Linda A. Hill
Wallace Brett Donham Professor of Business Administration
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs, including the Young Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program. She was coursehead during the development of the new Leadership and Organizational Behavior MBA required course. She is the co-author, with Kent Lineback, of Being the Boss: The 3 Imperatives of Becoming a Great Leader and Breakthrough Leadership, a blended cohort-based program that helps organizations transform midlevel managers into more effective leaders. She is also the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition). Both books are available in multiple languages. She is author of course modules: Managing Your Career, Managing Teams, and Power and Influence and of award-winning multimedia management development programs High Performance Management, Coaching, and Managing for Performance. She is also the subject expert of numerous e-learning programs: Breakthrough Leadership (based in large measure on Being the Boss); Stepping up to Management (based in large measure on Becoming a Manager); Harvard ManageMentor, and advisor for the Change Management Simulation: Power and Influence. Hill has authored or co-authored numerous HBR articles, including “Where Will We Find Tomorrow’s Leaders;” “Winning the Race for Talent in Emerging Markets;” and "Are You a High Potential?" She is a contributor to the HBS Publishing series on Managing Up, Hiring, and Becoming a New Manager.
Professor Hill’s consulting and executive education activities have been in the areas of managing change, managing cross-organizational relationships, implementing global strategy, innovation, talent management, and leadership development. Professor Hill, with Greg Brandeau and Emily Stecker Truelove, has a book forthcoming in 2013 from Harvard Business Press on leading innovation. It features thick descriptions of exceptional leaders of innovation in a wide range of industries—from information technology to law to design—and geographies—from the US and Europe to the Middle East and Asia.
Organizations with which Professor Hill has worked include General Electric, Reed Elsevier, Accenture, Pfizer, IBM, MasterCard, Mitsubishi, Morgan Stanley, the National Bank of Kuwait, AREVA, and The Economist.
Professor Hill is a member of the Boards of Directors of State Street Corporation, Eaton Corporation, and Harvard Business Publishing. She is a trustee The Bridgespan Group and the Art Center College of Design. She is on the Board of Advisors for the Nelson Mandela Children's Fund USA, and a Special Representative to the Bryn Mawr College Board of Trustees. She is a former member of the Board of Trustees of The Rockefeller Foundation. She is also on the Advisory Board of the Aspen Institute Business and Society Program. She serves on the Editorial Board of the Leadership Quarterly.
Dr. Hill did a post-doctoral research fellowship at the Harvard Business School and earned a Ph.D. in Behavioral Sciences at the University of Chicago. She received her M.A. in Educational Psychology with a concentration in measurement and evaluation from the University of Chicago. She has a B.A., summa cum laude, in psychology from Bryn Mawr College.
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Book
| 2011
Being the Boss: The 3 Imperatives for Becoming a Great Leader
Linda A. Hill and Kent Lineback
You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're constantly fighting fires. You're mired in office politics. You end each day exhausted and discouraged, wondering what, if anything, you've accomplished. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate by mastering three imperatives: 1) Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others; 2) Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment; and 3) Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.
Keywords: Employee Relationship Management;
Leadership;
Managerial Roles;
Personal Development and Career;
Groups and Teams;
Social and Collaborative Networks;
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Book
| 2008
Managing Up
Linda A. Hill
Managing up is not political game playing. Rather, it's a conscious approach to working with your supervisor toward goals that are important to both of you. Through managing up, you build a productive working relationship with your boss and create a way to use the complementary strengths of you and your boss to deliver value to your company. This volume helps you: Understand the business results you produce by learning how to manage up; Cultivate a mutually beneficial relationship with your manager; Communicate effectively with your boss about priorities and problems; and Negotiate win-win solutions to on-the-job challenges with your supervisor.
Keywords: Interpersonal Communication;
Employees;
Managerial Roles;
Alliances;
Value Creation;
Citation: Hill, Linda A. Managing Up. Boston, MA: Harvard Business Press, 2008. (Mentor.)
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Book
| 2008
Becoming a New Manager
Linda A. Hill
You've just been promoted to a managerial position for the first time—congratulations! But beware: the managerial role differs markedly from the individual contributor role. Go into the job with mistaken assumptions about what to expect, and you just may be blindsided by surprising realities. This book helps you lay the foundation for succeeding in your new role, explaining how to (1) discard the "doer" role of the individual contributor for the orchestrating role of the manager; (2) adjust your leadership style to maximize your team's performance; (3) balance conflicting expectations from your boss, peers, and direct reports; and (4) deal productively with the stresses and new emotions that come with being a manager.
Keywords: Leadership;
Management Skills;
Management Style;
Managerial Roles;
Performance Improvement;
Groups and Teams;
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Book
| 2003
Becoming a Manager: How New Managers Master the Challenges of Leadership
Linda A. Hill
Keywords: Management;
Problems and Challenges;
Leadership;
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Book
| 1999
Harvard ManageMentor
L. A. Hill
Keywords: Higher Education;
Citation: Hill, L. A. Harvard ManageMentor. Boston, MA: Harvard Business School Publishing, 1999. Electronic.
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Book
| 1997
Coaching
L. A. Hill
Keywords: Teaching;
Citation: Hill, L. A. Coaching. Boston, MA: Harvard Business School Publishing, 1997. Multimedia.
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Book
| 1995
High Performance Management
L. A. Hill
Keywords: Management;
Citation: Hill, L. A. High Performance Management. Boston, MA: Harvard Business School Publishing, 1995. Electronic.
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Book
| 1995
Power and Influence Customized Course Module
L. A. Hill
Keywords: Power and Influence;
Citation: Hill, L. A. Power and Influence Customized Course Module. Boston: Harvard Business School Publishing, 1995.
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Book
| 1992
Becoming a Manager: Mastery of a New Identity
L. A. Hill
Keywords: Managerial Roles;
Identity;
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Book
| 1985
Harvard Business Review: Essentials of Executive Development
L. A. Hill
Keywords: Higher Education;
Management;
Growth and Development;
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Article
| Harvard Business Review
|
Are You a Good Boss-Or a Great One?
Linda A. Hill and Kent Lineback
Private moments of doubt and fear come even to managers who have spent years on the job. Any number of events can trigger them: an initiative is going poorly; you get a lukewarm performance review; your new assignment is daunting. HBS professor Linda Hill and executive Kent Lineback have long studied the question of how managers grow and advance. Their experience brings them to a simple but troubling observation: Most bosses reach a certain level of proficiency and stay there-short of what they could and should be. Why? Because they stop working on themselves. The authors offer what they call the three imperatives for every manager who seeks to avoid this stagnation: Manage yourself. Who you are as a person, the beliefs and values that drive your actions, and especially how you connect with others all matter to the people you must influence. Manage your network. Effective managers know they cannot avoid conflict and competition among organizational groups; they build and nurture ongoing relationships. Manage your team. Team members need to know what's required of them collectively and individually and what the team's values, norms, and standards are. The authors include a useful assessment tool to help readers get started.
Keywords: Leadership;
Growth and Development Strategy;
Management Analysis, Tools, and Techniques;
Personal Development and Career;
Groups and Teams;
Power and Influence;
Social and Collaborative Networks;
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Journal Article
| Harvard Business Review
|
Are You a High Potential?
Douglas A. Ready, Jay A. Conger and Linda A. Hill
Some employees are more talented than others, and nearly every company has its method for identifying their high-potential managers. So how can you get on your company's high-potential list? Douglas A. Ready, of the talent-management research center ICEDR; Jay A. Conger, of Claremont McKenna College; and Harvard Business School's Linda A. Hill have studied programs for high-potential leaders for 15 years. They have found that the rising stars who make the grade are remarkably similar in their core characteristics, the most intangible of which they call "X factors": a drive to excel, a catalytic learning capability, an enterprising spirit, and dynamic sensors that detect opportunities and obstacles. The authors' in-depth interviews with high potentials, their managers, and their HR departments reveal how you can develop your four X factors and, if you manage to get on your company's high-potential list, how to avoid falling off. The article also discusses the pros and cons companies face as they decide whether to make their high-potential lists transparent.
Keywords: Talent and Talent Management;
Employees;
Leadership Development;
Personal Development and Career;
Personal Characteristics;
Citation: Ready, Douglas A., Jay A. Conger, and Linda A. Hill. " Are You a High Potential?" Harvard Business Review 88, no. 6 (June 2010).
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Journal Article
| Harvard Business Review
|
Winning the Race for Talent in Emerging Markets
Douglas A. Ready, Linda A. Hill and Jay A. Conger
"This war for talent is like nothing we've ever seen before," write the authors, who have spent decades studying talent management and leadership development. Recently they interviewed executives at more than 20 global companies to identify strategies for attracting talent in developing economies - where, they learned, brand, opportunity, purpose, and culture play out in particular ways. A desirable brand affiliation in conjunction with inspirational leadership appeals to eager young high potentials suddenly awash in possibilities. Opportunity should imply an accelerated career track - or at least a fast-paced acquisition of skills and experience. Purpose ought to benefit a job candidate's home country and express the value of global citizenship. A company's culture should be meritocratic, value both individual and team accomplishments, and follow through on promises implied in recruitment. The authors claim that emerging markets pose special challenges for foreign multinationals. For instance, talent strategies that work at home will probably need extensive tailoring to succeed in the developing world, and an overreliance on fluency in English may impede spotting talent. It's critical to develop a core of local talent and to embrace and leverage diversity. In the talent race, a local company that creates genuine opportunities and exhibits the desired cultural conditions will often win out over a Western multinational offering higher pay.
Keywords: Talent and Talent Management;
Diversity Characteristics;
Developing Countries and Economies;
Multinational Firms and Management;
Recruitment;
Selection and Staffing;
Leadership Development;
Organizational Culture;
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Journal Article
| Harvard Business Review
|
Where Will We Find Tomorrow's Leaders?
Linda A. Hill
Unless we challenge long-held assumptions about how business leaders are supposed to act and where they're supposed to come from, many people who could become effective global leaders will remain invisible, warns Harvard Business School professor Hill. Instead of assuming that leaders must exhibit take-charge behavior, broaden the definition of leadership to include creating a context in which other people are willing and able to guide the organization. And instead of looking for the next generation of global leaders in huge Western corporations and elite business schools, expand the search to developing countries. In this conversation with HBR senior editor Paul Hemp, Hill describes the changing nature of leadership and what we can learn from parts of the world where people have not, until recently, had opportunities to become globally savvy executives. In South Africa, for instance, the African National Congress has provided rigorous leadership preparation for many black executives. Hill has also observed two approaches - in developed and developing economies alike - that she believes will be necessary in an increasingly complex business environment. The first, leading from behind, involves letting people hand off the reins to one another, depending on their strengths, as situations change. The second, leadership as collective genius, calls for both unleashing and harnessing individuals' collective talents, particularly to spur innovation. Through her descriptions of these approaches in such companies as Sekunjalo Investments, HCL Technologies, and IBM, Hill highlights the challenges of finding and preparing people who can lead by stepping back and letting others come forward to make their own judgments and take risks.
Keywords: Talent and Talent Management;
Globalization;
Innovation Leadership;
Leadership Development;
Leadership Style;
Situation or Environment;
Personal Characteristics;
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Article
| Harvard Business Review
|
Becoming the Boss
L. Hill
Keywords: Management;
Citation: Hill, L. " Becoming the Boss." Harvard Business Review 85, no. 1 (January 2007).
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Article
| Academy of Management Executive
|
New Manager Development for the 21st Century
L. Hill
Keywords: Management;
Growth and Development;
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Book Review
| Personnel Psychology
|
Book Review of Charismatic Leadership in Organizations
Linda A. Hill
Keywords: Leadership;
Organizations;
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Article
| Intranet
|
Harvard Manage Mentor
Linda A. Hill
Keywords: Boston;
Citation: Hill, Linda A. "Harvard Manage Mentor." Intranet (1999).
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Article
| Leader to Leader
|
Developing the Star Performer
Linda A. Hill
Keywords: Growth and Development;
Performance;
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Article
| Aspenia
|
Franco Bernabe: The Lone Strategist
Linda A. Hill and S. Wetlaufer
Keywords: Strategy;
Citation: Hill, Linda A., and S. Wetlaufer. "Franco Bernabe: The Lone Strategist." Aspenia 4, no. 7 (December 1998).
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Article
| Harvard Business Review
|
Leadership When There Is No One to Ask: An Interview with ENI's Franco Bernabe
Linda A. Hill and S. Wetlaufer
Keywords: Leadership;
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Article
| Leader to Leader
|
Developing the Star Performer
L. A. Hill
Keywords: Performance;
Personal Development and Career;
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Article
| Business Fundamentals as Taught at the Harvard Business School
|
Leadership for New Managers
Linda A. Hill, J. J. Gabarro and J. Kotter
Keywords: Leadership;
Management;
Citation: Hill, Linda A., J. J. Gabarro, and J. Kotter. "Leadership for New Managers." Business Fundamentals as Taught at the Harvard Business School (1998).
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Article
| Working Woman
|
Hardest Lessons for First-time Managers
Linda A. Hill
Keywords: Learning;
Management;
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Book Review
| Administrative Science Quarterly
|
Book Review of Managers Managing: The Workings of an Administrative System, edited by Jane Hannaway
Linda A. Hill
Keywords: Management;
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Article
| Human Resource Management
|
Retraining Mid-career Managers: Career History and Self-efficacy Beliefs
Linda A. Hill and J. Elias
Keywords: Management Skills;
Values and Beliefs;
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Chapter
| Guide to Managing Up and Across
| 2011
Managing Your Boss
Linda A. Hill and Kent Lineback
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Chapter
| Handbook of Leadership Theory and Practice
| 2010
Unlocking the Slices of Genius in Your Organization: Leading for Innovation
Linda A. Hill, Maurizio Travaglini, Greg Brandeau and Emily Stecker
There is a widespread consensus that innovation is fast becoming the principal source of differentiation and competitive advantage in today's knowledge-intensive economy. But until we reframe our understanding of what innovation and leadership are all about, we fear that innovation will remain an "unnatural act" in many corporations. A sizeable body of research on engendering innovation exists; too little of this knowledge appears to have infiltrated the notions of leadership espoused in the literature or in practice. In this chapter, we share preliminary results from a collaborative project on leadership for innovation. We studied a dozen effective leaders of innovation in a wide range of industries and geographies, posing the following question: what do leaders of innovation really do? In this chapter, we describe what occurs inside of organizations as they develop novel and useful solutions to problems, and we offer a framework for how effective leaders of innovation think and act. Leadership for innovation is more about leading "from behind" than leading from the front. It is about shaping individual and collective experiences to foster innovation rather than about setting direction and mobilizing people to follow. In this chapter, we show what it takes to insure that an organization is willing and able to innovate. We conclude by posing questions for future research. The research will appear in more depth in a forthcoming book, Collective Genius.
Keywords: Innovation and Invention;
Leadership;
Practice;
Competitive Advantage;
Citation: Hill, Linda A., Maurizio Travaglini, Greg Brandeau, and Emily Stecker. "Unlocking the Slices of Genius in Your Organization: Leading for Innovation." Chap. 21 in Handbook of Leadership Theory and Practice, edited by Nitin Nohria, and Rakesh Khurana. Harvard Business Press, 2010.
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Chapter
| Business Solutions for the Global Poor: Creating Social and Economic Value
| 2007
A Gentler Capitalism: Black Business Leadership in the New South Africa
L. Hill
Keywords: Economic Systems;
Leadership;
Race Characteristics;
South Africa;
Citation: Hill, L. "A Gentler Capitalism: Black Business Leadership in the New South Africa." Chap. 27 in Business Solutions for the Global Poor: Creating Social and Economic Value, edited by V. Kasturi Rangan, John A. Quelch, Gustavo Herrero, and Brooke Barton. John Wiley & Sons, 2007.
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Chapter
| Moral Leadership: The Theory and Practice of Power, Judgment, and Policy
| 2006
Exercising Moral Courage: A Developmental Agenda
Linda Hill
Keywords: Ethics;
Behavior;
Citation: Hill, Linda. "Exercising Moral Courage: A Developmental Agenda." Chap. 12 in Moral Leadership: The Theory and Practice of Power, Judgment, and Policy, edited by Deborah L. Rhode, 267–290. San Francisco, CA: Jossey-Bass, 2006.
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Chapter
| The Difference "Difference" Makes: Women and Leadership
| 2003
Are We Preparing Ourselves to Lead?
Linda A. Hill
Keywords: Leadership Development;
Citation: Hill, Linda A. "Are We Preparing Ourselves to Lead?" Chap. 13 in The Difference "Difference" Makes: Women and Leadership, edited by Deborah Rhode, 144–167. Stanford: Stanford University Press, 2003.
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Chapter
| Management 21C: New Visions for the New Millennium
| 1999
Leadership as Collective Genius
L. Hill
Keywords: Leadership;
Citation: Hill, L. "Leadership as Collective Genius." In Management 21C: New Visions for the New Millennium, edited by Subir Chowdry. New York: Financial Times Management, 1999.
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Chapter
| Empleo y Carrerras Directivas
| 1997
Beyond the Myth of the Perfect Mentor
L. Hill
Keywords: Training;
Personal Development and Career;
Citation: Hill, L. "Beyond the Myth of the Perfect Mentor." In Empleo y Carrerras Directivas, edited by J. Alvarez. Bibao, Spain: Ediciones Deusto, S.A., 1997.
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Chapter
| Managerial Excellence Through Diversity: Text and Cases
| 1995
Karen Leary (A), (B), (C), and Teaching Note
L. Hill
Citation: Hill, L. "Karen Leary (A), (B), (C), and Teaching Note." In Managerial Excellence Through Diversity: Text and Cases, edited by Mary C. Gentile. Burr Ridge, IL: Irwin, 1995.
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Chapter
| The Blackwell Encyclopedic Dictionary of Organizational Behavior
| 1995
Joining Up Process
L. Hill
Citation: Hill, L. " Joining Up Process." In The Blackwell Encyclopedic Dictionary of Organizational Behavior, edited by Nigel Nicholson. Oxford: Blackwell Publishers, 1995.
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Chapter
| The Blackwell Encyclopedic Dictionary of Organizational Behavior
| 1995
Reality Shock
L. Hill
Keywords: System Shocks;
Citation: Hill, L. "Reality Shock." In The Blackwell Encyclopedic Dictionary of Organizational Behavior, edited by Nigel Nicholson. Oxford: Blackwell Publishers, 1995.
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Chapter
| The Blackwell Encyclopedic Dictionary of Organizational Behavior
| 1995
Management Development
L. Hill
Keywords: Leadership Development;
Management;
Citation: Hill, L. "Management Development." In The Blackwell Encyclopedic Dictionary of Organizational Behavior, edited by Nigel Nicholson. Oxford: Blackwell Publishers, 1995.
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Chapter
| Career Development: Theory and Practice
| 1992
Help for New Managers: Cultivating Critical Resources
L. Hill
Keywords: Leadership Development;
Citation: Hill, L. "Help for New Managers: Cultivating Critical Resources." In Career Development: Theory and Practice, edited by D. H. Montross, and C. J. Shinkman. Chicago: Charles C. Thomas, 1992.
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Case
| HBS Case Collection
|
2013
(Revised from original 2013 version)
Iz-Lynn Chan at Far East Organization
Linda A. Hill, Anthony J. Mayo and Dana M. Teppert
Iz-Lynn Chan, assistant director of retail business group and service quality and vice president of Far East retail consultancy for Far East Organization, a private real estate developer group in Singapore, raises service standards in the company's hospitality portfolio, Far East Hospitality. Chan and her small team in the Service Quality and Standards Department (SQSD) for Far East Organization apply to the Singapore government for the National Customer Centric Initiative (CCI) for Far East Hospitality. After being awarded the CCI, Chan must make some tough decisions about how to carry out the CCI. Despite Far East Hospitality's leading market share in mid-tier hotels and serviced residences, there had been a number of new entrants into the market and competition is fierce in Singapore's hospitality industry.
Keywords: leadership;
change management;
hospitality;
organizational change and transformation;
Leadership;
Leading Change;
Change Management;
Service Industry;
Singapore;
Citation: Hill, Linda A., Anthony J. Mayo, and Dana M. Teppert. "Iz-Lynn Chan at Far East Organization." Harvard Business School Case 413-060, May 2013. (Revised from original February 2013 version.)
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Teaching Note
| HBS Case Collection
|
2012
Johannes Linden: Managing the Global Executive Committee (Brief Case)
Linda A. Hill and Mark Rennella
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Case
| HBS Case Collection
|
2012
Johannes Linden: Managing the Global Executive Committee
Linda A. Hill and Mark Rennella
Johannes Linden is the Director of the Washer and Dryer division of Fluss, a large Swiss appliance manufacturer. Soon after the company completes its revenue projections and bonus targets for the upcoming year, Linden shares some good news with his leadership team, the Global Executive Committee (GEC): an internal R&D effort to develop cheaper steel for the company's products has finished a year ahead of schedule. This will translate into a significant reduction in costs across the division. When Linden proposes readjusting revenue expectations and sales targets accordingly, he is surprised to find that the GEC does not agree with him. Among other issues, employee bonuses are involved. Linden, with a reputation for being open and knowledgeable yet sometimes intimidating, tries to convince the committee to come around to his way of thinking.
Keywords: Leadership Style;
Groups and Teams;
Organizational Culture;
Management Style;
Motivation and Incentives;
Power and Influence;
Multinational Firms and Management;
Manufacturing Industry;
Consumer Products Industry;
Switzerland;
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Tool
| 2011
Stepping Up to Management
Linda A. Hill
Enable new managers to learn their jobs—while performing their jobs—with content that's integrated into their day-to-day workflow. Stepping Up to Management puts new managers on the right track so they can hit the ground running while laying the foundation for a successful advancement into a management career.
Keywords: Learning;
Managerial Roles;
Personal Development and Career;
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Case
| HBS Case Collection
|
2011
Martha Rinaldi: Should She Stay or Should She Go?
Linda A. Hill and Mark Renella
Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker. Even though she works hard to please her manager, she has received a negative performance evaluation for her first four months. Should Rinaldi leave Potomac for a standing job offer at a company she previously interned with or try to improve her current situation?
Keywords: Interpersonal relations;
management styles;
power and influence;
Managing up;
career planning;
Conflict, Organizational culture;
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Teaching Note
| HBS Case Collection
|
2011
Martha Rinaldi: Should She Stay or Should She Go? (Brief Case)
Linda A. Hill and Mark Rennella
Teaching Note for 4310.
Keywords: Interpersonal relations;
management styles;
power and influence;
Managing up;
career planning;
conflict;
organizational culture;
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Case
| HBS Case Collection
|
2011
(Revised from original 2011 version)
Calit2: A UC San Diego, UC Irvine Partnership
Linda A. Hill and Alison Berkley Wagonfeld
Larry Smarr, the founding director of the California Institute for Telecommunications and Information Technology (Calit2), reflects on the Institute's past 10 years of successes and challenges. In 2010, more than 700 university scientists, artists, engineers, and social scientists and over 300 non-university partners are associated with the Institute. Innovative and multi-disciplinary research projects are being carried out in diverse fields such as environmental monitoring, human/robotic communication, digital archaeology, nanotechnology, life sciences, information technology, and telecommunications. Calit2 was one of four new research initiatives created in 2000 in a partnership between the State of California, the University of California, and California industry in order to foster and drive entrepreneurial business growth and expand the California economy into new industries and markets. Calit2 was the result of a partnership between both the University of California, San Diego and University of California, Irvine. As Calit2's first decade comes to a close, Smarr considers the future of the Institute and, in particular, its leadership and sustainability.
Keywords: Success;
Problems and Challenges;
Innovation and Invention;
Projects;
Leadership;
Innovation Leadership;
Partners and Partnerships;
Information Technology Industry;
Telecommunications Industry;
California;
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Case
| HBS Case Collection
|
2011
(Revised from original 1993 version)
David Fletcher
Linda A. Hill and Melinda B. Conrad
David Fletcher, manager of the Emerging Growth Fund at a New York investment management firm, decides to assemble a team of analysts to which he can delegate part of his workload. The case explores the challenges of being a producing manager and Fletcher's efforts to select and manage a team of professionals.
Keywords: Problems and Challenges;
Groups and Teams;
Management Teams;
Investment Funds;
Management Style;
Selection and Staffing;
Financial Services Industry;
New York (city, NY);
Citation: Hill, Linda A., and Melinda B. Conrad. " David Fletcher." Harvard Business School Case 493-064, June 2011. (Revised from original February 1993 version.)
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Case
| HBS Case Collection
|
2011
Kay Sunderland: Making the Grade at Attain Learning
Linda A. Hill and Heather Beckham
Kay Sunderland is an account director at Attain Learning Inc., a business training solutions company. In January 2011, one of Attain's most important clients, Juan Nunez of Gramen Equipment Company, contacts Sunderland with a request: Nunez would like Attain content development director Mike Morgan to stop contacting him directly. Sunderland is surprised that Morgan, an experienced and talented contributor, is potentially jeopardizing the account by ignoring Attain's communications policy of restricting client-facing communication to the account director. Now Sunderland must decide how to handle the situation with both the client and her colleague Morgan.
Keywords: communication;
Interpersonal relations;
power and influence;
Personal strategy ＆ style;
creativity;
conflict;
Interdepartmental relations;
talent management;
Management Style;
Talent and Talent Management;
Creativity;
Groups and Teams;
Conflict and Resolution;
Power and Influence;
Communication Strategy;
Service Industry;
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Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Global Expansion at Sanford C. Bernstein
Linda A. Hill and Dana Teppert
Sanford C. Bernstein, a premier sell-side research firm, is expanding globally and has recently opened an office in Hong Kong. Global Director of Research Robert van Brugge must consider how best to organize the firm's research department to enhance cross-sector and cross-geography collaboration among the senior research analysts in order to adapt to the challenging realities of global expansion in the financial services industry.
Keywords: Change Management;
Talent and Talent Management;
Globalized Firms and Management;
Knowledge Sharing;
Leading Change;
Organizational Change and Adaptation;
Organizational Design;
Research;
Financial Services Industry;
Hong Kong;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Toni Sacconaghi at Sanford C. Bernstein
Linda A. Hill and Dana Teppert
Toni Sacconaghi, a senior sell-side equity research analyst at Sanford C. Bernstein covering U.S. IT hardware companies, thinks about the challenges and opportunities presented by the firm's new office in Hong Kong. Sacconaghi was previously the only analyst covering IT hardware companies for Bernstein. However, the firm has recently hired an analyst to cover Asian IT hardware companies in Hong Kong. Sacconaghi thinks about the best way to work collaboratively with the new Asian analyst.
Keywords: Employees;
Knowledge Sharing;
Knowledge Use and Leverage;
Research;
Social and Collaborative Networks;
Financial Services Industry;
Hong Kong;
United States;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Robin Bienenstock at Sanford C. Bernstein
Linda A. Hill and Dana Teppert
Robin Bienenstock, a senior sell-side equity research analyst at Sanford C. Bernstein, considers how to build her research franchise given the changing nature of the industry and the firm. A collaborative research paper called "Computer in Your Pocket" was recently published by four of her colleagues, but she was not consulted or asked to contribute. As clients call Bienenstock asking for her response to the investment conclusions in the paper, Bienenstock wonders 1) how she should respond to the report and 2) how she can increase her collaborative work in the future. As she continues to grow her franchise in terms of both the number of companies under coverage and team members, she wonders how she can best organize her team in order to leverage herself effectively.
Keywords: Employees;
Knowledge Dissemination;
Knowledge Sharing;
Leadership;
Groups and Teams;
Research;
Cooperation;
Financial Services Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Global Expansion at Sanford C. Bernstein (A) (Abridged)
Linda A. Hill and Dana Teppert
Sanford C. Bernstein, a premier sell-side research firm, is expanding globally, and has recently opened an office in Hong Kong. Global Director of Research Robert van Brugge must consider how best to organize the firm's research department to enhance cross-sector and cross-geography collaboration among the senior research analysts in order to adapt to the challenging realities of global expansion in the financial services industry.
Keywords: Cross-Cultural and Cross-Border Issues;
Globalized Firms and Management;
Organizational Structure;
Expansion;
Financial Services Industry;
Hong Kong;
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Simulation
| 2010
Change Management Simulation: Power and Influence
Linda A. Hill and William Q. Judge
In this single-player simulation, students play one of two roles at a sunglass manufacturing firm and face the challenges associated with implementing an organization-wide environmental sustainability initiative. The initiative seeks to change raw material inputs in order to make the company's products more "green," and also to address environmental waste issues. The simulation includes up to four scenarios with different combinations of two important factors for creating change: the relative power of the change agent and the relative urgency associated with the change initiative. In each scenario, students choose among different change levers in an attempt to persuade key members of the organization to adopt the change initiative. Students are assessed on their ability to achieve the greatest percentage of adopters within the company while simultaneously using the fewest resources. Appropriate for use in undergraduate, graduate and executive business programs.
Keywords: Change Management;
Power and Influence;
Problems and Challenges;
Environmental Sustainability;
Production;
Wastes and Waste Processing;
Adoption;
Citation: Hill, Linda A., and William Q. Judge. "Change Management Simulation: Power and Influence." Simulation and Teaching Note. Boston, MA: Harvard Business Publishing, 2010. Electronic.
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Supplement
| HBS Case Collection
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2010
Global Expansion at Sanford C. Bernstein (B) (Abridged)
Linda A. Hill and Dana Teppert
Sanford C. Bernstein, a premier sell-side research firm, is expanding globally, and has recently opened an office in Hong Kong. Global Director of Research Robert van Brugge must consider how best to organize the firm's research department to enhance cross-sector and cross-geography collaboration among the senior research analysts in order to adapt to the challenging realities of global expansion in the financial services industry.
Keywords: Leadership;
Problems and Challenges;
Global Strategy;
Perspective;
Adaptation;
Expansion;
Organizational Culture;
Cross-Cultural and Cross-Border Issues;
Financial Services Industry;
Hong Kong;
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Case
| HBS Case Collection
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2010
(Revised from original 2010 version)
Systems Infrastructure at Google (A)
Linda A. Hill and Emily Stecker
This case describes how a senior vice president of engineering at Google, Bill Coughran, leads a high-performing engineering organization. The case focuses specifically on Coughran's encouraging two teams of engineers to develop competing solutions for application storage systems. It also shows how Coughran assembled an informal brain trust of managers and technical leaders that assist him in leading his 2,000-person organization. This case will be relevant for those interested in what it takes to lead for sustained innovation, particularly of knowledge workers like engineers. It also sheds light on how to develop leaders in engineering organizations.
Keywords: Independent Innovation and Invention;
Innovation and Management;
Innovation Leadership;
Leadership Development;
Product Design;
Groups and Teams;
Creativity;
Motivation and Incentives;
Competitive Strategy;
Technology Industry;
United States;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Systems Infrastructure at Google (B)
Linda A. Hill and Emily Stecker
This case is a thick description of how a Senior Vice President of Engineering at Google, Bill Coughran, leads a high-performing engineering organization. The case focuses specifically on Coughran's use of encouraging two teams of engineers to develop competing solutions for application storage systems. It also shows how Coughran assembled an informal brain trust of managers and technical leaders that assist him in leading his 2,000-person organization. This case will be relevant for those interested in what it takes to lead for sustained innovation, particularly of knowledge workers like engineers. It also sheds light on how to develop leaders in engineering organizations.
Keywords: Innovation Leadership;
Infrastructure;
Management Teams;
Information Technology Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 1986 version)
Karen Leary (A)
Linda A. Hill
Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance. Chung makes what Leary perceives to be an unreasonable request for a private office. Leary must respond to this request, taking into account the implications of her decision for her ambitions for the branch office and her career.
Keywords: Decision Choices and Conditions;
Diversity Characteristics;
Employee Relationship Management;
Management Style;
Performance Evaluation;
Personal Development and Career;
Financial Services Industry;
Citation: Hill, Linda A. " Karen Leary (A)." Harvard Business School Case 487-020, July 2010. (Revised from original October 1986 version.)
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Case
| HBS Case Collection
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2009
Digital Chocolate
Linda A. Hill and Alison Berkley Wagonfeld
Trip Hawkins founded Digital Chocolate in Silicon Valley in 2003 to develop outstanding games for mobile devices. By 2008, the company had expanded its operations into four countries, and Digital Chocolate was one of the top developers of soloplayer games for standard mobile phones and iPhones. In 2009, Hawkins was eager for Digital Chocolate to start developing new types of mobile games that could be played by multiple players over a period of time. Hawkins wondered how to guide his company into this new area of social gaming without losing any of the tremendous creative momentum the team had built over the previous years.
Keywords: Games, Gaming, and Gambling;
Innovation and Management;
Leading Change;
Product Development;
Groups and Teams;
Creativity;
Telecommunications Industry;
Video Game Industry;
Citation: Hill, Linda A., and Alison Berkley Wagonfeld. " Digital Chocolate." Harvard Business School Case 410-049, October 2009.
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Supplement
| HBS Case Collection
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2009
Sun Hydraulics: Leading in Tough Times (C) - Video
Linda A. Hill
Video of Tricia Fulton, Sun Hydraulic's CFO, visiting Linda hill's executive education class in March of 2009
Keywords: Florida;
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Supplement
| HBS Case Collection
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2009
Sun Hydraulics: Leading in Tough Times (D)
Linda A. Hill
Keywords: Leadership;
Manufacturing Industry;
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Case
| HBS Case Collection
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2013
(Revised from original 2009 version)
Lawson: Becoming the Community Store of 9,000 Japanese Communities
Linda A. Hill, Francisco de Asis Martinez-Jerez, Masako Egawa, Emily Stecker and Mayuka Yamazaki
Keywords: Retail Industry;
Japan;
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Supplement
| HBS Case Collection
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2009
Vineet Nayar at HCL Unstructure 2008
Linda A. Hill, Tarun Khanna and Emily Stecker
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Teaching Note
| HBS Case Collection
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2009
HCL Technologies (A) (TN)
Tarun Khanna and Linda A. Hill
Teaching Note for [408004].
Keywords: Leading Change;
Transformation;
Competition;
Globalized Markets and Industries;
Employees;
Computer Industry;
Information Technology Industry;
India;
Citation: Khanna, Tarun, and Linda A. Hill. " HCL Technologies (A) (TN)." Harvard Business School Teaching Note 409-077, January 2009.
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Supplement
| HBS Case Collection
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2008
Philipp Justus at eBay Germany (C)
Linda A. Hill and Emily Stecker
This case traces the development of eBay Germany, eBay Inc., and the career of eBay Germany's first country manager, Philipp Justus. The case covers from 2000 through the fall of 2007. This case details how eBay Germany, once a small start-up, became one of eBay's most successful locations. The case reveals how Justus added seasoned leaders and structure to the group, while allowing for improvisation. The case also traces Justus's career, as he moved to running eBay Europe and ultimately, the auctions group, which took him to headquarters. Like eBay Germany, eBay itself grew tremendously, in part from acquisitions like PayPal and Skype. But, growth in core areas, like auctions, had slowed. This case explains how eBay Inc. and eBay Germany tried to keep their "secret sauce."
Keywords: Innovation and Management;
Leadership;
Auctions;
Organizational Structure;
Personal Development and Career;
Internet;
Germany;
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Case
| HBS Case Collection
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2008
(Revised from original 2007 version)
HCL Technologies (A)
Linda A. Hill, Tarun Khanna and Emily Stecker
When Vineet Nayar became president of HCL Technologies, a global IT services business, in April 2005, he knew the company needed drastic change. Since its founding as a hardware company in the 1970s, HCL had grown into an enterprise with $3.7 billion in revenues and a market capitalization of $5.1 billion. The company had 41,000 employees in 11 countries, but it was ill-prepared for the increasingly competitive market. With the shift from hardware to software and services, HCL had slipped behind its Indian competitors and multinational companies. Details the first phase of the transformation Nayar led in hopes of rejuvenating the industry pioneer. The tagline for this phase was "Employee First, Customer Second."
Keywords: Customer Relationship Management;
Multinational Firms and Management;
Employee Relationship Management;
Leading Change;
Organizational Change and Adaptation;
Competition;
Information Technology Industry;
Service Industry;
India;
Citation: Hill, Linda A., Tarun Khanna, and Emily Stecker. " HCL Technologies (A)." Harvard Business School Case 408-004, July 2008. (Revised from original August 2007 version.)
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Supplement
| HBS Case Collection
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2008
(Revised from original 2007 version)
HCL Technologies (B)
Linda A. Hill, Tarun Khanna and Emily Stecker
Supplements the (A) case.
Citation: Hill, Linda A., Tarun Khanna, and Emily Stecker. " HCL Technologies (B)." Harvard Business School Supplement 408-006, July 2008. (Revised from original August 2007 version.)
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Case
| HBS Case Collection
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2008
(Revised from original 2008 version)
Kit Hinrichs at Pentagram (A)
Linda A. Hill and Emily Stecker
This case focuses on Kit Hinrichs, a 65-year-old partner at Pentagram, a privately owned multidisciplinary design firm. One of the world's most prestigious design firms, Pentagram was founded by five designers from different disciplines in London in the 1970s. By 2008, Pentagram remained small, with less than 30 partners, each a veritable star in his or her own right. Pentagram had two founding principles, the first of which was equality. The equality principle meant that leadership was evenly distributed; partners with seniority had no greater formal authority than newer partners, and the only formal leadership role was a chairman position, which, after being held with a founder for 30 years, was rotated every two years. Further, Pentagram had no corporate office; each partner was expected to manage his or her own financial, marketing, and human resource functions. Pentagram's second principle was generosity. All partners were equal shareholders in the firm. Pentagram branched out to New York in the early 1980s, and in the late 1980s, Hinrichs established a San Francisco location. This case traces Hinrichs as he builds Pentagram's San Francisco office, and it also details the evolution of Pentagram itself. In addition, this case offers a thick description of Hinrichs and his team working with a client. This case can be used in business and executive education courses on professional service firms, leading a creative organization, and the role of design in business. It should also be used by schools of design.
Keywords: Arts;
Business Offices;
Customer Relationship Management;
Design;
Leadership;
Personal Development and Career;
Groups and Teams;
Creativity;
Service Industry;
San Francisco;
Citation: Hill, Linda A., and Emily Stecker. " Kit Hinrichs at Pentagram (A)." Harvard Business School Case 408-127, July 2008. (Revised from original June 2008 version.)
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Supplement
| HBS Case Collection
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2008
Kit Hinrichs at Pentagram (B)
Linda A. Hill and Emily Stecker
This case focuses on Kit Hindrichs, a 65 year-old partner at Pentagram, a privately-owned multidisciplinary design firm. One of the world's most prestigious design firms, Pentagram was founded by five designers from different disciplines in London in the 1970s. By 2008, Pentagram remained small, with less than 30 partners, each a veritable star in his or her own right. Pentagram had two founding principles, the first of which was equality. The equality principle meant that leadership was evenly distributed; partners with seniority had no greater formal authority than newer partners, and the only formal leadership role was a chairman position, which, after being held with a founder for 30 years, was rotated every two years. Further, Pentagram had no corporate office; each partner was expected to manage their own financial, marketing, and human resource functions. Pentagram's second principle was generosity. All partners were equal shareholders in the firm. Pentagram branched out to New York in the early 1980s, and in the late 1980s, Hinrichs established a San Francisco location. This case describes how Hinrichs grapples with the future of the San Francisco office, once learning he will be its only partner.
Keywords: Business Offices;
Design;
Managerial Roles;
Private Ownership;
Business and Shareholder Relations;
Partners and Partnerships;
Equality and Inequality;
London;
San Francisco;
New York (state, US);
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Kenny Kahn at Muzak (A)
Linda A. Hill and Emily Stecker
Founded in 1934, Muzak pioneered the industry of background music. Equipped with propriety technology and a vast music library, over the ensuing decades the Muzak franchise organization expanded geographically. Despite a history of innovation, by the late 1990s Muzak had anemic financials and low employee morale. When new CEO Bill Boyd took the helm in 1997, he assembled a new management team. The new VP of Marketing, Kenny Kahn, worked with design firm Pentagram to re-brand the company, not just for customers but to spark organizational change. But because Muzak was a franchise organization, Kahn had to convince independent affiliates to pay for what turned out to be an extensive re-branding. This case can be used to teach how branding can be used as a tool for spearheading culture change—not to exercise influence without authority—and how businesspeople can effectively work with a design firm.
Keywords: Change Management;
Design;
Management Analysis, Tools, and Techniques;
Brands and Branding;
Organizational Change and Adaptation;
Organizational Culture;
Franchise Ownership;
Music Industry;
Citation: Hill, Linda A., and Emily Stecker. " Kenny Kahn at Muzak (A)." Harvard Business School Case 408-057, June 2008. (Revised from original May 2008 version.)
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Case
| HBS Case Collection
|
2008
(Revised from original 1999 version)
Taran Swan at Nickelodeon Latin America (A)
Linda A. Hill and Kristin Doughty
Eighteen months after launching Nickelodeon Latin America, general manager Taran Swan must leave the company's Miami headquarters for her New York home because of complications with her pregnancy. Unable to travel for at least the next six months, Swan must decide how she will continue to run the channel from New York. Should she put an interim acting head in place, and if so, who among her team should it be? What adjustments will she need to make in her leadership style and working relationships with her team? The case describes the channel's launch and first 18 months on the air, focusing on how Swan puts together her team and crafts the company's culture.
Keywords: Selection and Staffing;
Leadership Style;
Managerial Roles;
Organizational Culture;
Groups and Teams;
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Teaching Note
| HBS Case Collection
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2008
(Revised from original 2000 version)
Wolfgang Keller at Konigsbrau-TAK (A) and (B) (TN)
Linda A. Hill and Jennifer Suesse
Teaching Note for (9-498-045) and (9-498-046).
Keywords: Food and Beverage Industry;
Germany;
Ukraine;
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Supplement
| HBS Case Collection
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2008
Kenny Kahn at Muzak (B)
Linda A. Hill and Emily Stecker
Supplemental Material for 408-057
Keywords: Organizations;
Geographic Location;
Innovation and Invention;
Employees;
Management Teams;
Brands and Branding;
Organizational Change and Adaptation;
Organizational Culture;
Design;
Music Industry;
Citation: Hill, Linda A., and Emily Stecker. " Kenny Kahn at Muzak (B)." Harvard Business School Supplement 408-069, May 2008.
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Supplement
| HBS Case Collection
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2008
(Revised from original 2007 version)
Dr. Iqbal Survé at Sekunjalo Investment Group (B)
Linda A. Hill and Emily Stecker
Keywords: Financial Services Industry;
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Supplement
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Dr. Iqbal Survé at Sekunjalo Investment Group (C)
Linda A. Hill and Emily Stecker
Keywords: Financial Services Industry;
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Supplement
| HBS Case Collection
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2008
(Revised from original 2007 version)
Dr. Iqbal Survé at Sekunjalo Investment Group (D)
Linda A. Hill and Emily Stecker
Keywords: Financial Services Industry;
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Case
| HBS Case Collection
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2008
(Revised from original 2007 version)
Dr. Iqbal Survé at Sekunjalo Investment Group (A)
Linda A. Hill and Emily Stecker
Dr. Iqbal Surve, a self-described "medical doctor, philanthropist, and social entrepreneur," was born in 1963 and grew up in poverty, like virtually all non-white South Africans during apartheid. During the 1970s and 1980s, he served in leadership positions in the ANC, struggling against apartheid. After apartheid ended, Surve served as a medical doctor to many prominent South African leaders, like Nelson Mandela, and to the national soccer team. But by the mid-1990s, Surve, like many of his comrades, grew frustrated by the huge economic disparities that existed in South Africa, even though its progressive constitution afforded all citizens equal rights. It seemed the government's Black Economic Empowerment (BEE) policies were only enriching a few. In 1997, Surve and three of his comrades founded Sekunjalo, an investment holding company that sought to offer "a gentler capitalism" that stressed putting people before profits, and talent development as a means of raising the lives of previously disadvantaged South Africans. By 1999, the company listed on the Johannesburg Stock Exchange, making 36-year-old Surve the youngest CEO of a listed diversified conglomerate. From its inception, Sekunjalo only purchased controlling stakes in companies, hoping to empower black workers. In 1999, it had purchased a 5% stake in LeisureNet, a white-owned and -run South African company that operated health clubs globally and was seeking a BEE partner. Surve hoped to eventually purchase a majority stake in the company, but in 2000 the company went under in the biggest corporate scandal in South African history. In one day, Sekunjalo's stock dropped 44%. Surve, already a very public figure in South Africa, had to decide what to do, especially what to tell his loyal employees who had invested so much in Sekunjalo's mission.
Keywords: Crime and Corruption;
Social Entrepreneurship;
Investment;
Leadership;
Corporate Social Responsibility and Impact;
Partners and Partnerships;
South Africa;
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Case
| HBS Case Collection
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2008
(Revised from original 2005 version)
Corey Robinson at Sprint Corporation (A)
Linda A. Hill, Anthony Mayo and Lisa Pode
Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case.
Keywords: Leadership Style;
Management Skills;
Management Teams;
Organizational Change and Adaptation;
Performance Effectiveness;
Personal Development and Career;
Power and Influence;
Telecommunications Industry;
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Case
| HBS Case Collection
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2006
(Revised from original 2006 version)
Willa Seldon at Tides Center (A)
Linda A. Hill and Emily Stecker
Willa Seldon, an African-American woman with 16 years of for-profit experience, was hired as executive director of Tides Center, a nonprofit in San Francisco, CA. Tides Center was a fiscal sponsor dedicated to supporting individuals and groups working toward social change. In her first few months as executive director, Seldon quickly and deliberately rolled out initiatives to ensure that Tides Center became a customer-centric organization capable of delivering exceptional fiscal sponsorship services and steady organizational growth. One aspect of this involved conducting a comprehensive performance management review. Examines the transition from the for-profit to the nonprofit sector and deals with change management.
Keywords: For-Profit Firms;
Nonprofit Organizations;
Transition;
Change Management;
Leadership Style;
Performance;
Customer Satisfaction;
San Francisco;
Citation: Hill, Linda A., and Emily Stecker. " Willa Seldon at Tides Center (A)." Harvard Business School Case 406-072, November 2006. (Revised from original May 2006 version.)
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Background Note
| HBS Case Collection
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2006
Analyzing Work Groups
Linda A. Hill and Michel Anteby
Work groups are the building blocks of organizations. They are found in all areas of an organization, from research and development to customer service, and at all levels, from the executive suite to the factory floor. Some are incredibly successful, while others are dismal failures. Team work is hard work, and all too often groups do not live up to their potential. Provides a framework for analyzing work groups so that group leaders and members can identify actions that will enhance their effectiveness. Helps provide insight into the factors most profoundly shaping the development, dynamics, and effectiveness of task-performing groups and, in particular, group culture, its antecedents, and consequences. To illustrate how the framework is used, it looks at and analyzes an actual work group: the new product team of the Merit Corporation. Examines the impact of leadership style on group culture and outcomes and describes how one leader's individual style can affect the way teams operate and perform.
Keywords: Framework;
Leadership Style;
Service Operations;
Organizational Culture;
Performance Effectiveness;
Groups and Teams;
Research and Development;
Behavior;
Citation: Hill, Linda A., and Michel Anteby. " Analyzing Work Groups." Harvard Business School Background Note 407-032, August 2006.
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Supplement
| HBS Case Collection
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2006
Willa Seldon at Tides Center (B)
Linda A. Hill and Emily Stecker
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Case
| HBS Case Collection
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2006
(Revised from original 2002 version)
Matt Leeds (A)
Linda A. Hill
A new associate in a consulting firm attempts to navigate his way through the norms and culture of a new setting and to manage his relationships with his superiors and peers, which got off to a poor start.
Keywords: Power and Influence;
Rank and Position;
Organizational Culture;
Consulting Industry;
Citation: Hill, Linda A. " Matt Leeds (A)." Harvard Business School Case 403-111, April 2006. (Revised from original December 2002 version.)
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Case
| HBS Case Collection
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2006
(Revised from original 2003 version)
Irene Charnley at Johnnic Group (B)
Linda A. Hill and Maria Farkas
Supplements the (A) case.
Keywords: Telecommunications Industry;
South Africa;
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Supplement
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Corey Robinson at Sprint Corporation (B)
Linda A. Hill, Anthony Mayo and Lisa Pode
Supplements the (A) case. A rewritten version of an earlier supplement.
Keywords: Telecommunications Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2000 version)
Meg Whitman at eBay Inc. (A)
Linda A. Hill and Maria Farkas
Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture--its key success factors. A rewritten version of an earlier case.
Keywords: Leadership Style;
Change Management;
Organizational Change and Adaptation;
Growth Management;
Organizational Culture;
Success;
Citation: Hill, Linda A., and Maria Farkas. " Meg Whitman at eBay Inc. (A)." Harvard Business School Case 401-024, November 2005. (Revised from original November 2000 version.)
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Case
| HBS Case Collection
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2005
(Revised from original 2005 version)
Irene Charnley at Johnnic Group (A) (Abridged)
Linda A. Hill and Maria Farkas
When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics.
Keywords: Change Management;
Organizational Change and Adaptation;
Demographics;
Communication Technology;
Telecommunications Industry;
South Africa;
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Case
| HBS Case Collection
|
2005
(Revised from original 2005 version)
Irene Charnley at Johnnic Group (A)
Linda A. Hill and Maria Farkas
When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics. A rewritten version of an earlier case.
Keywords: Change Management;
Organizational Change and Adaptation;
Demographics;
Communication Technology;
Telecommunications Industry;
South Africa;
Citation: Hill, Linda A., and Maria Farkas. " Irene Charnley at Johnnic Group (A)." Harvard Business School Case 405-059, November 2005. (Revised from original January 2005 version.)
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Supplement
| HBS Case Collection
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2005
(Revised from original 2003 version)
Peter Isenberg at Fischer Stevens (C)
Linda A. Hill and Maria Farkas
Supplements the (A) case.
Keywords: Banking Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2003 version)
Peter Isenberg at Fischer Stevens (B)
Linda A. Hill and Maria Farkas
Supplements the (A) case.
Keywords: Banking Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2003 version)
Peter Isenberg at Fischer Stevens (A)
Linda A. Hill and Maria Farkas
Having made managing director at an elite investment bank, Peter Isenberg struggles to understand his new role in the firm. He feels as though little has changed, although it is clear to him that those around him have new expectations.
Keywords: Managerial Roles;
Jobs and Positions;
Management Teams;
Banking Industry;
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Supplement
| HBS Case Collection
|
2005
Irene Charnley at Johnnic Group (C)
Linda A. Hill and Maria Farkas
Supplements the (A) case.
Keywords: Telecommunications Industry;
South Africa;
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Supplement
| HBS Case Collection
|
2003
(Revised from original 2003 version)
Kate Burnett
Linda A. Hill and Maria Farkas
Supplements Peter Isenberg at Jones Mendel (A).
Keywords: Managerial Roles;
Citation: Hill, Linda A., and Maria Farkas. " Kate Burnett." Harvard Business School Supplement 403-130, September 2003. (Revised from original January 2003 version.)
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Case
| HBS Case Collection
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2003
(Revised from original 2002 version)
Joline Godfrey: Update 1992-2002
Linda A. Hill and Jennifer Suesse
Supplements Joline Godfrey and the Polaroid Corp. (A).
Citation: Hill, Linda A., and Jennifer Suesse. " Joline Godfrey: Update 1992-2002." Harvard Business School Case 403-068, May 2003. (Revised from original October 2002 version.)
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Case
| HBS Case Collection
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2003
Sun Hydraulics: Leading in Tough Times (A) (Abridged)
Linda A. Hill and Jennifer Suesse
Sun Hydraulics, 32-year-old global hydraulics engineering and manufacturing company headquartered in Sarasota, Florida; confronts tough choices due to the economic downturn in 2001. The company leadership debates how to maintain profitability and reduce labor costs without destroying the company's innovative culture, which is based on horizontal management and has no defined corporate hierarchy. This case includes an overview of the company's history, from its founding in 1970 to its IPO in 1997, and asks students to step into the shoes of Allen Carlson, Sun's president and CEO, to recommend specific cost-cutting actions.
Keywords: Organizational Culture;
Mission and Purpose;
Financial Crisis;
Crisis Management;
Manufacturing Industry;
Florida;
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Case
| HBS Case Collection
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2003
(Revised from original 2003 version)
Sun Hydraulics: Leading in Tough Times (A)
Linda A. Hill and Jennifer Suesse
Sun Hydraulics, 32-year-old global hydraulics engineering and manufacturing company headquartered in Sarasota, Florida, confronts tough choices due to the economic downturn in 2001. The company leadership debates how to maintain profitability and reduce labor costs without destroying the company's innovative culture, which is based on the idea of horizontal management and has no defined corporate hierarchy. This case includes an overview of the company's history, from its founding in 1970 to its IPO in 1997, and asks students to step into the shoes of Allen Carlson, Sun's president and CEO, to recommend specific cost-cutting actions.
Keywords: Organizational Culture;
Mission and Purpose;
Financial Crisis;
Crisis Management;
Manufacturing Industry;
Florida;
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Case
| HBS Case Collection
|
2003
(Revised from original 2003 version)
Sun Hydraulics: Leading in Tough Times (B)
Linda A. Hill and Jennifer Suesse
Supplements the (A) case.
Keywords: Florida;
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Case
| HBS Case Collection
|
2002
(Revised from original 2000 version)
Dawn Riley at America True (A)
Linda A. Hill and Kristin Doughty
Dawn Riley is the CEO/Captain of America True, the first coed syndicate to race for the America's Cup. Over three years, based on her vision for America True, she built the syndicate from scratch, bringing on investors and sponsors, designing and building a boat, and hiring a sailing crew to race it. In June 1999, Riley must decide how to handle the San Francisco office now that America True's base of operations is moving to Auckland, New Zealand, where racing will begin in four months. She is facing pressure to phase out the office to cut down on costs, but Riley believes that the people in San Francisco and the work they are doing are key to her vision for America True. She must weigh the tension between immediate pressures to win and the longer-term sustainability of her vision.
Keywords: Problems and Challenges;
Business Startups;
Leadership;
Management Style;
Gender Characteristics;
Sports;
North and Central America;
San Francisco;
New Zealand;
Citation: Hill, Linda A., and Kristin Doughty. " Dawn Riley at America True (A)." Harvard Business School Case 401-006, June 2002. (Revised from original July 2000 version.)
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Background Note
| HBS Case Collection
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2002
(Revised from original 2002 version)
A Note on Building and Leading Your Senior Team
Linda A. Hill and Maria Farkas
As performance demands intensify in fast-moving global markets, more executives are coming to rely on senior teams for strategic and operational assistance. Team building with powerful senior executives presents special challenges, including competition for their boss' position. Examines those challenges and describes in detail two primary responsibilities of managing such teams effectively: managing team boundaries, that is, the political dynamics of the team; and team process-leading the team. Contains a special appendix discussing leading and building global teams. To discuss how to build an effective team culture by harnessing the energies of talented, diverse individuals to create coordinated action.
Keywords: Talent and Talent Management;
Globalized Markets and Industries;
Selection and Staffing;
Leadership;
Management Teams;
Operations;
Organizational Culture;
Rank and Position;
Strategy;
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Case
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2002
Paula Evans and the Redesign of the Cambridge Rindge and Latin School (C)
Linda A. Hill and Kristin Doughty
Supplements the (A) case and Bobbie D'Alessandro and the Redesign of the Cambridge Rindge and Latin School.
Keywords: Problems and Challenges;
Organizational Change and Adaptation;
Change Management;
Strategy;
Secondary Education;
Restructuring;
Leadership;
Education Industry;
Cambridge;
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
Perlegen Sciences
Linda A. Hill and Nicole Tempest
As a biotech start-up company involved in studying human genomes, Perlegen needed to develop an organization that fostered innovation and teamwork among a group of highly trained professionals from both the science and technology fields. Perlegen's CEO, Brad Margus, had joined Perlegen from the shrimp processing business after learning that two of his three sons had been diagnosed with a rare genetic disease. A Harvard MBA and self-trained geneticist, Margus looked forward to the opportunity to dedicate himself to Perlegen's scientific mission. During his first nine months on the job, Margus had hired a number of junior-level and mid-level employees; now it was time to fill out the senior management team. Margus's first senior management hire was Greg Brandeau, the former vice president of computer operations at Pixar Animation Studios, who signed on to be Perlegen's CEO. Brandeau faced a number of challenges as he integrated into the Perlegen organization, including the fact that he lacked a science background, his two direct reports had already been hired, and he would be the third leg of a tight-knit, two-person senior management team already in place.
Keywords: Innovation Leadership;
Groups and Teams;
Management Teams;
Problems and Challenges;
Business Startups;
Genetics;
Talent and Talent Management;
Innovation Strategy;
Biotechnology Industry;
Citation: Hill, Linda A., and Nicole Tempest. " Perlegen Sciences." Harvard Business School Case 402-026, March 2002. (Revised from original October 2001 version.)
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Case
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2002
(Revised from original 1997 version)
Franco Bernabe at ENI (A)
Linda A. Hill, Jennifer Suesse and Mara Willard
Describes Franco Bernabe's ascent to leadership at ENI, Italy's national oil and gas company. Illustrates Bernabe's early career experiences in academia, as the chief economist at Fiat. Then describes his arrival at ENI during the early 1980s, where he became first the assistant to the CEO and then director of strategic planning. In 1992, Bernabe was unexpectedly appointed by the Italian government to head the company's privatization process. Bernabe was only 42 years old at the time. Immediately after his appointment, Bernabe dealt with many crises, including Italy's Clean Hands corruption scandals, which implicated his entire executive team. This case focuses on his first year as CEO.
Keywords: Leadership Style;
Personal Development and Career;
Management Teams;
Management Style;
Strategic Planning;
Crisis Management;
Privatization;
Italy;
Citation: Hill, Linda A., Jennifer Suesse, and Mara Willard. " Franco Bernabe at ENI (A)." Harvard Business School Case 498-034, February 2002. (Revised from original December 1997 version.)
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Background Note
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2002
(Revised from original 1995 version)
Managing Performance
John J. Gabarro and Linda A. Hill
Encourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.
Keywords: Performance Evaluation;
Framework;
Citation: Gabarro, John J., and Linda A. Hill. " Managing Performance." Harvard Business School Background Note 496-022, January 2002. (Revised from original October 1995 version.)
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Case
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2002
(Revised from original 2001 version)
Philipp Justus at eBay Germany (A)
Linda A. Hill and Maria Farkas
A week after becoming country manager of eBay's recently acquired German auction site, Philipp Justus must steer the company through a massive technical integration with eBay's Web site. Throughout the seven-month project, Justus and his team must master the challenge of working with counterparts thousands of miles away and determine how much they can change their online trading site without completely alienating their user community.
Keywords: Organizational Design;
Leadership;
Online Technology;
Globalized Firms and Management;
Mergers and Acquisitions;
Managerial Roles;
Management Teams;
Management Practices and Processes;
Auctions;
Retail Industry;
Information Technology Industry;
Germany;
Citation: Hill, Linda A., and Maria Farkas. " Philipp Justus at eBay Germany (A)." Harvard Business School Case 402-007, January 2002. (Revised from original October 2001 version.)
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Case
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2001
Meg Whitman and eBay Germany
Linda A. Hill and Maria Farkas
After acquiring the German online auction company Alando.de, eBay CEO Meg Whitman and her team must integrate Alando's Web site with the company's existing platform. The acquisition is the first step of eBay's journey to become a global trading platform. In addition to the challenge of a technical integration of massive scale, the case explores the inner workings of eBay's senior team. Includes color exhibits.
Keywords: Acquisition;
Integration;
Technology Platform;
Online Technology;
Globalized Markets and Industries;
Germany;
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Supplement
| HBS Case Collection
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2001
Philipp Justus at eBay Germany (B)
Linda A. Hill and Maria Farkas
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Background Note
| HBS Case Collection
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2001
A Note on Team Process
Linda A. Hill and Maria Farkas
When tasks are highly complex, demand a diversity of skills, or require a commitment from the involved parties, teams are usually the most effective way to approach them. But a group of people working together does not automatically equally a team, and groups are often inefficient and ineffective. Provides detailed information on team development, team management, and team process. Also suggests specific interventions that any team member can make to improve decision making and participation, as well as ways to influence dynamics and resolve conflicts.
Keywords: Competency and Skills;
Decision Making;
Management;
Business Processes;
Performance Effectiveness;
Performance Efficiency;
Groups and Teams;
Conflict and Resolution;
Citation: Hill, Linda A., and Maria Farkas. " A Note on Team Process." Harvard Business School Background Note 402-032, October 2001.
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Case
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2001
Bobbie D'Alessandro and the Redesign of the Cambridge Rindge and Latin School
Linda A. Hill, Kristin Doughty and Ellen Pruyne
Bobbi D'Alessandro, the superintendent of the school system in Cambridge, MA, has just hired a new principal to lead a major redesign effort in the city's only high school. The need for reform had been evident since the late 1980s when school statistics highlighted substantial disparities in academic achievement rates across race and income level. Reform efforts over the past decade have met with little success. One of the most significant challenges in undertaking school redesign is managing the complex constituencies involved with the Cambridge school system, including students, parents, teachers, the teachers' union, and the school committee. D'Alessandro has been in the superintendent role less than two years and wonders how she can best create the conditions under which the new principal and the redesign effort will achieve success.
Keywords: Problems and Challenges;
Business and Stakeholder Relations;
Performance Improvement;
Change Management;
Secondary Education;
Selection and Staffing;
Leading Change;
Education Industry;
Cambridge;
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Case
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2001
Paula Evans and the Redesign of the Cambridge Rindge and Latin School (A)
Linda A. Hill, Kristin Doughty and Ellen Pruyne
Paula Evans is in her second year as principal of the only high school in Cambridge, MA. Her mandate when she arrived was to redesign the high school so that long-standing inequities in academic achievement rates across race and socioeconomic class were removed. In her first year, she succeeded in obtaining approval for her proposed redesign and completing the physical and administrative restructuring of the high school. Now in her second year, the reforms in how teachers teach and how the school operates are fully under way. From early indications, she and her hand-picked leadership team are moving the school in the desired direction. But the school committee has just made a policy decision that Evans and her team believe will undo all of the redesign efforts that have been made thus far. Evans has threatened to resign and now ponders what she will tell her leadership team and the faculty the next day.
Keywords: Problems and Challenges;
Organizational Change and Adaptation;
Change Management;
Strategy;
Secondary Education;
Restructuring;
Leadership;
Conflict Management;
Education Industry;
Cambridge;
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Case
| HBS Case Collection
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2001
Paula Evans and the Redesign of the Cambridge Rindge and Latin School (B)
Linda A. Hill, Kristin Doughty and Ellen Pruyne
Supplements the (A) case.
Keywords: Problems and Challenges;
Organizational Change and Adaptation;
Change Management;
Strategy;
Secondary Education;
Restructuring;
Leadership;
Education Industry;
Cambridge;
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Supplement
| HBS Case Collection
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2001
Francisco de Narvaez at TIA: Selling the Family Business
Linda A. Hill and Kristin Doughty
Francisco de Narvaez reflects on the process of selling his family's retail business.
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Case
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2000
Francisco de Narvaez at Tia: Selling the Family Business
Linda A. Hill and Kristin Doughty
In January 1999, Francisco de Narvaez sold Tia, his family's retail business in Argentina. De Narvaez reflects on the decision to sell and the selling process.
Keywords: Family Business;
Business Exit or Shutdown;
Decisions;
Argentina;
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Case
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2000
(Revised from original 2000 version)
Jeanne Lewis at Staples, Inc. (A) (Abridged)
Linda A. Hill and Jennifer Suesse
Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation because of an FTC antitrust suit challenging Staples' attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces "taking charge" and managing change in a revitalization situation in which a more evolutionary approach is appropriate.
Keywords: Problems and Challenges;
Change Management;
Organizational Change and Adaptation;
Marketing Strategy;
Management Succession;
Management Teams;
Management Style;
Marketing;
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Case
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2000
Dawn Riley at America True (B)
Linda A. Hill and Kristin Doughty
Supplements the (A) case.
Keywords: Problems and Challenges;
Business Startups;
Leadership;
Management Style;
Gender Characteristics;
Sports;
North and Central America;
San Francisco;
New Zealand;
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Case
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2000
Dawn Riley at America True (C)
Linda A. Hill and Kristin Doughty
Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in August 1999 to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform. Riley has striven to create a consensus-based approach to decision-making, and see herself as a "participant" in these meetings. She wonders if things have gotten "too democratic," and if she should step in and lead this meeting. Would changing her behavior now about such a seminal matter compromise her effort to create a collaborative decision making approach? This case provides information on sailing and design programs, and explores in depth Riley's role as a "producing manager."
Keywords: Problems and Challenges;
Behavior;
Leadership;
Management Style;
Gender Characteristics;
Organizational Culture;
Groups and Teams;
Management Teams;
Sports;
New Zealand;
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Case
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2000
Dawn Riley at America True (D)
Linda A. Hill and Kristin Doughty
Supplements the (C) and (C1) cases.
Keywords: Problems and Challenges;
Business Startups;
Leadership;
Management Style;
Gender Characteristics;
Organizational Culture;
Groups and Teams;
Management Teams;
Sports;
Decision Making;
North and Central America;
New Zealand;
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Case
| HBS Case Collection
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2000
Dawn Riley at America True (E)
Linda A. Hill and Kristin Doughty
Supplements the (C) and (C1) cases.
Keywords: Problems and Challenges;
Business Startups;
Leadership;
Management Style;
Gender Characteristics;
Organizational Culture;
Groups and Teams;
Management Teams;
Sports;
Decision Making;
North and Central America;
New Zealand;
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Case
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2000
Dawn Riley at America True (C1)
Linda A. Hill and Kristin Doughty
This version of the (C) case can be taught independently of the (A) and (B) cases. Dawn Riley, CEO/Captain of America True, the first coed syndicate to race for the America's Cup, is based in Auckland, New Zealand, where racing will begin in six weeks. Riley has built a culture focused on open communication and shared decision making. But the practice of consensus-based decision making does not seem to be working for two critical issues that have recently come up: a design question about the training boat and an issue about Riley's position on the boat. Riley wonders if it is time to step in. This case describes how Riley built the syndicate, provides information on the sailing and design program, and explores Riley's role as a "producing manager."
Keywords: Problems and Challenges;
Business Startups;
Leadership;
Management Style;
Gender Characteristics;
Organizational Culture;
Groups and Teams;
Management Teams;
Sports;
Decision Making;
North and Central America;
New Zealand;
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Case
| HBS Case Collection
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2000
(Revised from original 1998 version)
Jeanne Lewis at Staples, Inc. (B)
Linda A. Hill and Kristin Doughty
Supplements the (A) case.
Citation: Hill, Linda A., and Kristin Doughty. " Jeanne Lewis at Staples, Inc. (B)." Harvard Business School Case 499-042, June 2000. (Revised from original November 1998 version.)
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Case
| HBS Case Collection
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2000
(Revised from original 2000 version)
Jeanne Lewis at Staples, Inc. (C)
Linda A. Hill and Kristin Doughty
Supplements the (A) case.
Citation: Hill, Linda A., and Kristin Doughty. " Jeanne Lewis at Staples, Inc. (C)." Harvard Business School Case 400-054, June 2000. (Revised from original March 2000 version.)
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Supplement
| HBS Case Collection
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2000
Franco Bernabe: Reflections on Telecom Italia (B) CD
Linda A. Hill and Kristin Doughty
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Supplement
| HBS Case Collection
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2000
Old Colony Associates
Linda A. Hill
Presents performance management interviews between James Cranfield and Eugene Kearney of Old Colony Associates.
Keywords: Interpersonal Communication;
Management;
Performance;
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Case
| HBS Case Collection
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2000
(Revised from original 1999 version)
Franco Bernabe: Reflections on Telecom Italia (A)
Linda A. Hill and Kristin Doughty
In November 1998, Franco Bernabe left ENI to become CEO of Telecom Italia, Italy's primary telecommunications provider. Three months later, Roberto Colaninno, CEO of Olivetti SpA, an Italian computer and telecom company one fifth the size of Telecom Italia, launched a hostile takeover of Telecom Italia. In this case, Bernabe reflects on his departure from ENI, his experiences at Telecom Italia during the takeover, and his plans moving forward in November 1999.
Keywords: Management Teams;
Mergers and Acquisitions;
Planning;
Telecommunications Industry;
Italy;
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Case
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2000
(Revised from original 1992 version)
Joline Godfrey and the Polaroid Corporation (A)
Linda A. Hill and Nancy A Kamprath
Describes how Joline Godfrey, an intrapreneur at the Polaroid Corp., introduced and developed a project that could help Polaroid move to a more service- as opposed to product-oriented focus. Also depicts the mentor-protege relationship between Godfrey and Gerald Sudbey, a senior executive in the company. Addresses two issues: intrapreneurship and mentor-protege relationships. Allows the students to explore the process of intrapreneurship, what it takes to effectively be a change agent in an organization. In addition, provides them with a textured understanding of mentor-protege relationships--the various stages they go through, and the challenges and benefits they represent.
Keywords: Corporate Entrepreneurship;
Rank and Position;
Leading Change;
Problems and Challenges;
Change;
Electronics Industry;
Consumer Products Industry;
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Case
| HBS Case Collection
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2000
(Revised from original 1999 version)
Taran Swan at Nickelodeon Latin America (D)
Linda A. Hill and Kristin Doughty
Supplements the (A) case.
Keywords: Media and Broadcasting Industry;
Latin America;
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Case
| HBS Case Collection
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2000
(Revised from original 1999 version)
Taran Swan at Nickelodeon Latin America (C)
Linda A. Hill and Kristin Doughty
Supplements the (A) case.
Keywords: Latin America;
Miami;
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Case
| HBS Case Collection
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2000
(Revised from original 1999 version)
Taran Swan at Nickelodeon Latin America (B)
Linda A. Hill and Kristin Doughty
Supplements the (A) case.
Keywords: Latin America;
Miami;
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Background Note
| HBS Case Collection
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2000
(Revised from original 1999 version)
What It Really Means to Manage: Exercising Power and Influence
Linda A. Hill
Describes the realities versus the myths of what it means to be a manager. In particular, it focuses on the limitations of formal authority as a source of power and identifies other sources of power that effective managers rely upon. Also outlines a framework of exercising influence (law of reciprocity) and building networks of mutually beneficial alliances with direct reports, bosses, and peers.
Keywords: Framework;
Management Teams;
Alliances;
Power and Influence;
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Supplement
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2000
Franco Bernabe: Reflections on Telecom Italia (B)
Linda A. Hill and Kristin Doughty
Supplements the video.
Keywords: Telecommunications Industry;
Italy;
Citation: Hill, Linda A., and Kristin Doughty. "Franco Bernabe: Reflections on Telecom Italia (B)." Harvard Business School Video Supplement 400-070, February 2000.
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Teaching Note
| HBS Case Collection
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2000
Taran Swan at Nickelodeon Latin America (A)-(D) TN
Linda A. Hill and Kristin Doughty
Teaching Note for (9-400-036), (9-400-037), (9-400-038), and (9-400-039).
Keywords: Latin America;
Miami;
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Supplement
| HBS Case Collection
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2000
Taran Swan at Nickelodeon Latin America (Video)
Linda A. Hill and Kristin Doughty
Taran Swan talks with HBS students about the events covered in the case. She discusses her definition of a leader, how she built the team, leaving Miami, and her relationship with headquarters management.
Keywords: Business Headquarters;
Leadership;
Management Teams;
Relationships;
Situation or Environment;
Latin America;
Miami;
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Case
| HBS Case Collection
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1999
(Revised from original 1999 version)
Transformation of Pratt & Whitney North Haven (Abridged) WITHDRAWN
H. Kent Bowen, Jeffrey L. Bradach, Linda A. Hill and Kristin Doughty
Business unit manager Tom Hutton has empowered a group of hourly workers to purchase grit blast equipment for two cells. The capital purchase decision runs into some problems when the two cells fail to reach an agreement on which equipment to purchase. A rewritten version of two earlier cases.
Keywords: Business Units;
Decision Making;
Labor;
Managerial Roles;
Failure;
Problems and Challenges;
Power and Influence;
Hardware;
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Supplement
| HBS Case Collection
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1999
Jeanne Lewis at Staples (Video)
Linda A. Hill and Kristin Doughty
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Course Overview Note
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1999
Leadership and Organizational Behavior (LEAD), Course Overview (Abridged)
Linda A. Hill
Course overview for the first-year required MBA course Leadership and Organizational Behavior (LEAD).
Keywords: Leadership;
Organizations;
Behavior;
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Case
| HBS Case Collection
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1999
Lark International Entertainment, Ltd. (Video)
Linda A. Hill
Keywords: Entertainment and Recreation Industry;
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Case
| HBS Case Collection
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1998
(Revised from original version)
Technology Transfer at a Defense Contractor (Abridged)
Linda A. Hill
Covers the same material concerning the specific transfer of technology as described in the longer version but summarizes the environmental and organizational context of the transfer. Most appropriate when the instructor wishes to focus on the action questions.
Keywords: Organizational Change and Adaptation;
Change Management;
Conflict Management;
Managerial Roles;
Management Teams;
Employees;
Competitive Strategy;
Projects;
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Background Note
| HBS Case Collection
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1998
(Revised from original 1994 version)
Managing Your Career
Linda A. Hill
Designed to serve as background reading for the "Managing Your Career" module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a "success syndrome" by building power and influence over the course of one's career. Also identifies some of the special challenges of: 1) managing one's early career, 2) developing power as a minority in the organization and the "glass ceiling" phenomenon, and 3) developing ethical judgment. Focusing special attention on the importance of self-assessment and introspection in building a successful career, the note concludes with a list of questions individuals should ask themselves periodically to take stock of their career and personal development.
Keywords: Personal Development and Career;
Citation: Hill, Linda A. " Managing Your Career." Harvard Business School Background Note 494-082, December 1998. (Revised from original March 1994 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
Jeanne Lewis at Staples, Inc. (A)
Linda A. Hill and Kristin Doughty
Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. This case is set nine months after she begins working with the marketing department. Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples' attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces "taking charge" and managing change in a revitalization situation in which a more evolutionary approach is appropriate.
Keywords: Problems and Challenges;
Change Management;
Organizational Change and Adaptation;
Marketing Strategy;
Management Succession;
Management Teams;
Management Style;
Competitive Advantage;
Retail Industry;
Citation: Hill, Linda A., and Kristin Doughty. " Jeanne Lewis at Staples, Inc. (A)." Harvard Business School Case 499-041, December 1998. (Revised from original November 1998 version.)
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Supplement
| HBS Case Collection
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1998
Franco Bernabe, Video
Linda A. Hill and Jennifer Suesse
Contains interview excerpts. Franco Bernabe discusses becoming a leader, reflections on leadership vision, ethics, leadership style, changes in the future of ENI.
Keywords: Change;
Ethics;
Leadership Development;
Leadership Style;
Citation: Hill, Linda A., and Jennifer Suesse. " Franco Bernabe, Video." Harvard Business School Video Supplement 499-501, December 1998.
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
Lark International Entertainment Ltd. (A)
Linda A. Hill and Jennifer Suesse
Two HBS MBA's leave McKinsey and Morgan Stanley to become entrepreneurs in Hong Kong. Together they start up a cinema chain throughout Asia. This case describes the experiences of managing a team in their Wuhan, China cinema. Looks at the challenges of managing growth in an entrepreneurial venture in an emerging market; leading a multicultural team; and coping with headquarter-field relationships.
Keywords: Entrepreneurship;
Problems and Challenges;
Business Growth and Maturation;
Business Startups;
Emerging Markets;
Leadership Style;
Leadership;
Groups and Teams;
Entertainment and Recreation Industry;
Hong Kong;
China;
Asia;
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Supplement
| HBS Case Collection
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1998
Lark International Entertainment Ltd. (B)
Linda A. Hill and Jennifer Suesse
Supplements the (A) case.
Keywords: Entertainment and Recreation Industry;
Hong Kong;
China;
Asia;
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Supplement
| HBS Case Collection
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1998
Lark International Entertainment Ltd. (C)
Linda A. Hill and Jennifer Suesse
Supplements the (A) case.
Keywords: Entertainment and Recreation Industry;
Hong Kong;
China;
Asia;
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Case
| HBS Case Collection
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1998
(Revised from original 1997 version)
Randy Haykin: The Making of an Entrepreneur (A)
Linda A. Hill and Jennifer Suesse
An MBA graduate, 10 years out, reflects on his career path. Randy Haykin is currently running his own venture catalyst organization in the Silicon Valley.
Keywords: Entrepreneurship;
Venture Capital;
Personal Development and Career;
Leadership Style;
Organizations;
San Francisco;
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Background Note
| HBS Case Collection
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1998
(Revised from original version)
Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships
Linda A. Hill
Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships.
Keywords: Relationships;
Networks;
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Case
| HBS Case Collection
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1998
(Revised from original 1996 version)
InterSoft of Argentina (A)
Linda A. Hill and Stacy Palestrant
Focuses on InterSoft of Argentina, a growing software company in Argentina. In 1993, InterSoft acquires a Russian software company and Emilo Lopez, the vice president and director of InterSoft's Systems Software Lab, must manage a creative, cross-cultural, "virtual" team. This case illustrates InterSoft's origins and highlights the relationship between the founding partners, Lopez and Felix Racca.
Keywords: Software;
Cross-Cultural and Cross-Border Issues;
Business Growth and Maturation;
Mergers and Acquisitions;
Management Teams;
Groups and Teams;
Partners and Partnerships;
Information Technology Industry;
Argentina;
Russia;
Citation: Hill, Linda A., and Stacy Palestrant. " InterSoft of Argentina (A)." Harvard Business School Case 497-025, June 1998. (Revised from original September 1996 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1996 version)
InterSoft of Argentina (B)
Linda A. Hill and Stacy Palestrant
Focuses on InterSoft of Argentina, a growing software company in Argentina. In 1993, InterSoft acquires a Russian software company and Emilo Lopez, the vice president and director of InterSoft's Systems Software Lab, must manage a creative, cross-cultural, "virtual" team. This case reveals a quarrel that arises over e-mail between an Argentine programmer and a Russian programmer. Lopez, as the manager of the development team, must decide how to handle the situation. Since the exchanges between these programmers were preserved in e-mail files, this case provides a unique opportunity to analyze a conflict situation as it escalates.
Keywords: Software;
Cross-Cultural and Cross-Border Issues;
Business Growth and Maturation;
Mergers and Acquisitions;
Management Teams;
Groups and Teams;
Partners and Partnerships;
Conflict Management;
Information Technology Industry;
Argentina;
Russia;
Citation: Hill, Linda A., and Stacy Palestrant. " InterSoft of Argentina (B)." Harvard Business School Case 497-026, June 1998. (Revised from original September 1996 version.)
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Background Note
| HBS Case Collection
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1998
(Revised from original 1995 version)
A Note for Analyzing Work Groups
Linda A. Hill
Presents a model for understanding the behavior and evolution of primary, stable work groups over time. The model describes contextual factors, design factors, and emergent culture as determinants of group behavior and performance. Describes emergent behavior, norms, roles, and rituals as aspects of group life. A rewritten version of an earlier note.
Keywords: Groups and Teams;
Balance and Stability;
Behavior;
Situation or Environment;
Citation: Hill, Linda A. " A Note for Analyzing Work Groups." Harvard Business School Background Note 496-026, April 1998. (Revised from original August 1995 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1995 version)
Transformation of Pratt & Whitney North Haven (A)
H. Kent Bowen, Linda A. Hill, Andrew P. Burtis, Sylvie Ryckebusch and John Schiavone
Pratt & Whitney is a leader in the development and manufacturing of gas turbine engines for commercial and military aircraft. Economic conditions for the airline and defense industries are forcing the airplane engine builders to restructure. Ed Northern, a new general manager of one of Pratt & Whitney's largest plants, is determined to transform the North Haven plant into a world-class manufacturing organization.
Keywords: Transformation;
Restructuring;
Production;
Opportunities;
Economy;
Aerospace Industry;
Manufacturing Industry;
Connecticut;
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Case
| HBS Case Collection
|
1998
(Revised from original 1995 version)
Transformation of Pratt & Whitney North Haven (B)
H. Kent Bowen, Linda A. Hill, Andrew P. Burtis, Sylvie Ryckebusch and John Schiavone
As part of the restructuring effort underway at the Pratt & Whitney North Haven plant, Ed Northern and a group of Japanese consultants are transforming the manufacturing process from a batch process to a single-piece flow, and are organizing the machines and workers in product cells. Vane Cell 6 is the first cell to be created at North Haven. Business Unit Manager Garrett Mikits is faced with a challenge as the creation of Vane Cell 6 nears completion. A new order, which represents a large volume increase, challenges Mikita and his workers to find a way to increase production.
Keywords: Restructuring;
Business Processes;
Production;
Machinery and Machining;
Human Resources;
Product;
Connecticut;
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Case
| HBS Case Collection
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1997
Franco Bernabe at ENI (B)
Linda A. Hill, Jennifer Suesse and Mara Willard
Supplements the (A) case.
Keywords: Leadership Style;
Personal Development and Career;
Management Teams;
Management Style;
Strategic Planning;
Crisis Management;
Privatization;
Italy;
Citation: Hill, Linda A., Jennifer Suesse, and Mara Willard. " Franco Bernabe at ENI (B)." Harvard Business School Case 498-035, December 1997.
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Supplement
| HBS Case Collection
|
1997
Franco Bernabe at ENI (C)
Linda A. Hill, Jennifer Suesse and Mara Willard
Supplements the (A) case.
Keywords: Italy;
Citation: Hill, Linda A., Jennifer Suesse, and Mara Willard. " Franco Bernabe at ENI (C)." Harvard Business School Supplement 498-040, December 1997.
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Case
| HBS Case Collection
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1997
(Revised from original version)
Francisco de Narvaez at Tia (A)
Linda A. Hill and Stacy Palestrant
Describes Francisco de Narvaez's leadership efforts to transform his family-owned business into a market-driven, professionally run global company. Covers the events from 1989 to 1992.
Keywords: History;
Leading Change;
Family Business;
Family Ownership;
Global Strategy;
Leadership Style;
Problems and Challenges;
Citation: Hill, Linda A., and Stacy Palestrant. " Francisco de Narvaez at Tia (A)." Harvard Business School Case 496-012, October 1997. (Revised from original November 1995 version.)
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Background Note
| HBS Case Collection
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1997
(Revised from original 1996 version)
Leadership and Organizational Behavior (LEAD), Fall Term Course Overview and Syllabus WITHDRAWN
Linda A. Hill
Keywords: Leadership;
Organizational Culture;
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Case
| HBS Case Collection
|
1997
(Revised from original version)
Technology Transfer at a Defense Contractor
Linda A. Hill
At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp., faces a delay in a costly defense project due to the inability of one of his subordinates to gain the cooperation of engineers at Parsons' manufacturing plant. The physical distance between the plants, different functions, and unequal power relations feed the conflict, forcing Yoshino to reexamine his role. The case promotes discussion of 1) friction between design and manufacturing, 2) managing self-managing professionals, and 3) changing behaviors to reflect new competitive situations.
Keywords: Organizational Change and Adaptation;
Change Management;
Conflict Management;
Managerial Roles;
Management Teams;
Employees;
Competitive Strategy;
Projects;
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Supplement
| HBS Case Collection
|
1997
Joline Godfrey and the Polaroid Corp. (A) Video
Linda A. Hill
Keywords: Electronics Industry;
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Supplement
| HBS Case Collection
|
1997
(Revised from original version)
Francisco de Narvaez at Tia (B)
Linda A. Hill and Stacy Palestrant
Supplements the (A) case.
Citation: Hill, Linda A., and Stacy Palestrant. " Francisco de Narvaez at Tia (B)." Harvard Business School Supplement 496-013, May 1997. (Revised from original November 1995 version.)
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Supplement
| HBS Case Collection
|
1997
Suzanne de Passe at Motown Productions
Linda A. Hill and Mara Willard
Suzanne de Passe talks to an MBA class in October 1996 and discusses her perspective on leadership, her experience making "Lonesome Dove," and her company: de Passe Entertainment. Designed for use with Suzanne de Passe at Motown Productions (A) (9-487-042), (A1) (9-497-015), and (B) (9-494-014).
Keywords: Leadership;
Perspective;
Organizational Culture;
Personal Development and Career;
Entertainment and Recreation Industry;
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Supplement
| HBS Case Collection
|
1997
Francisco de Narvaez at Tia
Linda A. Hill and Mara Willard
Harvard Business School students question Francisco de Narvaez about his family store, Tia, from the late 1980s to the present, as he attempts to transform it from a family-owned business into a market-driven, professionally-run global company.
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Case
| HBS Case Collection
|
1996
(Revised from original 1996 version)
Suzanne de Passe at Motown Productions (A1)
Linda A. Hill and Jaan Elias
Illustrates: 1) the impact of a manager's leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their styles as situational requirements change. More specifically, it provides an opportunity to look at some of the special issues of: 1) being a black woman manager; 2) the advantages and disadvantages associated with a "family corporate culture"; and 3) managing in a creative business. Does not substantially differ from the (A) case, but it does emphasize more strongly Suzanne de Passe's success. Students have misunderstood the standards of the entertainment industry, and this case makes Motown's accomplishments clearer.
Keywords: Management Style;
Leadership Style;
Organizational Culture;
Change Management;
Situation or Environment;
Creativity;
Race Characteristics;
Gender Characteristics;
Relationships;
Management Teams;
Success;
Entertainment and Recreation Industry;
Music Industry;
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Background Note
| HBS Case Collection
|
1996
Building Effective One-on-One Work Relationships
Linda A. Hill
Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to manage conflict based on the Senge Model of advocacy, inquiry, and mental models, all of which encourage people to uncover their assumptions.
Keywords: Performance Effectiveness;
Quality;
Networks;
Conflict and Resolution;
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Case
| HBS Case Collection
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1996
InterSoft of Argentina (C)
Linda A. Hill and Stacy Palestrant
Supplements the (A) and (B) cases. Designed to be handed out at the end of class.
Keywords: Software;
Cross-Cultural and Cross-Border Issues;
Business Growth and Maturation;
Mergers and Acquisitions;
Management Teams;
Groups and Teams;
Partners and Partnerships;
Conflict Management;
Information Technology Industry;
Argentina;
Russia;
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Supplement
| HBS Case Collection
|
1996
(Revised from original version)
Rudi Gassner and the Executive Committee of BMG International (B)
Linda A. Hill
Describes the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.
Keywords: Management Teams;
Decisions;
Music Industry;
Media and Broadcasting Industry;
Germany;
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Case
| HBS Case Collection
|
1995
Transformation of Pratt & Whitney North Haven (E)
H. Kent Bowen, Linda A. Hill, Andrew P. Burtis, Sylvie Ryckebusch and John Schiavone
Gives the conclusion of the (C) and (D) cases.
Keywords: Connecticut;
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Case
| HBS Case Collection
|
1995
Transformation of Pratt & Whitney North Haven (C)
H. Kent Bowen, Linda A. Hill, Andrew P. Burtis, Sylvie Ryckebusch and John Schiavone
As part of the Pratt & Whitney North Haven restructuring effort, Ed Northern and his business unit managers are encouraging workers to make decisions and take an active role in improving the manufacturing process at North Haven. Business Unit Manager Tom Hutton has empowered a group of hourly workers to purchase grit blast equipment for two cells. The capital purchase decision runs into some problems when the two cells, the vapor coat and pack coat cells, fail to reach an agreement about which equipment to purchase.
Keywords: Restructuring;
Decisions;
Capital;
Human Resources;
Agreements and Arrangements;
Production;
Problems and Challenges;
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Case
| HBS Case Collection
|
1995
Transformation of Pratt & Whitney North Haven (D)
H. Kent Bowen, Linda A. Hill, Andrew P. Burtis, Sylvie Ryckebusch and John Schiavone
Because of conflicts between the vapor coat and pack coat cells over the decision to purchase new grit blast equipment, Business Unit Manager Tom Hutton has decided to form a second capital purchase team that will represent the pack coat cell. Meanwhile, the first capital purchase team has decided to purchase MacCormick equipment, traditionally considered less reliable than other equipment. Hutton is having misgivings about his decision to empower workers to purchase equipment, and wonders whether he should approve the purchase.
Keywords: Decisions;
Capital;
Employees;
Organizational Culture;
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Case
| HBS Case Collection
|
1995
(Revised from original 1993 version)
Rudi Gassner and the Executive Committee of BMG International (A)
Linda A. Hill
Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether or not to change managers' business plans and bonus targets as a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior mangement team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.
Keywords: Managerial Roles;
Management Teams;
Decision Making;
Business Plan;
Growth and Development Strategy;
Global Strategy;
Leadership Style;
Organizational Culture;
Business Subsidiaries;
Business Conglomerates;
Cost Management;
Change Management;
Music Industry;
Media and Broadcasting Industry;
Germany;
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Rudi Gassner and the Executive Committee of BMG International (A) and (B) TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for (9-494-055) and (9-494-056).
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Suzanne de Passe at Motown Productions (A)
Linda A. Hill
Illustrates: 1) the impact of a manager's leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their styles as situational requirements change. More specifically, it provides an opportunity to look at some of the special issues of: 1) being a black woman manager, 2) the advantages and disadvantages associated with a "family corporate culture," and 3) managing in a creative business.
Keywords: Management Style;
Leadership Style;
Organizational Culture;
Change Management;
Situation or Environment;
Creativity;
Race Characteristics;
Gender Characteristics;
Relationships;
Management Teams;
Entertainment and Recreation Industry;
Music Industry;
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Supplement
| HBS Case Collection
|
1995
Orientation for Viewing the Cranfield-Kearney Performance Appraisal Interview
John J. Gabarro and Linda A. Hill
Presents the background information to watching the video reenactment of the Cranfield-Kearney Performance Appraisal Interview.
Keywords: Interpersonal Communication;
Compensation and Benefits;
Performance;
Motivation and Incentives;
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Case
| HBS Case Collection
|
1995
Slade Plating Department, The
Linda A. Hill
Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case.
Keywords: Conflict and Resolution;
Values and Beliefs;
Organizational Culture;
Decision Making;
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Background Note
| HBS Case Collection
|
1995
(Revised from original 1993 version)
Orientation to the Subarctic Survival Situation
Linda A. Hill
An orientation to the "Subartic Survival Situation" (designed by and available from Human Synergistics, Inc., Plymouth, MI, tel. 313-459-1030), an experiental exercise that gives students an opportunity to learn about their personal influence style and their effectiveness as a team leader or member. As a simulation, the exercise provides conditions analogous to those managers face every day: They must make critical decisions from incomplete and often ambiguous information and must live with imperfect solutions; the problem is urgent and they have to cope with the stresses and emotions associated with working under pressure; they will have to work with others to solve a common problem (in this regard, this exercise perhaps simulates most closely a newly instituted cross-functional task force). Outlines the rationale for the exercise and gives a brief overview of how the simulation will unfold.
Keywords: Leadership Style;
Performance Effectiveness;
Performance Evaluation;
Decisions;
Power and Influence;
Groups and Teams;
Decision Choices and Conditions;
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Lyndon Baines Johnson TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for Reprint (1-488-001).
Keywords: Government and Politics;
Citation: Hill, Linda A., and Katherine Seger Weber. " Lyndon Baines Johnson TN." Harvard Business School Teaching Note 494-089, April 1995. (Revised from original March 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Excerpts from Blind Ambition TN
Linda A. Hill and Joshua D. Margolis
Teaching Note for Reprint (1-480-025).
Citation: Hill, Linda A., and Joshua D. Margolis. " Excerpts from Blind Ambition TN." Harvard Business School Teaching Note 494-124, April 1995. (Revised from original April 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original version)
Karen Leary (A), (B), and (C), Teaching Note
Linda A. Hill
Teaching Note for (9-487-020), (9-487-021), and (9-487-022).
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original version)
Karen Green, Teaching Note
Linda A. Hill
The video depicts Karen Green, a manager in her early thirties, on a company retreat. She is being considered for a project manager position, a promotion she does not receive. During the retreat, the circumstances that influenced the decision become evident. The material is very rich and raises a number of timely and controversial issues including: gender differences in management styles, the impact of gender on mentor-protege relationships, tokenism, and work/family balance. Designed for use with Sex Bias in the Workplace: May the Best Man Win (order No. 6191M), a video vignette available from Coronet M.T.I., the video division of Simon and Schuster (tel. 1-800-621-2131). A one-page Orientation to Viewing Karen Green (9-494-068) is also available.
Keywords: Gender Characteristics;
Personal Development and Career;
Work-Life Balance;
Power and Influence;
Citation: Hill, Linda A. " Karen Green, Teaching Note." Harvard Business School Teaching Note 490-095, April 1995. (Revised from original May 1990 version.)
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Background Note
| HBS Case Collection
|
1995
(Revised from original version)
Orientation for Viewing ""Karen Green""
Linda A. Hill
Citation: Hill, Linda A. Orientation for Viewing " "Karen Green"". Harvard Business School Background Note 494-068, April 1995. (Revised from original November 1993 version.)
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Background Note
| HBS Case Collection
|
1995
(Revised from original version)
Orientation for Viewing ""Ted Smith and the Lyric Copier""
Linda A. Hill
Citation: Hill, Linda A. Orientation for Viewing " "Ted Smith and the Lyric Copier"". Harvard Business School Background Note 494-069, April 1995. (Revised from original November 1993 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Power, Greed and Glory on Wall Street: The Fall of Lehman Brothers, Parts I and II TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for Reprints (1-285-151) and (1-286-042).
Keywords: Power and Influence;
Financial Services Industry;
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original version)
Ted Smith and the Lyric Copier, Teaching Note
Linda A. Hill
Keywords: Information Technology Industry;
Citation: Hill, Linda A. "Ted Smith and the Lyric Copier, Teaching Note." Harvard Business School Teaching Note 494-118, April 1995. (Revised from original April 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Subarctic Survival Situation TN
Linda A. Hill and Katherine Seger Weber
Keywords: Geographic Scope;
Citation: Hill, Linda A., and Katherine Seger Weber. "Subarctic Survival Situation TN." Harvard Business School Teaching Note 494-129, April 1995. (Revised from original April 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Lisa Benton (A) and (B) TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for (9-494-114) and (9-494-115).
Citation: Hill, Linda A., and Katherine Seger Weber. " Lisa Benton (A) and (B) TN." Harvard Business School Teaching Note 494-112, April 1995. (Revised from original March 1994 version.)
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Supplement
| HBS Case Collection
|
1995
(Revised from original version)
Karen Leary (B)
Linda A. Hill
Supplements the (A) case.
Citation: Hill, Linda A. " Karen Leary (B)." Harvard Business School Supplement 487-021, March 1995. (Revised from original October 1986 version.)
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Supplement
| HBS Case Collection
|
1995
(Revised from original version)
Karen Leary (C)
Linda A. Hill
Supplements the (A) case.
Citation: Hill, Linda A. " Karen Leary (C)." Harvard Business School Supplement 487-022, March 1995. (Revised from original October 1986 version.)
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Case
| HBS Case Collection
|
1995
(Revised from original 1994 version)
De Passe Entertainment and Creative Partners
Linda A. Hill
After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies.
Keywords: Business Startups;
Entrepreneurship;
Partners and Partnerships;
Business or Company Management;
Entertainment;
Personal Development and Career;
Entertainment and Recreation Industry;
Music Industry;
California;
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Supplement
| HBS Case Collection
|
1995
(Revised from original version)
Craig Weatherup, Supplement
Linda A. Hill
A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America.
Citation: Hill, Linda A. " Craig Weatherup, Supplement." Harvard Business School Video Supplement 494-125, March 1995. (Revised from original March 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Craig Weatherup TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for video (9-494-518).
Citation: Hill, Linda A., and Katherine Seger Weber. " Craig Weatherup TN." Harvard Business School Teaching Note 494-130, March 1995. (Revised from original April 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
de Passe Entertainment and Creative Partners TN
Linda A. Hill and Joshua D. Margolis
Teaching Note for (9-494-013).
Keywords: Entertainment and Recreation Industry;
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Background Note
| HBS Case Collection
|
1995
(Revised from original version)
Managing Your Team
Linda A. Hill
Designed as an overview note for the Managing Your Team module of the MBA second year elective course Power and Influence. Identifies some criteria for evaluating team effectiveness and outlines in detail the key areas of responsibility of team managers: managing the team's boundary, and managing the team itself (including designing the team and facilitating the team's process). Also contains a brief appendix on managing transnational teams as well as substantial bibliographic references for further reading.
Keywords: Groups and Teams;
Performance Evaluation;
Management;
Cross-Cultural and Cross-Border Issues;
Citation: Hill, Linda A. " Managing Your Team." Harvard Business School Background Note 494-081, March 1995. (Revised from original March 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Joline Godfrey and the Polaroid Corporation (A) and (B) TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for (9-492-037) and (9-492-038).
Keywords: Electronics Industry;
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Supplement
| HBS Case Collection
|
1995
(Revised from original 1992 version)
Joline Godfrey and the Polaroid Corp. (B)
Linda A. Hill
Supplements Joline Godfrey and the Polaroid Corp. (A).
Keywords: Corporate Entrepreneurship;
Rank and Position;
Leading Change;
Problems and Challenges;
Change;
Electronics Industry;
Consumer Products Industry;
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Kevin Simpson
Linda A. Hill
Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational health product corporation; and a position as the assistant to the president of Haemonetics, an entrepreneurial company in the biomedical equipment field. Addresses the factors Simpson should consider when making job choices as well as the issues he faces as an African-American professional.
Keywords: Job Search;
Job Offer;
Decision Making;
Decision Choices and Conditions;
Race Characteristics;
Citation: Hill, Linda A. " Kevin Simpson." Harvard Business School Case 492-041, March 1995. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Kevin Simpson TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for (9-492-041).
Keywords: Health Industry;
Medical Devices and Supplies Industry;
Citation: Hill, Linda A., and Katherine Seger Weber. " Kevin Simpson TN." Harvard Business School Teaching Note 494-088, March 1995. (Revised from original April 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Amelia Rogers at Tassani Communications (A) and (B) TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for (9-492-034) and (9-492-035).
Keywords: Telecommunications Industry;
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Background Note
| HBS Case Collection
|
1995
(Revised from original version)
Power Dynamics in Organizations
Linda A. Hill
Designed to introduce the concepts of power and power dynamics to students in the MBA second-year elective course Power and Influence. Defines "power" and "influence," and explores the role of power dynamics in managerial work and in the life of organizations. Combats popular notions that "power is evil" and that "power corrupts" by illustrating how power is necessary to bring about productive and creative resolutions to organizational conflict. Describes the positional and personal sources of individual power, and concludes with implications for assessing power dynamics in organizations as an important element of one's career management.
Keywords: Power and Influence;
Organizations;
Conflict and Resolution;
Citation: Hill, Linda A. " Power Dynamics in Organizations." Harvard Business School Background Note 494-083, March 1995. (Revised from original January 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
David Fletcher TN
Linda A. Hill and Katherine Seger Weber
Teaching Note for (9-493-064).
Keywords: Financial Services Industry;
New York (city, NY);
Citation: Hill, Linda A., and Katherine Seger Weber. " David Fletcher TN." Harvard Business School Teaching Note 494-117, March 1995. (Revised from original March 1994 version.)
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original 1994 version)
Bernd Sterzel at the IVth Medizinische Klinik (A), (B), and (C) TN
Linda A. Hill and Joshua D. Margolis
Teaching Note for (9-493-059), (9-493-060), and (9-493-061).
Keywords: Health Industry;
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Case
| HBS Case Collection
|
1995
(Revised from original 1993 version)
Bernd Sterzel at the IVth Medizinische Klinik (A)
Linda A. Hill
After 10 years of running a small laboratory at Yale Medical School, Dr. R. Bernd Sterzel assumes leadership of a nephrology clinic in Nurnberg and Erlangen, Germany. In his ambitious efforts to transform the clinic into a leading academic research institution, he encounters numerous challenges associated with health care management in a socialized medicine context.
Keywords: Change Management;
Organizational Change and Adaptation;
Problems and Challenges;
Cross-Cultural and Cross-Border Issues;
Health Industry;
Germany;
Connecticut;
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Supplement
| HBS Case Collection
|
1995
(Revised from original 1993 version)
Bernd Sterzel at the IVth Medizinische Klinik (C)
Linda A. Hill
Supplements the (A) case.
Keywords: Health Industry;
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Case
| HBS Case Collection
|
1995
(Revised from original 1992 version)
Amelia Rogers at Tassani Communications (A)
Linda A. Hill
Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director's behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity.
Keywords: Rank and Position;
Conflict Management;
Change Management;
Entrepreneurship;
Practice;
Behavior;
Creativity;
Problems and Challenges;
Advertising Industry;
Chicago;
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Supplement
| HBS Case Collection
|
1995
(Revised from original version)
Amelia Rogers at Tassani Communications (B)
Linda A. Hill
Supplements the (A) case.
Keywords: Telecommunications Industry;
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Teaching Note
| HBS Case Collection
|
1995
(Revised from original version)
Technology Transfer at a Defense Contractor & (Abridged), Teaching Note
Linda A. Hill
Teaching Note for (9-489-084) and (9-490-094).
Keywords: Technology Adoption;
Job Design and Levels;
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Supplement
| HBS Case Collection
|
1995
(Revised from original 1993 version)
Bernd Sterzel at the IVth Medizinische Klinik (B)
Linda A. Hill
Supplements the (A) case.
Keywords: Health Industry;
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Background Note
| HBS Case Collection
|
1995
(Revised from original version)
Evaluating an Action Plan
Linda A. Hill
Managers report that action planning to resolve interpersonal and organizational challenges is far more demanding than diagnosing them. Although there are many frameworks for evaluating their diagnoses, there are few for evaluating their action plans. Reviews the major criteria for assessing an action plan. Includes a short list of "Key Elements of Action Planning," and a longer list of "Criteria for Evaluating an Action Plan." The list of criteria is written as a series of questions to ask yourself when assessing an action plan.
Keywords: Planning;
Citation: Hill, Linda A. " Evaluating an Action Plan." Harvard Business School Background Note 494-090, March 1995. (Revised from original January 1994 version.)
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Background Note
| HBS Case Collection
|
1994
(Revised from original version)
Power and Influence, Course Overview and Syllabus
Linda A. Hill
Keywords: Power and Influence;
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Supplement
| HBS Case Collection
|
1994
Rudi Gassner at BMG International, Video
Linda A. Hill
Shows excerpts from a class discussion with Gassner and an MBA class. He describes his leadership style and the challenges he faces as the senior executive of a global entertainment enterprise.
Keywords: Entertainment;
Globalization;
Leadership Style;
Problems and Challenges;
Entertainment and Recreation Industry;
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Background Note
| HBS Case Collection
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1994
(Revised from original 1994 version)
Exercising Influence
Linda A. Hill
Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the "myths and realities" of management that new managers discover--specifically, that managers are dependent on a complex network of relationships to get work done, and that they must influence others by relying on sources of power other than their formal positional authority. Describes influence as exchange within these networks of mutually beneficial relationships. Also discusses tactics for avoiding the abuse of power and influence.
Keywords: Power and Influence;
Citation: Hill, Linda A. " Exercising Influence." Harvard Business School Background Note 494-080, May 1994. (Revised from original February 1994 version.)
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Case
| HBS Case Collection
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1994
(Revised from original 1994 version)
Lisa Benton (A)
Linda A. Hill
Lisa Benton is in her fourth month as an assistant product manager at Houseworld, a leading consumer products company. She has been on the job since graduating from the Harvard Business School, and she has been frustrated from the start by a lack of responsibility, by her poor relationship with her boss and a colleague, and recently, by the negative performance review she received. Concerned about her future at Houseworld, Benton is considering calling her former boss from her summer job to inquire about a position. An updated version of an earlier case.
Keywords: Problems and Challenges;
Jobs and Positions;
Power and Influence;
Relationships;
Consumer Products Industry;
Citation: Hill, Linda A. " Lisa Benton (A)." Harvard Business School Case 494-114, May 1994. (Revised from original March 1994 version.)
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Supplement
| HBS Case Collection
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1994
(Revised from original version)
Lisa Benton (B)
Linda A. Hill
Provides a follow-up to Lisa Benton (A).
Citation: Hill, Linda A. " Lisa Benton (B)." Harvard Business School Supplement 494-115, May 1994. (Revised from original March 1994 version.)
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Teaching Note
| HBS Case Collection
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1994
(Revised from original version)
Power and Influence, Instructor's Course Overview
Linda A. Hill
Keywords: Power and Influence;
Citation: Hill, Linda A. "Power and Influence, Instructor's Course Overview." Harvard Business School Teaching Note 494-131, May 1994. (Revised from original April 1994 version.)
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Supplement
| HBS Case Collection
|
1994
(Revised from original version)
Suzanne de Passe at Motown Productions (B)
Linda A. Hill
Provides an update of the (A) case. Describes de Passe's career from 1986 to 1993.
Keywords: Personal Development and Career;
Entertainment and Recreation Industry;
Music Industry;
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Teaching Note
| HBS Case Collection
|
1994
Influence Style Questionnaire, Teaching Note
Linda A. Hill
Keywords: Power and Influence;
Citation: Hill, Linda A. "Influence Style Questionnaire, Teaching Note." Harvard Business School Teaching Note 494-086, March 1994.
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Supplement
| HBS Case Collection
|
1994
Kevin Simpson at Haemonetics, Video
Linda A. Hill
Contains excerpts from an interview with Kevin Simpson (HBS 1990) about his decision to join Haemonetics, a medical equipment company, after receiving his MBA. Simpson discusses his experiences on the job during the first three months while he was the assistant to the president and CEO.
Keywords: Interpersonal Communication;
Experience and Expertise;
Decisions;
Recruitment;
Medical Devices and Supplies Industry;
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Supplement
| HBS Case Collection
|
1994
Craig Weatherup Video
Linda A. Hill
Citation: Hill, Linda A. " Craig Weatherup Video." Harvard Business School Video Supplement 494-518, March 1994.
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Teaching Note
| HBS Case Collection
|
1994
(Revised from original version)
Suzanne de Passe at Motown Productions (A), (A1), and (B), Teaching Note
Linda A. Hill
Teaching Note for (9-487-042), (9-497-015), and (9-494-014).
Keywords: Entertainment and Recreation Industry;
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Supplement
| HBS Case Collection
|
1989
Suzanne de Passe at Motown Productions, Video
Linda A. Hill
Updates events in the case and draws a tighter focus on managing a start-up and women in leadership.
Keywords: Business Startups;
Gender Characteristics;
Leadership;
Management;
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Report
| 1998
State-of-the-Art Council Report
V. Caimano, P Canavan and L. Hill
Keywords: Reports;
Citation: Caimano, V., P Canavan, and L. Hill. "State-of-the-Art Council Report." Report, Human Resource Planning Society, Orlando, FL, September 1998.
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Report
| 1997
State-of-the-Art Council Report
V. Caimano, P Canavan and Linda Hill
Keywords: Reports;
Citation: Caimano, V., P Canavan, and Linda Hill. "State-of-the-Art Council Report." Report, Human Resource Planning Society, San Francisco, CA, September 1997.
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