Srikant M. Datar
Arthur Lowes Dickinson Professor of Accounting
Srikant M. Datar is the Arthur Lowes Dickinson Professor of Accounting at Harvard University. A graduate with distinction from the University of Bombay, he received gold medals upon graduation from the Indian Institute of Management, Ahmedabad, and the Institute of Cost and Works Accountants of India. A Chartered Accountant, he holds two masters degrees and a Ph.D. from Stanford University. Cited by his students as a dedicated and innovative teacher, Datar received the George Leland Bach Award for Excellence in the Classroom at Carnegie Mellon University and the Distinguished Teaching Award at Stanford University. He is a co-author of the leading cost accounting textbook, Cost Accounting: A Managerial Emphasis published by Prentice-Hall, and of Rethinking the MBA: Business Education at a Crossroads published by Harvard Business Press. Datar's research interests are in the cost management and management control areas. He has published his research on activity-based management, quality, productivity, time-based competition, new product development, bottleneck management, incentives and performance evaluation in several prestigious journals, including The Accounting Review, Journal of Accounting and Economics, Journal of Accounting Research, Contemporary Accounting Research, and Management Science. He has served on the editorial board of several journals and presented his research to corporate executives and academic audiences in North America, South America, Asia, Africa and Europe. Datar serves on the Board of Directors of Novartis AG, ICF International, KPIT Cummins Info Systems Ltd., and Stryker Corporation, and has worked with many corporations on consulting and field-based projects. He is a member of the American Accounting Association and the Institute of Management Accountants.
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Book
| Forthcoming
Managerial Accounting: Making Decisions and Evaluating Performance
Srikant M. Datar and Madhav Rajan
Citation: Datar, Srikant M., and Madhav Rajan. Managerial Accounting: Making Decisions and Evaluating Performance. NJ: Prentice Hall, forthcoming. (2014.)
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Book
| 2012
Cost Accounting: A Managerial Emphasis
Charles T. Horngren, Srikant M. Datar and Madhav Rajan
Keywords: Cost Accounting;
Management;
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Book
| 2010
Rethinking the MBA: Business Education at a Crossroads
Srikant M. Datar, David A. Garvin and Patrick Cullen
"Business Schools Face Test of Faith." "Is It Time to Retrain B-Schools?" As these headlines make clear, business education is at a major crossroads. For decades, MBA graduates from top-tier schools set the standard for cutting-edge business knowledge and skills. Now the business world has changed, say the authors of Rethinking the MBA. and MBA programs must change with it. Increasingly, managers and recruiters are questioning conventional business education. Their concerns? Among other things, MBA programs aren't giving students the heightened cultural awareness and global perspectives they need. Newly minted MBAs lack essential leadership skills. Creative and critical thinking demand far more attention. In this compelling and authoritative new book, the authors document a rising chorus of concerns about business schools gleaned from extensive interviews with deans and executives as well as from a detailed analysis of current curricula and emerging trends in graduate business education; provide case studies showing how leading MBA programs have begun reinventing themselves for the better; and offer concrete ideas for how business schools can surmount the challenges that come with reinvention, including securing faculty with new skills and experimenting with new pedagogies. Rich with examples and thoroughly researched, Rethinking the MBA reveals why and how business schools must define a better pathway for the future.
Keywords: Change Management;
Transformation;
Business Education;
Curriculum and Courses;
Organizational Change and Adaptation;
Problems and Challenges;
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Article
| Journal of Management Development
|
Rethinking the MBA: Business Education at a Crossroads
Srikant M. Datar, David A. Garvin and Patrick Cullen
The paper seeks to examine major challenges facing MBA programs and to argue that they will have to reconsider their value proposition. It aims to explore effective curricular and programmatic responses as opportunities for MBA programs to innovate. The paper also aims to call for collective action across the business school field to effectively address these challenges.
Keywords: Business Education;
Curriculum and Courses;
Innovation and Invention;
Problems and Challenges;
Value Creation;
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Journal Article
| Accounting Review
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Organizational Design and Control across Multiple Markets: The Case of Franchising in the Convenience Store Industry
Dennis Campbell, Srikant M. Datar and Tatiana Sandino
Many companies operate units that are dispersed across different types of markets, and thus serve significantly diverging customer bases. Such market-type dispersion is likely to compromise the headquarter's ability to control its local managers' behavior and satisfy the divergent needs of different types of customers. In this paper we find evidence that market-type dispersion is an important determinant of delegation and the provision of incentives. Using a sample of convenience store chains, we show that market-type dispersion is related to the degree of franchising at the chain level as well as the probability of franchising a given store within a chain. Our results are robust to alternative definitions of market-type dispersion and to other determinants of franchising such as the stores' geographic distance from headquarters and geographic dispersion. Additional analyses also suggest that chains that do not franchise at all may cope with market-type dispersion by decentralizing operations from headquarters to their stores, and, to a weaker extent, by providing higher variable pay to their store managers.
Keywords: Business Headquarters;
Geographic Location;
Governance Controls;
Distribution;
Organizational Design;
Franchise Ownership;
Retail Industry;
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Article
| Strategic Finance
|
Management Accounting and Control: Lessons for and from the World's Tiniest Businesses
Srikant M. Datar, Marc J. Epstein and Kristi Yuthas
The article discusses skills microentrepreneurs need to manage and expand their businesses. After interviewing hundreds of microfinance clients around the globe, the authors were able to identify five tools drawn from management accounting where improved knowledge would have a substantial impact including cost management, throughput enhancement, risk management, budgeting, and opportunity identification.
Keywords: Governance Controls;
Expansion;
Business or Company Management;
Microfinance;
Cost Management;
Risk Management;
Budgets and Budgeting;
Accounting;
Opportunities;
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Journal Article
| Stanford Social Innovation Review
|
In Microfinance, Clients Must Come First
Srikant M. Datar, Marc J. Epstein and Kristi Yuthas
In the debate over whether microfinance works, few microfinance institutions articulate what, exactly, their ultimate goals are and how, exactly, they will achieve them. The authors cut through the confusion by mapping a clear theory of change for microfinance. If the goal of microfinance is to alleviate poverty, they say, then MFIs should focus on helping their clients build successful enterprises, rather than on making more and bigger loans.
Keywords: Business Startups;
Customer Focus and Relationships;
Social Entrepreneurship;
Microfinance;
Goals and Objectives;
Success;
Social Enterprise;
Poverty;
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Article
| International Journal of Disclosure and Governance
|
Governance-linked D&O: Market-based Governance: Leveraging D&O Insurance to Drive Corporate Governance
Srikant M. Datar and J. H. Friedland
Keywords: Governance;
Markets;
Insurance;
Corporate Governance;
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Article
| International Journal of Disclosure and Governance
|
Governance Linked D&O Coverage: Leveraging the Audit Committee to Manage Governance Risk
S. Datar, M. G. Alles and J. H. Friedland
Keywords: Governance;
Insurance;
Accounting Audits;
Management;
Risk and Uncertainty;
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Article
| International Journal of Disclosure and Governance
|
How Do You Stop the Books From Being Cooked? A Management Control Perspective on Financial Accounting Standard Setting and the Section 404 Requirement of the Sarbanes/Oxley Act
S. Datar and M. G. Alles
Keywords: Management;
Perspective;
Accounting;
Standards;
Crime and Corruption;
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Article
| Journal of Management Accounting Research
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Control Implications of Worker Identification with Firm Sales Success
M. G. Alles and S. Datar
Keywords: Sales;
Success;
Employees;
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Article
| Journal of Accounting Research
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Balancing Performance Measures
S. Datar, S. Kulp and R. Lambert
Keywords: Performance;
Measurement and Metrics;
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Article
| Journal of Law, Economics & Organization
|
Earnouts: The Effects of Adverse Selection and Agency Costs on Acquisition Techniques
Srikant M. Datar, Richard Frankel and Mark Wolfson
Keywords: Mergers and Acquisitions;
Cost;
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Article
| Management Science
|
Information and Incentive Effects of Inventory in JIT Production
M. Alles, A. Amershi, S. Datar and R. Sarkar
Keywords: Information;
Innovation and Invention;
Production;
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Article
| Contemporary Accounting Research
|
Discussion of Private Predecision Information, Performance Measure Congruity, and the Value of Delegation
S. Datar
Keywords: Decision Making;
Information;
Performance;
Measurement and Metrics;
Value;
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Article
| Journal of Accounting, Auditing & Finance
|
The Formation and Role of Reputation and Litigation in the Auditor-Manager Relationship
S. Datar and M. Alles
Keywords: Reputation;
Lawsuits and Litigation;
Relationships;
Management;
Accounting Audits;
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Article
| Management Science
|
Strategic Transfer Pricing
S. Datar and M. G. Alles
Keywords: Strategy;
Price;
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Article
| Managerial Finance
|
Tradeoffs within Costing Systems between Incentives and Measurement Objectives
M. Alles, S. Datar and M. Gupta
Keywords: System;
Motivation and Incentives;
Measurement and Metrics;
Goals and Objectives;
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Article
| Management Science
|
New Product Development Structures and Time to Market
S. Datar, C. Jordan, S. Kekre, S. Rajiv and K. Srinivasan
Keywords: Product Development;
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Article
| JMR, Journal of Marketing Research
|
Advantages of Time-Based New Product Development in a Fast Cycle Industry: An Empirical Analysis
S. Datar, C. Jordan, S. Kekre, S. Rajiv and K. Srinivasan
Keywords: Product;
Research and Development;
Business Ventures;
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Article
| Journal of Product Innovation Management
|
New Product Development Structures: The Effect of Customer Overload on Post-Concept Time to Market
S. Datar, C. Jordan, S. Kekre, S. Rajiv and K. Srinivasan
Keywords: Product;
Research and Development;
Customers;
Markets;
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Article
| Journal of Accounting Research
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Optimal Incentive Schemes in Bottleneck Constrained Production Environments
S. Datar and M. Rajan
Keywords: Production;
Motivation and Incentives;
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Article
| Journal of Accounting Research
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Moral Hazard and Management Control in Just-in-time Settings
M. Alles, S. Datar and R. Lambert
Keywords: Moral Sensibility;
Management;
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Article
| Accounting Review
|
Aggregation, Specification and Measurement Errors in Product Costing
S. Datar and M. Gupta
Keywords: Measurement and Metrics;
Cost;
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Article
| Communications of the ACM
|
Software Complexity and Software Maintenance Costs
R. Banker, S. Datar, C. Kemerer and D. Zweig
Keywords: Software;
Cost;
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Article
| Accounting Review
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Simultaneous Estimation of Cost Drivers
S. Datar, S. Kekre, T. Mukhopadhyay and K. Srinivasan
Keywords: Cost;
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Article
| Management Science
|
Models for Measuring and Accounting for Cost of Conformance Quality
P. Nandakumar, S. Datar and R. Akella
Keywords: Measurement and Metrics;
Cost;
Accounting;
Quality;
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Article
| Accounting Review
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Complementarity of Prior Accounting Information: The Case of Stock Dividend Announcements
R. Banker, S. Das and S. Datar
Keywords: Accounting;
Stocks;
Business and Shareholder Relations;
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Article
| Contemporary Accounting Research
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Optimal Transfer Pricing under Postcontract Information
R. Banker and S. Datar
Keywords: Price;
Information;
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Article
| Journal of Accounting & Economics
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The Role of Audits and Audit Quality in Valuing New Issues
S. Datar, G. A. Feltham and J. S. Hughes
Keywords: Accounting Audits;
Quality;
Value;
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Article
| Management Science
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A Model to Evaluate Variables Impacting the Productivity of Software Maintenance Projects
R. Banker, S. Datar and C. Kemerer
Keywords: Measurement and Metrics;
Software;
Projects;
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Article
| Contemporary Accounting Research
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Testing the Optimality of a Performance Evaluation Measure for a Gainsharing Contract
S. Datar, R. Banker and M. Mazur
Keywords: Performance;
Measurement and Metrics;
Contracts;
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Article
| Accounting Review
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Economic Sufficiency and Statistical Sufficiency in Accounting Aggregation
A. Amershi, R. Banker and S. Datar
Keywords: Accounting;
Economics;
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Article
| Journal of Accounting, Auditing & Finance
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Productivity Measurement and Management Accounting
R. Banker, S. Datar and Robert S. Kaplan
Keywords: Measurement and Metrics;
Management;
Accounting;
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Article
| Journal of Accounting Research
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Sensitivity, Precision and Linear Aggregation of Signals for Performance Evaluation
R. Banker and S. Datar
Keywords: Performance;
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Article
| Contemporary Accounting Research
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Unobservable Outcomes and Multiattribute Preferences in the Evaluation of Managerial Performance
S. Datar, R. Banker and A. Maindiratta
Keywords: Outcome or Result;
Management;
Performance;
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Article
| Journal of Accounting & Economics
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Relevant Costs, Congestion and Stochasticity in Production Environments
R. Banker, S. Datar and S. Kekre
Keywords: Cost;
Production;
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Article
| Journal of Accounting, Auditing & Finance
|
Measurement of Productivity Improvements: An Empirical Analysis
R. Banker, S. Datar and M. Rajan
Keywords: Measurement and Metrics;
Theory;
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Chapter
| Scaling Social Impact: New Thinking
| 2010
Enamored with Scale: Scaling with Limited Impact in the Microfinance Industry
S. M. Datar, M. J. Epstein and K. Yuthas
Keywords: Microfinance;
Banking Industry;
Citation: Datar, S. M., M. J. Epstein, and K. Yuthas. "Enamored with Scale: Scaling with Limited Impact in the Microfinance Industry." In Scaling Social Impact: New Thinking, edited by Paul N. Bloom, and Edward Skloot. Palgrave Macmillan, 2010.
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Chapter
| Reform of Federal Depository Institutions
| 1992
The Role of Market Value Accounting in the Regulation of Insured Depository Institutions
S. Datar, W. Beaver and M. Wolfson
Keywords: Accounting;
Governing Rules, Regulations, and Reforms;
Government and Politics;
Policy;
Banks and Banking;
Insurance;
Business and Government Relations;
Banking Industry;
Insurance Industry;
Citation: Datar, S., W. Beaver, and M. Wolfson. "The Role of Market Value Accounting in the Regulation of Insured Depository Institutions." Chap. 9 in Reform of Federal Depository Institutions, edited by J. Barth, and D. Brumbaugh, 259–276. NY: HarperBusiness, 1992.
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Chapter
| Measures for Manufacturing Excellence
| 1990
Cost of Product and Process Complexity
S. Datar, R. Banker, S. Kekre and T. Mukhopadhyay
Keywords: Complexity;
Cost;
Product Development;
Business Processes;
Citation: Datar, S., R. Banker, S. Kekre, and T. Mukhopadhyay. "Cost of Product and Process Complexity." Chap. 9 in Measures for Manufacturing Excellence, edited by Robert S. Kaplan, 269–290. Boston: Harvard Business School Press, 1990.
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Chapter
| Research in Governmental and Nonprofit Accounting
| 1990
Analysis of Cost Variances for Management Control in Hospitals
S. Datar, R. Banker and S. Das
Keywords: Cost Management;
Health Care and Treatment;
Non-Governmental Organizations;
Health Industry;
Citation: Datar, S., R. Banker, and S. Das. "Analysis of Cost Variances for Management Control in Hospitals." In Research in Governmental and Nonprofit Accounting. Vol. 5, edited by James L. Chan, Rowan H. Jones, and James M. Patton, 269–291. Elsevier Science, 1990.
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Chapter
| Manufacturing Strategy: The Research Agenda for the Next Decade
| 1990
Learning Effects in Cell Manufacturing
S. Datar, S. Kekre and E. Svaan
Keywords: Learning;
Manufacturing Industry;
Citation: Datar, S., S. Kekre, and E. Svaan. "Learning Effects in Cell Manufacturing." Chap. 9 in Manufacturing Strategy: The Research Agenda for the Next Decade, edited by John Ettlie, Michael C. Burstein, and Avi Fiegenbaum, 75–84. Boston, MA: Kluwer Academic Publishers, 1990.
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Working Paper
| HBS Working Paper Series
| 2008
Testing Strategy with Multiple Performance Measures: Evidence from a Balanced Scorecard at Store24
Dennis Campbell, Srikant M. Datar, Susan L. Kulp and V.G. Narayanan
We analyze balanced scorecard data from a convenience store chain, Store24, during the implementation of an innovative, but ultimately unsuccessful strategy. Quarterly strategic reviews, based in part on the firm's balanced scorecard, led executives at Store24 to identify problems with, and eventually abandon, this strategy over a two year period. We find that formal statistical tests of the hypotheses underlying the firm's balanced scorecard and strategy map reveal problems with the strategy on a timelier basis. We also test alternative hypotheses to those underlying the firm's formal strategy map and scorecard that are consistent with concerns expressed by some of Store24's top executives during the initial stages of implementing the new strategy. Our analysis demonstrates that this firm's balanced scorecard contained useful and timely information for distinguishing between these alternatives. These results provide some of the first field-based evidence on the potential for a firm's balanced scorecard to provide useful information for detecting problems in its strategy.
Keywords: Innovation and Invention;
Balanced Scorecard;
Problems and Challenges;
Business Strategy;
Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
|
2013
To Trim or Not to Trim: That Is the Question (TN)
Srikant Datar
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Teaching Note
| HBS Case Collection
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2013
Justin Anson Distillery, Inc. (TN)
Srikant M. Datar
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Supplement
| HBS Case Collection
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2013
To Trim or Not to Trim NPV Spreadsheet
Srikant M. Datar
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Teaching Note
| HBS Case Collection
|
2010
The Center for Creative Leadership (TN)
Srikant M. Datar and David A. Garvin
Teaching Note for [308013].
Keywords: Creativity;
Leadership Development;
Problems and Challenges;
Organizations;
Research;
Programs;
Design;
Service Delivery;
Business Education;
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Teaching Note
| HBS Case Collection
|
2010
Yale School of Management (TN)
Srikant M. Datar and David A. Garvin
Teaching Note for [308011].
Keywords: Curriculum and Courses;
Leadership Development;
Learning;
Perspective;
Transformation;
Business Education;
Education Industry;
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Teaching Note
| HBS Case Collection
|
2010
Harvard Business School (TN)
Srikant M. Datar and David A. Garvin
Teaching Note for [308012].
Keywords: Education Industry;
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Teaching Note
| HBS Case Collection
|
2010
INSEAD (TN)
Srikant M. Datar and David A. Garvin
Teaching Note for [308009].
Keywords: Globalization;
Curriculum and Courses;
Business Education;
Service Delivery;
Education Industry;
Asia;
Europe;
Citation: Datar, Srikant M., and David A. Garvin. " INSEAD (TN)." Harvard Business School Teaching Note 310-085, May 2010.
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Teaching Note
| HBS Case Collection
|
2010
University of Chicago Graduate School of Business (TN)
Srikant M. Datar and David A. Garvin
Teaching Note for [308014].
Keywords: Education Industry;
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Teaching Note
| HBS Case Collection
|
2010
Stanford Graduate School of Business (TN)
Srikant M. Datar and David A. Garvin
Teaching Note for [308010].
Keywords: Education Industry;
California;
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Nippon Steel Corporation
Srikant M. Datar and Akiko Kanno
Nippon Steel Corporation, the largest Japanese steel producer and second largest in the world faces challenges in pursuing strategy to become a true global player. Nippon Steel had long been the top Japanese company, however the emergence of a global player, Arcelor-Mittal, prompted globalization of the steel industry. The company feels the urgent need to also globalize the company by not just increasing overseas production but also making necessary changes to the company structure.
Keywords: History;
Corporate Strategy;
Problems and Challenges;
International Accounting;
Change Management;
Restructuring;
Competitive Strategy;
Emerging Markets;
Globalization;
Global Strategy;
Steel Industry;
Japan;
Citation: Datar, Srikant M., and Akiko Kanno. " Nippon Steel Corporation." Harvard Business School Case 109-038, March 2010. (Revised from original April 2009 version.)
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Case
| HBS Case Collection
|
2010
Pratham - Every Child in School and Learning Well
Srikant M. Datar, Stacey M. Childress, Rachna Tahilyani and Anjali Raina
The case focuses on how Pratham, a non-governmental organization, provided quality education to underprivileged children in India by collaborating with the government. It focuses on the problem Madhav Chavan, the founder, is trying to solve, the contributing factors that have caused this problem not to be solved till now, Madhav's theory of change, questions about whether these activities (inputs) will affect the outputs and have an impact, what will it take and how will we know if Pratham is successful, and recommendations about what Madhav should do next.
Keywords: Non-Governmental Organizations;
Collaborative Innovation and Invention;
Social and Collaborative Networks;
Performance Evaluation;
Change Management;
Organizational Design;
Early Childhood Education;
Management Systems;
Strategy;
Quality;
Education Industry;
India;
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Case
| HBS Case Collection
|
2009
(Revised from original 2008 version)
INSEAD
Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop
In the spring of 2008, INSEAD offered a one-year MBA, PhD, executive MBA, and non-degree management education programs to nearly 900 MBA students, 64 PhD candidates, and over 8,500 executive education students. With two campuses, one in Europe and one in Asia, INSEAD had been a pioneer in setting up a secondary campus as a way to push the internationalization of its faculty and curriculum. The case explores INSEAD's approach to business education in a global context and how it functions with a dual-campus setting.
Keywords: Diversity Characteristics;
Business Education;
Curriculum and Courses;
Geographic Location;
Globalization;
Cross-Cultural and Cross-Border Issues;
Citation: Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. " INSEAD." Harvard Business School Case 308-009, May 2009. (Revised from original February 2008 version.)
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Case
| HBS Case Collection
|
2009
(Revised from original 2008 version)
The Center for Creative Leadership
Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop
The Center for Creative Leadership (CCL) was founded in 1970 on the notion that leadership was not innate but could be learned. CCL evolved into one of the world's top leadership development organizations, involved in both research and program design and delivery. This case explores CCL's approach to leadership and management education for executives and presents some of the challenges the CCL faces as many different types of leadership development providers continue to emerge.
Keywords: Competency and Skills;
Learning;
Training;
Leadership Development;
Personal Characteristics;
Citation: Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. " The Center for Creative Leadership." Harvard Business School Case 308-013, May 2009. (Revised from original February 2008 version.)
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Harvard Business School
Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop
In 2008 the Boston-based Harvard Business School would turn 100. As the centennial year began, the HBS community and leadership were reflecting on how the School might fulfill its mission to "develop business leaders who make a difference in the world" in the next century. This case focuses on the school's commitment to general management education and its implementation in an increasingly globalized business world.
Keywords: Business Education;
Cases;
Leadership Development;
Management;
Management Skills;
Organizational Change and Adaptation;
Planning;
Problems and Challenges;
Segmentation;
Education Industry;
Citation: Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. " Harvard Business School." Harvard Business School Case 308-012, March 2008. (Revised from original February 2008 version.)
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Yale School of Management
Srikant M. Datar, David A. Garvin and James Weber
In the fall of 2006, the Yale School of Management launched a new core curriculum in its MBA program. The new curriculum eliminated traditional discipline-based courses such as finance and marketing and replaced them with courses that sought to integrate teaching and learning across functions and from the perspective of the constituents with whom leaders typically interacted, such as customers, competitors, and investors. This case examines the implementation of the new curriculum and how it transformed business education at the Yale School of Management.
Keywords: Transformation;
Business Education;
Curriculum and Courses;
Learning;
Teaching;
Integration;
Citation: Datar, Srikant M., David A. Garvin, and James Weber. " Yale School of Management." Harvard Business School Case 308-011, February 2008. (Revised from original February 2008 version.)
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
University of Chicago Graduate School of Business
Srikant M. Datar, David A. Garvin and James Weber
The University of Chicago Graduate School of Business offered a discipline-based, flexible MBA program to full time, evening, weekend, and executive MBA students. At a time when other MBA programs were introducing significant changes to their curricula, Chicago felt its traditional approach worked well, and it was not contemplating significant change. This case describes Chicago's approach to MBA education and the challenges it faced.
Keywords: Change Management;
Higher Education;
Training;
Management Style;
Problems and Challenges;
Education Industry;
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Stanford Graduate School of Business
Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop
In fall 2007, Stanford Graduate School of Business (GSB) adopted a new curriculum that it heralded as a "revolutionary change in management education." The new approach aimed at increasing the level and quality of student academic engagement. This case describes the concept and described its implementation and early challenges.
Keywords: Experience and Expertise;
Business Education;
Higher Education;
Globalization;
Research and Development;
Cognition and Thinking;
Adaptation;
Education Industry;
California;
Citation: Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. " Stanford Graduate School of Business." Harvard Business School Case 308-010, February 2008. (Revised from original February 2008 version.)
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Teaching Note
| HBS Case Collection
|
2007
Opportunity International: Measurement and Mission (TN)
Herman B. Leonard, Srikant M. Datar, Marc J. Epstein and Melissa Tritter
Keywords: Measurement and Metrics;
Mission and Purpose;
Opportunities;
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Case
| HBS Case Collection
|
2007
AARP Foundation (A)
Srikant M. Datar, Herman B. Leonard, Marc J. Epstein and Thomas Goodwin
AARP Foundation--a leading non-profit corporation--must create a new "Dashboard" performance measurement tool to track the effectiveness of its new strategic plan.
Keywords: Management Analysis, Tools, and Techniques;
Performance Effectiveness;
Performance Evaluation;
Strategic Planning;
Nonprofit Organizations;
Welfare or Wellbeing;
Business Strategy;
Citation: Datar, Srikant M., Herman B. Leonard, Marc J. Epstein, and Thomas Goodwin. " AARP Foundation (A)." Harvard Business School Case 107-051, June 2007.
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Supplement
| HBS Case Collection
|
2007
AARP Foundation (B)
Srikant M. Datar, Herman B. Leonard, Marc J. Epstein and Thomas Goodwin
Keywords: Non-Governmental Organizations;
Nonprofit Organizations;
Citation: Datar, Srikant M., Herman B. Leonard, Marc J. Epstein, and Thomas Goodwin. " AARP Foundation (B)." Harvard Business School Supplement 107-052, June 2007.
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Case
| HBS Case Collection
|
2003
(Revised from original 2001 version)
Novartis Pharma: The Business Unit Model
Srikant M. Datar, Carin-Isabel Knoop and Cate Reavis
In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining primary care products continued to be managed within global functions (e.g., R&D and marketing). The new organization created a matrix structure and new roles and responsibilities for heads of business functions, CEOs of new business units, and country managers operating in over 100 countries.
Keywords: Restructuring;
Recruitment;
Product Marketing;
Organizational Structure;
Problems and Challenges;
Health Industry;
Pharmaceutical Industry;
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Case
| HBS Case Collection
|
2001
(Revised from original 2001 version)
Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard
Srikant M. Datar, Marc J. Epstein and Jeremy Cott
In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.
Keywords: Balanced Scorecard;
Human Resources;
Telecommunications Industry;
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Case
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2000
Sumisho Metalex: Implementing Strategic Change
Srikant M. Datar and Ratna G. Sarkar
Keywords: Leading Change;
Business Strategy;
Change Management;
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Case
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2000
(Revised from original 2000 version)
Extraprise
Srikant M. Datar, Krishna G. Palepu and Sarah S. Khetani
In the three years since it was founded, the Boston-based Internet strategy consulting firm, Extraprise, has changed its strategy three times. Jennifer Gabler, the CFO, considers what kinds of control systems she can put in place to ensure the company can continue to achieve operational excellence. With company growth and market changes happening so rapidly, how can the company ensure that it will always be able to turn on a dime? What kind of control would be most effective?
Keywords: Information Management;
Management Analysis, Tools, and Techniques;
Mathematical Methods;
Information Technology;
Outcome or Result;
Business Growth and Maturation;
Growth and Development Strategy;
Web Services Industry;
Information Technology Industry;
Boston;
Citation: Datar, Srikant M., Krishna G. Palepu, and Sarah S. Khetani. "Extraprise." Harvard Business School Case 101-001, September 2000. (Revised from original August 2000 version.)
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Case
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2000
To Trim or Not to Trim: That Is the Question
Srikant M. Datar
Should Novartis drop 20% of its global pharmaceutical product brands that account for only 3% of its pharmaceutical revenues?
Keywords: Business Earnings;
Cost vs Benefits;
Business Strategy;
Investment Return;
Problems and Challenges;
Pharmaceutical Industry;
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Case
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1998
(Revised from original 1998 version)
Novartis (A): Being a Global Leader
Srikant M. Datar and Carin-Isabel Knoop
For the Novartis leaders, the decision to "use stretch budgets again next year" highlights the tension between candor and empowerment and command-and-control, between the new and the old, between high performance and business as usual, between Ciba and Sandoz. Management must decide what kind of company and culture they want to build.
Keywords: Mergers and Acquisitions;
Change Management;
Budgets and Budgeting;
Growth Management;
Time Management;
Accounting Industry;
Health Industry;
Citation: Datar, Srikant M., and Carin-Isabel Knoop. " Novartis (A): Being a Global Leader." Harvard Business School Case 198-041, November 1998. (Revised from original February 1998 version.)
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Background Note
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1997
Accounting for Manufacturing Companies
Srikant M. Datar
The accounting for a manufacturing company is examined, including the flow of costs from raw materials to work in process to finished goods and the distribution between an inventoriable or product cost and a noninventoriable or period cost.
Keywords: Accounting;
Cost Accounting;
Accrual Accounting;
Production;
Product;
Cost;
Manufacturing Industry;
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Case
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1997
(Revised from original 1995 version)
Co-operative Bank, The
Robert S. Kaplan and Srikant M. Datar
A British bank with strong roots in the cooperative movement encounters declining profitability in an increasingly competitive and deregulated financial services industry. It attempts to grow by broadening its customer base and increasing the range of products and services offered. It turns to activity-based costing as part of its reengineering effort to learn more about the process and product costs and customer profitability, and contemplates what actions to take based on this new information.
Keywords: Activity Based Costing and Management;
Cost Management;
Expansion;
Competition;
Product;
Banking Industry;
Citation: Kaplan, Robert S., and Srikant M. Datar. " Co-operative Bank, The." Harvard Business School Case 195-196, April 1997. (Revised from original March 1995 version.)
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Other Unpublished Work
Risk Aversion, Risk Premium and the Choice of Capital Projects
S. Datar, R. Banker and B. Gopi
Keywords: Risk Management;
Cost vs Benefits;
Infrastructure;
Citation: Datar, S., R. Banker, and B. Gopi. "Risk Aversion, Risk Premium and the Choice of Capital Projects."
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Other Unpublished Work
Further Results on the Value of Communication in Risk Neutral Agencies
S. Datar, A. Amershi and J. Hughes
Keywords: Communication;
Value;
Citation: Datar, S., A. Amershi, and J. Hughes. "Further Results on the Value of Communication in Risk Neutral Agencies."
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Other Unpublished Work
The Role of Inventory in Empowered Work Settings: Model and Empirical Analysis
S. Datar, M. Alles and R. Sarkar
Keywords: Logistics;
Mathematical Methods;
Citation: Datar, S., M. Alles, and R. Sarkar. "The Role of Inventory in Empowered Work Settings: Model and Empirical Analysis."
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