F. Warren McFarlan

Baker Foundation Professor
Albert H. Gordon Professor of Business Administration, Emeritus

Professor McFarlan earned his AB from Harvard University in 1959, and his MBA and DBA from the Harvard Business School in 1961 and 1965 respectively. He has had a significant role in introducing materials on Management Information Systems to all major programs at the Harvard Business School since the first course on the subject was offered in 1962. He has been a long-time teacher in the Advanced Management Program: International Senior Managers Program, Delivering Information Services Program, and several of the Social Sector programs. He is currently teaching in several short Executive Education programs.

In 1973, shortly after his appointment to full professor he, along with four other faculty members, was sent to Switzerland to set up the School's International Senior Management Program. He returned from Switzerland in 1975 to become Chairman of the Advanced Management Program, a position he held until 1978; and Chairman of all Executive Education Programs from 1977-1980. He was Senior Associate Dean and Director of Research from 1991 to 1995, Senior Associate Dean and Director of External Relations from 1995-2000, and Senior Associate Dean and Director of Asia Pacific from 1999-2004.

Professor McFarlan’s newest book, Can China Lead? Reaching the Limits of Power and Growth, coauthored with Professors Regina M. Abrami and William C. Kirby, was released in February 2014.  Joining a Non-Profit Board: What You Need to Know, coauthored with Professor Marc J. Epstein, appeared in March 2011, published by Jossey-Bass Division of John Wiley. Chinese General Management: Tsinghua-Harvard Text and Cases, coauthored with Professor Guoqing Chen, published by Tsinghua University Press, appeared in 2009. (Available in Mandarin only). Corporate Information Strategy and Management: Text and Cases (seventh edition), coauthored with Professors Lynda M. Applegate and Robert D. Austin appeared in 2006. Seizing Strategic IT Advantage in China, coauthored with Professor Richard Nolan, and Professor Guoqing Chen of Tsinghua University, appeared in 2003 (available only in Chinese). Professor McFarlan's book, Creating Business Advantage in the Information Age coauthored with Professors Lynda M. Applegate and Robert D. Austin appeared in 2002. "Working on Nonprofit Boards: Don't Assume the Shoe Fits" appeared in the November/December 1999 issue of the Harvard Business Review, and "Information Technology and the Board of Directors" with Richard Nolan appeared in October 2005. He is editor of Information Systems Research Challenge, published by the Harvard Business School Press, 1984. He served a three-year term as Senior Editor of the MIS Quarterly (1986-1988). He served for over ten years on hospital boards in Boston, including Chairman of the Mount Auburn Hospital.  He is currently Guest Professor and Co-Director of Case Development at the School of Economics and Management, Tsinghua University, Beijing, China.

Books

  1. Can China Lead? Reaching the Limits of Power and Growth

    At the time of the American Revolution, China was the strongest, richest, and most powerful civilization in the world. The Great Qing Empire ruled China and dominated East Asia by a combination of power and cultural prestige. China's economy was the world's largest. China seemed without peer. Decline came fast. By 1900, China had been invaded, defeated, and degraded, first by Western nations, and then by Japan. An entire system of governance was blown away. In 1911, an imperial tradition of more than 2,000 years ended. After the subsequent disasters of world war and Maoist utopianism, China was an impoverished third world economy holding 20% of the world's population and barely 5% of its economic activity. Today China has again emerged as a great power. Beijing is once more the capital of a multi-ethnic empire that dominates East Asia. Foreign students flock to China to live, study, and work. New infrastructure of airports, highways, railways, electricity, and telecommunications dominate the landscape. It has a powerful government, appears respected in the world, and for the first extended time in modern history, it faces no real external threats to its security. China's resurgence has been driven by a combination of private entrepreneurship and top-down bureaucratic capitalism, by an unmatched and unchecked culture of engineering ambition, of rote learning and educational experimentation, of sophisticated tastes along with basic concerns with food safety. It is a country that is at once cosmopolitan and confused about what its new global roles should be. How will those conflicting strategies, shortcomings, and achievements play out in the future? How do we imagine this great and resurgent nation with its embedded conflicts and challenges will look in 2034? We examine successively the forces that have made China as we know it today, the history and role of the Party, its success in engineering and infrastructure construction, its challenges in planning and innovation, and the special things that a firm must do to compete successfully in the Chinese market. We conclude with China's approach to the global economy and our prognostication for 2034.

    Keywords: Economic Systems; Leadership; Power and Influence; China;

    Citation:

    Abrami, Regina M., William C. Kirby, and F. Warren McFarlan. Can China Lead? Reaching the Limits of Power and Growth. Harvard Business Review Press, 2014. View Details
  2. Corporate Information Strategy and Management: The Challenge of Doing Business in a Network Economy

    Keywords: Information; Strategy; Management; Problems and Challenges; Economy; Technology;

    Citation:

    Applegate, Lynda M., Robert D. Austin, and F. Warren McFarlan. Corporate Information Strategy and Management: The Challenge of Doing Business in a Network Economy. 6 New York: McGraw-Hill, 2002. View Details

Journal Articles

  1. Why China Can't Innovate

    A look at how innovation is happening in China—from the top down, from the bottom up, through acquisition, and through education. Sheds light on the complexities of the issue, highlighting the promise and the problems China faces in its quest to become the world's innovation leader.

    Keywords: Failure; Innovation and Invention; China;

    Citation:

    Abrami, Regina M., William C. Kirby, and F. Warren McFarlan. "Why China Can't Innovate." Harvard Business Review 92, no. 3 (March 2014): 107–111. View Details
  2. China's Growing IT Services and Software Industry: Challenges and Implications

    The Chinese management software and IT services industry has grown dramatically over the past two decades and today is about the size of the Indian industry a decade ago. The objective of this article is to help CIOs in firms outside of China better understand the current and future potential of this industry. Based on recent in-depth case findings of two large and fast-growing suppliers-UFIDA and Kingdee-as well as other vendors and client firms in China, we share what we see as the challenges facing the firms in the Chinese management software and IT services industry as players seek to develop their capabilities for their growing domestic market. We describe the implications of our findings for CIOs in developed countries. Our main prediction is that the challenges of serving the domestic market will mean that Chinese management software and IT service firms will likely have an inward focus over the next five years and will, therefore, only slowly emerge onto the global market.

    Keywords: Growth and Development; Information Technology; Software; Problems and Challenges; Information Technology Industry; China;

    Citation:

    McFarlan, F. Warren, Ning Jia, and Justin Wong. "China's Growing IT Services and Software Industry: Challenges and Implications." MIS Quarterly Executive 11, no. 1 (March 2012). View Details

Book Chapters

  1. Governance in the Global Information Economy

    Keywords: Governance; Globalization; Information; Information Technology; Information Technology Industry;

    Citation:

    McFarlan, F. Warren. "Governance in the Global Information Economy." Chap. 11 in Managing Global Information Technology: Strategies and Challenges, edited by Prashant Palvia, Shailendra Palvia, and Albert L. Harris, 207–224. Marietta, GA: Ivy League Publishing, 2007. (ISBN: 0-9648382-4-9.) View Details

Working Papers

  1. The Tortoise and the Hare: An Empirical Investigation of the Dynamics of Integration, Differentiation and Incumbent Adaptation

    Citation:

    Westerman, George, Marco Iansiti, and F. Warren McFarlan. "The Tortoise and the Hare: An Empirical Investigation of the Dynamics of Integration, Differentiation and Incumbent Adaptation." Harvard Business School Working Paper, No. 03-002, July 2002. View Details

Cases and Teaching Materials

  1. Dana Hall: Funding a Mission (D)

    This case is a sequel to Dana Hall: Funding a Mission (A), (B) and (C) cases. It focuses on the causes of recent fund-raising success and the complex resource allocation problems the School faces as it tries to deliver on its mission. In conjunction with the (A), (B) & (C) cases, it is a rich story of how mission and finance can play out over a very long period.

    Keywords: social enterprise; philanthropy; finance; Mission and Purpose; Social Enterprise; Finance; Giving and Philanthropy;

    Citation:

    McFarlan, F. Warren, and Kaitlyn Szydlowski. "Dana Hall: Funding a Mission (D)." Harvard Business School Supplement 114-031, January 2014. View Details
  2. From Little Things Big Things Grow: The Clontarf Foundation Program for Aboriginal Boys (B)

    This case focuses on the growth of an innovative non-profit institution that motivates aboriginal children to attend school by harnessing their love of football.

    Keywords: Motivation and Incentives; Nonprofit Organizations; Education; Sports; Education Industry;

    Citation:

    McFarlan, F. Warren, and Michael Vitale. "From Little Things Big Things Grow: The Clontarf Foundation Program for Aboriginal Boys (B)." Harvard Business School Supplement 913-416, May 2013. View Details
  3. Telemonitoring at Visiting Nurse Health System

    The Telemonitoring at Visiting Nurse Health System case presents one home healthcare organization's efforts to use telemonitoring to improve the quality of care provided to at-risk patients who were discharged from hospitals and needed home care. After two years of using the Health Buddy system for telemonitoring at-risk patients, Mark Oshnock, President of Visiting Nurse Health System (VNHS) must decide whether to invest in buying more Health Buddy units. While Oshnock believed that there were real benefits associated with telemonitoring, he was having difficulty quantifying those benefits and he was concerned about VNHS' ability to continue investing resources in telemonitoring given the realities of the health care reimbursement environment in which they operated. While several studies had demonstrated the benefits of telemonitoring, Oshnock felt that the long-term benefits accruing to the health system as a whole were not immediately quantifiable or visible to the hospitals and insurance companies. Without external support for the telemonitoring initiative from insurance companies, it would be difficult for VNHS to keep up the momentum and ramp up telemonitoring through additional purchases of Health Buddy units. From a purely financial standpoint, such an investment would be very difficult for VNHS to justify. The irony was that with the new regulatory pressures and increased focus on preventative healthcare, telemonitoring pointed to an effective tool in managing and reducing acute care hospitalizations. However, balancing these benefits against limited financial support from other key players in the health care system would be challenging.

    Keywords: Capital Budgeting; Cost vs Benefits; Risk Management; Technology Adoption; Technological Innovation; Organizational Change and Adaptation; Competitive Strategy; Health Industry; Technology Industry;

    Citation:

    McFarlan, F. Warren, Mark Keil, and Mala Kaul. "Telemonitoring at Visiting Nurse Health System." Harvard Business School Case 112-030, September 2011. (Revised January 2012.) View Details
  4. Inner Mongolia Yili Group: China's Pioneering Dairy Brand

    Setting up the goal to become one of the top 20 enterprises in the world dairy industry by 2010, the Inner Mongolia Yili Group had ambitious plans. As one of China's biggest national dairy companies, its main challenge was competing as a local company against joint-venture rivals who benefited from perks granted to "foreign" companies. To set itself apart, Yili focused on research and development and innovative ways to improve the industry. Proving that it could shift industry standards and lead a country not accustomed to dairy consumption, to a point where demand is outpacing supply, the Yili Group is making its mark to go global. As an Official Sponsor of the 2008 Olympic Games in Beijing and the Official dairy supplier of the games, it is betting that the brand can go further beyond China. Will the day that tykes from Topeka have a bottle of Yili milk in their hands be coming soon?

    Keywords: Global Strategy; Globalized Markets and Industries; Growth and Development Strategy; Brands and Branding; Competition; Agriculture and Agribusiness Industry; China;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, and Tracy Yuen Manty. "Inner Mongolia Yili Group: China's Pioneering Dairy Brand." Harvard Business School Case 308-052, January 2008. (Revised December 2011.) View Details
  5. Sealed Air China

    With a 10-year history of doing business in China, Sealed Air was now betting on the country to help propel its growth as a global company. The company identified China as one of the initial investments in the company's Global Manufacturing Strategy that aimed to create efficiencies in its operations across the globe. As Sealed Air's new Shanghai plant starts production in 2008, will its almost $50 million investment pay off? Is 10 years of experience in China enough to know how China works?

    Keywords: Investment Return; Multinational Firms and Management; Growth and Development Strategy; Production; Manufacturing Industry; Shanghai;

    Citation:

    Abrami, Regina, William C. Kirby, F. Warren McFarlan, and Tracy Yuen Manty. "Sealed Air China." Harvard Business School Case 308-051, February 2008. (Revised December 2011.) View Details
  6. Esquel Group: Integrating Business Strategy and Corporate Social Responsibility

    Focuses on the experience of China's largest shirt manufacturer in managing various aspects of government relations in China. Identifies a wide variety of social initiatives it has undertaken.

    Keywords: Growth and Development Strategy; Corporate Social Responsibility and Impact; Business and Government Relations; Apparel and Accessories Industry; Manufacturing Industry; China;

    Citation:

    McFarlan, F. Warren, William C. Kirby, and Tracy Manty. "Esquel Group: Integrating Business Strategy and Corporate Social Responsibility." Harvard Business School Case 307-076, February 2007. (Revised November 2011.) View Details
  7. China Mobile's Rural Communications Strategy

    China Mobile was the world's leading mobile communications service provider with over 400 million customers. In some cities, its penetration rate was over 100%. With such huge successes, Chairman Wang Jianzhou was exploring ways to expand its customer base. Nearly saturated in the cities, China Mobile needed to broaden its base of subscribers. Wang believed that further investment in China's rural villages was a key strategy that would help the fuel growth for the future. Already deeply invested in the rural areas based on the company's participation in the government-mandated "Connect Every Village" project, China Mobile took advantage of this foundation and created new products and value-added services in order to make its mobile phone network more valuable to the lifestyles of China's rural population. However, the cost of connecting remote locations was high and was often not offset by subscriber fees or usage rates of these populations. Would this investment be relegated to a socially responsible project or would it pay off for China Mobile in the future?

    Keywords: Communication Technology; Investment; Rural Scope; Growth and Development Strategy; Service Operations; Corporate Social Responsibility and Impact; Business and Government Relations; Telecommunications Industry; China;

    Citation:

    Kirby, William C., F. Warren McFarlan, G.A. Donovan, and Tracy Manty. "China Mobile's Rural Communications Strategy." Harvard Business School Case 309-034, January 2009. (Revised May 2011.) View Details
  8. Computerized Provider Order Entry at Emory Healthcare

    The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to implement computerized provider order entry (CPOE) across all of its hospitals and the challenges they faced in doing so. Issues such as standardization of care, how to handle medication reconciliation, and unexpected challenges (e.g., changes to the post-op ordering process, lack of a human gatekeeper to monitor order flow, increase in lab orders). Dr. Bill Bornstein, Chief Quality and Medical Officer of Emory Healthcare in Atlanta is responsible for the smooth implementation of CPOE at Emory Healthcare, which is a vital part of their $50 million electronic medical record initiative. By June 2009, CPOE had gone "live" at Emory University Orthopaedics and Spine Hospital, Emory University Hospital, and Wesley Woods Hospital in a staged rollout. While Dr. Bornstein felt good about how the implementation had gone thus far, as he looked ahead next month to July 13, 2009, the fast approaching go-live date for Emory University Hospital Midtown (EUHM), he was concerned about the challenges and possible perils that lay ahead. He considered what additional actions he should take to prepare for go-live at Midtown, and if Midtown was ready for CPOE at all. One thing was certain; this hospital was different. The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to grapple with the challenges of implementing CPOE and the reactions that result. Issues such as how to deal with a workforce that has mixed views about the value of implementing such systems, the pros and cons associated with standardization of care, as well as how to deal with unexpected changes to work processes are brought out in the case. The case also allows for discussion of how to plan a phased implementation with adequate time for organizational learning to occur between the time that various sites "go live."

    Keywords: Health Care and Treatment; Information Management; Management Systems; Standards; Service Delivery; Business Processes; Organizational Change and Adaptation; Projects; Information Technology; Software; Health Industry;

    Citation:

    Hamermesh, Richard G., F. Warren McFarlan, Mark Keil, Andrew Katz, Michael Morgan, and David LaBorde. "Computerized Provider Order Entry at Emory Healthcare." Harvard Business School Case 311-061, November 2010. (Revised January 2011.) View Details
  9. China Mobile's Rural Communications Strategy (TN)

    Teaching Note for 309034.

    Keywords: Rural Scope; Investment; Communication Strategy; Information Management; Government and Politics; Governance Controls; China;

    Citation:

    Kirby, William C., and F. Warren McFarlan. "China Mobile's Rural Communications Strategy (TN)." Harvard Business School Teaching Note 311-060, September 2010. View Details
  10. A Chinese Start-up's Midlife Crisis: 99Sushe.com (TN)

    Teaching Note for 309060.

    Keywords: Business Startups; Business or Company Management; Business Model; Online Technology; Games, Gaming, and Gambling; Partners and Partnerships; Competition; Social and Collaborative Networks; Video Game Industry; China;

    Citation:

    McFarlan, F. Warren. "A Chinese Start-up's Midlife Crisis: 99Sushe.com (TN)." Harvard Business School Teaching Note 311-058, September 2010. View Details
  11. The Challenges of Launching a Start-Up in China: Dorm99.com (TN)

    Teaching Note for 307075.

    Keywords: Internet; Capital; Investment; Joint Ventures; Product Launch; Business and Government Relations; Entrepreneurship; Opportunities; Business Startups; Problems and Challenges; Social and Collaborative Networks; Beijing;

    Citation:

    McFarlan, F. Warren. "The Challenges of Launching a Start-Up in China: Dorm99.com (TN)." Harvard Business School Teaching Note 311-057, September 2010. View Details
  12. Digital China Holdings Limited: Managing the Transition from a Product-oriented to a Service-oriented Company (TN)

    Teaching Note for 307093.

    Keywords: Transition; Strategy; Information Technology; Information Technology Industry; China;

    Citation:

    McFarlan, F. Warren. "Digital China Holdings Limited: Managing the Transition from a Product-oriented to a Service-oriented Company (TN)." Harvard Business School Teaching Note 311-053, September 2010. View Details
  13. Political and Economic History of the People's Republic of China: An Annotated Timeline

    Brief political, economic, and social timeline of China from 1949 to present to give context on and provide overview of modern Chinese history.

    Keywords: Economics; Government and Politics; History; Society; China;

    Citation:

    Abrami, Regina M., William C. Kirby, Elisabeth Koll, and F. Warren McFarlan. "Political and Economic History of the People's Republic of China: An Annotated Timeline." Harvard Business School Background Note 309-073, December 2008. (Revised June 2010.) View Details
  14. Xi'an International University: The Growth of Private Universities in China (TN)

    Teaching Note for 309074.

    Keywords: Growth Management; Governance Controls; Opportunities; Problems and Challenges; Competition; Private Ownership; Higher Education; For-Profit Firms; Education Industry; China;

    Citation:

    McFarlan, F. Warren. "Xi'an International University: The Growth of Private Universities in China (TN)." Harvard Business School Teaching Note 310-109, March 2010. View Details
  15. Sealed Air China (TN)

    Teaching Note for [308051].

    Keywords: Globalization; Investment; Growth and Development Strategy; Experience and Expertise; Market Entry and Exit; Production; Performance Efficiency; Factories, Labs, and Plants; Service Industry; China; Shanghai;

    Citation:

    Abrami, Regina M., William C. Kirby, and F. Warren McFarlan. "Sealed Air China (TN)." Harvard Business School Teaching Note 310-088, February 2010. View Details
  16. Wanxiang Group: A Chinese Company's Global Strategy (TN)

    Teaching Note for [308058].

    Keywords: Business History; Global Strategy; Business Conglomerates; Vertical Integration; Goals and Objectives; Mergers and Acquisitions; Auto Industry; China; United States;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, and Keith Chi-ho Wong. "Wanxiang Group: A Chinese Company's Global Strategy (TN)." Harvard Business School Teaching Note 310-089, February 2010. View Details
  17. Inner Mongolia Yili Group: China's Pioneering Dairy Brand (TN)

    Teaching Note for [308052].

    Keywords: Business Plan; Goals and Objectives; Competition; Research and Development; Globalization; Innovation and Invention; Brands and Branding; Problems and Challenges; Food and Beverage Industry; China;

    Citation:

    McFarlan, F. Warren. "Inner Mongolia Yili Group: China's Pioneering Dairy Brand (TN)." Harvard Business School Teaching Note 310-051, October 2009. View Details
  18. Esquel Group: Integrating Business Strategy and Corporate Social Responsibility (TN)

    Teaching Note for [307076].

    Keywords: Business Strategy; Corporate Social Responsibility and Impact; Business and Government Relations; Integration; Apparel and Accessories Industry; China;

    Citation:

    McFarlan, F. Warren. "Esquel Group: Integrating Business Strategy and Corporate Social Responsibility (TN)." Harvard Business School Teaching Note 310-050, October 2009. View Details
  19. From Little Things Big Things Grow: The Clontarf Foundation Program for Aboriginal Boys

    This case focuses on the growth of an innovative non-profit institution that motivates aboriginal children to attend school by harnessing their love of football.

    Keywords: Nonprofit Organizations; Business or Company Management; Growth and Development Strategy; Problems and Challenges; Welfare or Wellbeing; Education; Sports; Service Industry;

    Citation:

    McFarlan, F. Warren, and Michael Vitale. "From Little Things Big Things Grow: The Clontarf Foundation Program for Aboriginal Boys." Harvard Business School Case 910-402, July 2009. (Revised August 2009.) View Details
  20. Corporate Governance in China: Current Practice, Key Problems

    This note introduces the current corporate governance system in China, identifies its key problems and assesses recent improvements and future challenges.

    Keywords: Corporate Governance; Practice; Problems and Challenges; China;

    Citation:

    McFarlan, F. Warren, Joanne Xu, and Tracy Manty. "Corporate Governance in China: Current Practice, Key Problems." Harvard Business School Background Note 309-058, December 2008. (Revised May 2009.) View Details
  21. China's Energy Industry

    China is ranked the world's second largest consumer of energy. This note provides background on China's energy industry and provides details on China's leading state-owned energy companies, production and consumption statistics, and government policies in support of the industry domestically and internationally. In addition, we provide details on the leading sources of energy in China as well as information on the rise of alternative energy.

    Keywords: Energy; Energy Industry; China;

    Citation:

    McFarlan, F. Warren, George Baroutas, and Tracy Manty. "China's Energy Industry." Harvard Business School Background Note 309-057, December 2008. (Revised April 2009.) View Details
  22. A Chinese Start-up's Midlife Crisis: 99Sushe.com

    Now into their third year at the helm of an Internet start-up in China, Ken Pao and Bill Li were managing a totally different company (with a new name) from the one they first founded in 2006. Having changed their business model from a social networking site to an online gaming business came with new challenges. They hired almost an entirely new staff, cultivated new partnerships, and most urgently sought new funding. However, with three years of experience, they were no longer a "start-up" and now faced the ramifications of mid-life. What would it take to remain a viable competitor in China in a new industry?

    Keywords: Business Growth and Maturation; Business Model; Games, Gaming, and Gambling; Entrepreneurship; Venture Capital; Investment Funds; Organizational Change and Adaptation; Entertainment and Recreation Industry; China;

    Citation:

    Kirby, William C., F. Warren McFarlan, and Tracy Manty. "A Chinese Start-up's Midlife Crisis: 99Sushe.com." Harvard Business School Case 309-060, January 2009. (Revised March 2009.) View Details
  23. China Merchants Bank: Here Just For You

    Founded in 1987, China Merchants Bank (CMB) is a pioneer in the use of technical innovation and IT as a competitive tool in the rapidly evolving Chinese banking sector. With a relatively small branch network when compared to its larger competitors, CMB uses an IT-driven strategy to introduce an "all-in-one" card, which integrates a suite of financial products to drive its personal banking business enabling CMB to be ranked 6th among China's commercial banks and 2nd among the other national commercial banks in terms of total assets as of June 2006. Underlying its excellence in personal banking is CMB's leadership in developing its credit card business. By April 2006, CMB had issued a total of over 5 million credit cards, capturing one-third of the Chinese credit card market. In September 2006, CMB's IPO in Hong Kong fetched about $2.4 billion and, given deregulation in the banking sector in China, CMB's President was presented with new challenges and opportunities concerning how such funds should be productively allocated to ensure CMB's competitiveness.

    Keywords: Credit Cards; Technology; Technological Innovation; Innovation Leadership; Competitive Strategy; Initial Public Offering; Emerging Markets; Opportunities; Banking Industry; China; Hong Kong;

    Citation:

    McFarlan, F. Warren, GuoQing Chen, HengYuan Zhu, Bin Yang, Michael Shih-ta Chen, G.A. Donovan, Waishun Lo, and Yan Yang. "China Merchants Bank: Here Just For You." Harvard Business School Case 307-081, December 2006. (Revised February 2009.) View Details
  24. The Challenges of Launching a Start-Up in China: Dorm99.com

    After graduating from Harvard Business School in June 2006, Ken Pao and Bill Li were ready to fully commit to the Internet start-up they had been working on since they first stepped foot on the business school campus. They moved to Beijing, rounded out their management team, received venture capital investment, developed joint-venture partnerships, and set key milestones to create a full-impact product launch for their social networking Web site catering to the college market. On the day of their launch, they faced a setback from China's Ministry of Education and were forced back to square one. Discusses the pluses and minuses of partnering with China's government ministries, the highs and lows of entrepreneurship, and the numerous opportunities available to entrepreneurship in China today.

    Keywords: Business Startups; Joint Ventures; Entrepreneurship; Product Launch; Business and Government Relations; Internet; China;

    Citation:

    Kirby, William C., F. Warren McFarlan, and Tracy Manty. "The Challenges of Launching a Start-Up in China: Dorm99.com." Harvard Business School Case 307-075, January 2007. (Revised December 2008.) View Details
  25. China Netcom: Corporate Governance in China (A)

    With its dual listings on the Hong Kong stock market and New York Stock Exchange, state-owned enterprise, China Netcom was mandated to meet the listing requirements of these exchanges. From this initial step, China Netcom's Chairman, Zhang Chunjiang, began a program that sought to further develop the company's corporate governance practices to meet international corporate governance standards. The company hoped that its commitment in developing a globally-accepted governance structure would help the capital markets and potential investors understand that the company was a true, modern corporation, even with the state as a majority owner.

    Keywords: Corporate Governance; State Ownership; Public Ownership; Financial Markets; Capital Markets; Telecommunications Industry; China;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, Ning Xiangdong, and Tracy Manty. "China Netcom: Corporate Governance in China (A)." Harvard Business School Case 308-027, December 2007. (Revised December 2008.) View Details
  26. HNA Group: Moving China's Air Transport Industry in a New Direction

    HNA Group, the parent company of Hainan Airlines, was positioning itself to go global and make a mark for itself as the largest private airline in China. Positioned squarely behind the "Big Three" state-owned carriers, Hainan Airlines sought to create a world-class business. Following modern management practices, keeping sharp attention to cost control and capital operations, making aggressive entries into international markets, and maintaining a special corporate culture, Chairman Chen Feng was confident these factors were the engine that would drive HNA's continued growth.

    Keywords: Global Strategy; Management Practices and Processes; Private Ownership; Competitive Advantage; Air Transportation Industry; China;

    Citation:

    Kirby, William C., F. Warren McFarlan, and Tracy Manty. "HNA Group: Moving China's Air Transport Industry in a New Direction." Harvard Business School Case 309-029, November 2008. View Details
  27. Wanxiang Group: A Chinese Company's Global Strategy

    With an almost forty-year history as a business in China, the Wanxiang Group has navigated through the significantly different political and economic changes in China to succeed as a global leader in the auto parts industry and to develop into a broad business conglomerate. Beginning in 1994, when it first began its operations in the United States, Wanxiang started to expand its role as a parts supplier into a discerning acquirer of distressed companies in the U.S. While it saw acquisition as an exciting means for growth, company strategy at its Hangzhou, China headquarters also included vertical integration with a goal of developing a full-on electric car. Were these two goals divergent or complementary: mutually supportive or exclusive?

    Keywords: Mergers and Acquisitions; Business Conglomerates; Global Strategy; Business History; Growth and Development Strategy; Vertical Integration; Auto Industry; Hangzhou; United States;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, Keith Chi-ho Wong, and Tracy Manty. "Wanxiang Group: A Chinese Company's Global Strategy." Harvard Business School Case 308-058, February 2008. (Revised July 2008.) View Details
  28. China Netcom: Corporate Governance in China (B)

    Supplements the A case [308027]. With its dual listings on the Hong Kong stock market and New York stock Exchange, state-owned enterprise, China Netcom was mandated to meet the listing requirements of these exchanges. From this initial step, China Netcom's Chairman, Zhang Chunjiang, began a program that sought to further develop the company's corporate governance practices to meet international corporate governance standards. The company hoped that its commitment in developing a globally-accepted governance structure would help the capital markets and potential investors understand that the company was true, modern corporation, even with the state as a majority owner.

    Keywords: Management Teams; Corporate Governance; State Ownership; Standards; Globalized Markets and Industries; Telecommunications Industry; China;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, and Tracy Yuen Manty. "China Netcom: Corporate Governance in China (B)." Harvard Business School Supplement 308-091, January 2008. (Revised May 2008.) View Details
  29. Secom: Managing Information Security in a Risky World

    Examines the type of security that is appropriate for an Internet company to have on its site. Focuses on a 20-person electronic e-commerce company trying to decide what parts of the information security product line they should acquire from the largest security service company in Japan, Secom. The services include everything from server hosting, advanced housing, firewall intrusion detection, etc. Introduces the wide range of products that can be used to ensure secure operations.

    Keywords: Information Management; Internet; Information Technology; Safety; Operations; Information Technology Industry; Service Industry; Japan;

    Citation:

    McFarlan, F. Warren, Robert D. Austin, Junko Usuba, and Masako Egawa. "Secom: Managing Information Security in a Risky World." Harvard Business School Case 308-015, July 2007. (Revised April 2008.) View Details
  30. Kendall Square Research Corporation

    Kendall Square Research was a small competitor in the supercomputer industry. Sales grew rapidly in 1992 and early 1993 and the company sold stock to the public for the first time. Analysts forecast higher earnings for 1993, then the company's revenue recognition practices were questioned and the answers were devastating.

    Keywords: Revenue Recognition; Standards; Accounting Audits; Computer Industry;

    Citation:

    McFarlan, F. Warren. "Kendall Square Research Corporation." Harvard Business School Case 307-010, November 2006. (Revised March 2008.) View Details
  31. Fiyta - The Case of a Chinese Watch Company

    Fiyta had long been on of China's foremost watch brands. However, as China's economy began to improve and the livelihood of many Chinese rose with it, their tastes began to change. Exposed to more luxurious foreign brands, many Chinese strived to purchase a Swiss or Japanese watch. How could Fiyta build up its brand image to a more sophisticated Chinese consumer? What marketing activities should it undertake to reinvigorate its brand? Is it meeting the needs of all segments of Chinese consumers? Should it?

    Keywords: Brands and Branding; Product Marketing; Product Positioning; Demand and Consumers; Consumer Behavior; Consumer Products Industry; Electronics Industry; China;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, Luc R. Wathieu, Gao Wang, Fei Li, and Tracy Manty. "Fiyta - The Case of a Chinese Watch Company." Harvard Business School Case 308-025, August 2007. (Revised March 2008.) View Details
  32. Entrepreneurial Leadership in Forming High Tech Enclaves: Lessons from the Government of Andhra Pradesh

    This case provides an overview of the entrepreneurial leadership taken by the government of India's Andhra Pradesh state in promoting the IT sector and using it to improve the status of the state's economic position in the early years of the third millennium.

    Keywords: Economic Sectors; Entrepreneurship; Leadership; Business and Government Relations; Welfare or Wellbeing; Information Technology; Andhra Pradesh;

    Citation:

    McFarlan, F. Warren, Ramiro Montealegre, and Espen Andersen. "Entrepreneurial Leadership in Forming High Tech Enclaves: Lessons from the Government of Andhra Pradesh." Harvard Business School Case 308-079, February 2008. View Details
  33. Gome Electronics: Evolving the Business Model

    After 20 years of expansion, Gome Electronics has become China's largest consumer electronics retailer. It has opened stores in almost every province in China, acquired some of its competitors, and went public in Hong Kong. However, it has begun to experience a slowdown in growth as sales per-square-meter have declined. The company is now being challenged to develop new ideas for growth, including experimenting with its product mix, renegotiating its relationships with suppliers, and developing new business models to maximize profitability.

    Keywords: Business Model; Distribution Channels; Growth and Development Strategy; Technology; Industry Growth; Marketing Strategy; Business Growth and Maturation; Product; Electronics Industry; Retail Industry; China;

    Citation:

    Abrami, Regina M., William C. Kirby, F. Warren McFarlan, Gao Wang, Fei Li, Tracy Manty, and Waishun Lo. "Gome Electronics: Evolving the Business Model." Harvard Business School Case 308-026, August 2007. (Revised February 2008.) View Details
  34. Digital China Holdings Limited: Managing the Transition from a Product-oriented to a Service-oriented Company

    Digital China is the largest Chinese independent systems integrator (IBM and HP are larger). Describes their history and their current strategy and invites the student to advise them as to how they should continue to grow in the future. This is the closest China currently has to Infosys and their 7,700-person company is a very interesting, and today, a largely unknown organization outside of China.

    Keywords: History; Technology; Service Operations; Growth and Development Strategy; Technology Industry; China;

    Citation:

    McFarlan, F. Warren, Guoqing Chen, Kai Reimers, and Xunhua Guo. "Digital China Holdings Limited: Managing the Transition from a Product-oriented to a Service-oriented Company." Harvard Business School Case 307-093, January 2007. (Revised December 2007.) View Details
  35. Information Technology and Clinical Operations at Beth Israel Deaconess Medical Center

    Describes the history of clinical computing at Boston's Beth Israel Hospital and the development, since the 1996 merger to form the Beth Israel Deaconess Medical Center, of an information system designed to support the delivery of patient care. The hospitals' CIO, John Halamka, MD, has overseen the development of an information system that places physicians at its center. Describes the design and function of five major components of the system: the On-Line Medical Record, ePrescribing, Physician Order Entry, the Emergency Department "dashboard," and the Performance Manager. Provides students with an opportunity to identify key design principles for health care information systems, and to discuss the unique implementation challenges that the health care delivery setting raises for CIOs and CEOs.

    Keywords: Health Care and Treatment; Product Design; Service Delivery; Information Technology; Software; Health Industry; Boston;

    Citation:

    Bohmer, Richard M.J., F. Warren McFarlan, and Julia Rose Adler-Milstein. "Information Technology and Clinical Operations at Beth Israel Deaconess Medical Center." Harvard Business School Case 607-150, June 2007. (Revised October 2007.) View Details
  36. The AtekPC Project Management Office

    Presents one company's efforts to implement a project management organization, or PMO, and the challenges they faced in doing so. Issues brought out in the case include defining the PMO's purpose and mission, the structure and governance of the PMO, and how to successfully implement it in what appears to be a resistant culture. John Strider, AtekPC's chief information officer (CIO), had strong convictions that the PMO-light model was the way to go. He had held back on hiring fill time employees for the PMO and was moving very slowly and cautiously so as not to violate AtekPC's culture. He was also concerned about the many issues that the PMO implementation had already raised. Were small steps building on small successes going to get the job done fast enough? With the ever increasing challenge of successfully managing information technology (IT), organizations are recognizing the need for greater discipline in managing IT projects. For many organizations, this has meant ratcheting up project management skills, processes, and governance structures within the organization by implementing a project management office (PMO). Unfortunately, there is little shared understanding of the challenges of implementing a PMO. Therefore, managers and their organizations have inadequate guidance to help them identify and overcome the obstacles they are likely to encounter.

    Keywords: Projects; Goals and Objectives; Technological Innovation; Information Technology; Business Strategy; Mathematical Methods; Consulting Industry;

    Citation:

    McFarlan, F. Warren, Mark Keil, and John Hupp. "The AtekPC Project Management Office." Harvard Business School Case 308-049, October 2007. View Details
  37. Enterprise IT at Cisco (2004)

    Illustrates the challenges associated with centralizing IT decisions at Cisco after a decade of decentralized planning and project funding. When Brad Boston became Cisco's new CIO in 2001, he found that managers were starting to get frustrated with the results of their latest IT initiatives. Boston believed that Cisco needed to focus on its global infrastructure before investing in more functional tools and applications. Under the leadership of Boston and an executive operating committee, Cisco selected three major enterprise projects that required an unprecedented level of process planning and cross-functional cooperation, a major change from Cisco's legacy of entrepreneurial drive. As these three projects started to wind down in 2004, Boston and the operating committee were thinking about what types of new projects the IT organization should support. Raises issues about change management, centralized planning, IT prioritization and resource allocation, enterprise cooperation, and project funding.

    Keywords: Management; Resource Allocation; Information Technology; Problems and Challenges; Business Ventures; Change Management; Entrepreneurship; Projects; Planning; Corporate Finance; Information Technology Industry;

    Citation:

    McAfee, Andrew P., F. Warren McFarlan, and Alison Berkley Wagonfeld. "Enterprise IT at Cisco (2004)." Harvard Business School Case 605-015, September 2004. (Revised August 2007.) View Details
  38. The History of Credit Agencies in the United States

    Provides a brief background on the history of credit agencies in the United States. Focuses on the mature process of data collection on an American consumer and how credit agencies share the information to determine proper credit risk and worthiness of a consumer. The American system as defined in this note can be contrasted against the lack of developed systems in burgeoning economies and help to better understand the capital markets of society.

    Keywords: Credit; United States;

    Citation:

    McFarlan, F. Warren, and Tracy Manty. "The History of Credit Agencies in the United States." Harvard Business School Background Note 307-057, September 2006. (Revised August 2007.) View Details
  39. Cathay Pacific

    Explores the various aspects of information technology that can be outsourced. Cathay Pacific outsourced a significant part of its vital operations from Hong Kong to Sydney, Australia.

    Keywords: Job Cuts and Outsourcing; Globalized Economies and Regions; Information Technology; Air Transportation Industry; Sydney; Hong Kong;

    Citation:

    McFarlan, F. Warren, Waishun Lo, and Fred Young. "Cathay Pacific." Harvard Business School Case 307-009, July 2006. (Revised June 2007.) View Details
  40. Charles Schwab in 2002

    Details the evolution of the Charles Schwab business model, from its founding in 1975 to October 2002. The protagonist, David Pottruck, is faced with re-inventing the firm as a full-service brokerage at a time of tremendous industry instability as the industry reels from the effects of deregulation, consolidation, global economic downturn, and investor lack of confidence.

    Keywords: Entrepreneurship; Business Strategy; Competitive Strategy; Business Model; Business or Company Management; Economic Slowdown and Stagnation; Financial Services Industry;

    Citation:

    Applegate, Lynda M., F. Warren McFarlan, and Jamie Ladge. "Charles Schwab in 2002." Harvard Business School Case 803-070, November 2002. (Revised May 2007.) View Details
  41. Li & Fung 2006

    Describes the opportunities and strategy facing one of the most innovative global supply-chain companies, and the strategy it has chosen to deal with the expanding demand for its services. Li & Fung links thousands of factories in India, China, and elsewhere to nearly a thousand large retailers, primarily in the U.S. and Europe. It basically does the supply-chain job faster and more accurately with the aid of a sophisticated information system than anyone else.

    Keywords: Customer Value and Value Chain; Supply Chain Management; Distribution Channels; Global Range; Strategy; Information Technology; Service Industry; Distribution Industry; China; India; United States; Europe;

    Citation:

    McFarlan, F. Warren, William C. Kirby, and Tracy Manty. "Li & Fung 2006." Harvard Business School Case 307-077, February 2007. (Revised May 2007.) View Details
  42. Dana Hall: Funding a Mission (A)

    Dana Hall is a private all-girls school in New England facing a crisis in its mission. As social norms shift away from single-sex education, the school's enrollment is falling and deficits are becoming the norm. At the same time, the modern vision for girls' education requires an even greater investment in science and sports--at a time when Dana Hall's resources are lower than ever before. Can the school stay true to its mission? How will it find the funding? Through the story of Blair Jenkins, head of school, this case examines the difficult mission and funding decisions facing many nonprofit organizations.

    Keywords: Crisis Management; Financing and Loans; Nonprofit Organizations; Mission and Purpose; Strategic Planning; Education Industry; England;

    Citation:

    McFarlan, F. Warren, Herman B. Leonard, and Melissa Tritter. "Dana Hall: Funding a Mission (A)." Harvard Business School Case 306-090, June 2006. (Revised January 2007.) View Details
  43. China's Financial Markets: 2006

    Provides an overview of capital markets in mainland China, evaluating the up-to-date performance of key components of the markets, highlighting concerns as China strives to modernize its financial system to meet global competition and support its fast growing economy.

    Keywords: Developing Countries and Economies; Capital Markets; Financial Markets; Financial Strategy; Global Strategy; Markets; Competition; China;

    Citation:

    McFarlan, F. Warren, Li Jin, and Tracy Manty. "China's Financial Markets: 2006." Harvard Business School Background Note 307-058, October 2006. View Details
  44. RosettaNet and ebXML: Betting on the Right eBusiness Standard

    A major enterprise software company must select which technologies to support, based on their long-term and short-term viability and benefits. The protagonist is involved in the release of the B2B integration component of major enterprise software whose purpose is to facilitate communication between users and their business partners. To enable standardized, automated data exchange between business partners, the e-business component release must provide support for one or more e-business standards. Time and resource constraints, however, demand that the company support only one e-business standard in the first release. The protagonist must decide which e-business standard to support: ebXML or RosettaNet.

    Keywords: Communication Technology; Customer Focus and Relationships; Markets; Standards; Science-Based Business; Situation or Environment; Software; Technology Adoption; Information Technology Industry;

    Citation:

    McFarlan, F. Warren, and Veronika Belokhvostova. "RosettaNet and ebXML: Betting on the Right eBusiness Standard." Harvard Business School Case 305-006, July 2004. (Revised March 2006.) View Details
  45. Concordia Casting Company

    Describes five years of development in a centralized data processing activity serving a highly decentralized corporation. Data processing manager discovers that a major software system conversion is a full year behind schedule, and subsequently makes several managerial and organizational changes. Raises issues of leadership style, human resource management, conflict, and organizational change.

    Keywords: Data and Data Sets; Software; System; Information Technology; Change Management; Organizational Change and Adaptation; Leadership Style; Leading Change; Human Resources; Conflict and Resolution; Supply Chain Management; Accounting; Auto Industry;

    Citation:

    McFarlan, F. Warren. "Concordia Casting Company." Harvard Business School Case 192-151, June 1992. (Revised March 2006.) View Details
  46. Restating Revenues and Earnings at INVESTools, Inc. (A)

    Relates the events leading up to the announcement in February 2005 that INVESTools, a Utah-based provider of investor education services, would be restating prior-year financial statements due to inappropriate revenue recognition.

    Keywords: Accounting; Accounting Audits; Financial Statements; Capital Markets; Currency Exchange Rate; Corporate Disclosure; Financial Services Industry; Education Industry; Utah;

    Citation:

    Kimbrough, Michael D., and F. Warren McFarlan. "Restating Revenues and Earnings at INVESTools, Inc. (A)." Harvard Business School Case 106-009, September 2005. (Revised January 2006.) View Details
  47. Rakuten

    Rakuten, a native Japanese, e-commerce start-up and highly successful company, is expanding into new categories and new countries. It must figure out how to continue its trajectory of growth and profitability. A rewritten version of an earlier case.

    Keywords: Business Growth and Maturation; Global Strategy; Growth and Development Strategy; Technology Industry; Retail Industry; Japan;

    Citation:

    McFarlan, F. Warren, Andrew P. McAfee, Thomas R. Eisenmann, and Masako Egawa. "Rakuten." Harvard Business School Case 305-050, October 2004. (Revised December 2005.) View Details
  48. Information Technology at COSCO

    Describes the current status of IT applications at the second largest container shipping company in the world: China-based COSCO. Describes the challenges the company has faced in dealing with its development and shows a series of organizational and application challenges it must select from in the future. Shows the growing IT sophistication of large, state-owned enterprises in China.

    Keywords: Information Technology; Organizational Change and Adaptation; Problems and Challenges; Shipping Industry; China;

    Citation:

    McFarlan, F. Warren, Guoqing Chen, and David Lane. "Information Technology at COSCO." Harvard Business School Case 305-080, April 2005. (Revised November 2005.) View Details
  49. Li & Fung (A): Internet Issues

    This case looks at the issues facing a Hong Kong-based trading company, which links hundreds of factories in India and Asia with major customers like Gap and the Limited in Europe and in the United States. The company has recently launched a dot-com operation to allow its extraordinary network of factories in Asia to target much smaller retail chains in Asia and Europe than they were able to do before.

    Keywords: Information Technology; Internet; Multinational Firms and Management; Distribution Channels; Logistics; Networks; Markets; Supply Chain; Retail Industry; Hong Kong; India; Europe; United States;

    Citation:

    McFarlan, F. Warren, and Fred Young. "Li & Fung (A): Internet Issues." Harvard Business School Case 301-009, October 2000. (Revised November 2005.) View Details
  50. CareGroup

    Describes the circumstances leading to the three-and-a-half-day collapse of a major hospital group's IS capabilities. Identifies the technical reasons for the failure, management steps in dealing with the problem short term, and the long-term lessons they believe they learned from the incident.

    Keywords: Information Management; Information Technology; Safety; Crisis Management; Infrastructure; Health Industry;

    Citation:

    McFarlan, F. Warren, and Robert D. Austin. "CareGroup." Harvard Business School Case 303-097, January 2003. (Revised August 2005.) View Details
  51. UCB (A): Managing Information for Globalization and Innovation

    This case presents a complex total MIS strategy case for a $3 billion European pharmaceutical/chemicals company based in Brussels. It covers corporate strategy alignment of IT portfolio, IT operations issues, and global coordination of IT.

    Keywords: Information Technology; Operations; System; Corporate Strategy; Investment Portfolio; Globalization; Pharmaceutical Industry; Information Technology Industry; Brussels;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "UCB (A): Managing Information for Globalization and Innovation." Harvard Business School Case 303-091, February 2003. (Revised August 2005.) View Details
  52. Otis Elevator: Accelerating Business Transformation with IT

    Focuses on a major transformation of Otis Elevator's infrastructure. Led by the CEO, this transformation represents a remarkable long-term reengineering of all the processes of the firm to drive its operating costs down and service image up. The transformation is the continuation of a process that has been going on for more than 20 years.

    Keywords: Transformation; Cost Management; Infrastructure; Business Processes; Organizational Change and Adaptation; Information Technology;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "Otis Elevator: Accelerating Business Transformation with IT." Harvard Business School Case 305-048, September 2004. (Revised June 2005.) View Details
  53. Pfizer's Virtual CIO (Abridged)

    Discusses the IT organization and IT strategy issues facing Pfizer, one of the world's largest pharmaceutical companies. Managing over $1 billion of IT expense, the company has a committee approach for handling all critical IT decisions, an approach that is consistent with the internal culture of Pfizer in other aspects.

    Keywords: Decision Making; Cost Management; Organizational Culture; Strategy; Information Technology; Pharmaceutical Industry;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "Pfizer's Virtual CIO (Abridged)." Harvard Business School Case 305-018, July 2004. (Revised May 2005.) View Details
  54. Otis Elevator: An Interview with Ari Bousbib (video)

    CEO Ari Bousbib talks about how IT is transforming Otis and the practical challenges they are overcoming. Visibly demonstrates what appropriate CEO involvement is in an IT-enabled business transformation.

    Keywords: Management Teams; Information Technology; Organizational Change and Adaptation; Leading Change; Construction Industry; Manufacturing Industry; Consumer Products Industry;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "Otis Elevator: An Interview with Ari Bousbib (video)." Harvard Business School Video Supplement 305-706, May 2005. View Details
  55. Kendall Square Research Corporation (A) (Abridged)

    Kendall Square Research was a small competitor in the supercomputer industry. Sales grew rapidly in 1992 and early 1993, and the company sold stock to the public for the first time. Analysts forecasted higher earnings for 1993, then the company's revenue recognition practices were questioned and the answers were devastating.

    Keywords: Revenue Recognition; Standards; Accounting Audits; Computer Industry;

    Citation:

    Bruns, William J., Jr., and F. Warren McFarlan. "Kendall Square Research Corporation (A) (Abridged)." Harvard Business School Case 303-036, July 2002. (Revised March 2005.) View Details
  56. Outsourcing IT: The Global Landscape in 2004

    Profiles the history and context of outsourcing, with particular focus on information technology.

    Keywords: Job Cuts and Outsourcing; Information Technology;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "Outsourcing IT: The Global Landscape in 2004." Harvard Business School Background Note 304-104, May 2004. (Revised September 2004.) View Details
  57. UCB: Managing Information for Globalization and Innovation (A) (Abridged)

    A medium-size European manufacturer of pharmaceuticals and chemicals faces a number of information strategy issues. The case focuses on the issues of coordinating international IT activities and day-to-day operations as well as balancing the company's IT applications portfolio. To encourage discussion of the appropriate role and background of a CIO.

    Keywords: Innovation and Invention; Information Technology; Operations; System; Corporate Strategy; Investment Portfolio; Globalization; Pharmaceutical Industry; Information Technology Industry; Brussels;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "UCB: Managing Information for Globalization and Innovation (A) (Abridged)." Harvard Business School Case 304-096, March 2004. (Revised July 2004.) View Details
  58. Enabling Business Strategy with IT at the World Bank

    World Bank IT provides services (communications, applications, video conferencing, knowledge sharing, distance learning, information sharing, client commerce, crisis management, etc.) on a global basis to the poorest countries in the globe via satellites. This case covers the bank's global business strategy transformation and the role that IT plays in enabling that vision. Covers strategy and implementation topics and conveys a sense of using IT to narrow the digital divide on a global scale while recapping the evolution of the bank's IT strategy and implementation from 1995 to 2003.

    Keywords: Technology Networks; Globalized Economies and Regions; Information Technology; Global Strategy; Business Strategy; Banks and Banking; Banking Industry;

    Citation:

    McFarlan, F. Warren, and Brian DeLacey. "Enabling Business Strategy with IT at the World Bank." Harvard Business School Case 304-055, November 2003. (Revised December 2003.) View Details
  59. Cathay Pacific: Doing More with Less

    This case explores the various aspects of information technology that can be outsourced. Cathay Pacific outsourced a significant part of its vital operations from Hong Kong to Sydney, Australia.

    Keywords: Information Technology; Job Cuts and Outsourcing; Globalization; Globalized Firms and Management; Information Technology Industry; Hong Kong; Sydney;

    Citation:

    McFarlan, F. Warren, and Fred Young. "Cathay Pacific: Doing More with Less." Harvard Business School Case 303-106, June 2003. (Revised December 2003.) View Details
  60. Royal Caribbean Cruises Ltd.

    Focuses on the current IT applications portfolio and plans for the world's second largest cruise line. An IT-intensive organization, it forces students to think through how IT resources should be allocated in this dynamic environment and what kind of management system is most appropriate.

    Keywords: Management Systems; Resource Allocation; Planning; Situation or Environment; Information Technology; Air Transportation Industry;

    Citation:

    McFarlan, F. Warren, and Valerie Massoni. "Royal Caribbean Cruises Ltd." Harvard Business School Case 304-019, September 2003. (Revised December 2003.) View Details
  61. H. E. Butt Grocery Company: The New Digital Strategy (A)

    Shows how the company's IT priorities have moved from primary supply chain restructuring to e-commerce. Shows the new organization structure created by the company.

    Keywords: Internet; Organizational Structure; Organizational Change and Adaptation; Supply Chain; Technology Adoption; Information Technology; Retail Industry;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "H. E. Butt Grocery Company: The New Digital Strategy (A)." Harvard Business School Case 300-106, April 2000. (Revised November 2003.) View Details
  62. Harold Morton and the Rivendell Board (A)

    Describes the thoughts of a new trustee prior to his first trustees meeting.

    Keywords: Nonprofit Organizations; Governance; Governing and Advisory Boards;

    Citation:

    McFarlan, F. Warren, and Ingrid Vargas. "Harold Morton and the Rivendell Board (A)." Harvard Business School Case 303-114, April 2003. (Revised September 2003.) View Details
  63. Harold Morton and the Rivendell Board (B)

    Describes what happens as the trustee reflects on his first several years' experience.

    Keywords: Governance; Nonprofit Organizations; Governing and Advisory Boards;

    Citation:

    McFarlan, F. Warren, and Ingrid Vargas. "Harold Morton and the Rivendell Board (B)." Harvard Business School Case 303-115, April 2003. (Revised September 2003.) View Details
  64. Tale of Two Airlines in the Network Age: Or Why the Spirit of King George III is Alive and Well!, TN

    Teaching Note for (9-302-128). A rewritten version of an earlier teaching note.

    Keywords: Air Transportation Industry;

    Citation:

    McFarlan, F. Warren. "Tale of Two Airlines in the Network Age: Or Why the Spirit of King George III is Alive and Well!, TN." Harvard Business School Teaching Note 303-004, July 2002. View Details
  65. Tale of Two Airlines in the Network Age: Or Why the Spirit of King George III Is Alive and Well!

    Describes an airline service incident that ought not to have happened in the network age. Inadequate use of available technology creates service problems. A rewritten version of an earlier case.

    Keywords: Air Transportation; Information Management; Information Technology; Service Delivery; Problems and Challenges; Air Transportation Industry;

    Citation:

    McFarlan, F. Warren. "Tale of Two Airlines in the Network Age: Or Why the Spirit of King George III Is Alive and Well!" Harvard Business School Case 302-128, June 2002. View Details
  66. Shenzhen Stock Exchange

    The second largest stock exchange in China, shows a surprising sophistication. This case describes the company's growth and underlying technology.

    Keywords: Networks; Online Technology; Business Growth and Maturation; Infrastructure; Financial Services Industry; China;

    Citation:

    McFarlan, F. Warren, Guoqing Chen, David Kiron, and Iris T. Li. "Shenzhen Stock Exchange." Harvard Business School Case 302-070, December 2001. (Revised June 2002.) View Details
  67. Digital China Holdings Limited: ERP as a Platform for Building New Capabilities

    This case analyzes a complex ERP implementation that takes place in one of the leading companies in China. The issues are indistinguishable from those facing a U.S. organization.

    Keywords: Search Technology; Technology Adoption; Information Technology; Complexity; Problems and Challenges; China;

    Citation:

    McFarlan, F. Warren, Guoqing Chen, and Kai Reimers. "Digital China Holdings Limited: ERP as a Platform for Building New Capabilities." Harvard Business School Case 302-080, January 2002. (Revised May 2002.) View Details
  68. Xerox: Outsourcing Global Information Technology Resources TN

    Teaching Note for (9-195-158).

    Keywords: Job Cuts and Outsourcing; Information Technology; Global Range; Resource Allocation; Manufacturing Industry; Consumer Products Industry;

    Citation:

    McFarlan, F. Warren. "Xerox: Outsourcing Global Information Technology Resources TN." Harvard Business School Teaching Note 196-086, February 1996. (Revised May 2002.) View Details
  69. Postgirot Bank and Provment AB: Managing the Cost of IT Operations

    Describes a specific approach for measuring the efficiency of the groups of computers inside an organization and suggests ways this tool may be used to reduce the company's computing investment while maintaining service. It is a software-enabled industrial engineering approach to delivery of computing resources. The evolution of this approach and the listing of its strengths and weaknesses is the key purpose for the class discussion.

    Keywords: Cost Management; Investment; Management Analysis, Tools, and Techniques; Management Style; Information Technology; Software;

    Citation:

    McFarlan, F. Warren, and Nancy Bartlett. "Postgirot Bank and Provment AB: Managing the Cost of IT Operations." Harvard Business School Case 302-061, January 2002. (Revised February 2002.) View Details
  70. Free Internet Initiative in LaGrange, Georgia

    LaGrange, GA was the first city in the world to offer free Internet access to citizens. The city manager and mayor must assess the project and decide whether to continue. This case chronicles the city's efforts to build a telecommunications infrastructure and offer broadband Internet access to its citizens. Students are presented with information concerning adoption and use of the system and must decide whether the project has been successful and whether further continuation is warranted.

    Keywords: Internet; Infrastructure; Technology Adoption; Cost vs Benefits; Information Technology Industry; Telecommunications Industry; Georgia (state, US);

    Citation:

    McFarlan, F. Warren, Mark Keil, and Garrett W. Meader. "Free Internet Initiative in LaGrange, Georgia." Harvard Business School Case 302-041, February 2002. View Details
  71. COSCO

    Focuses on the IT challenges facing COSCO, one of the largest shipping companies in the world, as it deals with the Internet and modern information technology. The challenge is to understand what they are trying to do and understand the complexity of the task.

    Keywords: Internet; Information Technology; Organizational Change and Adaptation; Technological Innovation; Complexity; Problems and Challenges; Shipping Industry; China;

    Citation:

    McFarlan, F. Warren, and David Lane. "COSCO." Harvard Business School Case 302-051, December 2001. (Revised January 2002.) View Details
  72. Alibaba.com

    This case focuses on the strategic issues of an emerging dot-com in a rapidly emerging Internet nation-China. Alibaba, a bulletin board company based in Hangzhou, China, is trying to carve out a niche in the B-to-B e-commerce world. It also shows the speed and complexity of strategy evolution and the fascinating set of problems that a player in this new space must confront. Whether the company will ultimately survive or not is very much a question. The issues are surprisingly similar to those which confront companies in Western Europe and the United States.

    Keywords: Online Advertising; Online Technology; Marketing; Strategy; Service Industry; Information Technology Industry; Hangzhou; Europe; United States;

    Citation:

    McFarlan, F. Warren, Carin-Isabel Knoop, and David Lane. "Alibaba.com." Harvard Business School Case 301-047, November 2000. (Revised December 2001.) View Details
  73. Cisco China

    Designed to show how Cisco has taken its U.S.-based infrastructure and applied it to China. It is stunning in its impact as one notes how so much of what is being done in the United States in terms of the intranet has been transferred to China.

    Keywords: Internet; Web; Web Services Industry; Information Technology Industry; China; United States;

    Citation:

    McFarlan, F. Warren, Guoqing Chen, and David Kiron. "Cisco China." Harvard Business School Case 302-069, December 2001. View Details
  74. iSteelAsia-2001

    Presents a follow-up one year later. Shows how this online steel distributor has now reached breakeven. Focuses on the new challenges for the future.

    Keywords: Management Analysis, Tools, and Techniques; Economy; Goods and Commodities; Cross-Cultural and Cross-Border Issues; Information; Knowledge Use and Leverage; Problems and Challenges; Steel Industry; China; United States;

    Citation:

    McFarlan, F. Warren, and Iris T. Li. "iSteelAsia-2001." Harvard Business School Case 302-074, December 2001. View Details
  75. Alibaba.com (B)

    The challenges the largest Chinese electronic commerce company faces many challenges at the end of 2001. This case describes how it has completely reoriented its strategy in the past 12 months to become a B-to-B company. The key question is: Will it work and what should be done now?

    Keywords: Business or Company Management; Business Strategy; Internet; Problems and Challenges; Information Technology Industry; China; United States;

    Citation:

    McFarlan, F. Warren, and Fred Young. "Alibaba.com (B)." Harvard Business School Case 302-073, December 2001. View Details
  76. General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (C)

    Outlines the full architecture of an outsourcing agreement and allows the class to discuss what should and should not be in such agreements.

    Keywords: Technology Industry;

    Citation:

    McFarlan, F. Warren, and Katherine Seger. "General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (C)." Harvard Business School Case 193-146, April 1993. (Revised December 2001.) View Details
  77. SinoSecurities.com

    Describes a complex software project that has run into difficulties. Students must decide whether to press forward, stop the project, or reconfigure it. Illustrates many of the similarities to challenges facing U.S. and Chinese companies in this difficult arena.

    Keywords: Information Technology; Software; Decisions; Problems and Challenges; Financial Services Industry; China; United States;

    Citation:

    McFarlan, F. Warren, and Fred Young. "SinoSecurities.com." Harvard Business School Case 302-072, December 2001. View Details
  78. General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (B)

    Designed to look at outsourcing from the perspective of a major computer services company trying to get into the business.

    Keywords: Communication Technology; Business Startups; Business Plan; Business Strategy; Job Cuts and Outsourcing; Financial Management; Management Teams; Communication Strategy; Organizational Design; Product Design; Accounting; Activity Based Costing and Management; Computer Industry; Information Technology Industry;

    Citation:

    McFarlan, F. Warren, and Katherine Seger. "General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (B)." Harvard Business School Case 193-145, April 1993. (Revised December 2001.) View Details
  79. adM@rt(A)

    Describes the complex policy alternatives facing an online Hong Kong grocery company as it tries to apply Webvan-type concepts in the Hong Kong marketplace. Captures the extraordinary process of adaptation the company is going through as it tries to find the right features for the marketplace.

    Keywords: Organizational Change and Adaptation; Markets; Marketing; Business Strategy; Business Model; Decisions; Problems and Challenges; Retail Industry; Web Services Industry; Hong Kong;

    Citation:

    McFarlan, F. Warren, Carin-Isabel Knoop, and David Lane. "adM@rt(A)." Harvard Business School Case 301-046, October 2000. (Revised October 2001.) View Details
  80. Tale of Two Airlines in the Information Age: Or Why the Spirit of King George III Is Alive and Well! TN

    Teaching Note for (9-195-240).

    Keywords: Air Transportation; Information Technology;

    Citation:

    McFarlan, F. Warren. "Tale of Two Airlines in the Information Age: Or Why the Spirit of King George III Is Alive and Well! TN." Harvard Business School Teaching Note 196-033, December 1995. (Revised September 2001.) View Details
  81. General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function Series TN

    Teaching Note for (9-193-144), (9-193-145), and (9-193-178).

    Keywords: Job Cuts and Outsourcing; Information Technology; Technology Industry;

    Citation:

    McFarlan, F. Warren. "General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function Series TN." Harvard Business School Teaching Note 196-048, January 1996. (Revised September 2001.) View Details
  82. Charles Schwab Corporation (B)

    Catches the situation facing Charles Schwab Corp. in late August 1999 in the dramatically changing brokerage industry. Their bold moves in January 1998 have created a new industry competitive pattern and provoked aggressive response by companies like Merrill Lynch.

    Keywords: Information Technology; Business Strategy; Situation or Environment; Competition; Financial Services Industry;

    Citation:

    McFarlan, F. Warren, and Nicole Tempest. "Charles Schwab Corporation (B)." Harvard Business School Case 300-025, September 1999. (Revised July 2001.) View Details
  83. H.E. Butt Grocery Company: A Leader in ECR Implementation (B) (Abridged)

    H.E. Butt Grocery Co. led the grocery industry in adopting many innovations, including category management, electronic data interchange, and continuous replenishment. They have also moved aggressively and profitably into newer applications such as Scanner-based payment and basket analysis.

    Keywords: Information Management; Independent Innovation and Invention; Innovation and Invention; Business Organization; Risk and Uncertainty; Science-Based Business; Cross-Cultural and Cross-Border Issues; Management Analysis, Tools, and Techniques; Risk Management; Electronics Industry; Computer Industry;

    Citation:

    Austin, Robert D., and F. Warren McFarlan. "H.E. Butt Grocery Company: A Leader in ECR Implementation (B) (Abridged)." Harvard Business School Case 198-016, July 1997. (Revised June 2001.) View Details
  84. Merrill Lynch: Integrated Choice (Abridged)

    Merrill Lynch, a full-service brokerage firm with $1.5 trillion in client assets, is under attack from both discount and electronic brokerage firms. It responds with Integrated Choice, a suite of products designed to capture clients, from the do-it-yourself investor who doesn't want to use a broker to clients who want to rely completely on a broker. The strategy is high risk and requires a sea change in the company. A rewritten version of an earlier case.

    Keywords: Investment Banking; Marketing Strategy; Distribution Channels; Organizational Change and Adaptation; Risk and Uncertainty; Financial Services Industry;

    Citation:

    McFarlan, F. Warren, and James Weber. "Merrill Lynch: Integrated Choice (Abridged)." Harvard Business School Case 301-081, February 2001. (Revised April 2001.) View Details
  85. Charles Schwab Corporation (A)

    A look at the industrial restructuring in the brokerage industry made possible by e-commerce. Focuses the student's attention on the decision alternatives facing Charles Schwab, one of the industry leaders in January 1998. In a word, the challenge is "Do they slash prices to meet competition from companies like E-Trade or do they stand still?"

    Keywords: Restructuring; Internet; Price; Decision Choices and Conditions; Business Strategy; Competitive Strategy; Financial Services Industry;

    Citation:

    McFarlan, F. Warren, and Nicole Tempest. "Charles Schwab Corporation (A)." Harvard Business School Case 300-024, September 1999. (Revised March 2001.) View Details
  86. Jardines: Tapping the Asian E-Commerce Market

    "We have made significant progress in reshaping the group in the current cycle of change," announced the homepage of Jardine Matheson & Co.'s web site. Percy Weatherall, newly appointed managing director of the company, knew all too well about change. In his previous position as chief executive of Hongkong Land Holdings, a core Jardines holding, Weatherall had successfully navigated through the Asian economic crisis and the plummeting Hong Kong rents and asset values that ensued. But these changes paled in comparison to the challenge of devising an e-commerce strategy for Jardine Matheson, a group with an intricate imbroglio of minority interests and diverse subsidiary and associate companies employing over 160,000 people worldwide. From the 48th floor of Jardine House in Hong Kong, Weatherall and approximately 100 of his Jardine Matheson Ltd. colleagues provided leadership, direction, planning, budgeting, as well as financial resources to the decentralized subsidiary companies located around the world. The question at hand was how a 168-year-old multinational company with commercial interests in over 30 countries could move fast enough to stake its claim in the electronic domain.

    Keywords: Corporate Entrepreneurship; Decisions; Information Technology; Corporate Strategy; Technology Adoption;

    Citation:

    McFarlan, F. Warren, Melissa Dailey, and Fred Young. "Jardines: Tapping the Asian E-Commerce Market." Harvard Business School Case 301-045, September 2000. View Details
  87. Charles Schwab Corporation, The: A Presentation by David Pottruck Co-CEO

    David Pottruck, Co-CEO of Charles Schwab Corp., discusses the company's information technology and competitive strategy with an Executive Education (Program for Management Development) class at Harvard Business School, October 22, 1999.

    Keywords: Teaching; Presentations; Competitive Strategy; Information Technology; Financial Services Industry; Web Services Industry;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "Charles Schwab Corporation, The: A Presentation by David Pottruck Co-CEO." Harvard Business School Video Supplement 300-507, March 2000. View Details
  88. Providian Trust: Tradition and Technology (A)

    A major trust company attempts to implement a major software system while simultaneously reengineering business processes. Providian Trust, a previously non-IT intensive organization, must completely reposition its management of technology to deal with IT's new strategic role in the company. The case illustrates how the appropriate use of IT framework can illuminate risk and suggests appropriate courses of action.

    Keywords: Change Management; Financial Institutions; Business Processes; Organizational Change and Adaptation; Information Technology; Software; Financial Services Industry;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "Providian Trust: Tradition and Technology (A)." Harvard Business School Case 398-008, August 1997. (Revised June 1999.) View Details
  89. Pioneer Hi-Bred: Turning Seeds Into Factories

    The agricultural sector is among the preeminent information technology users in our economy," exclaimed an August 1998 Forbes ASAP survey of the U.S. economy's best and worst users of information technology (IT). The survey designated Pioneer Hi-Bred International, Inc., the most successful user of IT in the agricultural sector. Pioneer, a leading supplier of seeds and agricultural genetics, was headquartered in the heart of North America's corn belt, Des Moines, Iowa. The information management (IM) team had successfully implemented support services for 5,000 employees and an international technical infrastructure connecting Pioneer's 93 research stations and 62 production locations around the world. In 1998, however, Tom Hanigan, vice president and director of IM, Tom Hanigan, faced the greatest challenge of his 22-year career with Pioneer. The company was engaged in a research race with major competitors. Pioneer was growing, transporting, packaging, and distributing an increasing number of seed varieties at unprecedented volumes. Its research, operations, and sales business units would have to work together in an integrated way to successfully perform large-scale ramp-ups of new products. Information management and business line professionals would have to work quickly and efficiently, and within clearly prescribed budgetary boundaries, to successfully implement new applications. In 1998, the success of the company's larger business strategy depended upon the effective implementation of major information technology projects.

    Keywords: Agribusiness; Multinational Firms and Management; Information Management; Infrastructure; Business Strategy; Information Technology; Agriculture and Agribusiness Industry; Iowa;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "Pioneer Hi-Bred: Turning Seeds Into Factories." Harvard Business School Case 399-095, December 1998. View Details
  90. Electronic Commerce at Air Products

    In 1998,chief information officers (CIOs) in the highly competitive international gases and chemicals business faced the reality that electronic commerce capability was a strategic necessity. The results of annual surveys of technology officers in the chemical industry indicated a shift in priorities from the building of a corporation's internal infrastructure in 1995 to enabling the same infrastructure to connect with customers, suppliers, and partners in 1998. The CIOs cited computer-supported collaborative work, electronic commerce, and Internet systems as critical technologies in 1998, according to surveys conducted by Computer Sciences Corp. Most companies have completed in-house reengineering tasks and are ready to put new systems to work managing whole supply chains. The increasing strategic importance of electronic commerce commanded the attention of the senior executives of Air Products and Chemicals, Inc., an international corporation with headquarters in Trexlertown, PA. With sales of $4.6 billion in 1997, Air Products held the number two position in the gases industry in the United States, behind Praxair, and was the fourth largest provider in the worldwide market. Air Products Management Information Systems (MIS) Vice President Joe McMakin and his colleagues recognized the opportunity: they could improve service to customers by automating the buying, selling, and distribution of products, while simultaneously improving productivity and realizing cost savings. A rewritten version of an earlier case.

    Keywords: Management Teams; Information Technology; Globalized Markets and Industries; Infrastructure; Online Technology; Internet; Technology Adoption; Business Strategy; Chemical Industry; United States;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "Electronic Commerce at Air Products." Harvard Business School Case 399-035, August 1998. View Details
  91. The Indian Software Industry

    The increasing focus in the Western World on outsourcing has fueled the growth of the Indian software export industry. This note gives background on this phenomenen.

    Keywords: Job Cuts and Outsourcing; Growth and Development; India;

    Citation:

    McFarlan, F. Warren, Avnish S. Bajaj, Michael V. Kadyan, Devtosh K Khare, and Suvir S Sujan. "The Indian Software Industry." Harvard Business School Background Note 398-164, June 1998. View Details
  92. www.springs.com

    Business Week's June 1997 "Rising Star" profile of Springs Industries' president and COO, Crandall Bowles, reported that she was poised to become one of the top two or three women executives in the country. In November 1997, the company announced Bowles' appointment to the position of CEO. A priority on her agenda was to hone in on the company's information systems (IS) strategy and determine both the breadth of expenditures and the pace of innovation necessary for coming years. Springs Industries, Inc.-a $2.2 billion textile company headquartered in South Carolina,-produces home furnishings under such well-known brand names as Wamsutta and Springmaid and major licenses such as Disney, Liz at Home, and Bill Blass. Springs' customers, mega-retailers such as Wal-Mart, Kmart, and Target, expected suppliers to keep inventories precisely tuned to consumers' purchasing trends. Many suppliers were developing sophisticated information technology (IT) systems for analyzing mega-retailers' point of sale (POS) data. To increase profitability, Springs had to quicken the pace of its application of new technology and sources of information to marketing, customer service, and inventory management. Bowles was navigating the 110-year old company through massive change as it entered a business environment where electronic commerce and marketing were key sources of competitive differentiation.

    Keywords: Information Technology; Operations; Product Marketing; Management; Strategy; Consumer Products Industry; South Carolina;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "www.springs.com." Harvard Business School Case 398-091, December 1997. (Revised April 1998.) View Details
  93. Timberjack Parts: Packaged Software Selection Project

    This case provides a realistic, current, and detailed view of software procurement in an international business environment where the competition in enterprise-wide software solutions is growing. Focuses on the selection of packaged software to serve multiple sites within the context of a multinational company. Describes the creation of an RFP and the selection of a software vendor. Two software proposals are presented.

    Keywords: Software; Information Technology; Data and Data Sets; Multinational Firms and Management; Operations; Management Practices and Processes; Computer Industry; Information Technology Industry;

    Citation:

    McFarlan, F. Warren, Mark Keil, and Darryl S. Romanow. "Timberjack Parts: Packaged Software Selection Project." Harvard Business School Case 398-085, January 1998. (Revised February 1998.) View Details
  94. H.E. Butt Grocery Company: A Leader in ECR Implementation (A) (Abridged)

    Describes the industry context that has resulted in the development of efficient consumer response (ECR) within the grocery industry and its adoption by H.E. Butt Grocery Co.

    Keywords: Demand and Consumers; Customer Focus and Relationships; Adoption; Retail Industry; Food and Beverage Industry;

    Citation:

    McFarlan, F. Warren. "H.E. Butt Grocery Company: A Leader in ECR Implementation (A) (Abridged)." Harvard Business School Case 196-061, August 1995. (Revised July 1997.) View Details
  95. Southwire: Beyond 2000

    Southwire, based in Carrollton, GA, was the leading producer of aluminum and copper rod, wire, and cable for the transmission and distribution of electricity. In one decade, CEO Roy Richards, Jr. grew annual sales from $500 million in 1985 to $1.9 billion in 1995, an increase he attributed to increasing and streamlining production and total quality management practices. The company's customers included 135 of the major U.S. electric power companies. With only a 2% market growth rate in the United States, however, Southwire officers were looking beyond domestic soil to countries that were just beginning to build their infrastructures. In 1996, Richards was focused on the threat posed by large multinationals that were targeting the same promising territories. Richards knew that he would have to lead the 5,000 managers and employees through a series of changes to ensure the growth of the company. Their aim was to increase the 6% Non-U.S. revenue achieved in 1995, to 25% by the year 2005. Southwire had established a strong tradition in technological research and development with nearly 400 patents in 40 countries, covering subjects from metal processing to plastics formulation.

    Keywords: Leading Change; Growth Management; Competitive Strategy; Global Strategy; Manufacturing Industry;

    Citation:

    McFarlan, F. Warren, and Melissa Dailey. "Southwire: Beyond 2000." Harvard Business School Case 397-074, January 1997. (Revised June 1997.) View Details
  96. Trinity College (A)

    Trinity College was an elite, private, liberal-arts college of some 1,800 students located in Hartford, CT. When Tom Gerety was chosen as Trinity's 17th president in 1989, he pledged to stay for ten years. Now less than five years at the job, Gerety announced he was resigning to become president at Amherst. For Alfred Koeppel, the chairman of Trinity's Board of Trustees, Gerety's decision could not have come at a worse time. The college was about to announce a $100 million capital campaign. Its number two position, the dean of the faculty, was vacant and Trinity's initiative to redevelop its urban neighborhood had just started. In addition to these difficulties, Gerety's defection to Amherst was doubly painful because Trinity considered Amherst a direct rival for students and reputation. This case discusses the development of Gerety and Koeppel's relationship, the unfinished business that Gerety leaves behind at the time of his resignation, the anger and feelings of betrayal on campus, and the search for interim and permanent president. Written from board chairman Koeppel's perspective and highlights the many roles and duties a board chairman might have to assume in a crisis.

    Keywords: Higher Education; Crisis Management; Management Succession; Planning; Social Enterprise; Education Industry; Connecticut;

    Citation:

    McFarlan, F. Warren, and Jaan Elias. "Trinity College (A)." Harvard Business School Case 397-068, December 1996. (Revised June 1997.) View Details
  97. VeriFone: The Transaction Automation Company (A) Abridged

    Describes VeriFone's new organizational model and its role in catapulting VeriFone to a market leadership position. Examines the impact of information technology and information access on the ability to leverage global resources, market responsiveness, and organizational structure and behavior. (Shortened for ESL students.)

    Keywords: Information Technology; Organizational Structure; Globalized Markets and Industries; Information Management; Strategic Planning; Resource Allocation; Leadership Development; Information Technology Industry;

    Citation:

    McFarlan, F. Warren. "VeriFone: The Transaction Automation Company (A) Abridged." Harvard Business School Case 397-116, June 1997. View Details
  98. Mt. Auburn Hospital

    In December of 1993, two of Boston's largest and best known hospitals, Massachusetts General and Brigham and Women's, announced that they were setting aside their historic rivalry to form an alliance and build a regional health network. The announcement set off a wave of merger talk throughout a Boston health care market that was carrying too many specialists, beds, and service providers. Like its peers, Mt. Auburn Hospital began a search for an alliance. The hospital had managed to thrive during the previous decade by restructuring its operations in response to the revolution in managed care. But in a health care environment potentially dominated by regional networks, the hospital's position as a mixture of community and teaching hospital had made it vulnerable. Mt. Auburn's board of trustees formed a special task force on alliances to solicit proposals and make a recommendation as to which (if any) organization would make for the best partner. The suitors that showed up at the task force's door represented nearly every type of player in the health care market. In February of 1996, the task force faced the daunting task of picking through the various alternatives.

    Keywords: Health Care and Treatment; Negotiation Offer; Alliances; Networks; Social Enterprise; Horizontal Integration; Health Industry; Boston;

    Citation:

    McFarlan, F. Warren, and Jaan Elias. "Mt. Auburn Hospital." Harvard Business School Case 397-083, October 1996. (Revised January 1997.) View Details
  99. Canadian Airlines: Reservations About Its Future (A)

    Keywords: Information Technology; Air Transportation Industry; Canada;

    Citation:

    McFarlan, F. Warren, Duncan G. Copeland, and Chris L Marshall. "Canadian Airlines: Reservations About Its Future (A)." Harvard Business School Case 195-101, November 1994. (Revised October 1995.) View Details
  100. Procter & Gamble: Improving Consumer Value Through Process Design TN

    Teaching Note for (9-195-126).

    Keywords: Customer Value and Value Chain; Customer Focus and Relationships; Distribution Channels; Information Technology; Value Creation; Logistics; Management Practices and Processes; Consumer Products Industry;

    Citation:

    McFarlan, F. Warren. "Procter & Gamble: Improving Consumer Value Through Process Design TN." Harvard Business School Teaching Note 396-083, October 1995. View Details
  101. Canadian Airlines: Reservations About Its Future (B)

    Keywords: Risk and Uncertainty; Air Transportation Industry;

    Citation:

    McFarlan, F. Warren, Duncan G. Copeland, and Chris L Marshall. "Canadian Airlines: Reservations About Its Future (B)." Harvard Business School Supplement 195-102, November 1994. (Revised August 1995.) View Details
  102. Air Products and Chemicals, Inc.: MIS Reorganization (A) and Project ICON (A), (Abridged) TN

    Teaching Note for (9-193-008).

    Keywords: Restructuring; Management Teams; Transformation; Decisions; Management Succession; Chemical Industry; London;

    Citation:

    McFarlan, F. Warren. "Air Products and Chemicals, Inc.: MIS Reorganization (A) and Project ICON (A), (Abridged) TN." Harvard Business School Teaching Note 196-035, July 1995. View Details
  103. American Airlines: Object Oriented Flight Dispatching Systems

    American Airlines Describes has organized and developed their Systems Operation Control (SOC) center in Dallas, from which the day-to-day running of the airline takes place. This case details the decision support system used by the flight dispatchers, and the object-oriented tools and techniques used to develop it.

    Keywords: Technological Innovation; Product Development; Programs; Complexity; Technology Adoption; Air Transportation; Air Transportation Industry; United States;

    Citation:

    McFarlan, F. Warren, and Espen Andersen. "American Airlines: Object Oriented Flight Dispatching Systems." Harvard Business School Case 195-046, September 1994. View Details
  104. General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A)

    Designed to generate discussion on the issues of outsourcing from the perspective of a firm thinking about turning over its IS activities to a third-party vendor.

    Keywords: Management Systems; Management Style; Information Technology; Job Cuts and Outsourcing; Business Strategy; Economic Systems; Business or Company Management; Organizational Change and Adaptation; Business Processes; Employment; Emerging Markets; Activity Based Costing and Management; Information Technology Industry; Consulting Industry;

    Citation:

    McFarlan, F. Warren, and Katherine Seger. "General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A)." Harvard Business School Case 193-144, April 1993. (Revised May 1994.) View Details
  105. General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (D)

    Designed to be handed out after discussion of the (C) case.

    Keywords: Job Cuts and Outsourcing;

    Citation:

    McFarlan, F. Warren, and Katherine Seger. "General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (D)." Harvard Business School Supplement 193-147, April 1993. (Revised June 1993.) View Details
  106. General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A) and (B) (Abridged)

    Describes the largest information systems outsourcing agreement in the industry from the perspectives of both companies involved in the deal.

    Keywords: Restructuring; Transition; Job Cuts and Outsourcing; Contracts; Agreements and Arrangements; Business Strategy; Information Technology;

    Citation:

    McFarlan, F. Warren, and Katherine N. Seger. "General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A) and (B) (Abridged)." Harvard Business School Case 193-178, June 1993. View Details
  107. OTISLINE (A)

    Describes the company's use of information technology to strengthen its position in the elevator sales and service market. Also demonstrates how information technology can be used to better manage and control a large geographically dispersed service organization.

    Keywords: Information Technology; Technology Adoption; Sales; Marketing; Rank and Position; Salesforce Management; Service Operations; Management Analysis, Tools, and Techniques; Global Range; Accounting; Business Ventures; Industry Growth;

    Citation:

    McFarlan, F. Warren, and Donna B. Stoddard. "OTISLINE (A)." Harvard Business School Case 186-304, June 1986. (Revised July 1990.) View Details
  108. Note on the Credit Bureau Industry and the Fair Credit Reporting Act (FCRA)

    Keywords: Financial Services Industry;

    Citation:

    McFarlan, F. Warren, and H. Jeff Smith. "Note on the Credit Bureau Industry and the Fair Credit Reporting Act (FCRA)." Harvard Business School Background Note 190-044, September 1989. (Revised December 1989.) View Details
  109. Philips In-Car Entertainment (A), (B), & (C), and Industry Note: In-Car Entertainment, Teaching Note

    Keywords: Media; Consumer Products Industry; Manufacturing Industry;

    Citation:

    McFarlan, F. Warren, and H. Jeff Smith. "Philips In-Car Entertainment (A), (B), & (C), and Industry Note: In-Car Entertainment, Teaching Note." Harvard Business School Teaching Note 189-158, March 1989. View Details
  110. Agrico, Inc.: A Software Dilemma

    An information systems vice president has one hour to make an ethical decision: should a software program, left inadvertently on the company's computer, be copied and stored? Copying the program would protect clients' assets, but it seems to violate the vendor contract. Thus, responsibilities to various stakeholders (customers, vendors, and stockholders) can be examined in an information systems context.

    Keywords: Decision Choices and Conditions; Ethics; Contracts; Business and Stakeholder Relations; Business and Shareholder Relations; Information Technology Industry;

    Citation:

    McFarlan, F. Warren. "Agrico, Inc.: A Software Dilemma." Harvard Business School Case 189-085, October 1988. View Details
  111. Frontier Airlines, Inc. (A) (Condensed)

    Describes a regional airline that is on the losing end of a strategic application of information technology. Management is focusing on internal data processing issues while its principal, and larger, competitor is using its computerized reservations system to gain control of ticket distribution channels. A rewritten version of an earlier case.

    Keywords: Adoption; Business Strategy; Competitive Strategy; Information Technology; Air Transportation; Air Transportation Industry;

    Citation:

    McFarlan, F. Warren. "Frontier Airlines, Inc. (A) (Condensed)." Harvard Business School Case 189-074, September 1988. View Details