Leonard A. Schlesinger

Baker Foundation Professor

Leonard A. Schlesinger returned to the Harvard Business School as a Baker Foundation Professor of Business Administration in July of 2013 after concluding a five-year term as the 12th president of Babson College.  At Babson he successfully managed the challenges of improving academic, reputational, and financial outcomes for a uniquely positioned college.  The school simultaneously has been ranked as the #1 institution for entrepreneurship for both its Undergraduate and Graduate programs by both Business Week and U.S. News and World Reports for the entire history of their reporting, i.e. 20 years at the Graduate level for U.S. News, for example.

Prior to Babson, Schlesinger was at Limited Brands, now known as L Brand, based in Columbus, Ohio, where he served in executive positions from 1999–2007, most recently as Vice Chairman and Chief Operating Officer.  From 1985–1988, he was Executive Vice President and Chief Operating Officer at Au Bon Pain.

His earlier academic career includes twenty years at Harvard Business School where he served as the George Fisher Baker Jr. Professor of Business Administration, leading MBA and executive education programs.  Courses he taught include organizational behavior, human resource management, general management, and service management.  Schlesinger is well-known for his pioneering research and publications on the “Service Profit Chain.” He also was architect and chair of Harvard Business School’s MBA Essential Skills and Foundations programs.  After his tenure on the Harvard Business School faculty, he served as a Professor of Sociology and Public Policy and Senior Vice President and Counselor to the President at Brown University from 1998-1999.

Schlesinger has lectured and consulted on service quality, customer satisfaction, entrepreneurship and organizational change for over 200 major corporations, non-profit organizations, governments, and international leadership organizations around the world.  He was an active leader in the design and development of the “Work-Out!” initiative at General Electric and the “Reinventing Government” process for the U.S. Department of Labor.

 

His writings on entrepreneurship, service management and organizational management have been widely published.  He is the author or co-author of eleven books, including Just StartTake action, Embrace uncertainty, Create the future (Harvard Business School Press, 2012), Action Trumps Everything (Black Ink Press, 2010), The Value Profit Chain (Free Press, 2003), The Service Profit Chain (Free Press, 1997) and The Real Heroes of Business ... and Not a CEO among Them (Doubleday Currency, 1994), and has written numerous articles for academic audiences as well as for The New York Times, Fast Company, and Harvard Business Review.  He has served on the editorial boards of five major academic journals and has published numerous management case studies that have sold well over one million copies.  He also has completed three video series on service management.

 

Schlesinger currently serves as Vice Chairman of the Board of the Network for Teaching Entrepreneurship (NFTE), a Director of Viewpost, LLC, a member of the Corporation of the Winsor School, and is a member of the President’s Council of the Franklin W. Olin College of Engineering.  He also serves as an advisory council member of Goldman Sachs' 10,000 Small Businesses Initiative, and as a member of both the Council on Competitiveness and the Council on Foreign Relations.  His work in corporate governance spans a broad range of privately held, public and not for profit organizations.

Schlesinger holds a Doctor of Business Administration from Harvard Business School, an MBA from Columbia University, and a Bachelor of Arts in American Civilization from Brown University.  His wife, Phyllis, is a long-time member of the Babson College faculty specializing in organizational behavior with a prior faculty appointment at The Ohio State University’s Fisher School of Business.  They have three grown daughters.

 

                                                                                                                                                                                                          July,2013


Leonard A. Schlesinger
| E-mail: lschlesinger@hbs.edu | Publications | Current Research | HBS Directory 

Books

  1. Service Futures

    Citation:

    Heskett, James L., Leonard A. Schlesinger, and W. Earl Sasser. Service Futures. TBD, forthcoming.
  2. Just Start: Take Action, Embrace Uncertainty, Create the Future

    Citation:

    Schlesinger, Leonard A., Charles Kiefer, and Paul B. Brown. Just Start: Take Action, Embrace Uncertainty, Create the Future. Harvard Business School Press, 2012.
  3. Action Trumps Everything: Creating What You Want in an Uncertain World

    Citation:

    Schlesinger, Leonard A., Charles Kiefer, and Paul B. Brown. Action Trumps Everything: Creating What You Want in an Uncertain World. Duxbury, MA: Black Ink Press, 2010.
  4. The Value Profit Chain: Treat Employees Like Customers and Customers Like Employees

    Keywords: Value; Profit; Employees; Customers;

    Citation:

    Heskett, James L., W. Earl Sasser Jr., and Leonard A. Schlesinger. The Value Profit Chain: Treat Employees Like Customers and Customers Like Employees. New York: Free Press, 2003.
  5. The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value

    Keywords: Profit; Service Industry;

    Citation:

    Heskett, J., W. E. Sasser Jr., and L. Schlesinger. The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value. New York: Free Press, 1997.
  6. The Real Heroes of Business...and Not a CEO Among Them

    Citation:

    Schlesinger, Leonard A., and Bill Fromm. The Real Heroes of Business...and Not a CEO Among Them. Currency/Doubleday, 1994.
  7. Organization: Text, Cases, and Readings on the Management of Organizational Design and Change

    Keywords: Management; Organizational Design; Organizational Change and Adaptation; Cases;

    Citation:

    Schlesinger, P. F., V. Sathe, L. A. Schlesinger, and J. P. Kotter. Organization: Text, Cases, and Readings on the Management of Organizational Design and Change. 3rd ed. Homewood, IL: Irwin, 1992.
  8. The Management Game

    Citation:

    Schlesinger, Leonard A., and Ardis Burst. The Management Game. Viking Press, 1987.
  9. Chronicles of Corporate Change: Management Lessons from AT&T and Its Offspring

    Citation:

    Schlesinger, Leonard A., David Dyer, Thomas Clough, and Dianne Landeau. Chronicles of Corporate Change: Management Lessons from AT&T and Its Offspring. Lexington Books, 1987.
  10. Organization: Text, Cases, and Readings on the Management of Organizational Design and Change

    Keywords: Management; Organizational Design; Organizational Change and Adaptation; Cases;

    Citation:

    Kotter, J. P., L. A. Schlesinger, and V. Sathe. Organization: Text, Cases, and Readings on the Management of Organizational Design and Change. 2nd ed. Homewood, IL: Richard D. Irwin, 1986.
  11. Instructor's Manual to Accompany Managing Behavior in Organizations: Text, Cases, Readings

    Keywords: Management; Behavior; Organizations; Information; Cases; Books;

    Citation:

    Schlesinger, Phyllis F., Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. Instructor's Manual to Accompany Managing Behavior in Organizations: Text, Cases, Readings. New York: McGraw-Hill, 1983.
  12. Managing Behavior in Organizations

    Keywords: Behavior;

    Citation:

    Schlesinger, Leonard A., Robert G. Eccles and John J. Gabarro, eds. Managing Behavior in Organizations. New York: McGraw-Hill, 1983.
  13. Quality of Work Life and the Supervisor

    Citation:

    Schlesinger, Leonard A. Quality of Work Life and the Supervisor. New York: Praeger, 1982.
  14. The Ecology of Work: Improving Productivity and the Quality of Work Life: Readings for the fourth Ecology of Work Conference

    Citation:

    Schlesinger, Leonard A. and Tom Chase, eds. The Ecology of Work: Improving Productivity and the Quality of Work Life: Readings for the fourth Ecology of Work Conference. Arlington, VA: NTL Institute for Applied Behavioral Science, 1981.

Articles

  1. It's More Than an Admission Notice... It's a Moral Obligation

  2. New Project? Don't Analyze—Act

    In a predictable world, getting a new initiative off the ground typically involves analyzing the market, creating a forecast, and writing a business plan. But what about in an unpredictable environment? The authors recommend looking to those who are experts in navigating extreme uncertainty while minimizing the risk: serial entrepreneurs. These business leaders act, learn, and build their way into the future. Managers in traditional organizations can do the same, starting with smart, low-risk steps that follow simple rules: Use the means at hand; stay within an acceptable loss; secure only the commitment needed for the next step; bring along only volunteers; link the initiative to a business imperative; produce early results; and manage expectations. Momentum is gained by continuing to act based on what is learned at each step. The launch of Clorox's Green Works product line is discussed as an example.

    Keywords: entrepreneurship; managing yourself; project management; project strategy; Risk Management;

    Citation:

    Schlesinger, Leonard A., Charles F. Kiefer, and Paul B. Brown. "New Project? Don't Analyze—Act." Harvard Business Review 90, no. 3 (March 2012): 154–158.
  3. The Value of Productive Stupidity

  4. Don't Forget the Mayors

    Citation:

    Schlesinger, Leonard A. "Don't Forget the Mayors." Huffington Post, The Blog (September 11, 2012). http://www.huffingtonpost.com/leonard-a-schlesinger/dont-forget-the-mayors_b_1873661.html.
  5. Start-up Revolution: Green Shoots of an Entrepreneurial Spring

    Citation:

    Schlesinger, Leonard A., and Daniel Isenberg. "Start-up Revolution: Green Shoots of an Entrepreneurial Spring." Forbes.com (June 16, 2011).
  6. Supporting Entrepreneurs in Muslim Countries

    Citation:

    Schlesinger, Leonard A., and Shadid A. Ansari. "Supporting Entrepreneurs in Muslim Countries." Bloomberg Businessweek Online (May 11, 2010).
  7. How Colleges Can Prosper During the Recession

    Citation:

    Schlesinger, Leonard A. "How Colleges Can Prosper During the Recession." Bloomberg Businessweek Online (March 23, 2009).
  8. Entrepreneur in Chief?: Obama Shows Signs of Understanding Innovation Process

    Citation:

    Schlesinger, Leonard A., and Craig Benson. "Entrepreneur in Chief? Obama Shows Signs of Understanding Innovation Process." MarketWatch, Outside the Box (blog) (March 7, 2009). http://www.marketwatch.com/story/obama-entrepreneur-chief-president-obamas-operating.
  9. How to Rewrite the Biz-school Curriculum

    Citation:

    Schlesinger, Leonard A. "How to Rewrite the Biz-school Curriculum." Providence Journal (January 5, 2009).
  10. Customer Experience Creation: Determinants, Dynamics and Management Strategies

    Retailers, such as Starbucks and Victoria's Secret, aim to provide customers a great experience across channels. In this paper we provide an overview of the existing literature on customer experience and expand on it to examine the creation of a customer experience from a holistic perspective. We propose a conceptual model, in which we discuss the determinants of customer experience. We explicitly take a dynamic view, in which we argue that prior customer experiences will influence future customer experiences. We discuss the importance of the social environment, self-service technologies and the store brand. Customer experience management is also approached from a strategic perspective by focusing on issues such as how and to what extent an experience-based business can create growth. In each of these areas, we identify and discuss important issues worthy of further research.

    Keywords: Customer Focus and Relationships; Business Strategy; Growth and Development Strategy; Retail Industry;

    Citation:

    Schlesinger, Leonard A., Peter C. Verhoef, Katherine N. Lemon, A. Parasuraman, Anne Roggeveen, and Michael Tsiros. "Customer Experience Creation: Determinants, Dynamics and Management Strategies." Journal of Retailing 85, no. 1 (March 2009).
  11. Strong Leadership and Teamwork Drive Culture and Performance Change: Ohio State University Medical Center 2000–2006

    Several characteristics of academic health centers have the potential to create high levels of internal conflict and misalignment that can pose significant leadership challenges.

    In September 2000, the positions of Ohio State University (OSU) senior vice president for health sciences, dean of the medical school, and the newly created position of chief executive officer of the OSU Medical Center (OSUMC) were combined under a single leader to oversee the OSUMC. This mandate from the president and trustees was modeled after top institutions with similar structures. The leader who assumed the role was tasked with improving OSUMC's academic, clinical, and financial performance.

    To achieve this goal, the senior vice president and his team employed the service value chain model of improving performance, based on the premise that leadership behavior/culture drives employee engagement/satisfaction, leading to customer satisfaction and improved organizational performance. Implementing this approach was a seven-step process: (1) selecting the right leadership team, (2) assessing the challenges and opportunities, (3) setting expectations for performance and leadership behavior, (4) aligning structures and functions, (5) engaging constituents, (6) developing leadership skills, and (7) defining strategies and tracking goals.

    The OSUMC setting during this period provides an observational case study to examine how these stepwise changes, instituted by strong leadership and teamwork, were able to make and implement sound decisions that drove substantial and measurable improvements in the engagement and satisfaction of faculty and staff; the satisfaction of students and patients; and academic, clinical, and financial performance.

    Keywords: Employee Relationship Management; Customer Value and Value Chain; Organizational Structure; Performance Improvement; Customer Satisfaction; Organizational Change and Adaptation; Leading Change; Service Delivery; Satisfaction; Health Care and Treatment; Health Industry; Ohio;

    Citation:

    Schlesinger, Leonard A., Fred Sanfilippo, Neeli Bendapudi, and Anthony Rucci. "Strong Leadership and Teamwork Drive Culture and Performance Change: Ohio State University Medical Center 2000–2006." Academic Medicine 83, no. 9 (September, 2008).
  12. Interactive Case Study: The Analysis: Babson College Meets the Corporate Gender Challenge

    Citation:

    Schlesinger, Leonard A. "Interactive Case Study: The Analysis: Babson College Meets the Corporate Gender Challenge." Bloomberg Businessweek Online (September 30, 2008).
  13. Campuses Pushing Green Revolution

    Citation:

    Schlesinger, Leonard A. "Campuses Pushing Green Revolution." Providence Journal (January 15, 2008).
  14. Leading the High Capability Organization: Challenges for the Twenty-First Century

    Citation:

    Schlesinger, Leonard A., and James Heskett. "Leading the High Capability Organization: Challenges for the Twenty-First Century." Human Resource Management 36, no. 1 (Spring, 1997): 105–113.
  15. It Doesn't Take a Wizard to Build a Better Boss

    Citation:

    Schlesinger, Leonard A. "It Doesn't Take a Wizard to Build a Better Boss." Fast Company (June–July 1996).
  16. Internal Service Quality, Customer and Job Satisfaction: Linkages and Implications for Managers

    Citation:

    Hallowell, Roger, Leonard A. Schlesinger, and Jeffrey Zornitsky. "Internal Service Quality, Customer and Job Satisfaction: Linkages and Implications for Managers." Human Resource Planning (fall 1996).
  17. Realize Your Customers' Full Profit Potential

    Citation:

    Schlesinger, Leonard A., and Alan W.H. Grant. "Realize Your Customers' Full Profit Potential." Harvard Business Review 73, no. 5 (September–October 1995): 59–72.
  18. Putting the Service-Profit Chain to Work

    Keywords: Profit;

    Citation:

    Heskett, J. L., T. O. Jones, G. W. Loveman, W. Earl Sasser, and L. A. Schlesinger. "Putting the Service-Profit Chain to Work." Harvard Business Review 72, no. 2 (March–April 1994): 164–174.
  19. How to Hire By Wire

    Citation:

    Schlesinger, Leonard A. "How to Hire By Wire." Fast Company (October 31, 1993).
  20. Guarantees Come to Professional Service Firms

    Citation:

    Schlesinger, Leonard A., Christopher L. Hart, and Dan Maher. "Guarantees Come to Professional Service Firms." MIT Sloan Management Review 33, no. 3 (Spring, 1992): 19–29.
  21. Total Quality Management and the Human Resource Professional: Applying the Baldrige Framework to Human Resources

    The still evolving discipline of total quality management (TQM) has left many human resource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their own function, by using the Malcolm Baldrige National Quality Awards framework.

    Keywords: Quality; Management Practices and Processes; Human Resources;

    Citation:

    Schlesinger, Leonard A., and Christopher L. Hart. "Total Quality Management and the Human Resource Professional: Applying the Baldrige Framework to Human Resources." Human Resource Management 30, no. 4 (Winter, 1991): 433–454.
  22. The Service Driven Service Company

    Citation:

    Schlesinger, Leonard A., and James Heskett. "The Service Driven Service Company." Harvard Business Review 69, no. 5 (September–October 1991): 71–81.
  23. Enfranchisement of Service Workers

    Enfranchisement is achieved through an integration of empowerment with methods of pay for performance. Evidence from Ito Yokado Group in Japan and Nordstrom in the US demonstrates the positive effects of enfranchisement. Successful efforts to enfranchise employees: 1. reflect the culture of the organization or individual department in which it is being implemented, 2. grant employees varying degrees of control over operating decisions and compensation, 3. involve efforts to encourage communication from lower to higher ranks of the organization, and 4. make an array of resources available to employees to help them succeed. Major challenges to implementation include: 1. the scarcity of unit managers with the human and technical skills to interpret policies associated with enfranchisement, 2. the unwillingness of middle management to support enfranchisement, 3. the perception of management as unfair by associates, and 4. the inadequate conditioning of participants' expectations.

    Keywords: Motivation and Incentives; Franchise Ownership; Employees; Compensation and Benefits; Service Industry; Japan; United States;

    Citation:

    Schlesinger, Leonard A., and James Heskett. "Enfranchisement of Service Workers." California Management Review 33, no. 4 (Summer, 1991).
  24. Job Satisfaction, Service Capability and Customer Satisfaction: An Examination of Linkages and Management Implications

    Survey data from 1,277 employees and 4,269 customers of a personal lines insurance organization were analyzed with the following results: (a) employee perceptions of service quality are positively related to both job satisfaction and self-perceived service capability; (b) job satisfaction, service capability, and employee perceptions of service-quality rise over the employee-tenure cycle; (c) discrepancies between employee perceptions of service quality and actual customer satisfaction are negatively related to both job satisfaction and service capability; and (d) service capability is a key promoter of job satisfaction with a number of organizational attributes affecting both. Results are discussed from the perspective of promoting strategies which simultaneously manage both the delivery of high quality service and the achievement of high levels of job satisfaction. It is suggested that employee tenure significantly effects the nature of the strategies chosen.

    Keywords: Service Delivery; Satisfaction; Jobs and Positions; Customer Satisfaction;

    Citation:

    Schlesinger, Leonard A., and Jeffrey Zornitsky. "Job Satisfaction, Service Capability and Customer Satisfaction: An Examination of Linkages and Management Implications." Human Resource Planning 14, no. 2 (1991): 141–149.
  25. Breaking the Cycle of Failure in Services

    Most managers recognize that good service is a direct result of having effective, productive people in customer contact positions. However, most service companies perpetuate a cycle of failure by tolerating high turnover and expecting employee dissatisfaction. This self-perpetuating cycle of failure seems to ensure continuing deterioration of service quality, managerial problems, and long-term decreases in sales and profits. Many managers have fallen into the cycle of failure trap because of their assumptions about the labor pool, their attitudes about technology, and the lack of relevant information about the cost of perpetuating the cycle of failure. Patterns that lead to a cycle of success include the underlying assumptions that managers bring to a task and the way that they go about setting in motion the cycle of success. Common elements of strategy in successful programs include careful selection, realistic previews of the job and organization, and concentration on quality at the service core.

    Keywords: Goals and Objectives; Service Delivery; Success; Failure; Management Skills; Service Industry;

    Citation:

    Schlesinger, Leonard A., and James Heskett. "Breaking the Cycle of Failure in Services." MIT Sloan Management Review 32, no. 3 (spring 1991): 17–28.
  26. Service Fundamentals

    Citation:

    Schlesinger, Leonard A. "Service Fundamentals." Restaurant Business (May 23, 1988).
  27. An Alternative to Buzzword Management: The Culture-Performance Link

    Citation:

    Schlesinger, Leonard A., and Richard J. Balzer. "An Alternative to Buzzword Management: The Culture-Performance Link." Personnel (September, 1985).
  28. Quality of Work Life and the Manager: Muddle in the Middle

    Citation:

    Schlesinger, Leonard A., and Barry Oshry. "Quality of Work Life and the Manager: Muddle in the Middle." Organizational Dynamics Vol. 13, no. 1 (Summer, 1984): 5–19.
  29. Doing What's Right vs. Doing the Right Thing: The Normative Underpinnings of Human Resource Strategy

    Citation:

    Schlesinger, Leonard A. "Doing What's Right vs. Doing the Right Thing: The Normative Underpinnings of Human Resource Strategy." Human Resource Management 22, nos. 1/2 (Spring 1983).
  30. Overcoming Fear and Change: A Professional Approach

    Citation:

    Schlesinger, Leonard A., and John P. Kotter. "Overcoming Fear and Change: A Professional Approach." Journal of Accountancy (March–April 1979).
  31. Choosing Strategies for Change

    "From the frying pan into the fire," "let sleeping dogs lie," and "you can't teach an old dog new tricks" are all well-known sayings born of the fear of change. When people are threatened with change in organizations, similar maxims about certain people and departments are trotted out to prevent an alteration in the status quo. Fear of change is understandable, but because the environment changes rapidly, and it has been doing so increasingly, organizations cannot afford not to change. One major task of a manager, then, is to implement change, and that entails overcoming resistance to it. In this article, the authors describe four basic reasons people resist change. They also describe various methods for dealing with the resistance and provide a guide to what kinds of approaches will work when the different types of resistance occur.

    Keywords: Organizational Change and Adaptation; Strategy; Change Management;

    Citation:

    Schlesinger, Leonard A., and John P. Kotter. "Choosing Strategies for Change." Harvard Business Review 57, no. 2 (March–April 1979).
  32. A Consumer Guide to Six Introductory Organizational Behavior Textbooks

    Citation:

    Schlesinger, Leonard A., and Michael McCaskey. "A Consumer Guide to Six Introductory Organizational Behavior Textbooks." Exchange: The Organizational Behavior Teaching Journal (Winter, 1979).
  33. Do Supervisors Thrive in Participative Work Systems?

    This article presents the findings regarding the nature of the difficulties surrounding the supervisory role in participative work systems, a conceptualization of the supervisor/work group interface, and some action implications for the management of organizations. Supervisory roles within innovative work systems can be analyzed and improved by emphasizing task accomplishment through increased employee participation and self direction. As workplace innovations that promote employee participation and self-direction become more widespread, models of collaborative leadership are needed that can provide the operating manager with tools for the design and management of organizations capable of enhancing both employer productivity and the quality of working life.

    Keywords: Managerial Roles; Organizational Design; Management Practices and Processes; Innovation and Invention;

    Citation:

    Schlesinger, Leonard A., and Richard E. Walton. "Do Supervisors Thrive in Participative Work Systems?" Organizational Dynamics v. 7, no. 3 (Winter, 1979): 24–38.
  34. The Process of Work Restructuring and Its Impact on Collective Bargaining

    Citation:

    Schlesinger, Leonard A., and Richard E. Walton. "The Process of Work Restructuring and Its Impact on Collective Bargaining." Monthly Labor Review v. 100, no. 4 (April, 1977): 52–55.
  35. Performance Improvement: The Missing Component of Appraisal Systems

    Citation:

    Schlesinger, Leonard A. "Performance Improvement: The Missing Component of Appraisal Systems." Personnel (June, 1976).

Book Chapters

  1. Learning Entrepreneurship Means Living Entrepreneurially

    Citation:

    Schlesinger, Leonard A. "Learning Entrepreneurship Means Living Entrepreneurially." In #Fix Young America. Advantage Media Group, 2012.
  2. The Service Profit Chain: Intellectual Roots, Current Realities, and Future Prospects

    Citation:

    Hallowell, Roger, and Leonard A. Schlesinger. "The Service Profit Chain: Intellectual Roots, Current Realities, and Future Prospects." In Handbook of Services Marketing and Management, edited by Dawn Iacobucci and Teresa A. Swartz. Thousand Oaks, CA: Sage Publications, 1999.
  3. Leading the Performance-Oriented Culture

    Citation:

    Schlesinger, Leonard A., and James Heskett. "Leading the Performance-Oriented Culture." Chap. 11 in The Leader of the Future: New Visions, Strategies, and Practices for the Next Era, edited by F. Hesselbein, M. Goldsmith, and R. Beckhard. San Francisco: Jossey-Bass, 1996.
  4. Taco Bell Corporation: A Case of Service Leadership

    Citation:

    Hallowell, Roger, and Leonard A. Schlesinger. "Taco Bell Corporation: A Case of Service Leadership." In QUIS 3 Proceedings, edited by Eberhard E. Scheuing. New York: International Service Quality Association, 1994.
  5. Putting the Service Profit Chain to Work

    Citation:

    Hallowell, Roger, and Leonard A. Schlesinger. "Putting the Service Profit Chain to Work." In The Service Quality Handbook, edited by William F. Christopher and Eberhard E. Scheuing. New York: AMACOM, 1993.
  6. The First-Line Supervisor: Past Present and Future

    Citation:

    Schlesinger, Leonard A., and Janice A. Klein. "The First-Line Supervisor: Past Present and Future." In The Handbook of Organizational Behavior, edited by J. W. Lorsch. Englewood Cliffs, NJ: Prentice Hall, 1987.
  7. Some Preliminary Thoughts on Action Planning

    Keywords: Planning;

    Citation:

    Schlesinger, Leonard A., and John J. Gabarro. "Some Preliminary Thoughts on Action Planning." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983.

Presentations

  1. Work Restructuring in Unionized Organizations: Risks, Opportunities and Impacts on Collective Bargaining

    Citation:

    Schlesinger, Leonard A., and Richard E. Walton. "Work Restructuring in Unionized Organizations: Risks, Opportunities and Impacts on Collective Bargaining." Industrial Relations Research Association, March 1977. (Presentation was prepared as an article for the proceedings and published in the National Quality of Work Center Memorandum in January 1977.)

Cases and Teaching Materials

  1. Transformation at Ford, Teaching Note

    Teaching Note for (9-390-083).

    Citation:

    Schlesinger, Leonard A. "Transformation at Ford, Teaching Note." Harvard Business School Teaching Note 390-129, February 1990. (Revised February 2006.)
  2. Taco Bell Inc. (1983-1994)

    Details the actions of John Martin, newly named CEO, as he leads Taco Bell through a decade of incremental and radical changes. By the end of the case, total system sales within Taco Bell, a Mexican style fast-food restaurant chain and a division of PepsiCo, have grown from $700 million in 1983 to $3.9 billion in 1994, and the company is managing over 10,000 eat-in restaurants and a wide variety of other retail sites around the world.

    Keywords: Business Subsidiaries; Transformation; Economic Growth; Food; Leadership Style; Growth and Development Strategy; Organizational Design; Performance Effectiveness; Food and Beverage Industry; Service Industry; Mexico;

    Citation:

    Applegate, Lynda M., Leonard A. Schlesinger, and Dave DeLong. "Taco Bell Inc. (1983-1994)." Harvard Business School Case 398-129, May 1998. (Revised October 2001.)
  3. People Express (A)

    Describes the start up, strategy, organizational design, and operations over the first eighteen months of the airline. Focuses on the creative use of human resources as an integral part of the business strategy.

    Keywords: Human Capital; Air Transportation; Organizational Design; Operations; Business Startups; Business Strategy; Air Transportation Industry; United States;

    Citation:

    Schlesinger, Leonard A., and Debra Whitestone. "People Express (A)." Harvard Business School Case 483-103, April 1983. (Revised October 2000.)
  4. Willow Creek Community Church (C): Rebuilding the Foundation

    Supplements the (A) case.

    Citation:

    Schlesinger, Leonard A. "Willow Creek Community Church (C): Rebuilding the Foundation." Harvard Business School Case 899-124, January 1999. (Revised April 1999.)
  5. Willow Creek Community Church (A)

    Describes the historic evolution and current positioning of a Christian church which focuses on the attraction of "unchurched" individuals. Describes the church's strategic service vision and its current growth and leadership problems.

    Keywords: Mission and Purpose; Strategic Planning; Social Enterprise; Marketing Strategy; Growth Management; Religion; Service Industry;

    Citation:

    Schlesinger, Leonard A. "Willow Creek Community Church (A)." Harvard Business School Case 691-102, June 1991. (Revised February 1999.)
  6. Willow Creek Community Church (B): Cracks In the Foundation

    Supplements the (A) case.

    Citation:

    Schlesinger, Leonard A. "Willow Creek Community Church (B): Cracks In the Foundation." Harvard Business School Case 899-123, January 1999.
  7. Marketspace Bookmall Competition

    Overview of the Marketspace Bookmall Competition project for the Managing Marketspace Service Interfaces course.

    Citation:

    Rayport, Jeffrey F., and Leonard A. Schlesinger. "Marketspace Bookmall Competition." Harvard Business School Background Note 898-167, January 1998.
  8. Contest for Northwest Airlines--1989 (A)

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Contest for Northwest Airlines--1989 (A)." Harvard Business School Case 897-023, July 1996. (Revised January 1997.)
  9. Contest for Northwest Airlines 1989 (B), The

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Contest for Northwest Airlines 1989 (B), The." Harvard Business School Case 897-024, July 1996. (Revised January 1997.)
  10. Northwest Airlines: Rebuilding the Airline (A)--June 1990

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Rebuilding the Airline (A)--June 1990." Harvard Business School Case 897-025, July 1996. (Revised January 1997.)
  11. Northwest Airlines: Rebuilding the Airline (B)--November 1990

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Rebuilding the Airline (B)--November 1990." Harvard Business School Case 897-026, July 1996. (Revised January 1997.)
  12. Northwest Airlines: Coping with Change--August 1992

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Coping with Change--August 1992." Harvard Business School Case 897-027, July 1996. (Revised January 1997.)
  13. Northwest Airlines: Financing Maintenance Facilities in Minnesota--1991 (A)

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Financing Maintenance Facilities in Minnesota--1991 (A)." Harvard Business School Case 897-028, July 1996. (Revised January 1997.)
  14. Northwest Airlines: Financing Maintenance Facilities in Minnesota--1991 (B)

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Financing Maintenance Facilities in Minnesota--1991 (B)." Harvard Business School Case 897-029, July 1996. (Revised January 1997.)
  15. Northwest Airlines: Brush with Bankruptcy (A)--November 1992

    Deals with Northwest's financial crisis between the fall of 1992 and the following spring. Northwest's leaders face the problem of how to meet an impending $600 million payment on the 1989 LBO loan when the airline had run out of cash. Concludes by outlining options for Northwest to avert disaster, and it includes a brief background note on financial restructuring.

    Keywords: Air Transportation; Restructuring; Leveraged Buyouts; Crisis Management; Insolvency and Bankruptcy; Financial Strategy; Financial Crisis; Air Transportation Industry; United States;

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Brush with Bankruptcy (A)--November 1992." Harvard Business School Case 897-030, July 1996. (Revised January 1997.)
  16. Northwest Airlines: Brush with Bankruptcy (B)--November 1992-March 1993

    Supplements the (A) case.

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Brush with Bankruptcy (B)--November 1992-March 1993." Harvard Business School Case 897-031, July 1996. (Revised January 1997.)
  17. Northwest Airlines: Brush with Bankruptcy (C)--March-June 1993

    Supplements the (A) case.

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Brush with Bankruptcy (C)--March-June 1993." Harvard Business School Case 897-032, July 1996. (Revised January 1997.)
  18. Northwest Airlines: Brush with Bankruptcy (D)--June-July 1993

    Supplements the (A) case.

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Brush with Bankruptcy (D)--June-July 1993." Harvard Business School Case 897-033, July 1996. (Revised January 1997.)
  19. Northwest Airlines: Strategic Alliance and Strategic Position--May 1996

    Describes the strategic position of Northwest Airlines in 1996 and discusses its financial rebound and changes and improvements since the 1993 restructuring agreement. Describes the company's new strategy and its management of principal strategic assets, focusing at length on the strategic alliance between Northwest and KLM Royal Dutch Airlines. Describes how the alliance was formed, how it obtained antitrust immunity from the U.S. Department of Transportation, and how that ruling facilitated operating cooperation between the two partners. Concludes by considering strains in the alliance and the impact of competitive alliances formed in 1996 by leading U.S. and European airlines.

    Keywords: Air Transportation; Restructuring; Alliances; Competitive Strategy; Government Administration; Cooperation; Business Strategy; Air Transportation Industry; United States; Netherlands;

    Citation:

    Schlesinger, Leonard A., and Davis Dyer. "Northwest Airlines: Strategic Alliance and Strategic Position--May 1996." Harvard Business School Case 897-034, July 1996. (Revised January 1997.)
  20. Xerox Corp.: Leadership Through Quality (A)

    Describes the "Leadership Through Quality" effort undertaken by Xerox in the 1980s. Includes the history of Xerox in the 1970s and its need to make major changes in quality by the 1980s. Most of the remainder of the case details the step-by-step process by which Xerox created and designed the strategy called "Leadership Through Quality" to change its basic culture and its performance on quality from 1983-86.

    Keywords: Organizational Change and Adaptation; Strategic Planning; Quality; Leadership; Organizational Culture; Service Industry; Electronics Industry;

    Citation:

    Jick, Todd D., and Leonard A. Schlesinger. "Xerox Corp.: Leadership Through Quality (A)." Harvard Business School Case 490-008, October 1989. (Revised May 1996.)
  21. Orientation for Viewing ""Twelve Angry Men""

    Citation:

    Schlesinger, Leonard A. Orientation for Viewing ""Twelve Angry Men"". Harvard Business School Background Note 480-073, April 1980. (Revised July 1995.)
  22. Taco Bell--1994

    Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic changes in organizational structure, culture, human resources, technology, and communications. In redefining its market and "thinking outside the box" in all aspects of its business, Taco Bell hopes to become a "super brand"--transcending not only categories but industries as well.

    Keywords: Technology; Food; Organizational Structure; Organizational Culture; Human Resources; Brands and Branding; Organizational Change and Adaptation; Goals and Objectives; Change Management; Expansion; Business Growth and Maturation; Communication; Growth and Development Strategy; Retail Industry; Food and Beverage Industry; United States;

    Citation:

    Schlesinger, Leonard A. "Taco Bell--1994." Harvard Business School Case 694-076, May 1994. (Revised July 1995.)
  23. Cash America International, Inc.

    Citation:

    Schlesinger, Leonard A., Jamie O'Connell, and Dena Votroubek. "Cash America International, Inc." Harvard Business School Case 395-124, November 1994. (Revised December 1994.)
  24. PepsiCo: A View from the Corporate Office

    Describes the three business segments of PepsiCo (beverages, snack foods, and restaurants). It then explores the competitive environment within each segment and the response of PepsiCo's businesses. It seeks to show how PepsiCo CEO, D. Wayne Calloway, in a very "hands-off" and decentralized manner, achieves high growth rates in each segment through a process of "continual transformation." Calloway strives to hold together a fast-growing and rapidly changing business through shared values (instead of implementing tighter controls and increasing supervision).

    Keywords: Business Divisions; Change; Governance Controls; Management Style; Organizational Structure; Situation or Environment; Competitive Strategy; Value; Food and Beverage Industry;

    Citation:

    Applegate, Lynda M., and Leonard A. Schlesinger. "PepsiCo: A View from the Corporate Office." Harvard Business School Case 694-078, May 1994. (Revised November 1994.)
  25. Appalshop

    Citation:

    Schlesinger, Leonard A. "Appalshop." Harvard Business School Case 692-105, June 1992. (Revised September 1994.)
  26. Ambulette, Inc.

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Ambulette, Inc." Harvard Business School Case 693-063, December 1992. (Revised September 1994.)
  27. Taco Bell Corp.

    John Martin, Taco Bell CEO, brings the company into line with its competitors through incremental change during the 1980s. In the early 1990s, he adopts breakthrough approaches to improve service levels while reducing prices, providing a distinct competitive advantage. Illustrates the power of breakthrough thinking in a service industry and demonstrates the importance of a coordinated, holistic approach to implementation.

    Keywords: Change Management; Food; Competitive Advantage; Innovation and Management; Retail Industry; Food and Beverage Industry; United States;

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Taco Bell Corp." Harvard Business School Case 692-058, November 1991. (Revised April 1994.)
  28. Oakland A's: Baseball's Great Transformation, Teaching Note

    Teaching Note for (9-690-088).

    Citation:

    Schlesinger, Leonard A. "Oakland A's: Baseball's Great Transformation, Teaching Note." Harvard Business School Teaching Note 691-018, September 1990. (Revised February 1994.)
  29. Willow Creek Community Church, Teaching Note

    Teaching Note for (9-691-102).

    Citation:

    Schlesinger, Leonard A. "Willow Creek Community Church, Teaching Note." Harvard Business School Teaching Note 692-092, March 1992. (Revised February 1994.)
  30. SkyDome

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "SkyDome." Harvard Business School Case 692-081, February 1992. (Revised December 1993.)
  31. Au Bon Pain: The French Bakery Cafe, The Partner/Manager Program, Teaching Note

    Teaching Note for (9-687-063).

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Au Bon Pain: The French Bakery Cafe, The Partner/Manager Program, Teaching Note." Harvard Business School Teaching Note 692-090, March 1992. (Revised December 1993.)
  32. Air Miles Canada

    Air Miles Canada both increases customer loyalty by rewarding shopping frequency at specified merchants, and enables its sponsors to develop a new, more complex understanding of their customers' (and potential customers') shopping habits, thus making future customer acquisition more efficient.

    Keywords: Programs; Customer Relationship Management; Information Management; Air Transportation Industry; Canada;

    Citation:

    Jones, Thomas O., Leonard A. Schlesinger, and Roger H. Hallowell. "Air Miles Canada." Harvard Business School Case 694-008, July 1993.
  33. American Nursing Services, Inc.

    P.K. Scherle, R.N., founder, president, and owner, struggles with her successful business and focuses on either growth or enhanced profitability.

    Keywords: Growth Management; Business Growth and Maturation; Service Delivery; Entrepreneurship; Health Care and Treatment; Growth and Development Strategy; Health Industry;

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "American Nursing Services, Inc." Harvard Business School Case 692-102, April 1992. (Revised June 1993.)
  34. Prudential-Bache and Thomson McKinnon (A)

    Keywords: Financial Services Industry;

    Citation:

    Hayes, Robert H., and Leonard A. Schlesinger. "Prudential-Bache and Thomson McKinnon (A)." Harvard Business School Case 691-007, October 1990. (Revised June 1993.)
  35. Euro Disney: The First 100 Days

    The Walt Disney Co. theme parks historically have thrived on the basis of a formula stressing excellent customer service and a magnificent physical environment. The formula has proven successful in Japan, as well as the United States. With the controversial opening of Euro Disney in France, however, there has become reason to doubt the international appeal of the formula. The case documents issues involved with Euro Disney. Examines the transferability of a successful service concept across international boundaries.

    Keywords: Multinational Firms and Management; Service Operations; Service Delivery; Corporate Strategy; Customer Focus and Relationships; Service Industry; Entertainment and Recreation Industry; Japan; France; United States;

    Citation:

    Loveman, Gary W., and Leonard A. Schlesinger. "Euro Disney: The First 100 Days." Harvard Business School Case 693-013, August 1992. (Revised June 1993.)
  36. Ontario Training Corp.: Service Design and Service Mapping

    Citation:

    Schlesinger, Leonard A. "Ontario Training Corp.: Service Design and Service Mapping." Harvard Business School Case 693-015, September 1992.
  37. Sunday River Ski Resort

    Sunday River is a ski area in Bethel, ME which has been run by entrepreneur Les Otten since 1980. The year before Otten purchased the area, it posted a loss of $235,000 on revenues of $541,000. Under Otten's leadership, however, Sunday River posted year after year of growth and profit to become one of the leading Eastern ski areas. Its strategy focused on providing the best snow surface possible. Sunday River's success is particularly impressive in the overall context of the ski resort industry which has been plagued by losses and bankruptcy.

    Keywords: Service Delivery; Competitive Advantage; Entrepreneurship; Success; Transformation; Tourism Industry; Entertainment and Recreation Industry; Maine;

    Citation:

    Schlesinger, Leonard A. "Sunday River Ski Resort." Harvard Business School Case 692-025, May 1992.
  38. Prudential-Bache and Thomson McKinnon (A) and (B), Teaching Note

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Prudential-Bache and Thomson McKinnon (A) and (B), Teaching Note." Harvard Business School Teaching Note 692-098, March 1992. (Revised April 1992.)
  39. Taco Bell Corp., Teaching Note

    Teaching Note for (9-692-058).

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Taco Bell Corp., Teaching Note." Harvard Business School Teaching Note 692-091, March 1992. (Revised April 1992.)
  40. Stockholder Systems, Inc. (A) and (B), Teaching Note

    Citation:

    Schlesinger, Leonard A. "Stockholder Systems, Inc. (A) and (B), Teaching Note." Harvard Business School Teaching Note 692-099, March 1992.
  41. Oakland A's: Baseball's Great Transformation

    The Oakland A's baseball team underwent a major turnaround during the 1980s, both on the field and in the business office. One of the most significant improvements came in the area of customer service. The A's management believed that if they took care of their fans, they would remain loyal through winning and losing seasons.

    Keywords: Transformation; Customer Focus and Relationships; Sports; Sports Industry; California;

    Citation:

    Schlesinger, Leonard A. "Oakland A's: Baseball's Great Transformation." Harvard Business School Case 690-088, April 1990. (Revised March 1992.)
  42. Girl Scouts of the U.S.A. (A), (B), and (C), Teaching Note

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Girl Scouts of the U.S.A. (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 692-097, March 1992.
  43. Note on Leveraged Buyouts

    Citation:

    Pearson, Andrall E., and Leonard A. Schlesinger. "Note on Leveraged Buyouts." Harvard Business School Background Note 389-218, June 1989. (Revised March 1992.)
  44. Ford Motor Co.: Dealer Sales and Service, Teaching Note

    Teaching Note for (9-690-030).

    Citation:

    Schlesinger, Leonard A. "Ford Motor Co.: Dealer Sales and Service, Teaching Note." Harvard Business School Teaching Note 690-062, February 1990. (Revised March 1992.)
  45. Nordstrom and Nordstrom: Dissension in the Ranks? (A), Teaching Note

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Nordstrom and Nordstrom: Dissension in the Ranks? (A), Teaching Note." Harvard Business School Teaching Note 692-085, March 1992.
  46. Integrating Human Resource and Service Delivery Strategies, Module Note

    Module Note.

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Integrating Human Resource and Service Delivery Strategies, Module Note." Harvard Business School Teaching Note 692-096, March 1992.
  47. Gain Sharing at Star Cablevision Group, Teaching Note

    Teaching Note for (9-692-012).

    Citation:

    Schlesinger, Leonard A., Roger H. Hallowell, and Sarah Ann Greene. "Gain Sharing at Star Cablevision Group, Teaching Note." Harvard Business School Teaching Note 692-013, March 1992.
  48. Fidelity Transportation Management: Boston Coach Corp., Teaching Note

    Citation:

    Schlesinger, Leonard A. "Fidelity Transportation Management: Boston Coach Corp., Teaching Note." Harvard Business School Teaching Note 690-068, March 1990. (Revised March 1992.)
  49. Clayton & Dubilier and LBOs, Teaching Note

    Citation:

    Schlesinger, Leonard A. "Clayton & Dubilier and LBOs, Teaching Note." Harvard Business School Teaching Note 390-130, January 1990. (Revised March 1992.)
  50. Uniroyal-Goodrich Tire Co., Teaching Note

    Citation:

    Schlesinger, Leonard A. "Uniroyal-Goodrich Tire Co., Teaching Note." Harvard Business School Teaching Note 390-133, February 1990. (Revised March 1992.)
  51. Automobile Dealer Sales and Service: Critical Incidents, Teaching Note

    Teaching Note for (9-690-061).

    Citation:

    Schlesinger, Leonard A. "Automobile Dealer Sales and Service: Critical Incidents, Teaching Note." Harvard Business School Teaching Note 690-063, February 1990. (Revised March 1992.)
  52. Target Sport Adventures

    Citation:

    Schlesinger, Leonard A. "Target Sport Adventures." Harvard Business School Case 690-014, September 1989. (Revised March 1992.)
  53. Target Sport Adventures, Teaching Note

    Citation:

    Schlesinger, Leonard A. "Target Sport Adventures, Teaching Note." Harvard Business School Teaching Note 690-057, January 1990. (Revised March 1992.)
  54. Automobile Dealer Sales and Service: Critical Incidents

    To be used in conjunction with Ford Motor Co.: Dealer Sales and Service.

    Citation:

    Schlesinger, Leonard A. "Automobile Dealer Sales and Service: Critical Incidents." Harvard Business School Supplement 690-061, February 1990. (Revised March 1992.)
  55. ServiceMaster Industries, Inc., Teaching Note

    Teaching Note for (9-388-064).

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "ServiceMaster Industries, Inc., Teaching Note." Harvard Business School Teaching Note 692-087, March 1992.
  56. Ford Motor Co.: Dealer Sales and Service

    Since Henry Ford founded Ford Motor Co., Ford vehicles have been sold and serviced the same way. By the late 1980s Ford began to consider making changes in its sales and service process. Two developments forced Ford to reconsider these processes. First, Ford found through various surveys that customers had very clear complaints about the way they were treated by car dealers. Second, with more rapid technology transfer among the automakers, product differentiation was declining. Therefore, the channels of distribution provided one of the final potential points of differentiation between automakers. This case gives the students all of the conclusions from the studies Ford had done and asks them to redesign the sales and service process to address customers' complaints and become a point of differentiation for Ford.

    Keywords: Organizational Change and Adaptation; Change Management; Distribution Channels; Customer Focus and Relationships; Service Industry; Auto Industry; Retail Industry; United States;

    Citation:

    Schlesinger, Leonard A. "Ford Motor Co.: Dealer Sales and Service." Harvard Business School Case 690-030, November 1989. (Revised February 1992.)
  57. Clayton & Dubilier

    Citation:

    Pearson, Andrall E., and Leonard A. Schlesinger. "Clayton & Dubilier." Harvard Business School Case 389-217, June 1989. (Revised February 1992.)
  58. Stockholder Systems, Inc. (A)

    Citation:

    Schlesinger, Leonard A. "Stockholder Systems, Inc. (A)." Harvard Business School Case 390-043, June 1990. (Revised February 1992.)
  59. Fairfield Inn (A), Teaching Note

    Teaching Note for (9-689-092).

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Fairfield Inn (A), Teaching Note." Harvard Business School Teaching Note 692-086, February 1992.
  60. Stockholder Systems, Inc. (B)

    Citation:

    Schlesinger, Leonard A. "Stockholder Systems, Inc. (B)." Harvard Business School Case 390-044, June 1990. (Revised February 1992.)
  61. Roger Smith: A Great Little New York Hotel

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "Roger Smith: A Great Little New York Hotel." Harvard Business School Case 692-084, February 1992.
  62. New Technologies at Tiner Trucking Co. (B)

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "New Technologies at Tiner Trucking Co. (B)." Harvard Business School Supplement 692-088, February 1992.
  63. New Technologies at Tiner Trucking Co. (C)

    Citation:

    Schlesinger, Leonard A., and Roger H. Hallowell. "New Technologies at Tiner Trucking Co. (C)." Harvard Business School Supplement 692-089, February 1992.
  64. Gain Sharing at Star Cablevision Group

    Describes Star's experiment with gain sharing over a three-year period. Background on the industry and company's history are provided to establish the context for the shift to pay-for-performance. Describes the three different gain sharing programs, the resulting payouts, and organizational impact.

    Keywords: Motivation and Incentives; Service Delivery; Performance Productivity; Television Entertainment; Compensation and Benefits; Media and Broadcasting Industry;

    Citation:

    Schlesinger, Leonard A., and Sarah Ann Greene. "Gain Sharing at Star Cablevision Group." Harvard Business School Case 692-012, August 1991. (Revised February 1992.)
  65. Prudential-Bache and Thomson McKinnon (B)

    Citation:

    Hayes, Robert H., and Leonard A. Schlesinger. "Prudential-Bache and Thomson McKinnon (B)." Harvard Business School Supplement 691-008, October 1990. (Revised February 1992.)
  66. Transformation at Ford

    In 1980 Ford was near disaster. The company lost billions of dollars between 1980 and 1982. By 1988 the company had been transformed into one of the most successful corporations in the United States. Describes what happened and then examines how it happened. The major objective is to look at major change in a huge organization and the way the change was made.

    Keywords: Organizational Change and Adaptation; Change Management; Success; Transformation; Manufacturing Industry; Auto Industry; United States;

    Citation:

    Schlesinger, Leonard A., and Richard Pascale. "Transformation at Ford." Harvard Business School Case 390-083, November 1989. (Revised November 1991.)
  67. Uniroyal-Goodrich Tire Co.

    Citation:

    Pearson, Andrall E., and Leonard A. Schlesinger. "Uniroyal-Goodrich Tire Co." Harvard Business School Case 390-005, July 1989. (Revised October 1991.)
  68. Caldwell Partners International, Inc.

    Citation:

    Heskett, James L., and Leonard A. Schlesinger. "Caldwell Partners International, Inc." Harvard Business School Case 691-009, October 1990.
  69. Girl Scouts of the U.S.A. (A), (B), and (C), Teaching Note

    Citation:

    Heskett, James L., and Leonard A. Schlesinger. "Girl Scouts of the U.S.A. (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 690-072, May 1990.
  70. Mastering the Art of Change: Managing Convergence and Upheaval

    Outlines the differences between convergent change, which is a process of incremental innovation and continuous improvement, and divergent change, which involves revolutionary changes. Discusses how to manage each type of change and the consequences associated with each. Organizational evolution typically involves longer periods of convergent change that are punctuated by short periods of divergent change in which managers realign the firm and react to external opportunities and challenges.

    Keywords: Change Management; Change;

    Citation:

    Kanter, Rosabeth M., and Leonard A. Schlesinger. "Mastering the Art of Change: Managing Convergence and Upheaval." Harvard Business School Background Note 389-168, June 1989.
  71. Ladd Co.

    Citation:

    Schlesinger, Leonard A. "Ladd Co." Harvard Business School Case 482-122, April 1982. (Revised November 1987.)
  72. Honeywell Information Systems: Culture Change

    Citation:

    Schlesinger, Leonard A. "Honeywell Information Systems: Culture Change." Harvard Business School Case 485-166, April 1985. (Revised September 1985.)
  73. Honeywell Information Systems: Culture Change, An Interview with Dr. James Renier, Video

    Citation:

    Schlesinger, Leonard A. "Honeywell Information Systems: Culture Change, An Interview with Dr. James Renier, Video." Harvard Business School Video Supplement 885-521, May 1985.
  74. People Express, Introduction, Video

    Citation:

    Schlesinger, Leonard A. "People Express, Introduction, Video." Harvard Business School Video Supplement 885-515, April 1985.
  75. People Express, Questions and Answers with an MBA Class, Video

    Don Burr, chairman and CEO, conducts a question and answer session. Designed as a follow-on to the discussion of the case.

    Citation:

    Schlesinger, Leonard A. "People Express, Questions and Answers with an MBA Class, Video." Harvard Business School Video Supplement 885-516, April 1985.
  76. External Organizational Environments: Implications for Human Resource Planning

    Citation:

    Schlesinger, Leonard A. "External Organizational Environments: Implications for Human Resource Planning." Harvard Business School Background Note 485-101, January 1985.
  77. Manion Telecommunication Division

    Citation:

    Schlesinger, Leonard A. "Manion Telecommunication Division." Harvard Business School Case 485-100, January 1985.
  78. Manion Telecommunication Division: Human Resource Capabilities

    Citation:

    Schlesinger, Leonard A. "Manion Telecommunication Division: Human Resource Capabilities." Harvard Business School Case 485-102, January 1985.
  79. Manion Telecommunication Division: 1981 Personnel Support Plan

    Citation:

    Schlesinger, Leonard A. "Manion Telecommunication Division: 1981 Personnel Support Plan." Harvard Business School Case 485-103, January 1985.
  80. Manion Telecommunication Division: 1981 Strategic Business Plan

    Citation:

    Schlesinger, Leonard A. "Manion Telecommunication Division: 1981 Strategic Business Plan." Harvard Business School Case 485-104, January 1985.
  81. National Allied, Inc.

    Citation:

    Schlesinger, Leonard A. "National Allied, Inc." Harvard Business School Case 485-069, November 1984.
  82. Sara Lane

    Citation:

    Schlesinger, Leonard A. "Sara Lane." Harvard Business School Case 482-126, May 1982. (Revised May 1983.)
  83. Worldwide Typewriter Co.

    Citation:

    Schlesinger, Leonard A. "Worldwide Typewriter Co." Harvard Business School Case 483-076, December 1982. (Revised May 1983.)
  84. American Diversified Corp. (D)

    Citation:

    Schlesinger, Leonard A. "American Diversified Corp. (D)." Harvard Business School Case 483-049, September 1982. (Revised March 1983.)
  85. West Point: The Cheating Incident (A)

    Presents a review of published data on the 1976 cheating scandal at West Point. Written from the perspective of the Academy Superintendent, it raises issues of ethics, organizational change and action planning in the face of conflicting stakeholder interests.

    Keywords: Organizational Change and Adaptation; Higher Education; Ethics; Government Administration; Conflict and Resolution; Planning; Public Administration Industry; Education Industry;

    Citation:

    Schlesinger, Leonard A. "West Point: The Cheating Incident (A)." Harvard Business School Case 481-117, June 1981. (Revised February 1983.)
  86. Strategico, Inc.

    Citation:

    Schlesinger, Leonard A. "Strategico, Inc." Harvard Business School Case 483-043, September 1982.
  87. American Diversified Corp. (A)

    Citation:

    Schlesinger, Leonard A. "American Diversified Corp. (A)." Harvard Business School Case 483-046, September 1982.
  88. American Diversified Corp. (B)

    Citation:

    Schlesinger, Leonard A. "American Diversified Corp. (B)." Harvard Business School Case 483-047, September 1982.
  89. American Diversified Corp. (C)

    Citation:

    Schlesinger, Leonard A. "American Diversified Corp. (C)." Harvard Business School Case 483-048, September 1982.
  90. Orientation for Viewing ""Brubaker""

    Citation:

    Schlesinger, Leonard A. Orientation for Viewing ""Brubaker"". Harvard Business School Background Note 482-032, November 1981.
  91. Henry Manufacturing Co.: Seating Chart

    Citation:

    Schlesinger, Leonard A. "Henry Manufacturing Co.: Seating Chart." Harvard Business School Supplement 482-031, October 1981.
  92. West Point: The Cheating Incident (B)

    A review of the activities following the expose of the cheating incident at West Point and leading up to the Secretary of the Army's decision on the situation.

    Keywords: Higher Education; Ethics; Judgments; Government Administration; Public Administration Industry; Education Industry;

    Citation:

    Schlesinger, Leonard A. "West Point: The Cheating Incident (B)." Harvard Business School Case 482-005, August 1981.
  93. West Point: The Cheating Incident (C)

    An outline of the Secretary of the Army's decision in the matter of the 1976 cheating scandal at West Point.

    Keywords: Higher Education; Ethics; Judgments; Government Administration; Public Administration Industry; Education Industry;

    Citation:

    Schlesinger, Leonard A. "West Point: The Cheating Incident (C)." Harvard Business School Case 482-006, August 1981.
  94. Jerrold Dyer (A)

    Citation:

    Schlesinger, Leonard A. "Jerrold Dyer (A)." Harvard Business School Case 481-197, June 1981.
  95. Jerrold Dyer (B)

    Citation:

    Schlesinger, Leonard A. "Jerrold Dyer (B)." Harvard Business School Supplement 481-198, June 1981.
  96. Jerrold Dyer (C)

    Citation:

    Schlesinger, Leonard A. "Jerrold Dyer (C)." Harvard Business School Supplement 481-199, June 1981.
  97. AT&T: Adaptation in Progress (A)

    Citation:

    Lawrence, Paul R., and Leonard A. Schlesinger. "AT&T: Adaptation in Progress (A)." Harvard Business School Case 481-074, January 1981.
  98. AT&T: Adaptation in Progress (B)

    Citation:

    Lawrence, Paul R., and Leonard A. Schlesinger. "AT&T: Adaptation in Progress (B)." Harvard Business School Case 481-075, January 1981.
  99. AT&T: Adaptation in Progress (C)

    Citation:

    Lawrence, Paul R., and Leonard A. Schlesinger. "AT&T: Adaptation in Progress (C)." Harvard Business School Case 481-076, January 1981.
  100. AT&T: Adaptation in Progress (D)

    Citation:

    Lawrence, Paul R., and Leonard A. Schlesinger. "AT&T: Adaptation in Progress (D)." Harvard Business School Case 481-077, January 1981.
  101. AT&T: Adaptation in Progress (A1)

    Citation:

    Lawrence, Paul R., and Leonard A. Schlesinger. "AT&T: Adaptation in Progress (A1)." Harvard Business School Case 481-120, January 1981.
  102. First Federal Savings (B)

    Supplements the (A) case.

    Citation:

    Schlesinger, Leonard A. "First Federal Savings (B)." Harvard Business School Supplement 481-052, December 1980.
  103. International Telephone & Telegraph Corp. (B)

    Citation:

    Schlesinger, Leonard A. "International Telephone & Telegraph Corp. (B)." Harvard Business School Case 481-071, November 1980.
  104. Framework for Analyzing Organizations

    Citation:

    Schlesinger, Leonard A. "Framework for Analyzing Organizations." Harvard Business School Background Note 481-066, October 1980.
  105. Some Criteria for Evaluating Your Work on the Process Engineering Proposal

    Citation:

    Schlesinger, Leonard A. "Some Criteria for Evaluating Your Work on the Process Engineering Proposal." Harvard Business School Background Note 480-079, June 1980. (Revised September 1980.)
  106. Action Planning and Implementation: A Manager's Checklist

    A checklist of suggested guidelines for managers embarking on action planning and implementation activities. Used as a supplement to assist in the preparation of case materials.

    Citation:

    Schlesinger, Leonard A., and James P. Ware. "Action Planning and Implementation: A Manager's Checklist." Harvard Business School Background Note 481-010, July 1980.
  107. Orientation for Viewing the Film ""Twelve O'Clock High""

    Citation:

    Schlesinger, Leonard A. Orientation for Viewing the Film ""Twelve O'Clock High"". Harvard Business School Background Note 480-072, April 1980.
  108. Technotronics, Inc.

    Describes the problems of resolving differences between two departments in a decentralized company. Based on Voltamp Electric Co. by T.C. Raymond.

    Keywords: Conflict Management; Interpersonal Communication;

    Citation:

    Schlesinger, Leonard A. "Technotronics, Inc." Harvard Business School Case 480-054, January 1980.
  109. Century Paper Corp.

    Keywords: Pulp and Paper Industry;

    Citation:

    Kotter, John P., Richard E. Walton, and Leonard A. Schlesinger. "Century Paper Corp." Harvard Business School Case 477-076, January 1977. (Revised June 1978.)
  110. Drug Fair, Inc. (A)

    Keywords: Family Business; Management Succession;

    Citation:

    Kotter, John P., and Leonard A. Schlesinger. "Drug Fair, Inc. (A)." Harvard Business School Case 477-063, December 1976. (Revised September 1980.)

Videos

  1. Achieving Breakthrough Service

    Citation:

    Schlesinger, Leonard A., James Heskett, and W. Earl Sasser. "Achieving Breakthrough Service." Harvard Business Publishing, 1992. Video.
  2. Achieving Breakthrough Service Teleseminar

    Citation:

    Schlesinger, Leonard A., James Heskett, and W. Earl Sasser. "Achieving Breakthrough Service Teleseminar." Harvard Business Publishing, 1992. Video.
  3. People, Service, Success: The Service Profit Link

    Citation:

    Schlesinger, Leonard A., James Heskett, and W. Earl Sasser. "People, Service, Success: The Service Profit Link." Harvard Business Publishing, 1993. Video. (Volume 1 - The Service Profit Link, Volume 2 - Mobilizing People for Breakthrough Service, Volume 3 - The Lifetime Value of Customers, Volume 4 - Listening to Customers, Volume 5 - Saving Customers with Service Recovery.)
  4. The Real Heroes of Business...and Not a CEO Among Them

    Citation:

    Schlesinger, Leonard A., and Bill Fromm. "The Real Heroes of Business...and Not a CEO Among Them." Simon & Schuster, 1994.

Other Publications and Materials

  1. Action Trumps Everything

    Citation:

    Schlesinger, Leonard A., and Paul B. Brown. Action Trumps Everything (blog). http://blogs.forbes.com/people/lenschlesinger/.