Dorothy A. Leonard
William J. Abernathy Professor of Business Administration, Emerita
Dorothy Leonard*, the William J. Abernathy Professor of Business Administration Emerita, joined the Harvard faculty in 1983 after teaching for three years at the Sloan School of Management, Massachusetts Institute of Technology. She has taught MBA courses in managerial leadership, corporate capabilities, new product and process design, technology strategy and innovation management. At Harvard, M.I.T., and for corporations such as Hewlett-Packard, AT&T, and 3M, Professor Leonard has conducted executive courses on a wide range of innovation-related topics such as cross-functional coordination during new product development, technology transfer and knowledge management. She has initiated and served as faculty chair for executive education programs such as Leveraging Knowledge for the 21st Century, Leading Product Development, and Enhancing Corporate Creativity. She also served as a Director of Research for the Harvard Business School and Director of Research and Knowledge Programs for Harvard Business School's non-profit organization, HBS Interactive.
Professor Leonard's major research interests and consulting expertise relate to managing knowledge for innovation and stimulating creativity in group settings. She has consulted with and taught about these topics for governments (e.g., Sweden, Jamaica) and major corporations (e.g., IBM, Kodak). She served on the corporate Board of Directors for American Management Systems for twelve years and for Guy Gannett Communications for three years in both cases until the company was merged or acquired.
Her numerous writings appear in academic journals (e.g., "Core Capabilities and Core Rigidities in New Product Development" awarded Best Paper by Strategic Management Journal for sustained impact on the profession), practitioner journals (e.g., "Deep Smarts" in Harvard Business Review) and books on technology management (e.g., "Guiding Visions" in The Perpetual Enterprise Machine). In addition, Professor Leonard has written dozens of field-based cases used in business school classrooms around the world. Her book, Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, was published in hardback in 1995 by Harvard Business School Publishing, reissued in paperback in 1998, and has been translated into numerous languages. Professor Leonard's book, When Sparks Fly: Igniting Group Creativity, (co-authored with Walter Swap) was published September, 1999 by Harvard Business School Press. Also widely translated, it has been reissued in paperback in 2005 and was awarded Best Book on Creativity by the European Association for Creativity and Innovation. Her latest book (with Walter Swap) is: Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom, published in January, 2005. Before obtaining her Ph.D. from Stanford University, she worked in Southeast Asia for ten years.
*formerly Dorothy Leonard-Barton
For more information please go to Professor Leonard's Webpage
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Journal Article
| Harvard Business Review
|
Deep Smarts
Dorothy Leonard and Walter Swap
Citation: Leonard, Dorothy, and Walter Swap. " Deep Smarts." Harvard Business Review 82, no. 9 (September 2004).
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Article
| Journal of Management Information Systems
|
Using Mentoring and Storytelling to Transfer Knowledge in the Workplace
Walter C. Swap, Dorothy A. Leonard, Mary Shields and Lisa Abrams
Keywords: Teaching;
Knowledge;
Communication;
Citation: Swap, Walter C., Dorothy A. Leonard, Mary Shields, and Lisa Abrams. "Using Mentoring and Storytelling to Transfer Knowledge in the Workplace." Journal of Management Information Systems 18, no. 1 (summer 2001).
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Journal Article
| Harvard Business Review
|
Gurus in the Garage
Dorothy Leonard and Walter C. Swap
Citation: Leonard, Dorothy, and Walter C. Swap. " Gurus in the Garage." #R00609. Harvard Business Review 78, no. 6 (November–December 2000): 71–82.
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Article
| California Management Review
|
The Role of Tacit Knowledge in Group Innovation
D. A. Leonard and S. Sensiper
Keywords: Knowledge;
Groups and Teams;
Innovation and Invention;
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Article
| Harvard Business Review
|
Spark Innovation Through Empathic Design
D. A. Leonard and Jeffrey Rayport
Keywords: Innovation and Invention;
Design;
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Article
| Knowledge Management
|
Mining Knowledge Assets for Innovation
D. A. Leonard
Keywords: Knowledge Acquisition;
Innovation and Invention;
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Article
| Harvard Business Review
|
Putting your Company's Whole Brain to Work
D. A. Leonard and S. Straus
Keywords: Business Ventures;
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Article
| Harvard Business Review
|
How to Integrate Work and Deepen Expertise
D. Leonard-Barton, H. K. Bowen, K. B. Clark, C. Holloway and S. C. Wheelwright
Keywords: Integration;
Citation: Leonard-Barton, D., H. K. Bowen, K. B. Clark, C. Holloway, and S. C. Wheelwright. " How to Integrate Work and Deepen Expertise." #94502. Harvard Business Review 72, no. 5 (September–October 1994): 121–130.
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Response
| Harvard Business Review
|
'Is It Too Late for Pacer to Change Course?' A Response to 'When New Products and Customer Loyalty Collide'
D. A. Leonard-Barton
Keywords: Change;
Product;
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Article
| Academy of Management Journal
|
Developer-user Interaction and User Satisfaction in Internal Technology Transfer
D. A. Leonard-Barton and D. Sinha
Keywords: Relationships;
Technology;
Communication;
Customer Satisfaction;
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Article
| Organization Science
|
Management of Technology and Moose on Tables
D. A. Leonard-Barton
Keywords: Technology;
Management;
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Article
| MIT Sloan Management Review
|
The Factory as a Learning Laboratory
D. A. Leonard-Barton
Keywords: Learning;
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Article
| Strategic Management Journal
|
Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development
D. A. Leonard-Barton
Keywords: Product;
Research and Development;
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Article
| Design Management Journal
|
Inanimate Integrators: A Block of Wood Speaks
D. A. Leonard-Barton
Keywords: Integration;
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Journal Article
| MIT Sloan Management Review
|
Beating Murphy's Law
D. A. Leonard-Barton, W. B. Chew and R. Bohn
Citation: Leonard-Barton, D. A., W. B. Chew, and R. Bohn. " Beating Murphy's Law." MIT Sloan Management Review 32, no. 3 (spring 1991): 5–16.
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Article
| International Journal of Technology Management
|
The Role of Process Innovation and Adaptation in Attaining Strategic Technological Capability
D. A. Leonard-Barton
Keywords: Innovation and Invention;
Strategy;
Technology;
Adaptation;
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Journal Article
| Organization Science
|
A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites
D. A. Leonard-Barton
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Article
| Management Science
|
Managerial Influences in the Implementation of a New Technology
D. A. Leonard and I. Deschamps
Keywords: Management;
Leadership;
Technology;
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Article
| Research Policy
|
Implementation as Mutual Adaptation of Technology and Organization
D. A. Leonard
Keywords: Technology;
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Article
| Communication Research
|
Implementation Characteristics in Organizational Innovations
Dorothy A. Leonard
Keywords: Organizations;
Innovation and Invention;
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Article
| Harvard Business Review
|
Putting Expert Systems to Work
D. A. Leonard and J. Sviokla
Keywords: System;
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Article
| MIT Sloan Management Review
|
The Case for Integrative Innovation: An Expert System at Digital
D. A. Leonard
Keywords: System;
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Book Review
| Administrative Science Quarterly
|
Review of Implementing New Technologies: Choice, Decision and Change in Manufacturing, edited by E. Rhodes and D. Wield
Dorothy A. Leonard
Keywords: Technology;
Decision Choices and Conditions;
Change;
Production;
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Article
| Interfaces
|
Implementing Structured Software Methodologies: A Case of Innovation in Process
D. A. Leonard
Keywords: Software;
Innovation and Invention;
Governing Rules, Regulations, and Reforms;
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Article
| Harvard Business Review
|
The Implementation of New Technologies
Dorothy A. Leonard and W. Kraus
Keywords: Technology;
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Article
| Journal of Consumer Research
|
Experts as Negative Opinion Leaders in the Diffusion of a Technical Innovation
D. A. Leonard
Keywords: Leadership;
Technology;
Innovation and Invention;
Change;
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Article
| Knowledge
|
Diffusing Innovations When the Users are not the Choosers: The Case of Dentists
D. A. Leonard
Keywords: Innovation and Invention;
Decision Choices and Conditions;
Health;
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Article
| Research Policy
|
Swedish Entrepreneurs in Manufacturing Firms and Their Sources of Information
D. A. Leonard
Keywords: Entrepreneurship;
Business Ventures;
Information;
Manufacturing Industry;
Sweden;
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Article
| Environment and Behavior
|
Review of Innovation Diffusion: A New Perspective, by L. Brown
Dorothy A. Leonard
Keywords: Innovation and Invention;
Perspective;
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Article
| Journal of Consumer Research
|
Voluntary Simplicity Lifestyles and Energy Conservation
D. A. Leonard
Keywords: Environmental Sustainability;
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Article
| American Behavioral Scientist
|
Testing Social Theories in Marketing Settings
D. A. Leonard and E. M. Rogers
Keywords: Theory;
Marketing;
Society;
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Chapter
| Leading for Innovation: And Organizing for Results
| 2001
The Value of 'Been There, Done That'
Dorothy A. Leonard and Walter Swap
Keywords: Experience and Expertise;
Value;
Citation: Leonard, Dorothy A., and Walter Swap. "The Value of 'Been There, Done That'." In Leading for Innovation: And Organizing for Results, edited by Frances Hesselbein, Marshall Goldsmith, and Iain Somerville. San Francisco: Jossey-Bass, 2001.
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Chapter
| Knowledge Management Classic and Contemporary Works
| 2001
Tacit Knowledge, Unarticulated Needs, and Empathic Design in New Product Development
Dorothy A. Leonard
Keywords: Product Development;
Product Design;
Knowledge;
Human Needs;
Demand and Consumers;
Citation: Leonard, Dorothy A. "Tacit Knowledge, Unarticulated Needs, and Empathic Design in New Product Development." Chap. 9 in Knowledge Management Classic and Contemporary Works, edited by Mark T. Maybury, Daryl Morey, and Bhavani M. Thuraisingham, 223–237. Boston: MIT Press, 2001.
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Chapter
| Delivering Results: A New Mandate for Human Resource Professionals
| 1998
Putting Your Company's Whole Brain to Work
D. A. Leonard
Keywords: Business Ventures;
Competency and Skills;
Business or Company Management;
Citation: Leonard, D. A. "Putting Your Company's Whole Brain to Work." In Delivering Results: A New Mandate for Human Resource Professionals. Edited by David Ulrich.Harvard Business Review Book Series. Boston, MA: Harvard Business School Press, 1998.
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Chapter
| The Work of Teams
| 1998
How to Integrate Work and Deepen Expertise
D. A. Leonard
Keywords: Experience and Expertise;
Working Conditions;
Citation: Leonard, D. A. "How to Integrate Work and Deepen Expertise." In The Work of Teams, edited by Jon R. Katzenbach. Boston, MA: Harvard Business School Press, 1998.
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Chapter
| Sense and Respond: Capturing Value in the Network Era
| 1998
Virtual Teams: Using Communications Technology to Manage Geographically Dispersed Development Groups
Dorothy A. Leonard, P. A. Brands, Amy Edmondson and Justine Fenwick
Keywords: Groups and Teams;
Communication Technology;
Information Technology;
Networks;
Management;
Technology Industry;
Citation: Leonard, Dorothy A., P. A. Brands, Amy Edmondson, and Justine Fenwick. "Virtual Teams: Using Communications Technology to Manage Geographically Dispersed Development Groups." In Sense and Respond: Capturing Value in the Network Era, edited by Stephen P. Bradley, and Richard L. Nolan, 285–98. Boston: Harvard Business School Press, 1998.
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Chapter
| Harvard Business Review on Knowledge Management
| 1998
Putting Your Company's Whole Brain to Work
D. A. Leonard
Keywords: Business Ventures;
Competency and Skills;
Business or Company Management;
Citation: Leonard, D. A. "Putting Your Company's Whole Brain to Work." In Harvard Business Review on Knowledge Management. Boston, MA: Harvard Business School Press, 1998.
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Chapter
| Competing in the Age of Digital Convergence
| 1997
Alliance Clusters in Multimedia: Safety Net or Entanglement?
D. A. Leonard and C. Gomes-Casseres
Keywords: Alliances;
Media;
Media and Broadcasting Industry;
Citation: Leonard, D. A., and C. Gomes-Casseres. "Alliance Clusters in Multimedia: Safety Net or Entanglement?" In Competing in the Age of Digital Convergence, edited by D. B. Yoffie. Boston: Harvard Business School Press, 1997.
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Chapter
| The Handbook for Technology Management
| 1997
Core Capabilities
D. A. Leonard
Keywords: Competency and Skills;
Citation: Leonard, D. A. "Core Capabilities." In The Handbook for Technology Management, edited by Richard Dorf. Boca Raton, FL: CRC Press, 1997.
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Chapter
| Engines of Innovation: U.S. Industrial Research at the End of an Era
| 1996
Commercial Technology: Imaginative Understanding of User Needs
D. A. Leonard and J. Doyle
Keywords: Technology;
Service Delivery;
Consumer Behavior;
Perception;
Business Ventures;
Citation: Leonard, D. A., and J. Doyle. "Commercial Technology: Imaginative Understanding of User Needs." In Engines of Innovation: U.S. Industrial Research at the End of an Era, edited by Richard S. Rosenbloom, and William J. Spencer. Boston: Harvard Business School Press, 1996.
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Chapter
| Technology Management and Corporate Strategies: A Tricontinental Perspective
| 1995
Modes of Technology Transfer
D. A. Leonard-Barton
Keywords: Technology;
Technology Industry;
Citation: Leonard-Barton, D. A. "Modes of Technology Transfer." In Technology Management and Corporate Strategies: A Tricontinental Perspective, edited by G. Pogorel, and J. Allouche. Elsevier, 1995.
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Chapter
| The Product Development Challenge: Competing Through Speed, Quality, and Creativity
| 1995
How to Integrate Work and Deepen Expertise
D. A. Leonard, H. K. Bowen, K. B. Clark, C. Holloway and S. C. Wheelwright
Keywords: Experience and Expertise;
Performance Improvement;
Citation: Leonard, D. A., H. K. Bowen, K. B. Clark, C. Holloway, and S. C. Wheelwright. "How to Integrate Work and Deepen Expertise." In The Product Development Challenge: Competing Through Speed, Quality, and Creativity, edited by K. B. Clark, and S. C. Wheelwright. Boston: Harvard Business School Press, 1995.
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Chapter
| The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development
| 1994
Core Capabilities and Core Rigidities
D. A. Leonard-Barton
Keywords: Core Relationships;
Organizational Design;
Performance Capacity;
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Chapter
| The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development
| 1994
Guiding Visions
D. A. Leonard-Barton
Keywords: Perception;
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Chapter
| Managing Technology and Innovation
| 1994
Developing New Process Capabilities
D. A. Leonard-Barton and W. Smith
Keywords: Innovation and Invention;
Innovation and Management;
Citation: Leonard-Barton, D. A., and W. Smith. "Developing New Process Capabilities." In Managing Technology and Innovation, edited by W. Souder, and J.D. Sherman. New York: McGraw-Hill, 1994.
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Chapter
| Technology Transfer: A Communication Perspective
| 1990
The Intra-organizational Environment
D. A. Leonard-Barton
Keywords: Organizational Design;
Organizational Culture;
Citation: Leonard-Barton, D. A. "The Intra-organizational Environment." In Technology Transfer: A Communication Perspective, edited by F. Williams, and D. Gibson. Newbury Park, CA: Sage Publications, 1990.
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Chapter
| Managing Complexity in High Technology Organizations
| 1990
Implementing New Production Technologies: Exercises in Corporate Learning
D. A. Leonard-Barton
Keywords: Technological Innovation;
Innovation and Management;
Production;
Organizational Change and Adaptation;
Business Ventures;
Technology Industry;
Manufacturing Industry;
Citation: Leonard-Barton, D. A. "Implementing New Production Technologies: Exercises in Corporate Learning." In Managing Complexity in High Technology Organizations, edited by M. A. Von Glinow, and S. Mohrman, 160–87. New York: Oxford University Press, 1990.
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Chapter
| Implementing Advanced Technology
| 1986
Marketing Advanced Manufacturing Processes
D. A. Leonard-Barton and J. Gogan
Keywords: Marketing;
Production;
Technological Innovation;
Manufacturing Industry;
Technology Industry;
Citation: Leonard-Barton, D. A., and J. Gogan. "Marketing Advanced Manufacturing Processes." In Implementing Advanced Technology, edited by D. Davis. San Francisco: Jossey-Bass, 1986.
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Chapter
| Consumers and Energy Conservation: International Perspectives on Research and Policy Options
| 1981
Diffusion of Energy Conservation Technologies
D. A. Leonard
Keywords: Technology Adoption;
Energy Conservation;
Energy Industry;
Citation: Leonard, D. A. "Diffusion of Energy Conservation Technologies." In Consumers and Energy Conservation: International Perspectives on Research and Policy Options, edited by J. Claxton. New York: Praeger, 1981.
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Chapter
| Marketing Solar Energy Innovations
| 1981
The Diffusion of Residential Solar Equipment in California
D. A. Leonard
Keywords: Technology Adoption;
Renewable Energy;
Energy Industry;
California;
Citation: Leonard, D. A. "The Diffusion of Residential Solar Equipment in California." In Marketing Solar Energy Innovations, edited by A. Shama. New York: Praeger, 1981.
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Working Paper
| HBS Working Paper Series
| 2002
Designing Hybrid Online/In-Class Learning Programs for Adults
Dorothy A. Leonard and Brian J. DeLacey
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Working Paper
| HBS Working Paper Series
| 2002
Exploratory Capacity and the Adaptive Organization
Dorothy Leonard, Walter Swap and Georg von Krogh
Citation: Leonard, Dorothy, Walter Swap, and Georg von Krogh. "Exploratory Capacity and the Adaptive Organization." Harvard Business School Working Paper, No. 03–067, November 2002.
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Working Paper
| HBS Working Paper Series
| 2002
Transferring Expertise in Startup Companies: Forlorn Hope?
Walter C. Swap and Dorothy A. Leonard
Citation: Swap, Walter C., and Dorothy A. Leonard. "Transferring Expertise in Startup Companies: Forlorn Hope?" Harvard Business School Working Paper, No. 03–040, October 2002.
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Working Paper
| HBS Working Paper Series
| 2001
Case Study on Technology and Distance in Education at the Harvard Business School
Brian J. DeLacey and Dorothy A. Leonard
Citation: DeLacey, Brian J., and Dorothy A. Leonard. "Case Study on Technology and Distance in Education at the Harvard Business School." Harvard Business School Working Paper, No. 02–026, November 2001.
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Working Paper
| HBS Working Paper Series
| 2001
Technology and Mediated Learning at HBS: Dispersed Learning in Executive Education
Dorothy A. Leonard and Brian J. DeLacey
Citation: Leonard, Dorothy A., and Brian J. DeLacey. "Technology and Mediated Learning at HBS: Dispersed Learning in Executive Education." Harvard Business School Working Paper, No. 02–017, September 2001.
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Working Paper
| HBS Working Paper Series
| 1998
An Exploration of the Role of Tacit Knowledge in Group Innovation
Dorothy A. Leonard and Sylvia Sensiper
Citation: Leonard, Dorothy A., and Sylvia Sensiper. "An Exploration of the Role of Tacit Knowledge in Group Innovation." Harvard Business School Working Paper, No. 98–075, February 1998.
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Case
| HBS Case Collection
|
2012
Bella Healthcare India
Dorothy Leonard and Sunru Yong
Bella Healthcare India was originally established in Bangalore as a low-cost manufacturing facility for a U.S.-based cardiology equipment developer. Under country manager Joseph Cherian it evolved considerably, developing its own research and development capabilities. Strengthened by investment in technical training and a shift in culture and mindset, the India team developed and launched its first successful product in 2005 under the guidance of Cherian and American Jeremy Manning, the Bella India director of R&D. Their success led them to a joint product development venture with the parent company, but organizational, technical, and cultural issues resulted in its cancellation. After this disappointing failure, is Bella India ready to lead a new product development project? If so, is the new project proposed by Cherian the right one to recover with?
Keywords: india;
productivity;
organizational development;
international business;
R＆D;
cross-cultural relations;
strategy;
product development;
medical equipment ＆ devices;
Citation: Leonard, Dorothy, and Sunru Yong. " Bella Healthcare India." Harvard Business School Brief Case 124-440, April 2012.
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Case
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Assistant Professor Jo Worthington (A)
Dorothy A. Leonard
A relatively inexperienced professor struggles with managing a case discussion in a class based on numeric analysis. The class is lethargic and time is tight; she considers both a number of possible reasons for their disinterest and different teaching strategies to stimulate discussion and learning.
Keywords: Education;
Teaching;
Strategy;
Communication Strategy;
Training;
Leadership Style;
Education Industry;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Assistant Professor Jo Worthington (B)
Dorothy A. Leonard
A professor teaching a case discussion based on numeric analysis is pleased that a student finally "cracks" the case--but the numbers differ from her own. The instructor has to decide how to handle the discrepancy.
Keywords: Interpersonal Communication;
Teaching;
Cases;
Mathematical Methods;
Conflict Management;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2010 version)
Assistant Professor Jo Worthington (C)
Dorothy A. Leonard
A professor has an awkward exchange with a student who has prepared numeric analysis, but whose numbers do not agree with her own.
Keywords: Interpersonal Communication;
Learning;
Teaching;
Cases;
Conflict Management;
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Case
| HBS Case Collection
|
2011
Assistant Professor Gyan Gupta and the Wet Noodle Class (A)
Dorothy Leonard
Professor Gupta faces three major problems in teaching cases: 1) his students, accustomed to lectures, don't know how to conduct a case discussion; 2) the students are using the internet to discover the outcome of managerial dilemmas posed in the case; 3) he wants to share the theory he learned as a doctoral student, but can't figure out the appropriate way to integrate theory into the case-based discussion. He seeks advice, particularly about the students' use of the internet.
Keywords: Business Education;
Curriculum and Courses;
Learning;
Teaching;
Cases;
Outcome or Result;
Internet;
Web;
Theory;
Education Industry;
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Supplement
| HBS Case Collection
|
2011
Assistant Professor Gyan Gupta and the Wet Noodle Class (B)
Dorothy Leonard
Professor Gupta has imposed two new policies on his class, midway through the term: 1) No use of Internet to locate additional information on the company in the case; 2) an increase in the percentage of grades attributed to class participation. He meets with rebellion from the class members.
Keywords: Teaching;
Learning;
Internet;
Governing Rules, Regulations, and Reforms;
Change;
Education Industry;
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Teaching Note
| HBS Case Collection
|
2010
Assistant Professor Jo Worthington (TN) (A), (B), (C)
Dorothy A. Leonard
Teaching Note for 911404, 911405, and 911406.
Keywords: Education Industry;
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Case
| HBS Case Collection
|
2007
(Revised from original 1986 version)
Solagen: Process Improvement in the Manufacture of Gelatin at Kodak
Dorothy A. Leonard and Brian DeLacey
Kodak must decide whether to make a major investment in a production facility designed around a new technique for producing the gelatin critical to so many film and paper products. Currently, gelatin making is an arcane art, unchanged in 150 years and heavily dependent upon the sensory skills of experienced foremen. The new process, in a pilot stage now, is a chemical reaction which reduces the process time for one step from 6 months to 48 hours and which is much more "scientific." However, the old plant is fully paid for, the new process is only one potential avenue for improvement, and demand for gelatin is falling.
Keywords: Arts;
Buildings and Facilities;
Factories, Labs, and Plants;
Experience and Expertise;
Engineering;
Investment;
Time Management;
Production;
Research and Development;
Semiconductor Industry;
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Case
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Change at Whirlpool Corporation (A)
Jan W. Rivkin, Dorothy A. Leonard and Gary Hamel
In 1998, the CEO of Whirlpool Corp. decides to change the company's strategy significantly to escape an increasingly unattractive "stalemate" in the appliance industry. The change he proposes involves a fundamental shift in the company's focus--from manufacturing to branding--and requires the development of altogether new organizational capabilities. Examines the full range of adjustments that the CEO must lead his management team to make throughout all the functions of Whirlpool. Distinguishes itself from other cases on strategic change by examining the challenge of change in a company that is not in crisis (yet).
Keywords: Organizational Change and Adaptation;
Change Management;
Competitive Advantage;
Strategic Planning;
Production;
Brands and Branding;
Management Teams;
Consumer Products Industry;
United States;
Citation: Rivkin, Jan W., Dorothy A. Leonard, and Gary Hamel. " Change at Whirlpool Corporation (A)." Harvard Business School Case 705-462, March 2006. (Revised from original April 2005 version.)
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Supplement
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Change at Whirlpool Corporation (B)
Jan W. Rivkin, Dorothy A. Leonard and Gary Hamel
Supplements the (A) case.
Keywords: Change;
Consumer Products Industry;
Citation: Rivkin, Jan W., Dorothy A. Leonard, and Gary Hamel. " Change at Whirlpool Corporation (B)." Harvard Business School Supplement 705-463, March 2006. (Revised from original April 2005 version.)
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Supplement
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Change at Whirlpool Corporation (C)
Jan W. Rivkin, Dorothy A. Leonard and Gary Hamel
Supplements the (A) case.
Keywords: Change;
Consumer Products Industry;
Citation: Rivkin, Jan W., Dorothy A. Leonard, and Gary Hamel. " Change at Whirlpool Corporation (C)." Harvard Business School Supplement 705-464, March 2006. (Revised from original April 2005 version.)
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Case
| HBS Case Collection
|
2005
(Revised from original 2003 version)
Best Buy Co., Inc. (A): An Innovator's Journey
Dorothy A. Leonard and Brian DeLacey
The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as innovation coaches. However, this kind of learning is expensive and time consuming. The case details the learning journey as experienced by Best Buy employees and raises the question of when such development programs are appropriate. Focuses on the learning process and stimulates debate about how people and organizations learn in general, as well as how an innovation capability can be fostered.
Keywords: Innovation and Management;
Innovation Strategy;
Management Teams;
Creativity;
Adoption;
Organizational Change and Adaptation;
Employees;
Learning;
Training;
Programs;
Retail Industry;
United States;
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Supplement
| HBS Case Collection
|
2005
Best Buy (B): The Journey Accelerates
Dorothy A. Leonard and Brian DeLacey
Keywords: Electronics Industry;
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original version)
Ceramics Process Systems Corp. (A), Teaching Note
Dorothy A. Leonard
Teaching Note for (9-691-028).
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original version)
Monsanto's March into Biotechnology (A), Teaching Note
Dorothy Leonard-Barton and Alistair D. Williamson
Teaching Note for (9-690-009).
Keywords: Biotechnology Industry;
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Supplement
| HBS Case Collection
|
2005
Best Buy Co., Inc. (A): An Innovator's Journey
Dorothy A. Leonard
Keywords: Retail Industry;
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Teaching Note
| HBS Case Collection
|
2003
Collabrys, Inc. (A)-The Evolution of a Startup (TN)
Dorothy A. Leonard
Teaching Note for (9-603-064).
Keywords: Information Technology Industry;
United States;
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Case
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Collabrys, Inc. (A)-The Evolution of a Startup
Dorothy A. Leonard and Brian DeLacey
The CEO of a two-year-old start-up must now decide whether to become a technology provider or a service agency. In a time of enormous uncertainty about the viability of various business models for Internet-delivered services and products, Collabrys has survived the burst Internet bubble by partnering with brand-name large companies and by responding to market feedback. This case traces the company from its earliest days and its original value proposition to a point at which the two very different future strategies appear feasible. Originally funded by venture capital, the company has changed key personnel, experimented with different distribution and partnering schemes, developed some sophisticated intellectual property, and raised a second round of funding.
Keywords: Risk and Uncertainty;
Internet;
Corporate Entrepreneurship;
Corporate Strategy;
Technological Innovation;
Cost vs Benefits;
Partners and Partnerships;
Business Growth and Maturation;
Business Startups;
Corporate Finance;
United States;
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Supplement
| HBS Case Collection
|
2003
Knowledge Management at JPL
Dorothy A. Leonard
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Supplement
| HBS Case Collection
|
2003
Retirement at JPL
Dorothy A. Leonard
Citation: Leonard, Dorothy A. " Retirement at JPL." Harvard Business School Video Supplement 603-802, June 2003.
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Teaching Note
| HBS Case Collection
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2003
Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL) (TN)
Dorothy A. Leonard
Teaching Note for (9-603-062).
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL)
Dorothy A. Leonard and David Kiron
Jet Propulsion Laboratory (JPL) faces a serious loss of knowledge--both because of the "faster, better, cheaper" mandate for Mars missions and from the retirement of key personnel. An extensive knowledge management system for NASA/JPL includes formal knowledge-capture mechanisms such as Web pages and digitized manuals and such informal ones as storytelling. The former are much easier to get funded and to implement than the latter, but chief knowledge architect Jeanne Holm is concerned that technology cannot solve some of the most difficult issues she faces. This case focuses more on managing the tacit knowledge held in the heads of scientists and experienced project managers than on the information technology that Holm has put in place. The switch from expensive but infrequent Mars missions to 2 missions every 26 months propelled a number of junior managers into positions of responsibility and decision making for which they had inadequate experience. In the face of increasingly tight budgets, Holm must decide what kinds of knowledge management initiatives to back--and how to encourage the cultural change that is needed in the organization.
Keywords: Knowledge Management;
Knowledge Dissemination;
Leadership Development;
Internet;
Risk and Uncertainty;
Organizational Culture;
Retirement;
Human Resources;
Human Capital;
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Supplement
| HBS Case Collection
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2002
Hewlett-Packard: Singapore (D)
Dorothy A. Leonard and David Kiron
Supplements the (A) case.
Keywords: Computer Industry;
Singapore;
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Case
| HBS Case Collection
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2001
(Revised from original 2000 version)
Garage.com (A)
Dorothy A. Leonard and Elizabeth Kind
Silicon Valley's Garage.com matches venture capital and corporate angel investors with high-tech start-ups that are looking for early stage funding. As a Web-based service, Garage.com fields inquiries from entrepreneurs and investors around the world, and is eager to expand its operations both in the United States and overseas.
Keywords: Business Startups;
Corporate Strategy;
Business Growth and Maturation;
Venture Capital;
Investment;
Internet;
Expansion;
Operations;
Corporate Entrepreneurship;
Global Strategy;
Technological Innovation;
Brands and Branding;
Information Technology Industry;
Citation: Leonard, Dorothy A., and Elizabeth Kind. " Garage.com (A)." Harvard Business School Case 601-064, November 2001. (Revised from original October 2000 version.)
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Case
| HBS Case Collection
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2001
Garage.com (B): Garage Technology Ventures
Dorothy A. Leonard and Elizabeth Kind
Supplements the (A) case.
Keywords: Information Technology Industry;
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Teaching Note
| HBS Case Collection
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2001
Zaplet, Inc. (A)TN
Dorothy A. Leonard and Brian DeLacey
Teaching Note for (9-601-165).
Keywords: Information Technology Industry;
California;
Citation: Leonard, Dorothy A., and Brian DeLacey. " Zaplet, Inc. (A)TN." Harvard Business School Teaching Note 602-090, October 2001.
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Zaplet, Inc.
Dorothy A. Leonard and Brian DeLacey
Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the founders and the Kleiner, Perkins venture capitalist in building the company, the creation of the options for various business applications, and the process of selecting a business focus. Issues include the role of experimentation in selecting a market for new technology, the influence of venture capital, the importance of recruiting key employees, transitions for founders, and matching organizational form to strategy. The key decision is how to further focus the company.
Keywords: Corporate Entrepreneurship;
Business or Company Management;
Information Technology;
Organizational Design;
Venture Capital;
Valuation;
Business Strategy;
Restructuring;
Expansion;
Product Development;
Innovation Strategy;
Human Resources;
Information Technology Industry;
California;
Citation: Leonard, Dorothy A., and Brian DeLacey. " Zaplet, Inc." Harvard Business School Case 601-165, July 2001. (Revised from original April 2001 version.)
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Verge Software (B) XMarkstheSpot
Dorothy A. Leonard and Elizabeth Kind
Keywords: Software;
Citation: Leonard, Dorothy A., and Elizabeth Kind. " Verge Software (B) XMarkstheSpot." Harvard Business School Case 601-066, July 2001. (Revised from original April 2001 version.)
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Verge Software (A)
Dorothy A. Leonard and Elizabeth Kind
Scott Rozic, CEO of start-up Verge Software, has just told his board that he is taking the company in a totally new direction, moving from enterprise knowledge management software to Internet direct marketing. This case covers the start-up of the business, and Rozic's mentoring by a key angel investor. It leaves open the question of whether this decision is wise or whether Rozic should go back to the enterprise business, now that venture capital funding preferences have shifted once again.
Keywords: Venture Capital;
Investment;
Corporate Entrepreneurship;
Business or Company Management;
Business Strategy;
Technological Innovation;
Software;
Management Teams;
Governing and Advisory Boards;
Business Startups;
Decision Choices and Conditions;
Product Development;
Information Technology Industry;
United States;
Citation: Leonard, Dorothy A., and Elizabeth Kind. " Verge Software (A)." Harvard Business School Case 601-065, July 2001. (Revised from original April 2001 version.)
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Supplement
| HBS Case Collection
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2001
Garage.com Video
Dorothy A. Leonard and Elizabeth Kind
Features a ten-minute profiling of Garage.com's "Bootcamp for Startups."
Keywords: Information Technology Industry;
Citation: Leonard, Dorothy A., and Elizabeth Kind. " Garage.com Video." Harvard Business School Video Supplement 601-801, February 2001.
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Teaching Note
| HBS Case Collection
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1999
(Revised from original version)
Solagen: Process Improvement in the Manufacture of Gelatin, Teaching Note
Dorothy A. Leonard
Teaching Note for (9-687-020).
Keywords: Semiconductor Industry;
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Case
| HBS Case Collection
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1999
Knowledge Managment(Multimedia)
Dorothy A. Leonard
Keywords: Knowledge Management;
Citation: Leonard, Dorothy A. "Knowledge Managment(Multimedia)." Harvard Business School Video Case 699-132, February 1999.
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Case
| HBS Case Collection
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1998
Monsanto's March into Biotechnology (C)
Dorothy A. Leonard and Robert Irwin
Supplements the (A) and (B) cases.
Keywords: Plant-Based Agribusiness;
Science-Based Business;
Biotechnology Industry;
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Case
| HBS Case Collection
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1998
(Revised from original 1997 version)
American Management Systems, Inc.: The Knowledge Centers
Dorothy A. Leonard and Sylvia Sensiper
Senior management at AMS, a business and information technology consulting company, is growing at 28% annually and assimilating 1,800 new hires a year. AMS has recently instituted a new knowledge management strategy, a group of six knowledge centers (virtual communities of experts) each concerned with one of the company's core disciplines. The initiative is intended to help AMS reach its goal of leadership, as well as to help assimilate the many new consultants. How well does the company's newest knowledge management infrastructure work? The case deals with crucial issues of knowledge transfer and knowledge organization, and innovations in the field of knowledge management.
Keywords: Information Technology;
Innovation and Management;
Technological Innovation;
Knowledge Management;
Management Teams;
Business Strategy;
Consulting Industry;
United States;
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Case
| HBS Case Collection
|
1998
(Revised from original 1997 version)
Black Sun Interactive, Inc. (A)
Dorothy A. Leonard and Sylvia Sensiper
Citation: Leonard, Dorothy A., and Sylvia Sensiper. " Black Sun Interactive, Inc. (A)." Harvard Business School Case 698-042, February 1998. (Revised from original December 1997 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1997 version)
Black Sun Interactive, Inc. (B)
Dorothy A. Leonard and Sylvia Sensiper
Keywords: Web Services Industry;
Citation: Leonard, Dorothy A., and Sylvia Sensiper. " Black Sun Interactive, Inc. (B)." Harvard Business School Case 698-043, February 1998. (Revised from original December 1997 version.)
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Case
| HBS Case Collection
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1998
(Revised from original version)
Chaparral Steel: Rapid Product and Process Development
Dorothy Leonard-Barton and Gil Preuss
One of the nation's foremost mini-mills' core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The company exemplifies a learning organization.
Keywords: Product Development;
Innovation and Invention;
Hardware;
Product;
Organizational Culture;
Business Processes;
Competency and Skills;
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Case
| HBS Case Collection
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1997
(Revised from original 1997 version)
Mercer Management Consulting's "Grow to Be Great" (A): The Growth Initiative
Dorothy A. Leonard and Carin-Isabel Knoop
In late 1994, James Down, member of Mercer's Executive Committee, has to decide whether or not he should push ahead with the writing and publication of a book on growth--at a time when the more successful business publications focus on reengineering and cost cutting. He sees this as an opportunity to position Mercer in the consulting market and align the organization--itself a result of several mergers--around a common platform. He is facing resistance within the firm, however, especially from the firm's European offices, which see little need for this knowledge product. Proceeding without Europe could result in an incomplete product and a divided firm. If he waits, though, he may miss a critical market window. The case provides early versions of the growth framework. The product in this case is built from the firm's knowledge assets, and is very different from manufactured hardware or software.
Keywords: Technological Innovation;
Organizational Culture;
Business Growth and Maturation;
Knowledge Management;
Product Development;
Information Publishing;
Books;
Consulting Industry;
Publishing Industry;
Citation: Leonard, Dorothy A., and Carin-Isabel Knoop. Mercer Management Consulting's " Grow to Be Great" (A): The Growth Initiative. Harvard Business School Case 697-084, May 1997. (Revised from original April 1997 version.)
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Case
| HBS Case Collection
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1997
(Revised from original 1997 version)
Mercer Management Consulting's "Grow to Be Great" (B): Going Ahead with the Book
Dorothy A. Leonard and Carin-Isabel Knoop
Supplements the (A) case.
Keywords: Consulting Industry;
Publishing Industry;
Citation: Leonard, Dorothy A., and Carin-Isabel Knoop. Mercer Management Consulting's " Grow to Be Great" (B): Going Ahead with the Book. Harvard Business School Case 697-087, May 1997. (Revised from original April 1997 version.)
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Case
| HBS Case Collection
|
1997
(Revised from original 1997 version)
Mercer Management Consulting's "Grow to Be Great" (C): The Book
Dorothy A. Leonard and Carin-Isabel Knoop
Supplements the (A) case.
Keywords: Consulting Industry;
Publishing Industry;
Citation: Leonard, Dorothy A., and Carin-Isabel Knoop. Mercer Management Consulting's " Grow to Be Great" (C): The Book. Harvard Business School Case 697-088, May 1997. (Revised from original April 1997 version.)
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Case
| HBS Case Collection
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1997
Mercer Management Consulting's "Grow to Be Great" (D): The Knowledge Management Framework
Dorothy A. Leonard and Carin-Isabel Knoop
Supplements the (A) case.
Keywords: Growth Management;
Framework;
Knowledge;
Consulting Industry;
Publishing Industry;
Citation: Leonard, Dorothy A., and Carin-Isabel Knoop. Mercer Management Consulting's " Grow to Be Great" (D): The Knowledge Management Framework. Harvard Business School Case 697-089, May 1997.
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Emerson Electric in China
Dorothy Leonard-Barton and Thomas A Gerace
Keywords: Electronics Industry;
China;
Citation: Leonard-Barton, Dorothy, and Thomas A Gerace. " Emerson Electric in China." Harvard Business School Case 694-064, March 1995. (Revised from original March 1994 version.)
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Background Note
| HBS Case Collection
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1994
(Revised from original version)
Commercializing Technology: Imaginative Understanding of User Needs
Dorothy A. Leonard
The transformation of technology into commercially successful products is a process fraught with risk and uncertainty, and increasing pressure on time to market is exacerbating the difficulties. This note first describes a study conducted by Hewlett-Packard to improve its product development process as an illustration of the increasing focus companies are placing on understanding user needs. A framework of different technology commercialization situations is proposed and the concept of empathic design introduced as a potent mechanism for anticipating user needs, especially under conditions of moderate technical and market uncertainty. Researchers often find traditional market research techniques incompatible with creatively understanding user needs. That is, in many situations, customers cannot ask for a new product (or even a new feature) because they do not know what is possible, technologically.
Keywords: Transformation;
Communication Strategy;
Customers;
Design;
Marketing;
Consumer Behavior;
Product Development;
Research;
Risk and Uncertainty;
Commercialization;
Technology Adoption;
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Supplement
| HBS Case Collection
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1994
(Revised from original version)
Hewlett-Packard: Singapore (B)
Dorothy A. Leonard
Discusses the printer Hewlett-Packard has developed.
Keywords: Risk and Uncertainty;
Product Development;
Research;
Marketing;
Market Entry and Exit;
Computer Industry;
Manufacturing Industry;
Singapore;
Citation: Leonard, Dorothy A. " Hewlett-Packard: Singapore (B)." Harvard Business School Supplement 694-036, June 1994. (Revised from original September 1993 version.)
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Supplement
| HBS Case Collection
|
1994
(Revised from original version)
Hewlett-Packard: Singapore (C)
Dorothy A. Leonard
Discusses the printer Hewlett-Packard has developed.
Keywords: Product Development;
Computer Industry;
Manufacturing Industry;
Singapore;
Citation: Leonard, Dorothy A. " Hewlett-Packard: Singapore (C)." Harvard Business School Supplement 694-037, June 1994. (Revised from original September 1993 version.)
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Case
| HBS Case Collection
|
1994
(Revised from original version)
Hewlett-Packard: Singapore (A)
Dorothy A. Leonard
In the over 20 years since Hewlett-Packard (HP) set up a manufacturing site in Singapore to produce calculators, HP has invested managerial talent and resources in developing its licensor into a technology development partner. The case details the growth of high-volume manufacturing capabilities and the setting up of an R&D facility. Various projects are described in which Singapore contributed an increasing amount of skill, leading up to an abortive attempt to completely co-develop a new printer. Singapore now feels ready to develop a printer on its own for the Japanese market, and the case poses the question of whether or not it is ready to do so. There is also an issue of whether the developers understand the Japanese market well enough to proceed.
Keywords: Buildings and Facilities;
History;
Production;
Talent and Talent Management;
Research and Development;
Product Development;
Partners and Partnerships;
Market Entry and Exit;
Projects;
Computer Industry;
Singapore;
Citation: Leonard, Dorothy A. " Hewlett-Packard: Singapore (A)." Harvard Business School Case 694-035, June 1994. (Revised from original September 1993 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Skunkworks at Digital Equipment Corp.: The Tale of XCON
Dorothy Leonard-Barton
Keywords: Information Technology Industry;
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Case
| HBS Case Collection
|
1993
Manufacturing at ALZA: The Right Prescription? (A)
Dorothy A. Leonard
ALZA, a company specializing in drug delivery systems such as transdermal patches, considers manufacturing its own products. Until now, the company has conducted research and development on its patented system but has then licensed the technology to client-partner companies, such as Ciba-Geigy, that produce the patches and slow-release pills. These client-partner companies always selected the drugs to be incorporated into the systems on the basis of their experience in pharmaceutical markets. Moreover, these partners had done all the manufacturing. Students are asked to consider the implications of ALZA taking responsibility for not only selecting drugs and markets on its own but also managing a high-volume manufacturing facility. The case focuses on a potentially risky venture requiring a whole set of new capabilities.
Keywords: Business or Company Management;
Technological Innovation;
Innovation and Management;
Growth and Development Strategy;
Problems and Challenges;
Production;
Research and Development;
Organizational Change and Adaptation;
Pharmaceutical Industry;
Medical Devices and Supplies Industry;
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Supplement
| HBS Case Collection
|
1993
Manufacturing at ALZA: The Right Prescription? (B)
Dorothy A. Leonard
ALZA, a drug delivery company, must decide what and for whom to manufacture. In the past, it has licensed to pharmaceutical companies its patented system for the slow release of drugs into the human system. Therefore the company has little experience in choice of drug and product.
Keywords: Experience and Expertise;
Decision Choices and Conditions;
Patents;
Production;
Pharmaceutical Industry;
Medical Devices and Supplies Industry;
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Supplement
| HBS Case Collection
|
1993
Manufacturing at ALZA: The Right Prescription? (C)
Dorothy A. Leonard
ALZA, a drug delivery company, considers marketing its own and other companies' products. The primary issue is whether to build an internal sales force focused on a few niche markets, to finance a sales force through alliances, or to acquire a marketing company.
Keywords: Mergers and Acquisitions;
Product Marketing;
Alliances;
Research and Development;
Salesforce Management;
Business Strategy;
Pharmaceutical Industry;
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Teaching Note
| HBS Case Collection
|
1993
(Revised from original version)
MCC: The Packaging and Interconnect Program (A), Teaching Note
Dorothy Leonard-Barton and Alistair D. Williamson
Citation: Leonard-Barton, Dorothy, and Alistair D. Williamson. "MCC: The Packaging and Interconnect Program (A), Teaching Note." Harvard Business School Teaching Note 692-052, April 1993. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1993
(Revised from original version)
Developing Strategic Technological Competencies, Course Overview, Teaching Note
Dorothy Leonard-Barton
Citation: Leonard-Barton, Dorothy. "Developing Strategic Technological Competencies, Course Overview, Teaching Note." Harvard Business School Teaching Note 692-079, April 1993. (Revised from original March 1992 version.)
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Supplement
| HBS Case Collection
|
1993
MCC: The Packaging and Interconnect Program (B)
Dorothy A. Leonard
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Manufacturing Learning Laboratory at Digital Equipment Corp. (A)
Dorothy Leonard-Barton and Paul Sagawa
Keywords: Learning;
Computer Industry;
Manufacturing Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
The Carnegie Group
Dorothy Leonard-Barton and Paul Sagawa
Citation: Leonard-Barton, Dorothy, and Paul Sagawa. " The Carnegie Group." Harvard Business School Case 690-033, November 1992. (Revised from original January 1990 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Developing Strategic Technological Competencies, Module Three: Acquiring Technology, Teaching Note
Dorothy Leonard-Barton
Citation: Leonard-Barton, Dorothy. "Developing Strategic Technological Competencies, Module Three: Acquiring Technology, Teaching Note." Harvard Business School Teaching Note 692-064, July 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Developing Strategic Technological Competencies, Module Four: Implementing New Technical Systs & Org Change, TN
Dorothy Leonard-Barton
Citation: Leonard-Barton, Dorothy. "Developing Strategic Technological Competencies, Module Four: Implementing New Technical Systs & Org Change, TN." Harvard Business School Teaching Note 692-065, June 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Chaparral Steel: Rapid Product and Process Development, Teaching Note
Dorothy A. Leonard
Teaching Note for (9-692-018).
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Developing Strategic Technological Competencies, Module One: Formulating Technology Strategy, Teaching Note
Dorothy Leonard-Barton
Citation: Leonard-Barton, Dorothy. "Developing Strategic Technological Competencies, Module One: Formulating Technology Strategy, Teaching Note." Harvard Business School Teaching Note 692-062, June 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Skunkworks at Digital Equipment Corp.: The Tale of XCON, Teaching Note
Dorothy A. Leonard
Keywords: Innovation and Invention;
Electronics Industry;
Computer Industry;
Citation: Leonard, Dorothy A. "Skunkworks at Digital Equipment Corp.: The Tale of XCON, Teaching Note." Harvard Business School Teaching Note 692-046, May 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Allegheny Ludlum: Research and Engineering Resource Allocation, Teaching Note
Dorothy A. Leonard
Teaching Note for (9-692-027).
Keywords: Electronics Industry;
Technology Industry;
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
New Technology at World Aluminum Corp.: The Jumping Ring Circulator, Teaching Note
Dorothy Leonard-Barton and Alistair D. Williamson
Citation: Leonard-Barton, Dorothy, and Alistair D. Williamson. "New Technology at World Aluminum Corp.: The Jumping Ring Circulator, Teaching Note." Harvard Business School Teaching Note 692-053, May 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Manufacturing Learning Laboratory at Digital Equipment Corp. (A), (B), and (C), Teaching Note
Dorothy Leonard-Barton and Alistair D. Williamson
Citation: Leonard-Barton, Dorothy, and Alistair D. Williamson. "Manufacturing Learning Laboratory at Digital Equipment Corp. (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 692-059, May 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
The Carnegie Group, Teaching Note
Dorothy Leonard-Barton and Alistair D. Williamson
Citation: Leonard-Barton, Dorothy, and Alistair D. Williamson. "The Carnegie Group, Teaching Note." Harvard Business School Teaching Note 692-051, May 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
A New CAE System for Shield Electronics Engineers, Teaching Note
Dorothy Leonard-Barton and Alistair D. Williamson
Keywords: Engineering;
Electronics Industry;
Citation: Leonard-Barton, Dorothy, and Alistair D. Williamson. "A New CAE System for Shield Electronics Engineers, Teaching Note." Harvard Business School Teaching Note 692-055, May 1992. (Revised from original March 1992 version.)
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Teaching Note
| HBS Case Collection
|
1992
Developing Strategic Technological Competencies, Module Two: Developing Technological Capabilities, Teaching Note
Dorothy Leonard-Barton
Keywords: Strategy;
Technology;
Competency and Skills;
Citation: Leonard-Barton, Dorothy. "Developing Strategic Technological Competencies, Module Two: Developing Technological Capabilities, Teaching Note." Harvard Business School Teaching Note 692-063, March 1992.
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Case
| HBS Case Collection
|
1992
(Revised from original version)
New Technology at World Aluminum Corp.: The Jumping Ring Circulator
Dorothy Leonard-Barton
Keywords: Operations;
Management;
Technology;
Innovation and Invention;
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Case
| HBS Case Collection
|
1992
U.S. Biotechnology Industry in 1987 (Abridged)
Dorothy Leonard-Barton and Alistair D. Williamson
Keywords: Biotechnology Industry;
United States;
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Manufacturing Learning Laboratory at Digital Equipment Corp. (B)
Dorothy Leonard-Barton and Paul Sagawa
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Supplement
| HBS Case Collection
|
1992
(Revised from original version)
Manufacturing Learning Laboratory at Digital Equipment Corp. (C)
Dorothy Leonard-Barton and paul Sagawa
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Allegheny Ludlum: Research and Engineering Resource Allocation
Dorothy Leonard-Barton and Geoffrey K. Gill
Allegheny Ludlum's (AL) technical vice president, Jack Shilling faces the task of determining how to allocate engineering resources among five areas of technology. AL's technology organization has great strategic importance and has therefore been untouched by the company's headcount and overhead reduction policies. Shilling must anticipate and prepare to meet or explore competitive threats and market opportunities as he prepares to make his allocation decisions. Shilling also considers the following questions: What engineering skills should he look for in new hires? Is the current planning system optimal? What criteria should he use in judging projects? (Includes details of three project proposals which students are asked to evaluate). Under what conditions should AL undertake a development as a joint venture rather than keeping it entirely in-house? Teaching objectives include: 1) Analyze resource allocations to support/sustain technological capabilities and 2) Examine technology strategy formulation process.
Keywords: Engineering;
Resource Allocation;
Technology;
Policy;
Leadership;
Decisions;
Competency and Skills;
Projects;
Joint Ventures;
Strategy;
Electronics Industry;
Technology Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
A New CAE System for Shield Electronics Engineers
Dorothy Leonard-Barton
Keywords: Engineering;
Electronics Industry;
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Case
| HBS Case Collection
|
1991
Monsanto's March into Biotechnology (B)
Dorothy A. Leonard
Monsanto has yet to receive FDA approval for BST, a growth hormone for cows. Anti-BST groups have successfully lobbied Wisconsin and Minnesota, major milk producing states, to ban milk from BST-injected cows; the FDA has charged Monsanto with improperly promoting BST before receiving approval and eventual consumer acceptance of BST generated produce is uncertain.
Keywords: Animal-Based Agribusiness;
Safety;
Food;
Governing Rules, Regulations, and Reforms;
Law Enforcement;
Conflict and Resolution;
Research and Development;
Technology;
Agriculture and Agribusiness Industry;
Biotechnology Industry;
Minnesota;
Wisconsin;
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Case
| HBS Case Collection
|
1991
Monsanto's March into Biotechnology (B) (Abridged)
Dorothy Leonard-Barton and Alistair D. Williamson
Keywords: Biotechnology Industry;
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Teaching Note
| HBS Case Collection
|
1990
(Revised from original version)
Smartwave (B): Implementing an Expert System at Digital Equipment Corp., Teaching Note
Dorothy Leonard-Barton
Keywords: Technology Adoption;
Citation: Leonard-Barton, Dorothy. "Smartwave (B): Implementing an Expert System at Digital Equipment Corp., Teaching Note." Harvard Business School Teaching Note 189-052, May 1990. (Revised from original September 1988 version.)
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Case
| HBS Case Collection
|
1984
(Revised from original version)
Western Electric at Merrimack Valley
W. Earl Sasser and Dorothy Leonard-Barton
Keywords: Utilities Industry;
Citation: Sasser, W. Earl, and Dorothy Leonard-Barton. " Western Electric at Merrimack Valley." Harvard Business School Case 684-072, December 1984. (Revised from original May 1984 version.)
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Report
| 1980
The Potential Market for Solar Equipment among California Homeowners
D. Leonard, E. M. Rogers, T Avi-Itzhak and I Patel
Keywords: Renewable Energy;
Markets;
Energy Industry;
California;
Citation: Leonard, D., E. M. Rogers, T Avi-Itzhak, and I Patel. "The Potential Market for Solar Equipment among California Homeowners." Report, California Energy Commission, January 1980.
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Report
| 1980
Modeling Technological Innovation in Private Firms: The Solar and Microprocessor Industries in Northern California
E. M. Rogers, V. Walling, D. Gibson and D. A. Leonard-Barton
Keywords: Technological Innovation;
Renewable Energy;
Information Technology;
Private Sector;
Energy Industry;
Computer Industry;
California;
Citation: Rogers, E. M., V. Walling, D. Gibson, and D. A. Leonard-Barton. "Modeling Technological Innovation in Private Firms: The Solar and Microprocessor Industries in Northern California." Report, National Science Foundation, January 1980.
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