiders Are the Key to Succession Planning. Boston: Harvard Business School Press, 2007. View Details

Journal Articles

  1. Resource Allocation Theory

    This article considers the process of resource allocation, whereby an organization determines how best to apportion its factors of production between the various productive activities in which it wishes to engage. It is suggested that none of the academic approaches to date has provided an entirely coherent picture of the process, in part because of the contradictory models of the process that they generate. The article goes on to consider the planning processes that are involved in assessing future projects and the way in which past outcomes feed into the assessment of future projects.

    Keywords: Resource Allocation;

    Citation:

    Bower, Joseph L. "Resource Allocation Theory." In The Palgrave Encyclopedia of Strategic Management, edited by Mie Augier and David J. Teece. Palgrave Macmillan, forthcoming. View Details
  2. The Case Method

    The case method was developed concurrently with the emergence of business schools as a way of teaching future executives evidence-based problem solving in the classroom. Harvard Business School faculty led in developing the method. A particular challenge in the writing of cases is finding the balance between enough complexity, so that the problem posed reflects reality and supports alternative approaches to resolution, and too much complexity, which makes it impossible for the student to prepare. A great virtue of the method is that it replicates the managerial work involved in solving a problem within a group.

    Keywords: case method; case studies; case teaching; problem-based learning; Cases; Learning;

    Citation:

    Bower, Joseph L. "The Case Method." In The Palgrave Encyclopedia of Strategic Management, edited by Mie Augier and David J. Teece. Palgrave Macmillan, forthcoming. View Details
  3. Succession Management

    Although often described as an event, if succession is managed properly it is the culmination of a development process that takes place over a number of years, led by the CEO working with the board of directors. In the ideal situation several candidates will have been developed, each of whom would be more or less capable of taking on the job, depending on the circumstances and prospects of a company. In fact, companies often turn to outsiders because they have failed to recruit, train, and develop the sort of talent that might take over leadership of the organization. To avoid this failure the board must make sure that the company is managed in such a way that talent is developed along with the business.

    Keywords: Leadership Development; Management Succession;

    Citation:

    Bower, Joseph L. "Succession Management." In The Palgrave Encyclopedia of Strategic Management, edited by Mie Augier and David J. Teece. Palgrave Macmillan, forthcoming. View Details
  4. Global Capitalism at Risk: What Are You Doing About It?

    Market capitalism, a system that has proven to be a remarkable engine of wealth creation, is poised for a breakdown. That sounds dire, and it is. Increasing income inequality, migration, weaknesses in the global financial system, environmental degradation, and inadequate government and international institutions are just a few of the forces that threaten to disrupt global market capitalism in the decades ahead. In conversations with business leaders around the world, the authors found that virtually all of them shared a deep concern for the sustainability of the market system, but their beliefs about how to respond varied widely. Some said that changing their behavior would be unnecessary or even inappropriate. Others were unsure how to deal with issues seldom thought to be the responsibility of individual firms. The authors call for business to be both innovator and activist in protecting and strengthening market capitalism. Instead of seeing themselves as narrowly self-interested players in a system that is overseen by others, business leaders must spearhead entrepreneurial activity on a massive scale-devising strategies that provide employment for the billions now outside the system, inventing business models that make better use of scarce resources, and creating institutional arrangements for coordinating and governing neglected and dysfunctional aspects of market capitalism.

    Keywords: Disruption; Economic Systems; Globalization; Corporate Governance; Markets; Risk and Uncertainty;

    Citation:

    Bower, Joseph L., Herman B. Leonard, and Lynn S. Paine. "Global Capitalism at Risk: What Are You Doing About It?" Harvard Business Review 89, no. 9 (September 2011). View Details
  5. The Teaching of Strategy: From General Manager to Analyst and Back Again?

    Courses in strategy are an outgrowth of the business policy course first taught at Harvard Business School in 1912. This article examines how the teaching of a course concerned with the development and implementation of the goals and policies of a firm changed during three periods in the postwar period: first, with the introduction of the concept of corporate strategy; second, with the evolution of faculty interest in a concept of competitive strategy more closely grounded in industrial organization economics; and third, with the development of a new course in entrepreneurial management more closely linked to business policy's concerns with the general management challenges facing the leaders of modern firms. This history of the course is linked to changes in information technology, financial markets, and the managements of firms as well as related changes in the markets for students and faculty.

    Keywords: Business Education; Curriculum and Courses; Teaching; Policy; Business History; Strategy; Competitive Strategy; Corporate Strategy;

    Citation:

    Bower, Joseph L. "The Teaching of Strategy: From General Manager to Analyst and Back Again?" Journal of Management Inquiry 17, no. 4 (December 2008). View Details
  6. A Head Start on Succession

    Our studies of CEO succession over the past several years have shown some improvements in the trends in CEO turnover, often resulting from outside pressures for improved oversight and better corporate governance. The next step in improving CEO succession—and ultimately in improving financial performance and long-term returns to shareholders—seems more likely to come from within, as management teams and boards improve their procedures for identifying and nurturing potential future leaders and for knowing when the time is ripe for change.

    Keywords: Investment Return; Corporate Governance; Governing and Advisory Boards; Leadership Development; Management Practices and Processes; Management Succession; Management Teams; Business and Shareholder Relations;

    Citation:

    Bower, Joseph L. "A Head Start on Succession." Strategy + Business, no. 51 (summer 2008): 84–85. View Details
  7. Solve the Succession Crisis by Growing Inside-Outside Leaders

    This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. In his interviews and data analysis, Harvard Business School professor Bower found that companies performed better when they appointed insiders to the job of CEO. Other researchers, including Jim Collins in "Good to Great," have come to similar conclusions working from different data sets. Yet Bower finds far too many companies are managed without leadership development as an objective; as a result, when the time comes to name a new chief executive, those firms turn to outsiders. Both insider and outsider CEOs have strengths and weaknesses at the start. Insiders know the company and its people but are often blind to the need for radical change. Outsiders see the need for a new approach but can't make the necessary changes because they don't know the organization or industry sector well enough. What companies must do, then, is find a way to nurture what Bower calls inside-outsiders--internal candidates who have outside perspective. Often such executives have spent much of their time away from the mainstream of the organization, and away from headquarters, living with new opportunities and threats. Before becoming CEO, Procter & Gamble's A.G. Lafley, for instance, worked for years building P&G's Chinese operation rather than the core detergent business. IBM's Sam Palmisano was a champion of software and open systems at a time when Big Blue was essentially a closed-system, hardware-oriented company. To groom potential leaders, a development process for inside-outsiders needs to be in place. Ideally by the time they are 30 a talented manager can be given the opportunity to manage a whole business, so that they become good insiders. But they also need to be mentored with an eye toward preserving their outsider perspective, so they learn how to turn their new ideas into great businesses and are protected from senior managers who believe out-of-the-box thinkers need a lesson.

    Keywords: Talent and Talent Management; Leadership Development; Management Practices and Processes; Management Succession; Planning;

    Citation:

    Bower, Joseph L. "Solve the Succession Crisis by Growing Inside-Outside Leaders." Harvard Business Review 85, no. 11 (November 2007). View Details

Book Chapters

  1. The Most Successful CEOs Come from Within

    The financial crisis of 2008 and the Great Recession caused a crisis of public confidence in business and American-style capitalism, with its focus on maximizing shareholder value. Corporate leaders understood that reform was needed and that they needed to commit themselves to the dual goal of producing benefits for society and their firms' bottom lines—to creating "shared value." But the specific actions they could take to bring about this change were less clear.

    This ebook offers some of the freshest thinking today on practical measures that businesses can implement to create shared value. Originally published in an online forum hosted by Harvard Business Review, it offers valuable advice about how CEOs, other senior executives, and boards of directors can work together to engage stakeholders in new ways, change their companies' values, build healthier relationships with investors, revamp incentive systems to create long-term value, and develop stronger succession plans.

    Keywords: Governing and Advisory Boards; Management Succession; Business and Community Relations; Management Teams;

    Citation:

    Bower, Joseph L. "The Most Successful CEOs Come from Within." In How CEOs Can Fix Capitalism, edited by Raymond V. Gilmartin and Steven E. Prokesch, 124–127. Boston, MA: Harvard Business Review Press, 2013. Electronic. View Details
  2. Managing the CEO's Succession: The Challenge Facing Your Board

    Keywords: Management Succession; Governing and Advisory Boards; Problems and Challenges;

    Citation:

    Bower, Joseph L. "Managing the CEO's Succession: The Challenge Facing Your Board." Chap. 9 in Boardroom Realities: Building Leaders Across Your Board. 1st ed. Edited by Jay A. Conger, 253–275. Jossey-Bass, 2009. View Details
  3. The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company

    Keywords: Corporate Entrepreneurship; Integration; Globalized Firms and Management; Media; Media and Broadcasting Industry;

    Citation:

    Eisenmann, Thomas R., and Joseph L. Bower. "The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company." Chap. 13 in From Resource Allocation to Strategy, edited by Joseph L. Bower and Clark Gilbert. U.K.: Oxford University Press, 2005. View Details
  4. Disruptive Technologies: Catching the Wave

    Keywords: Disruptive Innovation; Technological Innovation; Disruption;

    Citation:

    Bower, Joseph L., and Clayton M. Christensen. "Disruptive Technologies: Catching the Wave." Chap. 29 in The Entrepreneurial Venture. 2nd ed. by William A. Sahlman, Howard H. Stevenson, Michael J Roberts, and Amar V. Bhide, 506–520. Harvard Business School Press, 1999. View Details
  5. The Managerial Estate

    Keywords: Management;

    Citation:

    Bower, Joseph L. "The Managerial Estate." Chap. 8 in The U.S. Business Corporation, An Institution in Transition, edited by John R. Meyer and James M. Gustafson, 149–168. Cambridge, MA: Ballinger Publishing Company, 1988. View Details
  6. Restructuring Petrochemicals: A Comparative Study of Business and Government Strategy to Deal with a Declining Sector of the Economy

    Keywords: Restructuring; Corporate Strategy; Government and Politics; Chemicals; Chemical Industry;

    Citation:

    Bower, Joseph L. "Restructuring Petrochemicals: A Comparative Study of Business and Government Strategy to Deal with a Declining Sector of the Economy." In U.S. Competitiveness in the World Economy, edited by Bruce R. Scott and George C. Lodge. Boston: Harvard Business School Press, 1985. View Details
  7. Strategic Management: A New View of Business Policy and Planning

    Keywords: Business Strategy; Business Plan; Business or Company Management; Policy;

    Citation:

    Bower, Joseph L., and Yves L. Doz. "Strategic Management: A New View of Business Policy and Planning." In Strategic Management: A New View of Business Policy and Planning, edited by Daniel E. Schendel and Charles W. Hofer. Boston: Little, Brown and Company, 1979. View Details

Working Papers

  1. Taking a 'Deep Dive': What Only a Top Leader Can Do

    Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the concept of a deep dive, an intervention when top management seizes hold of the substantive content of a strategic initiative and its operational implementation at the project level, as a way to drive new behaviors that enable an organization to shift its performance trajectory into new dimensions unreachable with any of the previously described forms of intervention. We illustrate the power of this previously underexplored change mechanism with a case study, in which a well-established firm overcame barriers to change that were manifest in a wide range of organizational routines and behavioral norms that had been fostered by the pre-existing structural context of the firm.

    Keywords: Leading Change; Management Practices and Processes; Resource Allocation; Business Processes; Organizational Change and Adaptation; Organizational Culture; Organizational Structure;

    Citation:

    Yu, Howard H., and Joseph L. Bower. "Taking a 'Deep Dive': What Only a Top Leader Can Do." Harvard Business School Working Paper, No. 09-109, April 2009. (Revised February 2010, May 2010.) View Details

Cases and Teaching Materials

  1. Cummins, Inc.: Building a Home Community for a Global Company

    In 2010, Tom Linebarger, president and COO of Cummins, Inc., the Columbus, Indiana-based manufacturer of diesel engines, has to decide where to locate the company's new manufacturing line for high horsepower engines. He has three choices to decide from: Seymour, Indiana; Daventry, England; and Pune, India. The Community Education Coalition (CEC) in Columbus has had success in improving the city's schools to make the area more competitive in attracting and retaining highly educated employees to this small Midwestern city. The CEC is planning an expansion into Seymour with Cummins' help. Will the CEC be able to improve the school system in Seymour enough to make it a viable choice for the new high horsepower engine line? The case highlights the role of Cummins' long-term effort at community development as a key element of its corporate strategy.

    Keywords: manufacturing; education; competitiveness; Manufacturing Industry; United States;

    Citation:

    Bower, Joseph L., and Michael Norris. "Cummins, Inc.: Building a Home Community for a Global Company." Harvard Business School Case 313-024, March 2013. (Revised March 2014.) View Details
  2. The Market for Consumer Finance

    This note describes the market for consumer finance products in the United States. The note focuses on the changes in supply and demand that have occurred since the mid-20th century, and highlights recent approaches to finance for low-credit rated borrowers.

    Keywords: Financial Markets;

    Citation:

    Bower, Joseph L., and Michael Norris. "The Market for Consumer Finance." Harvard Business School Background Note 312-041, February 2012. (Revised June 2012.) View Details
  3. Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 1

    Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company.

    Keywords: Values and Beliefs; Multinational Firms and Management; Leadership; Growth and Development Strategy; Emerging Markets; Organizational Change and Adaptation; Corporate Strategy; Information Technology Industry; New York (state, US);

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 1." Harvard Business School Case 311-030, August 2010. (Revised January 2012.) View Details
  4. Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 2

    Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company.

    Keywords: Transformation; Leadership; Leadership Style; Business or Company Management; Emerging Markets; Value;

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 2." Harvard Business School Supplement 311-031, August 2010. (Revised January 2012.) View Details
  5. CNOOC: Building a World-Class Energy Company

    Fu Chengyu is the fifth CEO to lead China National Offshore Oil Company - an SOE founded in 1982 to exploit Chinese offshore deposits. In 2010 he is trying to decide how to drive further growth in a company that has grown 556 times in less than 30 years, with profits grown 2600 times. He believes that the way CNOOC has been managed, a blend of market orientation and concern for employees and the nation has contributed importantly to the success. His challenge is to allocate resources among new areas to explore for petroleum and new sources of energy, and to develop managers with the capability of leading those businesses in the face of world class competitors. Both technical talent and the ability to integrate the efforts of non-Chinese leaders are involved.

    Keywords: Talent and Talent Management; Leadership Development; Growth and Development Strategy; Resource Allocation; Organizational Culture; State Ownership; Competitive Strategy; Energy Industry; China;

    Citation:

    Bower, Joseph L., Nancy Hua Dai, and Michael Shih-ta Chen. "CNOOC: Building a World-Class Energy Company." Harvard Business School Case 311-074, November 2010. (Revised January 2012.) View Details
  6. CNBM: Rolling Up China's Cement Industry

    The Chinese government has charged Song Zhiping with the job of rationalizing China's cement industry. He has acquired 200 plus companies, but the industry is still fractured. Can he succeed?

    Keywords: Construction Industry; China;

    Citation:

    Bower, Joseph L., and G.A. Donovan. "CNBM: Rolling Up China's Cement Industry." Harvard Business School Case 312-067, October 2011. View Details
  7. CNOOC: Building a World-class Energy Company (TN)

    Teaching Note for 311-074.

    Keywords: Natural Environment; Employees; Markets; Alignment; Decisions; Leadership Development; Resource Allocation; Competition; Non-Renewable Energy; Energy Industry; China;

    Citation:

    Bower, Joseph L. "CNOOC: Building a World-class Energy Company (TN)." Harvard Business School Teaching Note 312-063, October 2011. View Details
  8. Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 1

    Sam Palmisano explains the moves he made to transform IBM into a faster-growing, more profitable company focused on IT solutions to the problems of companies, cities, and nations.

    Keywords: Change Management; Transformation; Growth and Development Strategy; Business or Company Management; Information Technology Industry;

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 1." Harvard Business School Video Case 311-701, June 2011. View Details
  9. Leaders Who Make a Difference: Joel Klein's Transformation of NYC's DOE, Day 1

    Joel Klein takes over NYC's public schools and begins to reform the nation's largest system by depoliticizing, rationalizing management, and confronting the union so that the focus is on the kids.

    Keywords: Public Sector; Organizations; Leadership; Problems and Challenges; Management;

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Joel Klein's Transformation of NYC's DOE, Day 1." Harvard Business School Video Case 311-705, June 2011. View Details
  10. Leaders Who Make a Difference: Joel Klein Brings Accountability to NYC DOE: Day 1

    Joel Klein took over the NYC Department of Education in 2002 and radically transformed the strategy and organization remarkably with improvements in performance. Day 1 of the two case series focuses on the steps taken by Klein over his eight year tenure. Supplementary video (both for homework and in class) provides Klein's thoughts about major developments.

    Keywords: Corporate Accountability; Leading Change; Service Delivery; Organizational Change and Adaptation; Performance Improvement; Corporate Strategy; Education Industry; Public Administration Industry; New York (city, NY);

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Joel Klein Brings Accountability to NYC DOE: Day 1." Harvard Business School Case 311-032, August 2010. (Revised July 2012.) View Details
  11. Leaders Who Make a Difference: Joel Klein Brings Accountability to NYC DOE: Day 2

    Joel Klein took over the NYC Department of Education in 2002 and radically transformed the strategy and organization remarkably with improvements in performance. Day 2 focuses on Klein as a strategist, organization builder and driver of performance. Supplementary homework video provides Klein's thoughts on how one brings about change in a difficult public arena.

    Keywords: Leading Change; Organizational Change and Adaptation; Organizational Structure; Performance Improvement; Corporate Strategy; Education Industry; Public Administration Industry; New York (city, NY);

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Joel Klein Brings Accountability to NYC DOE: Day 2." Harvard Business School Supplement 311-033, August 2010. (Revised July 2012.) View Details
  12. Kenan Systems

    Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threaten the culture and hence the business.

    Keywords: Business Model; Innovation and Management; Growth and Development Strategy; Risk Management; Organizational Culture;

    Citation:

    Bower, Joseph L., James Weber, and Sonja Ellingson Hout. "Kenan Systems." Harvard Business School Case 301-101, February 2001. (Revised December 2010.) View Details
  13. M-TRONICS (TN) (A) and (B)

    Teaching Note for 807156 and 807157.

    Keywords: Corporate Entrepreneurship; Business Subsidiaries; Problems and Challenges; Integration; Manufacturing Industry;

    Citation:

    Bower, Joseph L., and Lynda M. Applegate. "M-TRONICS (TN) (A) and (B)." Harvard Business School Teaching Note 398-171, June 1998. (Revised November 2010.) View Details
  14. Basic Industries

    Policy problems, mainly organizational issues, face a young middle manager in the context of capital budgeting in a highly technological conglomerate firm with high market uncertainty.

    Keywords: Business Conglomerates; Capital Budgeting; Policy; Managerial Roles; Risk and Uncertainty;

    Citation:

    Bower, Joseph L., and John W. Rosenblum. "Basic Industries." Harvard Business School Case 313-121, March 1968. (Revised July 2010.) View Details
  15. Entrepreneurial Insights

    Presents a matrix of 42 video clips of interviews with seven entrepreneurial managers answering the same six questions about their experiences building their companies. The individual entrepreneurs (Vittorio Merloni, Merloni Elettrodomestici; Alex d'Arbeloff, Teradyne, Inc.; Martin Sorrell, WPP Group; Sumner Redstone, Viacom, Inc.; Gordon Moore and Andy Grove, Intel, Inc.; Herb Kelleher, Southwest Airlines; Scott Cook, Intuit, Inc.) describe the challenges experienced and the lessons learned while building an enterprise. The questions are: What were you trying to achieve when you started your company? How did you think about assembling the people or finances that you needed? What were the most difficult problems that you faced? How has your thinking about the business changed over time? Looking back, what have you learned about building a large company? What are your principal concerns about challenges facing the company in the future?

    Keywords: Business Growth and Maturation; Business Startups; Entrepreneurship; Leadership; Business or Company Management; Managerial Roles; Personal Characteristics;

    Citation:

    Bower, Joseph L., and Sonya Hout. "Entrepreneurial Insights." Harvard Business School Video Case 306-703, March 2006. (Revised May 2009.) View Details
  16. Loews Corporation: Corporate Strategy as a Portfolio

    In 2007, Loews Inc., under the leadership of James Tisch, was considering whether to buy natural gas properties from Dominion Resources. The question is whether the acquisition fits the corporate strategy. In exploring the questions, students will have the chance to consider what is in fact a corporate strategy, how Loews' corporate strategy adds value, and how the way Loews is managed contributes to the results—a tripling of market value in 5 years.

    Keywords: Corporate Strategy; Business Strategy; Business or Company Management; Value Creation; Acquisition; Management Teams;

    Citation:

    Bower, Joseph L. "Loews Corporation: Corporate Strategy as a Portfolio." Harvard Business School Case 309-004, September 2008. (Revised March 2014.) View Details
  17. Indesit Company: Does Global Matter?

    In 2007, the leadership of the Indesit Company is focused on long-term corporate strategy. After 3 decades, the company has emerged as the number 2 home appliance producer in Europe. Should they invest further to be number 1, or should they focus on the global market, and if so, which part of the world? A subordinate issue is how to manage their multiple brands. Should they consolidate? This case has extensive data on global markets.

    Keywords: Decision Choices and Conditions; Global Strategy; Growth and Development; Business or Company Management; Brands and Branding; Markets; Problems and Challenges; Corporate Strategy; Consumer Products Industry;

    Citation:

    Bower, Joseph L. "Indesit Company: Does Global Matter?" Harvard Business School Case 308-071, February 2008. (Revised September 2008.) View Details
  18. M-TRONICS (A)

    The new CEO of a small manufacturing firm pursues growth through the launch of Entrepreneurial Subsidiaries. While the firm grows revenues from $600 million to over $2 billion in 10 years, problems surface as the subsidiaries are integrated into the established business.

    Keywords: Business Subsidiaries; Business Model; Corporate Entrepreneurship; Growth and Development Strategy; Integration;

    Citation:

    Bower, Joseph L., and Lynda M. Applegate. "M-TRONICS (A)." Harvard Business School Case 807-156, April 2007. (Revised November 2007.) View Details
  19. Teradyne: The Aurora Project

    Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This revision is shorter and provides a simpler description of the technology involved. "Teradyne: Managing Disruptive Change" deals with the same set of problems from the perspective of corporate management-in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.

    Keywords: Business Divisions; Business Startups; Customer Satisfaction; Product Launch; Product Development; Corporate Strategy; Semiconductor Industry;

    Citation:

    Bower, Joseph L. "Teradyne: The Aurora Project." Harvard Business School Case 397-114, May 1997. (Revised October 2007.) View Details
  20. Allianz (A1): An Insurer Acquiring a Bank?

    The deal of the year in 2002, was the acquisition of Dresdner Bank by Allianz. Written from the perspectives of Allianz's CEO, Henning Schulte-Noelle, before and after the deal and a regional manager implementing the concept of a full-line financial service provider. Presents the original question facing Schulte-Noelle: "Should Allianz acquire Dresdner?"

    Keywords: Management; Corporate Strategy; Problems and Challenges; Acquisition; Financial Institutions; Corporate Finance; Banking Industry; Germany;

    Citation:

    Bower, Joseph L., Marc L. Bertoneche, Anders Sjoman, and Sonja Ellingson Hout. "Allianz (A1): An Insurer Acquiring a Bank?" Harvard Business School Case 305-013, August 2004. (Revised April 2007.) View Details
  21. Brainard, Bennis & Farrell (B)

    Brainard, Bennis and Farrel is a short case designed to explore the challenge of establishing appropriate compensation from a general management/CEO perspective. Brainard (B) is a one-page handout that is designed to show how an already difficult problem is made more complex by situational context--the detailed personal and interpersonal relationships among key executives over time.

    Keywords: Interpersonal Communication; Compensation and Benefits; Executive Compensation; Relationships; Strategy;

    Citation:

    Bower, Joseph L. "Brainard, Bennis & Farrell (B)." Harvard Business School Supplement 307-053, September 2006. View Details
  22. Marks & Spencer: The Phoenix Rises

    The great U.K. retailer fell on hard times in 1998. In 2001, a new CEO was recruited who appears to have succeeded in turning around this world-renown company. This case examines the steps he took (strategic, structural, and recruiting key people) and highlights a series of fundamental questions that remain. Can the company regain its premium retail brand given the new competition and given the breadth of market segments that it addresses under one roof? Are the new approaches to sourcing and segmentation sound? Should the firm seriously consider reentering the international retail markets?

    Keywords: Global Strategy; Recruitment; Leadership Development; Crisis Management; Supply and Industry; Business Strategy; Competitive Strategy; Segmentation; Retail Industry;

    Citation:

    Bower, Joseph L. "Marks & Spencer: The Phoenix Rises." Harvard Business School Case 303-096, May 2003. (Revised November 2005.) View Details
  23. Pandesic: The Challenges of a New Business Venture (A)

    Pandesic is a joint venture of SAP and Intel designed to develop turnkey information architectures for marketspace companies. The case explores the problems of developing the joint venture from the perspective of its general management. Describes the development of its strategy and organization. At the end of the case, performance is poor and Harold Hughes (Intel) steps in from his position as part-time chairman to run Pandesic.

    Keywords: Joint Ventures; Design; Information; Business or Company Management; Growth and Development Strategy; Resource Allocation; Marketing Communications; Performance;

    Citation:

    Bower, Joseph L., and Clark Gilbert. "Pandesic: The Challenges of a New Business Venture (A)." Harvard Business School Case 399-129, March 1999. (Revised August 2005.) View Details
  24. Allianz (D1): The Turnaround

    Examines the acquisition of Dresdner Bank by Allianz--the deal of the year in 2002. Examines some of the challenges posed by the turnaround of Dresdner as seen by Michael Diekmann, the new CEO of Allianz. In working with Dresdner, Allianz needed to figure out what it meat to be a fully integrated financial service provider. Focuses on the development of the product line, the question of branding, the investment bank, and the organization.

    Keywords: Acquisition; Financial Institutions; Investment Banking; Brands and Branding; Product Development; Organizational Structure; Problems and Challenges;

    Citation:

    Bower, Joseph L., Anders Sjoman, and Sonja Ellingson Hout. "Allianz (D1): The Turnaround." Harvard Business School Case 305-016, August 2004. (Revised July 2005.) View Details
  25. Allianz (B): Integrating an Insurer and a Bank

    Supplements the (A) case. A rewritten version of an earlier case.

    Keywords: Banking Industry; Germany;

    Citation:

    Bower, Joseph L., Marc L. Bertoneche, Anders Sjoman, and Sonja Ellingson Hout. "Allianz (B): Integrating an Insurer and a Bank." Harvard Business School Case 305-089, February 2005. (Revised July 2005.) View Details
  26. Allianz (A2): An Insurer Acquired a Bank

    Supplements the (A) case. A rewritten version of an earlier case.

    Keywords: Banking Industry; Germany;

    Citation:

    Bower, Joseph L., Marc L. Bertoneche, Anders Sjoman, and Sonja Ellingson Hout. "Allianz (A2): An Insurer Acquired a Bank." Harvard Business School Case 305-088, February 2005. (Revised July 2005.) View Details
  27. Marks & Spencer: The Phoenix Rises - A Multimedia Case Study

    Enables students to interactively research the steps Marks & Spencer's top executives took to restore prosperity and explore in depth the major issues remaining. The perspective is that of Luc Vandevelde, who arrived at the venerable U.K. retailer in 2001, and that of the top team, many of whom he recruited in the subsequent 12 months. Focuses on restoring the power of the brand, building sub-brands to reach key market segments, and several developments in global sourcing. It is strongly recommended that users of this multimedia case first read the paper case on Marks & Spencer (product number 303096). To facilitate this recommendation, Harvard Business School Publishing makes available a bundle containing both items at a modest discount price: product number 7241BN.

    Keywords: Brands and Branding; Corporate Strategy; Management Teams; Retail Industry; United Kingdom;

    Citation:

    Bower, Joseph L. "Marks & Spencer: The Phoenix Rises - A Multimedia Case Study." Harvard Business School Video Case 304-034, April 2004. View Details
  28. Gerdau (A)

    Gerdau Group is a family-controlled Brazilian manufacturer and distributor of long steel products. Describes the evolution of the company's strategy, organization, and smart management, making it the No. 2 steel producer in Brazil. The company must decide whether to buy AmeriSteel, the No. 2 long steel producer in the United States. Considers the strategic, organizational, financial, and human issues posed by the potential acquisition.

    Keywords: Mergers and Acquisitions; Family Business; Decision Choices and Conditions; Developing Countries and Economies; Globalization; Competitive Strategy; Steel Industry; Manufacturing Industry; Brazil; United States;

    Citation:

    Bower, Joseph L., Luiz Felipe Monteiro, and Sonja Ellingson Hout. "Gerdau (A)." Harvard Business School Case 302-016, July 2001. (Revised February 2004.) View Details
  29. Jack Welch at GE: 1981-2001 - The Evolution of a Chief Executive

    A series of video clips of Jack Welch from 1981 to 2001 shows his development as a leader, the evolution of his management approach, and his consistency.

    Keywords: Leadership Development; Electronics Industry;

    Citation:

    Bower, Joseph L. "Jack Welch at GE: 1981-2001 - The Evolution of a Chief Executive." Harvard Business School Video Supplement 304-809, February 2004. View Details
  30. Jack Welch General Electric-The People Factory at work: Picking My Successor at GE

    Jack Welch describes the process by which Jeff Immelt was chosen. In doing so, he describes General Electric's People Factory.

    Keywords: Human Resources; Leadership Development; Management; Management Succession;

    Citation:

    Bower, Joseph L. "Jack Welch General Electric-The People Factory at work: Picking My Successor at GE." Harvard Business School Video Supplement 304-808, January 2004. View Details
  31. Merloni Elettrodomestici: The New Century Begins

    Merloni Elettrodomestici was founded in 1975. This case traces the evolution of the company's strategy, organization, and management as it becomes the #3 player in Europe (the #1 in Eastern Europe). Issues involve questions of geographic expansion, resource allocation, and organization.

    Keywords: Management; Resource Allocation; Organizational Structure; Competitive Strategy; Expansion;

    Citation:

    Bower, Joseph L. "Merloni Elettrodomestici: The New Century Begins." Harvard Business School Case 303-062, January 2003. (Revised November 2003.) View Details
  32. Viacom, Inc.: Video Supplement

    Viacom reached a powerful position in the global entertainment industry through skillful and very bold acquisitions. Now its further expansion is challenged by the moves of Rupert Murdoch's News Corp. Different businesses within Viacom have contradictory positions on how to deal with major opportunities and how Viacom top management should manage the decision-making process.

    Keywords: Acquisition; Cost vs Benefits; Decisions; Entertainment; Competition; Corporate Strategy; Expansion; Entertainment and Recreation Industry;

    Citation:

    Bower, Joseph L., Thomas R. Eisenmann, and Sonja Ellingson Hout. "Viacom, Inc.: Video Supplement." Harvard Business School Case 397-066, April 1997. (Revised July 2003.) View Details
  33. WPP--Integrating Icons to Leverage Knowledge

    Martin Sorrell has used WPP to acquire a large portfolio of marketing service firms including J. Walter Thompson and Ogilvy & Mather. How did he make this minnow-swallows-many-whales trick work, and can he make the whole into something bigger than the parts?

    Keywords: Knowledge Use and Leverage; Leadership; Marketing; Networks; Diversification;

    Citation:

    Bower, Joseph L. "WPP--Integrating Icons to Leverage Knowledge." Harvard Business School Case 396-249, February 1996. (Revised April 2003.) View Details
  34. Atchison Corporation (A), The

    A new general manager uses a profit-center-based system to shake up an old line company. He then faces the task of placating a board member upset by the human consequences. A rewritten version of an earlier case.

    Keywords: Transformation; Profit; Human Resources; Management; Management Analysis, Tools, and Techniques;

    Citation:

    Bower, Joseph L. "Atchison Corporation (A), The." Harvard Business School Case 301-020, August 2000. (Revised December 2002.) View Details
  35. Astel Manufacturing Company

    The FBI indicates that three purchasing agents are suspected recipients of bribes. After an inconclusive investigation, the agents leave. The superiors are unsure what to do. A rewritten version of an earlier case.

    Keywords: Crime and Corruption; Ethics; Problems and Challenges; Decision Choices and Conditions; Government and Politics; Resignation and Termination;

    Citation:

    Bower, Joseph L. "Astel Manufacturing Company." Harvard Business School Case 302-112, March 2002. (Revised May 2002.) View Details
  36. Liz Claiborne China

    A new country manager builds the Shanghai office of Liz Claiborne into a powerful sourcing organization using local talent. She explains the nuts and bolts of transforming the office.

    Keywords: Business Subsidiaries; Transformation; Selection and Staffing; Leadership; Managerial Roles; Market Entry and Exit; Fashion Industry; China;

    Citation:

    Bower, Joseph L., Sonja Ellingson Hout, and Fred Young. "Liz Claiborne China." Harvard Business School Case 301-098, April 2001. (Revised April 2002.) View Details
  37. Primer on Politics and Government Management in the United States, A

    Introduces the wide variety of political and organizational forces at work in federal and local governments in the United States.

    Keywords: Government Administration; United States;

    Citation:

    Bower, Joseph L. "Primer on Politics and Government Management in the United States, A." Harvard Business School Background Note 302-100, February 2002. (Revised March 2002.) View Details
  38. Interview with Vittorio Merloni

    Vittorio Merloni describes the evolution of leadership in his company, and the consequent improvement in its performance, as well as his thoughts on building a successful company in a very competitive industry.

    Keywords: Information; Leadership Development; Outcome or Result; Performance Improvement; Competitive Strategy;

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Interview with Vittorio Merloni." Harvard Business School Video Supplement 302-814, February 2002. View Details
  39. Interview with Philip Casey at AmeriSteel

    Gerdau Group is a family-controlled Brazilian manufacturer and distributor of long steel products. Philip Casey describes the evolution of the company's strategy, organization, and financial and management issues as the company has grown to be the #2 steel producer in Brazil.

    Keywords: Finance; Growth and Development Strategy; Distribution; Production; Organizations; Family Ownership; Corporate Strategy; Manufacturing Industry; Brazil;

    Citation:

    Bower, Joseph L., and Sonja Ellingston Hout. "Interview with Philip Casey at AmeriSteel." Harvard Business School Video Supplement 302-809, November 2001. View Details
  40. Teradyne: Corporate Management of Disruptive Change

    Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This case deals with the same set of problems from the perspective of corporate management--in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.

    Keywords: Business Startups; Disruption; Management; Market Entry and Exit; Product; Problems and Challenges; Competitive Strategy; Corporate Strategy; Technology;

    Citation:

    Bower, Joseph L. "Teradyne: Corporate Management of Disruptive Change." Harvard Business School Case 398-121, March 1998. (Revised October 2001.) View Details
  41. Merloni Elettrodomestici: Building for a New Century

    In 2001 a young new CEO has to develop a strategy to move his company beyond the hyper-competitive conditions of Western Europe. A major acquisition in Russia and a new Web-based service business provide interesting new directions. This case traces the development of strategy and organization at this European multinational.

    Keywords: Acquisition; Corporate Entrepreneurship; Multinational Firms and Management; Growth and Development Strategy; Organizational Structure; Business Strategy; Web; Russia;

    Citation:

    Bower, Joseph L. "Merloni Elettrodomestici: Building for a New Century." Harvard Business School Case 301-112, April 2001. (Revised September 2001.) View Details
  42. Teradyne-Managing Discontinuous Change

    Presents the top executives of Teradyne. Alex d'Arbeloff, the CEO who drove the project, Jim Prestridge, the vice chairman (and top engineer), Owen Robbins, vice chairman and CFO, and Ed Rogus, the division head who wouldn't fund Aurora.

    Keywords: Business Divisions; Change Management; Projects; Management Teams;

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "Teradyne-Managing Discontinuous Change." Harvard Business School Video Supplement 302-804, August 2001. View Details
  43. DoubleTwist, Inc.

    John Couch, CEO of DoubleTwist, has transformed a software products company into an Internet application service provider, racing to provide databases and tools for those working to explore the human genome. Crafting strategy and building organizational capability are challenges in this fast-moving field.

    Keywords: Growth Management; Product Development; Organizational Change and Adaptation; Corporate Strategy; Customization and Personalization; Information Technology Industry;

    Citation:

    Bower, Joseph L., and Christina L. Darwall. "DoubleTwist, Inc." Harvard Business School Case 301-023, December 2000. (Revised March 2001.) View Details
  44. Pandesic: The Challenges of a New Business Venture (A) and (B) TN

    Teaching Note for (9-399-129) and (9-399-130).

    Keywords: Business Ventures; Business Startups;

    Citation:

    Bower, Joseph L., and Clark Gilbert. "Pandesic: The Challenges of a New Business Venture (A) and (B) TN." Harvard Business School Teaching Note 399-131, March 1999. (Revised December 2000.) View Details
  45. Belmont Industries, Inc. (A)

    A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. A rewritten version of an earlier case.

    Keywords: Executive Compensation; Goals and Objectives; Performance Evaluation; Compensation and Benefits;

    Citation:

    Bower, Joseph L. "Belmont Industries, Inc. (A)." Harvard Business School Case 301-016, August 2000. View Details
  46. Merloni Elettrodomestici spa: Building for Profit

    In 1995, the Merloni management is faced with profitless prosperity. A rise in raw material prices in the face of ferocious competition in their markets hurts margins. At the same time, the company is trying to expand geographically in order to become Pan-European and to consolidate the position of three brands.

    Keywords: Business or Company Management; Profit; Management; Problems and Challenges; Markets; Europe;

    Citation:

    Bower, Joseph L., Bruce McKern, and John L. Naman. "Merloni Elettrodomestici spa: Building for Profit." Harvard Business School Case 300-118, March 2000. View Details
  47. Industrial Products, Inc.

    Involves the decision of whether to construct a new plant in another part of the country for a line of fire protection equipment. Capital funds set aside for the construction are blocked by Fireguard's continued record of substantial operating losses and divisional pressure for better departmental earnings. Also describes the market potential for this new product.

    Keywords: Decision Choices and Conditions; Factories, Labs, and Plants; Capital; Construction; Financing and Loans; Expansion; Business Earnings; Markets; Product; Manufacturing Industry;

    Citation:

    Bower, Joseph L., and John W. Rosenblum. "Industrial Products, Inc." Harvard Business School Case 369-019, March 1969. (Revised January 2000.) View Details
  48. Adam Opel AG (A) and (B) (Condensed)

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

    Keywords: Adoption; Decision Choices and Conditions; Situation or Environment; Risk and Uncertainty; Auto Industry; Germany;

    Citation:

    Bower, Joseph L. "Adam Opel AG (A) and (B) (Condensed)." Harvard Business School Case 300-067, November 1999. View Details
  49. CIBC Corporate and Investment Banking: (A),(B),(B) Condensed, and (C) TN

    Teaching Note for (9-300-041), (9-300-042), (9-300-003), and (9-300-043).

    Keywords: Financial Services Industry;

    Citation:

    Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking: (A),(B),(B) Condensed, and (C) TN." Harvard Business School Teaching Note 300-044, October 1999. (Revised November 1999.) View Details
  50. CIBC Corporate and Investment Banking (B): 1992-1997

    From 1992 to 1997, CIBC CEO Al Flood and head of investment banking John Hunkin integrate the struggling investment bank, Wood Gundy, with CIBC's corporate bank. The impact and interaction of organization design, compensation schemes, and communication initiatives are explored.

    Keywords: Investment Banking; Banks and Banking; Mergers and Acquisitions; Organizational Design; Business Plan; Communication; Banking Industry;

    Citation:

    Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (B): 1992-1997." Harvard Business School Case 300-042, October 1999. View Details
  51. CIBC Corporate and Investment Banking (A): 1987-1992

    In 1992, CIBC CEO Al Flood faced the short-term operational challenge of saving Wood Gundy, the troubled investment bank CIBC had purchased five years earlier. At the same time he had to tackle the long-term strategic challenge of integrating Gundy's investment banking capabilities with CIBC's established and successful corporate banking organization.

    Keywords: Investment Banking; Banks and Banking; Corporate Strategy; Integration; Problems and Challenges; Mergers and Acquisitions; Banking Industry;

    Citation:

    Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (A): 1987-1992." Harvard Business School Case 300-041, October 1999. View Details
  52. CIBC Corporate and Investment Banking (C): 1997-1999

    By 1997 the turnaround of CIBC's troubled investment bank, Wood Gundy, and its integration with corporate banking activities was complete. Marketplace results were encouraging, but scuttled mergers and tumultuous succession issues made the future uncertain.

    Keywords: Integration; Investment Banking; Success; Risk and Uncertainty; Management Succession; Mergers and Acquisitions; Financial Services Industry;

    Citation:

    Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (C): 1997-1999." Harvard Business School Case 300-043, October 1999. View Details
  53. CIBC Corporate and Investment Banking (B): 1992-1997 (Condensed)

    From 1992 to 1997, CIBC CEO Al Flood and head of investment banking John Hunkin integrate the struggling investment bank Wood Gundy with CIBC's corporate bank. The impact and interaction of organization design, compensation schemes, and communication initiatives are explored. A rewritten version of an earlier case.

    Keywords: Investment Banking; Banks and Banking; Mergers and Acquisitions; Organizational Design; Business Plan; Communication; Banking Industry;

    Citation:

    Bower, Joseph L., and Michael Raynor. "CIBC Corporate and Investment Banking (B): 1992-1997 (Condensed)." Harvard Business School Case 300-003, September 1999. View Details
  54. Teradyne: Managing Strategic Change, The Aurora Project, Managing Disruptive Change, and Corporate Management of Disruptive Change TN

    Teaching Note for (9-397-113), (9-397-112), (9-397-114), and (9-398-121).

    Citation:

    Bower, Joseph L. "Teradyne: Managing Strategic Change, The Aurora Project, Managing Disruptive Change, and Corporate Management of Disruptive Change TN." Harvard Business School Teaching Note 398-179, June 1998. (Revised July 1998.) View Details
  55. IBM 360: Giant as Entrepreneur

    Presents the ingredients that went into a major entrepreneurial shift by IBM--investing $5 billion into a new product line that would obsolete any existing computer product line offered by the competition, or by IBM itself. The economic and technical challenges of this new line, the System/360, are examined first, the human and organizational shifts at IBM follow. Exhibits include a summary chronology of the decision, four organizational charts reflecting new structures, and a financial summary.

    Keywords: Change Management; Corporate Entrepreneurship; Financial Management; Investment; Organizational Change and Adaptation; Organizational Structure; Problems and Challenges; Competitive Strategy; Information Technology Industry;

    Citation:

    Bower, Joseph L. "IBM 360: Giant as Entrepreneur." Harvard Business School Case 389-003, August 1988. (Revised April 1998.) View Details
  56. Viacom, Inc.: Carpe Diem (Condensed)

    Viacom has built a powerful position in the global entertainment industry through skillful and bold acquisitions. Now its expansion is challenged by the moves of Rupert Murdoch's News Corp. Different businesses within Viacom have contradictory positions on how to deal with major opportunities and how Viacom top management should manage the decision-making process.

    Keywords: Acquisition; Cost vs Benefits; Decisions; Entertainment; Competition; Corporate Strategy; Expansion; Entertainment and Recreation Industry;

    Citation:

    Bower, Joseph L., and Thomas R. Eisenmann. "Viacom, Inc.: Carpe Diem (Condensed)." Harvard Business School Case 398-086, January 1998. (Revised March 1998.) View Details
  57. Teradyne: Managing Disruptive Change

    Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. This case deals with the same set of problems from the perspective of corporate management--in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.

    Keywords: Business Startups; Disruption; Management; Market Entry and Exit; Product; Product Development; Problems and Challenges; Competitive Strategy; Corporate Strategy; Technology;

    Citation:

    Bower, Joseph L. "Teradyne: Managing Disruptive Change." Harvard Business School Case 397-112, May 1997. (Revised March 1998.) View Details
  58. Teradyne: Managing Strategic Change

    Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed very important to the future but unattractive to present customers and, therefore, the operating divisions. Teradyne: Managing Disruptive Change deals with the same set of problems from the perspective of corporate management--in particular why the skunk works approach was necessary and what new problems this approach creates even if the project is successful.

    Keywords: Business Startups; Change Management; Business or Company Management; Market Entry and Exit; Product; Problems and Challenges; Competitive Strategy; Corporate Strategy; Technology;

    Citation:

    Bower, Joseph L. "Teradyne: Managing Strategic Change." Harvard Business School Case 397-113, May 1997. (Revised March 1998.) View Details
  59. WPP--Integrating Icons (Video)

    Interviews with Martin Sorrell, Chairman of WPP Group plc, and also with the heads of several companies that are owned with WPP. Discusses corporate culture, strategies for the future, and how the various companies interact.

    Keywords: Management Teams; Organizational Structure; Organizational Culture; Relationships; Communication; Strategy;

    Citation:

    Bower, Joseph L., and Sonja Ellingson Hout. "WPP--Integrating Icons (Video)." Harvard Business School Video Supplement 397-504, February 1997. View Details
  60. Viacom, Inc.: Carpe Diem

    Viacom has reached a powerful position in the global entertainment industry through skillful and very bold acquisitions. Now its further expansion is challenged by the moves of Rupert Murdock's News Corp. Different businesses within Viacom have contradictory positions on how to deal with major opportunities and how Viacom top management should manage the decision-making process.

    Keywords: Acquisition; Cost vs Benefits; Decisions; Entertainment; Global Strategy; Management; Competition; Corporate Strategy; Expansion; Entertainment and Recreation Industry;

    Citation:

    Bower, Joseph L., and Thomas R. Eisenmann. "Viacom, Inc.: Carpe Diem." Harvard Business School Case 396-250, February 1996. (Revised November 1996.) View Details
  61. New Product Development at Canon: The Contact Sensor Project

    Canon is one of the leading innovators in the world. This case describes the processes by which Canon manages the flow of ideas from basic science to new products, and how it harnesses product innovation to a strategy of diversification.

    Keywords: Innovation and Management; Strategic Planning; Innovation and Invention; Innovation Strategy; Management Practices and Processes; Diversification; Success; Consumer Products Industry;

    Citation:

    Bower, Joseph L., and Michael Partington. "New Product Development at Canon: The Contact Sensor Project." Harvard Business School Case 396-247, March 1996. View Details
  62. Marks & Spencer: Sir Richard Greenbury's Quiet Revolution

    Marks & Spencer (M&S) is one of the world's greatest companies. In 1994, its management was chosen the most admired in Europe by 637 peers. The case explores how Sir Richard Greenbury, appointed the new chairman of the company in 1991, transformed his inheritance into a more profitable, more decentralized, and more international organization with minimal trauma. The case makes clear that M&S has built a complex of centralized capabilities in its London offices that relate seamlessly to the relatively compact distributed network of U.S. stores and increasingly concentrated U.S. suppliers. The challenge facing the managers in 1994 is how to adopt this management capability to the increasingly global spread of their stores--owned and franchised. Can there be an international retailer? The case suggests that there can be if managers can figure out how to implement the strategy at the same high level that they have achieved to date.

    Keywords: Growth and Development Strategy; Business or Company Management; Business Strategy; Management Teams; Global Strategy; Multinational Firms and Management; Europe; United States;

    Citation:

    Bower, Joseph L., and John B. Matthews Jr. "Marks & Spencer: Sir Richard Greenbury's Quiet Revolution." Harvard Business School Case 395-054, September 1994. View Details
  63. Jack Welch: General Electric's Revolutionary

    Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company's portfolio through extensive dispositions and acquisitions and the company's culture through a mandated process called "work out." To a considerable extent, the case tells the story in Welch's own words drawing on earlier cases on Welch prepared by Richard Hammermesh and Frank Aguilar, as well as a 1991 interview with Welch in the Harvard Business Review and an article in Fortune, "GE Keeps Those Ideas Coming."

    Keywords: Acquisition; Transformation; Investment Portfolio; Leadership Style; Management; Organizational Culture; Personal Development and Career;

    Citation:

    Bower, Joseph L., and Jay Dial. "Jack Welch: General Electric's Revolutionary." Harvard Business School Case 394-065, October 1993. (Revised April 1994.) View Details
  64. Marks and Spencer Ltd.

    This business policy and retailing strategy case focuses on the unique corporate strategy and philosophy of a leading English retailer. Emphasizes expansion plans.

    Keywords: Learning; Policy; Management; Corporate Strategy; Expansion; Retail Industry;

    Citation:

    Bower, Joseph L. "Marks and Spencer Ltd." Harvard Business School Case 375-358, May 1975. (Revised October 1985.) View Details
  65. Restructuring European Petrochemicals: BASF A.G.

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: BASF A.G." Harvard Business School Case 385-201, November 1984. (Revised March 1985.) View Details
  66. Restructuring European Petrochemicals: Hoechst A.G.

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: Hoechst A.G." Harvard Business School Case 385-202, November 1984. (Revised March 1985.) View Details
  67. Restructuring European Petrochemicals: Imperial Chemical Industries, P.L.C.

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: Imperial Chemical Industries, P.L.C." Harvard Business School Case 385-203, November 1984. (Revised March 1985.) View Details
  68. Restructuring European Petrochemicals: British Petroleum, P.L.C.

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: British Petroleum, P.L.C." Harvard Business School Case 385-204, November 1984. (Revised March 1985.) View Details
  69. Restructuring European Petrochemicals: Exxon Chemical

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: Exxon Chemical." Harvard Business School Case 385-205, November 1984. (Revised March 1985.) View Details
  70. Restructuring European Petrochemicals: Royal Dutch/Shell Group

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: Royal Dutch/Shell Group." Harvard Business School Case 385-206, November 1984. (Revised March 1985.) View Details
  71. Restructuring European Petrochemicals: The Dow Chemical Co.

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: The Dow Chemical Co." Harvard Business School Case 385-207, November 1984. (Revised March 1985.) View Details
  72. Restructuring European Petrochemicals: ENI

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: ENI." Harvard Business School Case 385-208, November 1984. (Revised March 1985.) View Details
  73. Restructuring European Petrochemicals: French Companies and the French Government

    Keywords: Restructuring; Corporate Strategy; Business and Government Relations; Energy Industry; Chemical Industry; France;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: French Companies and the French Government." Harvard Business School Case 385-209, November 1984. (Revised March 1985.) View Details
  74. Restructuring European Petrochemicals: Industry Groups and the European Commission

    Keywords: Restructuring; Corporate Strategy; Business and Government Relations; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: Industry Groups and the European Commission." Harvard Business School Case 385-210, November 1984. (Revised March 1985.) View Details
  75. Restructuring European Petrochemicals: Regional Data

    Keywords: Restructuring; Corporate Strategy; Energy Industry; Chemical Industry; Europe;

    Citation:

    Aguilar, Francis, Joseph L. Bower, and Benjamin Gomes-Casseres. "Restructuring European Petrochemicals: Regional Data." Harvard Business School Case 385-217, November 1984. (Revised March 1985.) View Details
  76. Crown Cork & Seal and the Metal Container Industry

    Discusses the technical, economic, and packaging trends in the metal container industry, and the impact of these trends on major companies within the industry. Shows the response of Crown Cork & Seal Co. to these trends. Based on Crown Cork & Seal Co. and Note on the Metal Container Industry by W.D. Guth and J.S. Garrison.

    Keywords: Technology; Operations; Supply and Industry; Economics; Trends; Manufacturing Industry;

    Citation:

    Bower, Joseph L. "Crown Cork & Seal and the Metal Container Industry." Harvard Business School Case 373-077, September 1972. (Revised April 1984.) View Details

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