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    Robert Simons

    Charles M. Williams Professor of Business Administration

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    Bob Simons is the Charles M. Williams Professor of Business Administration at Harvard Business School. During the last 27 years, Simons has taught accounting, management control, and strategy implementation courses in both the Harvard MBA and Executive Education Programs. During 2012/2013 he is teaching a second-year MBA course, "Designing Winning Organizations," a module in the Owner/President Management Program, and "Driving Corporate Performance," a program for financial executives and general managers.  A book based on this work, Seven Strategy Questions: A Simple Approach for Better Execution, was published in 2010 by Harvard Business Press.

    Simons' previous book, Levers of Organization Design, was published by Harvard Business School Press in 2005. In addition, he has written two other books. The first, Levers of Control (HBS Press, 1995), describes how effective top managers balance innovation and control. This book won the Notable Contribution to Management Accounting Literature award. Simons' other book, Performance Measurement & Control Systems for Implementing Strategy (Prentice-Hall, 2000), provides an integrated set of accounting-based techniques for implementing strategy.

    In addition to his books, Simons' ongoing research into the relationship between business strategy, organization design, and management control systems has been published in journals and books such as Capitalism and Society, Harvard Business Review, Sloan Management Review, Strategic Management Journal, Accounting, Organizations and Society, Contemporary Accounting Research, Accounting and Management: Field Study Perspectives, and Journal of Accounting Literature. His articles in Harvard Business Review include “Stress-Test Your Strategy” (November 2010), "Managing Risk in the New World" (October 2009), "Designing High-Performance Jobs" (July 2005), "How Risky is Your Company?" (April 1999), "How High is Your Return on Management?"(January 1998), and "Control in an Age of Empowerment" (March/April 1995).

    A Canadian Chartered Accountant, Simons earned his Ph.D. from McGill University. Simons has served as a consultant to a number of corporations on strategy implementation, organization design, performance measurement, and strategic control. He has testified as an expert witness in U.S. Federal Court and before State Public Utility Commissions.

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    Publications Research Summary Awards & Honors
     
     

    Books

    1. Book | 2010

      Seven Strategy Questions: A Simple Approach for Better Execution

      Robert L. Simons

      To stay ahead of the pack, you must translate your organization's competitive strategy into day-to-day actions that will enable your company to win in the marketplace. This means channeling resources into the right efforts, striking a balance between innovation and control, and getting everyone to pull in the same direction. How do you accomplish all this? Continually ask the right questions, advises Harvard Business School professor Robert Simons. By posing these provocative questions, you identify critical gaps in your strategy execution processes, focus on the most important choices you must make, and understand what's at stake in each one. In this concise guide, Simons presents the seven key questions you and your team must regularly explore together: (1) Who is your primary customer? Have you organized your company to deliver maximum value to that customer? (2) How do your core values prioritize shareholders, employees, and customers? Is everyone in your company committed to those values? (3) What critical performance variables are you tracking? How are you creating accountability for performance on those variables? (4) What strategic boundaries have you set? Does everyone know what actions are off-limits? (5) How are you generating creative tension? Is that tension catalyzing innovation across units? (6) How committed should your employees be to helping each other? Are they sharing responsibility for your company's success? (7) What strategic uncertainties keep you awake at night? How are you riveting everyone's attention on those uncertainties? These questions force you to reexamine the unspoken assumptions underlying your strategy and analyze how it's implemented through your business processes and structures. Drawing on decades of research into performance management systems and organization design, Seven Strategy Questions is a no-nonsense, must-read resource for all leaders in your organization.

      Keywords: Decision Choices and Conditions; Innovation and Management; Resource Allocation; Business Processes; Organizational Culture; Competitive Strategy;

      Citation:

      Simons, Robert L. Seven Strategy Questions: A Simple Approach for Better Execution. Harvard Business Review Press, 2010.
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    2. Book | 2005

      Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment

      R. Simons

      Keywords: Organizations; Design; Management; System; Performance;

      Citation:

      Simons, R. Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment. Boston: Harvard Business School Press, 2005.
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    3. Book | 2000

      Performance Measurement and Control Systems for Implementing Strategy

      R. Simons

      Keywords: Performance Capacity; Strategy; Management Systems;

      Citation:

      Simons, R. Performance Measurement and Control Systems for Implementing Strategy. Prentice Hall, 2000.
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    4. Book | 1995

      Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal

      R. Simons

      Keywords: Management Systems;

      Citation:

      Simons, R. Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Boston: Harvard Business School Press, 1995.
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    Journal Articles

    1. Article | Capitalism and Society |

      The Business of Business Schools: Restoring a Focus on Competing to Win

      Robert Simons

      As business leaders worry about the decline of American competitiveness, business schools are responding by changing their curriculums. But are the topics and approaches taught in today's business schools part of the solution or part of the problem? In this paper, I explore the possibility that four trends in current MBA curriculums—theory creep, mission creep, doing well by doing good, and the quest for enlightenment—are teaching students to be uncompetitive in today's global markets. If this hypothesis is true, I argue that business school curriculums should be re-centered around the tough choices needed to compete—and to win.

      Keywords: business schools, purpose of business schools, management education, business school curriculum, strategy execution, U.S. competitiveness, capitalism, management profession, innovation, competing to win; Integrated Corporate Reporting; Trends; Customer Focus and Relationships; Decision Making; Design; Business Education; Curriculum and Courses; Innovation and Management;

      Citation:

      Simons, Robert. "The Business of Business Schools: Restoring a Focus on Competing to Win." Art. 2. Capitalism and Society 8, no. 1 (2013).
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    2. Article | Harvard Business Review |

      Stress-Test Your Strategy: The 7 Questions to Ask

      Robert Simons

      An economic downturn can quickly expose the shortcomings of your business strategy. But can you identify its weak points in good times as well? And can you focus on those weak points that really matter? I identify seven questions all executives should ask in order to ensure their strategies' success. Have you identified your primary customer? Decided whether shareholders, employees, or customers come first? Narrowed down which performance variables to track? Have you set creative boundaries? Are you generating creative tension? Are you promoting cooperation among your employees? And at the end of the day (and in the middle of the night), are you thinking about the right issues as you ponder how the future will change your business? The answers to these questions can be tough, and their full implications are not always immediately clear. I provide a real-world guide to the various alternatives and their risks, illustrating my points with examples from companies including Home Depot, McDonald's, Merck, and Pfizer. There is no magic bullet that can target the pitfalls of your business strategy, but you must engage in ongoing, face-to-face dialogue with those around you concerning emerging data, unspoken assumptions, difficult choices, and, ultimately, action plans. You and they must be able to give clear, consistent answers to the seven questions if you want to be sure that your strategy is firmly on track.

      Keywords: Business Strategy; Creativity; Success; Customers; Employees; Business and Shareholder Relations; Performance; Risk and Uncertainty; Decision Choices and Conditions;

      Citation:

      Simons, Robert. "Stress-Test Your Strategy: The 7 Questions to Ask." Harvard Business Review 88, no. 11 (November 2010): 93–100.
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    3. Journal Article | Harvard Business Review |

      Managing Risk in the New World

      Robert S. Kaplan, Anette Mikes, Robert Simons, Peter Tufano and Michael Hofmann Jr.

      Five experts gathered recently to discuss the future of enterprise risk management: Kaplan, the Baker Foundation Professor at Harvard Business School, who with his colleague David Norton developed the balanced scorecard; Mikes, an assistant professor at HBS who studies the evolution of risk management and the role of the chief risk officer; Simons, the Charles M. Williams Professor of Business Administration at HBS; Tufano, the Sylvan C . Coleman Professor of Financial Management at HBS; and Hofmann, the chief risk officer at Koch Industries. The panel was moderated by HBR senior editor David Champion. Among the questions they addressed were: How predictable was the financial meltdown of 2008-2009? Did new tools for assessing risk give a false sense of security? How do the challenges facing industrial companies differ from those facing the financial sector? Is outsourcing an effective risk-management tool? Have capital structures become a bit too efficient in many companies? What makes a good chief risk officer? Of all the management tasks that were bungled in the period leading up to the global recession of 2008--2009, none was bungled more egregiously than the management of risk. This HBR Spotlight attempts to untangle the reasons that major systemic failures occurred, and to pin down some lessons for leaders and managers in the future.

      Keywords: Forecasting and Prediction; Financial Crisis; Capital Structure; Job Cuts and Outsourcing; Risk Management;

      Citation:

      Kaplan, Robert S., Anette Mikes, Robert Simons, Peter Tufano, and Michael Hofmann Jr. "Managing Risk in the New World." Harvard Business Review 87, no. 10 (October 2009): 68–75.
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    4. Article | Harvard Business Review |

      Designing High-Performance Jobs

      Robert Simons

      Keywords: Performance; Jobs and Positions; Design;

      Citation:

      Simons, Robert. "Designing High-Performance Jobs." Harvard Business Review 83, nos. 7/8 (July–August 2005).
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    5. Journal Article | MIT Sloan Management Review |

      Beyond Selfishness

      Henry Mintzberg, Robert Simons and Kunal Basu

      Citation:

      Mintzberg, Henry, Robert Simons, and Kunal Basu. "Beyond Selfishness." MIT Sloan Management Review 44, no. 1 (fall 2002): 67–74.
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    6. Article | Fast Company |

      Memo to CEOs: The Five Half-Truths of Business

      Robert Simons, Henry Mintzberg and Kunal Basu

      Keywords: Management; Communication;

      Citation:

      Simons, Robert, Henry Mintzberg, and Kunal Basu. "Memo to CEOs: The Five Half-Truths of Business." Fast Company 59 (June 2002): 117–121.
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    7. Article | Harvard Business Review |

      How Risky Is Your Company?

      Robert Simons

      Keywords: Risk and Uncertainty; Business Ventures;

      Citation:

      Simons, Robert. "How Risky Is Your Company?" Harvard Business Review 77, no. 1 (January–February 1999): 85–94.
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    8. Article | Harvard Business Review |

      How High Is Your Return on Management?

      R. Simons and Antonio Davila

      Keywords: Management;

      Citation:

      Simons, R., and Antonio Davila. "How High Is Your Return on Management?" Harvard Business Review 76, no. 1 (January–February 1998): 71–80.
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    9. Journal Article | Harvard Business Review |

      Control in an Age of Empowerment

      R. Simons

      Citation:

      Simons, R. "Control in an Age of Empowerment." Harvard Business Review 73, no. 2 (March 1995): 8–88.
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    10. Article | Strategic Management Journal |

      How New Top Managers Use Control Systems as Levers of Strategic Renewal

      R. Simons

      Keywords: Management; System; Strategy;

      Citation:

      Simons, R. "How New Top Managers Use Control Systems as Levers of Strategic Renewal." Strategic Management Journal 15 (March 1994): 169–189.
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    11. Article | CA Magazine |

      The Strategy of Control: How Accounting Information Helps to Formulate and Implement Business Strategy

      Robert L. Simons

      Keywords: Strategy; Accounting; Business Strategy;

      Citation:

      Simons, Robert L. "The Strategy of Control: How Accounting Information Helps to Formulate and Implement Business Strategy." CA Magazine (March 1992), 44–50.
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    12. Article | Strategic Management Journal |

      Strategic Orientation and Top Management Attention to Control Systems

      R. Simons

      Keywords: Management; System; Strategy;

      Citation:

      Simons, R. "Strategic Orientation and Top Management Attention to Control Systems." Strategic Management Journal 12, no. 1 (January 1991): 49–62.
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    13. Article | Accounting, Organizations and Society |

      The Role of Management Control Systems in Creating Competitive Advantage: New Perspectives

      R. Simons

      Keywords: Management; System; Competitive Strategy;

      Citation:

      Simons, R. "The Role of Management Control Systems in Creating Competitive Advantage: New Perspectives." Accounting, Organizations and Society 15, nos. 1-2 (1990): 127–143.
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    14. Article | Contemporary Accounting Research |

      Analysis of the Organizational Characteristics Related to Tight Budget Goals

      R. Simons

      Keywords: Organizations; Budgets and Budgeting; Goals and Objectives;

      Citation:

      Simons, R. "Analysis of the Organizational Characteristics Related to Tight Budget Goals." Contemporary Accounting Research 5, no. 1 (fall 1988): 267–283.
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    15. Article | Accounting, Organizations and Society |

      Accounting Control Systems and Business Strategy: An Empirical Analysis

      R. Simons

      Keywords: Accounting; System; Business Strategy;

      Citation:

      Simons, R. "Accounting Control Systems and Business Strategy: An Empirical Analysis." Accounting, Organizations and Society 12, no. 4 (1987): 357–374.
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    16. Article | Journal of Accounting Literature |

      Research and Control in Complex Organizations: An Overview

      R. Simons and Kenneth A. Merchant

      Keywords: Research; Organizations; Information;

      Citation:

      Simons, R., and Kenneth A. Merchant. "Research and Control in Complex Organizations: An Overview." Journal of Accounting Literature 5 (1986): 183–203.
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    Book Chapters

    1. Chapter | Technology Management Handbook | 1998

      Corporate Performance

      R. Simons

      Keywords: Business Ventures; Performance; Organizational Design;

      Citation:

      Simons, R. "Corporate Performance." In Technology Management Handbook, edited by Richard Dorf. Boca Raton, FL: CRC Press, 1998.
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    2. Chapter | Accounting and Management: Field Study Perspectives | 1987

      Planning, Control, and Uncertainty: A Process View

      R. Simons

      Keywords: Planning; Governance; Risk and Uncertainty; Risk Management;

      Citation:

      Simons, R. "Planning, Control, and Uncertainty: A Process View." In Accounting and Management: Field Study Perspectives, edited by W. J. Bruns Jr., and R. S. Kaplan. Boston: Harvard Business School Press, 1987.
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    Working Papers

    1. Working Paper | HBS Working Paper Series | 2013

      The Entrepreneurial Gap: How Managers Adjust Span of Accountability and Span of Control to Implement Business Strategy

      Robert Simons

      This study focuses on the relationship between business strategy, organization structure, and diagnostic control systems. The project analyzes data from 75 field studies to illustrate how managers adjust span of accountability and span of control to motivate different levels of innovation and entrepreneurial behavior. Six propositions are derived inductively about when, why, and how managers make these choices.

      Citation:

      Simons, Robert. "The Entrepreneurial Gap: How Managers Adjust Span of Accountability and Span of Control to Implement Business Strategy." Harvard Business School Working Paper, No. 13–100, June 2013.
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    2. Working Paper | HBS Working Paper Series | 2010

      Accountability and Control as Catalysts for Strategic Exploration and Exploitation: Field Study Results

      Robert L. Simons

      This paper reports the collective finding from 102 field studies that look at the relationship between two organization design variables: span of control and span of accountability. Clustering the data yields propositions suggesting that the relationship between these variables may be an important determinant of strategic exploitation and exploration activities. Data from the field studies suggest that, in accordance with the controllability principle, accountability and control are tightly aligned for exploitation activities. However, this result was found in only a small number of tasks and functions. In the majority of situations, spans of accountability were wider than spans of control. This "Entrepreneurial Gap" is posited to be a result of management's desire for innovation and exploration-and used as a catalyst for changing strategy, creating high levels of customer satisfaction, or motivating people to navigate complex matrix organizations.

      Keywords: Customer Satisfaction; Corporate Accountability; Governance Controls; Innovation and Management; Organizational Design; Strategy;

      Citation:

      Simons, Robert L. "Accountability and Control as Catalysts for Strategic Exploration and Exploitation: Field Study Results." Harvard Business School Working Paper, No. 10–051, January 2010.
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    Cases and Teaching Materials

    1. Case | HBS Case Collection | 2013 (Revised from original 2013 version)

      Agero: Enhancing Capabilities for Customers

      Robert Simons and Natalie Kindred

      This case illustrates the importance of choosing a primary customer as the basis for organization design. Cross Country Group managers adjusted resource allocation, organization design and performance measures over time to transform Cross Country Group from an opportunistic family business into a sophisticated industry leader. Cross Country (renamed Agero in 2011) operated call centers that coordinated with thousands of small, independent towing companies—Cross Country's "service provider network"—to deliver roadside assistance services, such as vehicle towing and tire changes, to motorists covered by automakers' warranties and insurers' policies.

      The case describes Cross Country's evolution from 1972 to 2012 in three phases. This allows students to, at various stages, grapple with defining Cross Country's business (what business is it, and should it be, in?) and its primary customer (vehicle makers and insurers? motorists? service providers?). The answers to these questions have important implications for organization design.

      From 1972 to 1998, founder Sidney Wolk built the business through personal relationships with clients. A passionate entrepreneur, his approach to growth—secure customers first, figure out how to make money later—was remarkably successful, if sometimes chaotic. Facing an increasingly commoditized marketplace, in 1998 Wolk hired professional managers who implemented formal performance management systems and invested in sophisticated data analytics. From 1998 to 2007 (phase two), these investments allowed Cross Country to quantify service providers' impact on motorist satisfaction, monitor service providers' performance, and introduce programs to strengthen top-performing service providers' loyalty to Cross Country. Concurrently, the company undertook a two-step organization redesign to focus more resources on service providers (the new primary customer?), improve market-focused innovation and increase client satisfaction. In phase three, from 2008 to 2012, Cross Country entered the high-tech telematics/connected-vehicle business, invested in additional innovations to strengthen its service provider network, and rebranded itself as "Agero." Wolk and his team believed Cross Country had "more driver information than any other company." The case ends with key decisions for the future.

      Citation:

      Simons, Robert, and Natalie Kindred. "Agero: Enhancing Capabilities for Customers." Harvard Business School Case 113-001, March 2013. (Revised from original February 2013 version.)
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    2. Supplement | HBS Case Collection | 2013

      Luotang Power: Variances Explained, Spreadsheet for Instructors (Brief Case)

      Robert Simons and Craig Chapman

      Citation:

      Simons, Robert, and Craig Chapman. "Luotang Power: Variances Explained, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 913-536, January 2013.
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    3. Supplement | HBS Case Collection | 2013

      Luotang Power: Variances Explained, Spreadsheet for Students (Brief Case)

      Robert Simons and Craig Chapman

      Citation:

      Simons, Robert, and Craig Chapman. "Luotang Power: Variances Explained, Spreadsheet for Students (Brief Case)." Harvard Business School Spreadsheet Supplement 913-535, January 2013.
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    4. Teaching Note | HBS Case Collection | 2013

      Luotang Power: Variances Explained (Brief Case)

      Robert Simons and Craig Chapman

      Citation:

      Simons, Robert, and Craig Chapman. "Luotang Power: Variances Explained (Brief Case)." Harvard Business School Teaching Note 913-534, January 2013.
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    5. Case | HBS Case Collection | 2013

      Luotang Power: Variances Explained

      Robert Simons and Craig Chapman

      The general manager of Luotang Power, a coal-fired power plant located in central China, reviews annual results before a meeting with the board of directors. He thought the company performed well during the year and both plant availability and fuel economy had improved over the previous year. However, the positive performance does not show in the financial results and he must investigate before presenting to the board. He considers performing a variance analysis to better understand plant performance compared to the previous year. He also examines the contractual arrangement the plant has with the provincial power company for a minimum purchase of electricity to supplement regional demand. The company had been successful at selling excess electricity to the power plant but over the past 12 months, demand has decreased. Students must complete a quantitative analysis of the plant's performance and prepare recommendations to improve reporting and evaluation of the plant's performance. This case can be used in an introductory managerial accounting course to explore variance analysis and incentives in contracts.

      Keywords: China; financial statements; contracts; management accounting; Variance Analysis; environmental regulations; incentives; Electric Power Generation; Contracts; Valuation; Energy Generation; Accounting; Performance Evaluation; Energy Industry; China;

      Citation:

      Simons, Robert, and Craig Chapman. "Luotang Power: Variances Explained." Harvard Business School Brief Case 913-533, January 2013.
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    6. Teaching Note | HBS Case Collection | 2012

      Dovernet (TN)

      Robert Simons and Natalie Kindred

      Citation:

      Simons, Robert, and Natalie Kindred. "Dovernet (TN)." Harvard Business School Teaching Note 113-011, July 2012.
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    7. Teaching Note | HBS Case Collection | 2012

      Henkel: Building a Winning Culture (TN)

      Robert Simons and Natalie Kindred

      Citation:

      Simons, Robert, and Natalie Kindred. "Henkel: Building a Winning Culture (TN)." Harvard Business School Teaching Note 112-087, June 2012.
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    8. Case | HBS Case Collection | 2012

      Dovernet

      Robert Simons and Natalie Kindred

      This case illustrates the implications of using stringent performance measurement systems to create performance pressure, motivate employee achievement, and sharpen a firm's competitiveness. It opens by describing the downsides of the ruthlessly competitive culture at Zynga, a young, successful online gaming company. A similar data-driven performance measurement system is employed at Dovernet, a Vancouver-based provider of enterprise communications and social-networking technologies. Dovernet's founder and CEO sees performance measurement systems as vital for cultivating the competitive, innovative workforce necessary for Dovernet to win in a fiercely competitive industry. Dovernet uses quarterly top-down reviews and stack ranking (with major implications for bonuses), as well as bottom-up reviews, to reward top achievers and put low performers on notice. The practical challenges of applying this system are illustrated in three brief vignettes. In the first two, students can assume the role of a manager charged with interpreting and acting on the negative reviews given to two employees with unique (but are they mitigating?) personal circumstances. The third vignette puts students in the role of an employee conducting a bottom-up review, as he struggles to balance honesty with the potential repercussions of giving his manager less-than-perfect feedback. The case allows students to consider the benefits and risks of different performance evaluation strategies and their implications for a firm's performance, culture, and employee morale. Are there certain types of firms or industries for which such systems are more appropriate? Do the integrity and effectiveness of a performance measurement system depend on managers' applying cold objectivity, or is there room for flexibility? In highly competitive industries, can firms lacking a strong performance emphasis beat competitors like Dovernet and Zynga?

      Citation:

      Simons, Robert, and Natalie Kindred. "Dovernet." Harvard Business School Case 112-061, April 2012.
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    9. Case | HBS Case Collection | 2012

      Henkel: Building a Winning Culture

      Robert Simons and Natalie Kindred

      Citation:

      Simons, Robert, and Natalie Kindred. "Henkel: Building a Winning Culture." Harvard Business School Case 112-060, February 2012.
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    10. Case | HBS Case Collection | 2011

      Raleigh & Rosse: Measures to Motivate Exceptional Service

      Robert Simons and Michael Mahoney

      In January 2010, U. S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging off the clockhours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of the retailer's success. The system uses a sales-per-hour model to reward salespeople for time well spent on the floor. However, in this industry, where strong customer service is essential, many sales representatives feel they are encouraged to spend time off the clock tending to client needs; this issue and others have led to consequences that the company did not envision. The case illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.

      Keywords: control systems; performance measurement; Goal setting; compensation; incentives; organizational culture; motivation; Sales compensation;

      Citation:

      Simons, Robert, and Michael Mahoney. "Raleigh & Rosse: Measures to Motivate Exceptional Service." Harvard Business School Brief Case 114-353, October 2011.
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    11. Teaching Note | HBS Case Collection | 2011

      Raleigh & Rosse: Measures to Motivate Exceptional Service (Brief Case)

      Robert L. Simons and Michael Mahoney

      Teaching Note for 4353.

      Keywords: control systems; performance measurement; Goal setting; compensation; incentives; organizational culture; motivation; Sales compensation;

      Citation:

      Simons, Robert L., and Michael Mahoney. "Raleigh & Rosse: Measures to Motivate Exceptional Service (Brief Case)." Harvard Business School Teaching Note 114-355, October 2011.
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    12. Case | HBS Case Collection | 2011 (Revised from original 2010 version)

      Continental Media Group: Business Highlights

      Robert L. Simons and Kathryn Rosenberg

      Continental Media Group has a series of business reviews struggling to achieve profitability. This case focuses on the use of management control systems to identify emerging opportunities and the formulation of new strategies. The interactive system used by top managers--the Friday Packet--is described and illustrated in exhibits. Top managers use this system to focus organizational attention on the critical uncertainties of the business. Provides examples of how new strategies emerge from the dialogue that is generated by the interactive control system.

      Keywords: Accounting; Governance Controls; Management Systems; Risk Management; Business Strategy; Publishing Industry;

      Citation:

      Simons, Robert L., and Kathryn Rosenberg. "Continental Media Group: Business Highlights." Harvard Business School Case 110-087, April 2011. (Revised from original June 2010 version.)
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    13. Teaching Note | HBS Case Collection | 2010 (Revised from original 1991 version)

      Tennessee Controls: The Strategic Ranking Problem (TN)

      Robert L. Simons

      Teaching Note for (9-191-083).

      Keywords: Problems and Challenges; Strategy;

      Citation:

      Simons, Robert L. "Tennessee Controls: The Strategic Ranking Problem (TN)." Harvard Business School Teaching Note 191-199, December 2010. (Revised from original May 1991 version.)
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    14. Case | HBS Case Collection | 2010 (Revised from original 1991 version)

      Tennessee Controls: The Strategic Ranking Problem

      Robert L. Simons and Dale Geiger

      Tennessee Controls has instituted a new formal asset acquisition process to rank competing proposals. Judy Starnes, the new division manager, is asked to rank three proposals by using techniques to quantify economic returns, risk, as well as the credibility of the individuals submitting the proposals. The calculations, which take students approximately 30 minutes to perform, attempt to reduce each complex proposal to a single number. Discussion in class permits role-playing as well as an opportunity to evaluate the strengths and weaknesses of a very mechanistic approach to critical strategic issues.

      Keywords: Capital Budgeting; Governance Controls; Management Systems; Strategic Planning; Mathematical Methods; Electronics Industry;

      Citation:

      Simons, Robert L., and Dale Geiger. "Tennessee Controls: The Strategic Ranking Problem." Harvard Business School Case 191-083, November 2010. (Revised from original February 1991 version.)
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    15. Case | HBS Case Collection | 2010 (Revised from original 1989 version)

      Automation Consulting Services

      Robert Simons and Hilary Weston

      Illustrates the management control challenges that are associated with rapid growth and geographic expansion. Situated at an offsite Executive Committee Retreat. The three founding partners of a specialized consulting firm are grappling with several difficult questions and problems: 1) the tension between local office autonomy, entrepreneurship, and the need for a unified firm strategy; 2) the increasing need for standardized ways to monitor rising costs, capacity utilization, and new business development; 3) redefining the role of the Executive Committee and the role of formal systems as the partnership continues to grow.

      Keywords: Geographic Location; Governance Controls; Policy; Growth and Development Strategy; Management Teams; Expansion; Consulting Industry;

      Citation:

      Simons, Robert L., and Hilary Weston. "Automation Consulting Services." Harvard Business School Case 190-053, October 2010. (Revised from original November 1989 version.)
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    16. Supplement | HBS Case Collection | 2010 (Revised from original 2010 version)

      Pfizer: Letter from the Chairman (B)

      Robert L. Simons and Kathryn Rosenberg

      This case continues the story begun in "Pfizer: A Letter from the Chairman" (HBS No. 110-003), revealing the letter Chairman and CEO Jeff Kindler wrote for the 2008 Annual Report.

      Keywords: Corporate Accountability; Corporate Governance; Business and Shareholder Relations; Value Creation; Decision Choices and Conditions; Annual Reports; Pharmaceutical Industry; United States;

      Citation:

      Simons, Robert L., and Kathryn Rosenberg. "Pfizer: Letter from the Chairman (B)." Harvard Business School Supplement 110-004, June 2010. (Revised from original May 2010 version.)
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    17. Teaching Note | HBS Case Collection | 2010 (Revised from original 1991 version)

      Westchester Distributing, Inc. (TN) (A) and (B)

      Robert L. Simons

      Teaching Note for (9-191-118) and (9-191-119).

      Keywords: Distribution Industry;

      Citation:

      Simons, Robert L. "Westchester Distributing, Inc. (TN) (A) and (B)." Harvard Business School Teaching Note 191-172, June 2010. (Revised from original April 1991 version.)
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    18. Teaching Note | HBS Case Collection | 2010 (Revised from original 1997 version)

      Compagnie du Froid, S.A. (TN)

      Robert L. Simons, Antonio Davila and Kathryn Rosenberg

      Teaching Note for (9-197-085).

      Citation:

      Simons, Robert L., Antonio Davila, and Kathryn Rosenberg. "Compagnie du Froid, S.A. (TN)." Harvard Business School Teaching Note 198-035, June 2010. (Revised from original November 1997 version.)
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    19. Teaching Note | HBS Case Collection | 2010

      Pfizer: Letter from the Chairman (TN) (A) and (B)

      Robert L. Simons and Kathryn Rosenberg

      Teaching Note for 110003 and 110004.

      Keywords: Pharmaceutical Industry;

      Citation:

      Simons, Robert L., and Kathryn Rosenberg. "Pfizer: Letter from the Chairman (TN) (A) and (B)." Harvard Business School Teaching Note 110-067, June 2010.
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    20. Teaching Note | HBS Case Collection | 2010

      Sydney IVF: Stem Cell Research (TN)

      Robert L. Simons and Kathryn Rosenberg

      Teaching Note for 109017.

      Keywords: Strategy; Risk Management; Decisions; Cooperative Ownership; Product Development; Moral Sensibility; Governing Rules, Regulations, and Reforms; Expansion; Science-Based Business; Research; Management Practices and Processes; Business Subsidiaries; Biotechnology Industry; Sydney;

      Citation:

      Simons, Robert L., and Kathryn Rosenberg. "Sydney IVF: Stem Cell Research (TN)." Harvard Business School Teaching Note 110-092, June 2010.
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    21. Teaching Note | HBS Case Collection | 2010

      Continental Media Group: Business Highlights (TN)

      Robert L. Simons

      Teaching Note for 110087.

      Keywords: Management; Profit; System; Opportunities; Strategy; Risk and Uncertainty; Media and Broadcasting Industry;

      Citation:

      Simons, Robert L. "Continental Media Group: Business Highlights (TN)." Harvard Business School Teaching Note 110-090, June 2010.
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    22. Case | HBS Case Collection | 2010 (Revised from original 2009 version)

      Pfizer: Letter from the Chairman (A)

      Robert L. Simons and Natalie Kindred

      This case explores maximizing shareholder value as a goal in executive decision making. Over a period of nine years, three different Pfizer CEOs make critical decisions intended to increase shareholder value. But the results are disappointing. To allow students to examine these decisions, the case provides excerpts from four Chairman's letters to shareholders from Pfizer's annual reports, followed by a description of the circumstances behind each letter. In the 2000 annual report, then-CEO Bill Steere discusses Pfizer's rise to industry prominence with the acquisition of Warner-Lambert. In the 2003 report, new CEO Hank McKinnell discusses Pfizer's performance goals and its acquisition of Pharmacia, which gave it control of the anti-arthritis drug Celebrex. In the 2005 report, McKinnell discusses his decision to keep Celebrex on the market despite health risks. In the 2006 report, new CEO Jeff Kindler barely mentions McKinnell's (controversial) early retirement and describes efforts to reform the company. The case closes in February 2009, just after Pfizer announces plans to acquire competitor Wyeth. Since 2000, Pfizer's tremendous growth in assets through acquisitions has not translated into significant growth in net income or share price. In closing, students are asked what Kindler should write in the letter to shareholders to open Pfizer's 2008 annual report.

      Keywords: Decision Choices and Conditions; Corporate Accountability; Corporate Governance; Annual Reports; Business and Shareholder Relations; Value Creation; Pharmaceutical Industry; United States;

      Citation:

      Simons, Robert L., and Natalie Kindred. "Pfizer: Letter from the Chairman (A)." Harvard Business School Case 110-003, May 2010. (Revised from original July 2009 version.)
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    23. Supplement | HBS Case Collection | 2010 (Revised from original 2009 version)

      Merck: Managing Vioxx (B)

      Robert L. Simons, Kathryn Rosenberg and Natalie Kindred

      Keywords: Health; Pharmaceutical Industry;

      Citation:

      Simons, Robert L., Kathryn Rosenberg, and Natalie Kindred. "Merck: Managing Vioxx (B)." Harvard Business School Supplement 109-081, April 2010. (Revised from original April 2009 version.)
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    24. Supplement | HBS Case Collection | 2010 (Revised from original 2009 version)

      Merck: Managing Vioxx (F)

      Robert L. Simons and Natalie Kindred

      Keywords: Health; Pharmaceutical Industry;

      Citation:

      Simons, Robert L., and Natalie Kindred. "Merck: Managing Vioxx (F)." Harvard Business School Supplement 109-085, April 2010. (Revised from original April 2009 version.)
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    25. Case | HBS Case Collection | 2010 (Revised from original 1991 version)

      Westchester Distributing, Inc. (A)

      Robert L. Simons and Robert Boxwell

      Focuses on the three-way interaction among internal controls, employee behavior, and incentives. Salesmen are illegally providing kickbacks to customers of this beer-distribution firm. In turn, salesmen are reimbursing themselves by filing fraudulent expense reports. The owner/president of the business faces a difficult decision: if he fires the individuals involved, he risks a total business shut-down. Closes with the question of how to improve internal controls to avoid this type of occurrence in the future.

      Keywords: Financial Reporting; Crime and Corruption; Corporate Governance; Governance Controls; Salesforce Management; Behavior; Motivation and Incentives; Distribution Industry; Food and Beverage Industry;

      Citation:

      Simons, Robert L., and Robert Boxwell. "Westchester Distributing, Inc. (A)." Harvard Business School Case 191-118, March 2010. (Revised from original January 1991 version.)
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    26. Supplement | HBS Case Collection | 2010 (Revised from original version)

      Westchester Distributing, Inc. (B)

      Robert L. Simons and Robert Boxwell

      Describes the actions taken by the owner/president to resolve the dilemma.

      Keywords: Crime and Corruption; Customers; Problems and Challenges; Governance Controls; Compensation and Benefits; Behavior; Distribution Industry;

      Citation:

      Simons, Robert L., and Robert Boxwell. "Westchester Distributing, Inc. (B)." Harvard Business School Supplement 191-119, March 2010. (Revised from original January 1991 version.)
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    27. Case | HBS Case Collection | 2010 (Revised from original 1997 version)

      Compagnie du Froid, S.A.

      Robert L. Simons and Antonio Davila

      The owner of an ice cream company must evaluate the performance of three regional businesses. To do the analysis, students must flex the budget by seasonal temperature; calculate revenue, volume, price, and efficiency variances; analyze the effects of transfer prices; and calculate return-on-investment. In addition, the owner considers how to set strategic boundaries and how to compensate his managers.

      Keywords: Budgets and Budgeting; Business Ventures; Investment Return; Compensation and Benefits; Measurement and Metrics; Performance Evaluation; Food and Beverage Industry; France;

      Citation:

      Simons, Robert L., and Antonio Davila. "Compagnie du Froid, S.A." Harvard Business School Case 197-085, February 2010. (Revised from original March 1997 version.)
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    28. Teaching Note | HBS Case Collection | 2010 (Revised from original 2009 version)

      American Cancer Society: Access to Care (TN)

      Robert L. Simons

      Teaching Note for [109015].

      Keywords: Non-Governmental Organizations; Nonprofit Organizations;

      Citation:

      Simons, Robert L. "American Cancer Society: Access to Care (TN)." Harvard Business School Teaching Note 109-016, January 2010. (Revised from original January 2009 version.)
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    29. Case | HBS Case Collection | 2009 (Revised from original 2008 version)

      American Cancer Society: Access to Care

      Robert L. Simons and Kathryn Rosenberg

      CEO John Seffrin decides to radically change the strategy of the American Cancer Society. The new Access to Care strategy relies on advocacy to change public policy and increase the number of Americans eligible for cancer prevention and treatment. The new strategy brings with it considerable political risk. Leveraging an organization with three million volunteers, this case describes how he skillfully transforms the organization (structure, control systems, staff, shared values, etc.) to implement the new strategy.

      Keywords: Values and Beliefs; Governance Controls; Leading Change; Organizational Change and Adaptation; Organizational Structure; Nonprofit Organizations; Business Strategy; Health Industry; United States;

      Citation:

      Simons, Robert L., and Kathryn Rosenberg. "American Cancer Society: Access to Care." Harvard Business School Case 109-015, October 2009. (Revised from original November 2008 version.)
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    30. Teaching Note | HBS Case Collection | 2009

      Merck: Managing Vioxx (TN) (A)-(G)

      Robert L. Simons and Natalie Kindred

      Teaching Note for [109080], [109081], [109082], [109083], [109084], [109085], and [109086].

      Keywords: Pharmaceutical Industry;

      Citation:

      Simons, Robert L., and Natalie Kindred. "Merck: Managing Vioxx (TN) (A)-(G)." Harvard Business School Teaching Note 109-087, June 2009.
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    31. Case | HBS Case Collection | 2009

      Merck: Managing Vioxx (A)

      Robert L. Simons, Kathryn Rosenberg and Natalie Kindred

      This two-class case series allows students to stand in the shoes of CEO Ray Gilmartin during the unfolding stages of a reputational crisis. Merck's mission statement claims to "put patients first," but the company is widely criticized for putting profit before patient safety. The (A) case describes the discovery of Vioxx, a new arthritis drug, and asks students to calculate the drug's lifetime expected value. Supplements are handed out in class as the story unfolds: (B) evidence of life-threatening side effects, (C) decision options, (D) announcement to withdraw Vioxx, (E) reaction by patients, shareholders, media, and regulators, (F) Merck fights back, and (G) wrap-up. At the end of the case series, students may conclude that doing the right thing sometimes requires very hard choices.

      Keywords: Ethics; Crisis Management; Reputation; Decision Choices and Conditions; Customers; Business or Company Management; Cost vs Benefits; Corporate Accountability; Business and Shareholder Relations; Business and Stakeholder Relations; Customer Focus and Relationships; Pharmaceutical Industry;

      Citation:

      Simons, Robert L., Kathryn Rosenberg, and Natalie Kindred. "Merck: Managing Vioxx (A)." Harvard Business School Case 109-080, April 2009.
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    32. Supplement | HBS Case Collection | 2009

      Merck: Managing Vioxx (C)

      Robert L. Simons, Kathryn Rosenberg and Natalie Kindred

      Keywords: Pharmaceutical Industry;

      Citation:

      Simons, Robert L., Kathryn Rosenberg, and Natalie Kindred. "Merck: Managing Vioxx (C)." Harvard Business School Supplement 109-082, April 2009.
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    33. Supplement | HBS Case Collection | 2009

      Merck: Managing Vioxx (D)

      Robert L. Simons, Kathryn Rosenberg and Natalie Kindred

      Keywords: Pharmaceutical Industry;

      Citation:

      Simons, Robert L., Kathryn Rosenberg, and Natalie Kindred. "Merck: Managing Vioxx (D)." Harvard Business School Supplement 109-083, April 2009.
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    34. Supplement | HBS Case Collection | 2009

      Merck: Managing Vioxx (E)

      Robert L. Simons, Kathryn Rosenberg and Natalie Kindred

      Keywords: Leadership; Decision Choices and Conditions; Customer Focus and Relationships; Pharmaceutical Industry;

      Citation:

      Simons, Robert L., Kathryn Rosenberg, and Natalie Kindred. "Merck: Managing Vioxx (E)." Harvard Business School Supplement 109-084, April 2009.
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    35. Supplement | HBS Case Collection | 2009

      Merck: Managing Vioxx (G)

      Robert L. Simons and Natalie Kindred

      Keywords: Decision Choices and Conditions; Leadership; Customer Focus and Relationships; Pharmaceutical Industry;

      Citation:

      Simons, Robert L., and Natalie Kindred. "Merck: Managing Vioxx (G)." Harvard Business School Supplement 109-086, April 2009.
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    36. Case | HBS Case Collection | 2009

      Bausch & Lomb, Inc.: Pressure to Perform (A)

      Robert L. Simons

      This case breaks the existing (and still available) Bausch & Lomb, Inc.: Pressure to Perform case into an (A) and a (B) case. The (A) case describes the revenue recognition concerns as of early-1994 and the organizational context within which the decisions were made.

      Keywords: Business Earnings; Revenue; Accounting; Management Practices and Processes; Situation or Environment; Earnings Management; Medical Devices and Supplies Industry; United States;

      Citation:

      Simons, Robert L. "Bausch & Lomb, Inc.: Pressure to Perform (A)." Harvard Business School Case 109-074, March 2009.
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    37. Supplement | HBS Case Collection | 2009

      Bausch & Lomb, Inc.: Pressure to Perform (B)

      Robert L. Simons

      This case breaks the existing (and still available) Bausch & Lomb, Inc.: Pressure to Perform case into an (A) and a (B) case. The (B) case can be used in class to demonstrate the serious consequences of overly aggressive accounting. The (B) case should be used after students have discussed the (A) case.

      Keywords: Decision Choices and Conditions; Revenue Recognition; Organizations; Medical Devices and Supplies Industry; United States;

      Citation:

      Simons, Robert L. "Bausch & Lomb, Inc.: Pressure to Perform (B)." Harvard Business School Supplement 109-075, March 2009.
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    38. Supplement | HBS Case Collection | 2009 (Revised from original version)

      General Electric: Valley Forge (C)

      Robert L. Simons

      Supplements General Electric: Valley Forge (A).

      Keywords: Business Conglomerates; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (C)." Harvard Business School Supplement 189-011, March 2009. (Revised from original January 1989 version.)
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    39. Supplement | HBS Case Collection | 2009 (Revised from original version)

      General Electric: Valley Forge (F)

      Robert L. Simons

      Keywords: Business Conglomerates; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (F)." Harvard Business School Supplement 189-014, March 2009. (Revised from original January 1989 version.)
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    40. Case | HBS Case Collection | 2009 (Revised from original 2009 version)

      Sydney IVF: Stem Cell Research

      Robert L. Simons, Kathryn Rosenberg and Natalie Kindred

      This case examines the strategy implementation and risk management decisions at Sydney IVF, a research-based in vitro fertilization and stem cell company based in Australia. Drs. Robert Jansen and Jock Anderson, who co-founded Sydney IVF in 1986, developed novel technologies which they leveraged to carve a leadership role in the inherently risky artificial fertilization business. As the company grew, its executives grappled with managing the political, ethical, and business risks associated with the contentious lab-based fertility field, instituting sophisticated safeguards such as an independent ethics committee and a "whistle blower" system for employees concerned with the company's practices. In less than two decades, Sydney IVF grew from just four employees to over 200, expanded internationally, and broadened its services to include prenatal screening for genetic diseases and DNA tests to determine lineage and paternity. In addition, the company launched a wholly-owned subsidiary, the Stem Cell Company. CEO Robert Jansen hoped to grow the Stem Cell Company but faced many challenges, including the significant ethical risks, challenging regulatory environment, and uncertain future of the stem cell field. The case describes how Jansen safeguards against risk without stifling the innovative spirit necessary to commercialize stem cells.

      Keywords: Ethics; Governing Rules, Regulations, and Reforms; Innovation and Management; Growth and Development Strategy; Risk Management; Genetics; Commercialization; Health Industry; Australia;

      Citation:

      Simons, Robert L., Kathryn Rosenberg, and Natalie Kindred. "Sydney IVF: Stem Cell Research." Harvard Business School Case 109-017, February 2009. (Revised from original January 2009 version.)
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    41. Case | HBS Case Collection | 2009 (Revised from original 2008 version)

      ATH MicroTechnologies: Making the Numbers

      Robert L. Simons

      An exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1) founding, 2) growth, 3) push to profitability, 4) relocation process, and 5) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.

      Keywords: Business Growth and Maturation; Business Startups; Profit; Geographic Location; Governance Controls; Innovation and Invention; Management Succession; Medical Devices and Supplies Industry;

      Citation:

      Simons, Robert L. "ATH MicroTechnologies: Making the Numbers." Harvard Business School Case 108-091, January 2009. (Revised from original May 2008 version.)
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    42. Case | HBS Case Collection | 2009 (Revised from original 2008 version)

      ATH MicroTechnologies, Inc. (A): Making the Numbers

      Robert L. Simons

      An exercise that takes students through five stages of growth in an entrepreneurial start-up in the medical devices industry: 1) founding, 2) growth, 3) push to profitability, 4) refocusing process, and 5) takeover by new management. At each stage, students must confront tensions in balancing profit, growth and control. Difficulties encountered in the business are due to management's attempts to design and use formal control systems to achieve profit and performance goals.

      Keywords: Business Growth and Maturation; Business Startups; Profit; Geographic Location; Governance Controls; Innovation and Invention; Management Succession; Medical Devices and Supplies Industry;

      Citation:

      Simons, Robert L. "ATH MicroTechnologies, Inc. (A): Making the Numbers." Harvard Business School Case 108-092, January 2009. (Revised from original May 2008 version.)
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    43. Supplement | HBS Case Collection | 2009 (Revised from original 2008 version)

      ATH MicroTechnologies, Inc. (B)

      Robert L. Simons

      Supplements the (A) case. Designed as an in-class handout.

      Keywords: Health Industry;

      Citation:

      Simons, Robert L. "ATH MicroTechnologies, Inc. (B)." Harvard Business School Supplement 108-093, January 2009. (Revised from original May 2008 version.)
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    44. Supplement | HBS Case Collection | 2009 (Revised from original 2008 version)

      ATH MicroTechnologies, Inc. (C)

      Robert L. Simons

      Supplements the (A) case. Designed as an in-class handout.

      Keywords: Health Industry;

      Citation:

      Simons, Robert L. "ATH MicroTechnologies, Inc. (C)." Harvard Business School Supplement 108-094, January 2009. (Revised from original May 2008 version.)
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    45. Supplement | HBS Case Collection | 2009 (Revised from original 2008 version)

      ATH MicroTechnologies, Inc. (D)

      Robert L. Simons

      Supplements the (A) case. Designed as an on-class handout.

      Keywords: Health Industry;

      Citation:

      Simons, Robert L. "ATH MicroTechnologies, Inc. (D)." Harvard Business School Supplement 108-095, January 2009. (Revised from original May 2008 version.)
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    46. Supplement | HBS Case Collection | 2009 (Revised from original 2008 version)

      ATH MicroTechnologies, Inc. (E)

      Robert L. Simons

      Supplements the (A) case. Designed as an in-class handout.

      Keywords: Health Industry;

      Citation:

      Simons, Robert L. "ATH MicroTechnologies, Inc. (E)." Harvard Business School Supplement 108-096, January 2009. (Revised from original May 2008 version.)
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    47. Teaching Note | HBS Case Collection | 2008

      ATH MicroTechnologies, Inc. Case Series (TN)

      Robert L. Simons and Kathryn Rosenberg

      Teaching Note for [108091], [108092], [108093], [108094], [108095]. and [108096].

      Citation:

      Simons, Robert L., and Kathryn Rosenberg. "ATH MicroTechnologies, Inc. Case Series (TN)." Harvard Business School Teaching Note 108-097, May 2008.
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    48. Teaching Note | HBS Case Collection | 2005 (Revised from original 2005 version)

      Siebel Systems: Organizing for the Customer (TN)

      Robert L. Simons

      Teaching Note to (9-103-014).

      Keywords: Customers;

      Citation:

      Simons, Robert L. "Siebel Systems: Organizing for the Customer (TN)." Harvard Business School Teaching Note 105-079, July 2005. (Revised from original June 2005 version.)
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    49. Teaching Note | HBS Case Collection | 2003

      Bausch & Lomb, Inc.: Pressure to Perform (TN)

      Robert L. Simons and Indra Reinbergs

      Teaching Note to (9-198-009).

      Keywords: Public Relations Industry;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Bausch & Lomb, Inc.: Pressure to Perform (TN)." Harvard Business School Teaching Note 104-040, September 2003.
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    50. Class Lecture | 2003

      Return on Management

      Robert L. Simons

      Keywords: Management Practices and Processes; Management Analysis, Tools, and Techniques;

      Citation:

      Simons, Robert L. "Return on Management." Boston: Harvard Business School Publishing Class Lecture, 2003. Electronic. (Faculty Lecture: HBSP Product Number 385XC.)
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    51. Case | HBS Case Collection | 2013 (Revised from original 2002 version)

      Siebel Systems: Organizing for the Customer

      Robert Simons and Antonio Davila

      Siebel Systems is one of the fastest growing companies in America. Tom Siebel, the company's founder, has organized the business to accommodate growth and focus on the customer. Innovative information technology systems and clear accountability prove to be essential to this new approach to organization design. For example, a new employee must successfully pass an online test to demonstrate her understanding of Siebel's management systems and practices.

      Keywords: Organizational Structure; Software; Business Growth and Maturation; Information Technology; Performance Evaluation; Performance Expectations; Innovation and Management; Technological Innovation; Customer Focus and Relationships; Management Teams; Information Technology Industry; North and Central America;

      Citation:

      Simons, Robert, and Antonio Davila. "Siebel Systems: Organizing for the Customer." Harvard Business School Case 103-014, January 2013. (Revised from original September 2002 version.)
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    52. Teaching Note | HBS Case Collection | 2002

      DIENA (TN)

      Robert L. Simons and Indra Reinbergs

      Teaching Note for (9-102-001).

      Keywords: Pulp and Paper Industry; Publishing Industry; Latvia;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "DIENA (TN)." Harvard Business School Teaching Note 103-006, October 2002.
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    53. Case | HBS Case Collection | 2001 (Revised from original 1996 version)

      Becton Dickinson--Designing the New Strategic, Operational, and Financial Planning Process

      Robert L. Simons, Antonio Davila and Afroze A Mohammed

      Describes management's attempts to design and install a sophisticated planning and control system in an international company as it changes its strategy. Issues of strategy implementation, accountability, and performance measurement are at the core of the analysis, as managers confront difficulty and resistance in using the system for "strategic, operational, and financial" control.

      Keywords: Adaptation; Business Strategy; International Accounting; Volatility; Strategic Planning; Trade; Business or Company Management; Forecasting and Prediction; Financial Management; Performance Evaluation; Organizational Change and Adaptation;

      Citation:

      Simons, Robert L., Antonio Davila, and Afroze A Mohammed. "Becton Dickinson--Designing the New Strategic, Operational, and Financial Planning Process." Harvard Business School Case 197-014, December 2001. (Revised from original July 1996 version.)
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    54. Teaching Note | HBS Case Collection | 2001 (Revised from original 1999 version)

      Birch Paper Company TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-158-001).

      Citation:

      Simons, Robert L., and Antonio Davila. "Birch Paper Company TN." Harvard Business School Teaching Note 199-057, December 2001. (Revised from original June 1999 version.)
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    55. Case | HBS Case Collection | 2001 (Revised from original 2001 version)

      DIENA

      Robert L. Simons and Indra Reinbergs

      Requires students to draw a new organization structure diagram for a rapidly evolving business. A/S DIENA is a newspaper publisher founded during Latvia's 1990/91 struggle for independence from the USSR with a clear social mission to support democracy. With the help of Swedish investors, over the 1990s the entrepreneurial business survives the ups and downs of the transition economy to build a leading national newspaper. In 1997, seeking new sources of growth, A/S DIENA expands outside the Latvian capital to set up the Regional Press Group, a decentralized network of community newspapers emphasizing employee ownership and a separation of roles between editors and publishers. By 2001, however, the community newspaper market is shrinking, the Regional Press Group is not yet profitable, and a Western-style profit planning system is met with some resistance by former state employees. The decision point focuses on how to redesign the Regional Press Group and its interactions with the national newspaper and the other business units of A/S DIENA.

      Keywords: Employee Ownership; Organizational Design; Marketing Strategy; Managerial Roles; Growth and Development; Economic Systems; Publishing Industry; Journalism and News Industry; Latvia;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "DIENA." Harvard Business School Case 102-001, November 2001. (Revised from original September 2001 version.)
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    56. Teaching Note | HBS Case Collection | 2001

      Vyaderm Pharmaceuticals (TN)

      Robert L. Simons and Indra Reinbergs

      Teaching Note for (9-101-019).

      Keywords: Pharmaceutical Industry; Washington (state, US);

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Vyaderm Pharmaceuticals (TN)." Harvard Business School Teaching Note 101-043, March 2001.
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    57. Case | HBS Case Collection | 2001 (Revised from original 2000 version)

      Vyaderm Pharmaceuticals

      Robert L. Simons and Indra Reinbergs

      In 1999, the new CEO of Vyaderm Pharmaceuticals introduces an Economic Value Added (EVA) program to focus the company on long-term shareholder value. The EVA program consists of three elements: EVA centers (business units), EVA drivers (operational practices that improve EVA results), and an EVA-based incentive program for bonus-eligible managers. Over the next two years, the implementation of the program runs into several stumbling blocks, including resistance from regional managers, who push for "line of sight" EVA drivers; the difficulty of managing a large number of EVA centers; and unexpected bonus adjustments due to poor EVA performance. The decision point focuses on the competitive situation in a business unit where the sudden exit of a competitor produces an unexpected one-time windfall in earnings. Vyaderm's top managers struggle with the question of whether to adjust the EVA results to prevent demoralizing managers in future years when EVA results are likely to decline.

      Keywords: Compensation and Benefits; Employee Relationship Management; Economic Growth; Economic Systems; Management; Motivation and Incentives; Organizational Design; Organizational Structure; Performance Evaluation; Decision Choices and Conditions; Pharmaceutical Industry; Washington (state, US);

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Vyaderm Pharmaceuticals." Harvard Business School Case 101-019, January 2001. (Revised from original October 2000 version.)
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    58. Teaching Note | HBS Case Collection | 2000

      Cafes Monte Bianco: Building a Profit Plan TN

      Robert L. Simons and Indra Reinbergs

      Teaching Note for (9-198-088). A rewritten version of an earlier teaching note.

      Keywords: Business Strategy; Capital Structure; Business Earnings; Financial Statements; Business Plan; For-Profit Firms; Cost Management; Performance Evaluation; Planning; Financial Management; Investment Return; Cash Flow; Food and Beverage Industry; Manufacturing Industry; Italy;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Cafes Monte Bianco: Building a Profit Plan TN." Harvard Business School Teaching Note 101-044, November 2000.
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    59. Teaching Note | HBS Case Collection | 2000 (Revised from original 1991 version)

      Automation Consulting Services TN

      Robert L. Simons

      Teaching Note for (9-190-053).

      Keywords: Consulting Industry;

      Citation:

      Simons, Robert L. "Automation Consulting Services TN." Harvard Business School Teaching Note 191-030, November 2000. (Revised from original May 1991 version.)
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    60. Case | HBS Case Collection | 2000 (Revised from original 1998 version)

      Cafes Monte Bianco: Building a Profit Plan

      Robert L. Simons and Antonio Davila

      Using an income statement, balance sheet, and projected demand and cost schedules, students are required to build a profit plan for a closely-held coffee manufacturer in Italy. Students must estimate cash flow and ROE and use this analysis to evaluate the attractiveness of a new strategy.

      Keywords: Financial Reporting; Growth and Development Strategy; Performance Consistency; Strategic Planning; For-Profit Firms; Profit; Investment Return; Cash Flow; Food and Beverage Industry; Italy;

      Citation:

      Simons, Robert L., and Antonio Davila. "Cafes Monte Bianco: Building a Profit Plan." Harvard Business School Case 198-088, November 2000. (Revised from original January 1998 version.)
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    61. Teaching Note | HBS Case Collection | 2000 (Revised from original 2000 version)

      Cross Country Group, The: A Piece of the Rock (A) and (B) TN

      Robert L. Simons and Indra Reinbergs

      Teaching Note for (9-199-044) and (9-100-044).

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Cross Country Group, The: A Piece of the Rock (A) and (B) TN." Harvard Business School Teaching Note 100-006, November 2000. (Revised from original March 2000 version.)
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    62. Case | HBS Case Collection | 2000 (Revised from original 1998 version)

      Guidant Corporation: Shaping Culture Through Systems

      Robert L. Simons and Antonio Davila

      Guidant is a successful IPO start-up selling pacemakers and defibrillators. The case describes how managers install systems to balance innovation and control. Three parts of a shareholder value strategy are described. Controls include incentive systems, beliefs systems, and risk management systems.

      Keywords: Innovation Strategy; Corporate Strategy; Motivation and Incentives; Planning; Risk Management; Management Systems; Business Strategy; Value Creation; System; Service Industry; Financial Services Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Guidant Corporation: Shaping Culture Through Systems." Harvard Business School Case 198-076, May 2000. (Revised from original April 1998 version.)
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    63. Teaching Note | HBS Case Collection | 2000 (Revised from original 1999 version)

      Walker and Company: Profit Plan Decisions TN

      Robert L. Simons and Indra Reinbergs

      Teaching Note for (9-197-084).

      Keywords: Profit; Decision Making;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Walker and Company: Profit Plan Decisions TN." Harvard Business School Teaching Note 100-005, March 2000. (Revised from original July 1999 version.)
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    64. Case | HBS Case Collection | 2000 (Revised from original 1999 version)

      Cross Country Group, The: A Piece of the Rock (A)

      Robert L. Simons and Indra Reinbergs

      A new MBA graduate joins a privately held family business and sets ambitious growth goals for the next five years. To enhance motivation, he proposes a new incentive plan that will grant him a share of the wealth he creates. However, the family owners have a more conservative view regarding executive compensation.

      Keywords: Family Business; Decisions; Motivation and Incentives; Business Strategy; Performance Efficiency; Risk and Uncertainty; Growth and Development; Planning; Accounting Industry; Employment Industry;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Cross Country Group, The: A Piece of the Rock (A)." Harvard Business School Case 199-044, March 2000. (Revised from original March 1999 version.)
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    65. Case | HBS Case Collection | 2000 (Revised from original 1987 version)

      Polysar Limited

      Robert L. Simons

      Canada's largest chemical company produces and markets butyl rubber in two divisions, each treated as a profit center. The new plant in the North American Division operates below capacity resulting in a significant volume variance and an operating loss. The European Division is at capacity and is profitable. The actions of the European Division affect the capacity utilization of the North American Division. Includes divisional financial statements and interviews with the vice-presidents of each division.

      Keywords: Loss; Profit; Financial Management; Volume; Performance Capacity; Financial Statements; For-Profit Firms; Market Participation; Chemical Industry; Rubber Industry; Canada;

      Citation:

      Simons, Robert L. "Polysar Limited." Harvard Business School Case 187-098, February 2000. (Revised from original February 1987 version.)
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    66. Case | HBS Case Collection | 2000 (Revised from original 1997 version)

      Purity Steel Corporation, 1995

      Robert L. Simons and Antonio Davila

      Managers introduce a new performance evaluation system based on sales growth and return-on-investment (ROI). A branch manager wonders whether his new warehouse should be leased to mitigate the impact on ROI. Formulas and performance calculations are provided. A rewritten version of an earlier case.

      Keywords: Investment Return; Judgments; Motivation and Incentives; Performance Efficiency; Compensation and Benefits; Salesforce Management; Performance Consistency; Performance Productivity; Steel Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Purity Steel Corporation, 1995." Harvard Business School Case 197-082, February 2000. (Revised from original March 1997 version.)
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    67. Case | HBS Case Collection | 2000 (Revised from original 1987 version)

      Codman & Shurtleff, Inc.: Planning and Control System

      Robert L. Simons

      Detailed description of the planning and control systems in use at Johnson & Johnson. Focuses on the actions of managers in one subsidiary in revising budget targets. Illustrates intensive strategic planning and financial planning process in a large, decentralized company. Includes interviews with the president and senior executives concerning benefits of the system. Raises issue of the role of formal control systems in decentralized organizations.

      Keywords: Strategic Planning; Planning; Forecasting and Prediction; Accounting Audits; Budgets and Budgeting; Business Strategy; Financial Management; Business or Company Management; Management Systems; Public Administration Industry; Financial Services Industry;

      Citation:

      Simons, Robert L. "Codman & Shurtleff, Inc.: Planning and Control System." Harvard Business School Case 187-081, February 2000. (Revised from original May 1987 version.)
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    68. Case | HBS Case Collection | 2000 (Revised from original 1997 version)

      Walker and Company: Profit Plan Decisions

      Robert L. Simons and Ramsey Walker

      Ramsey Walker, a second-year MBA student, must decide how to control a family business as an absentee owner. After providing background details on the publishing industry, the case requires the reader to: 1) make a product segmentation decision; 2) prepare a profit plan; 3) calculate free cash flow effects; 4) determine key accounting performance measures; and 5) assess new control systems and their implementation.

      Keywords: Organizational Structure; Family and Family Relationships; Market Design; Management Systems; Planning; Profit; Performance Evaluation; Segmentation; Corporate Strategy; Investment Return; Publishing Industry;

      Citation:

      Simons, Robert L., and Ramsey Walker. "Walker and Company: Profit Plan Decisions." Harvard Business School Case 197-084, February 2000. (Revised from original June 1997 version.)
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    69. Case | HBS Case Collection | 2000

      Cross Country Group, The: A Piece of the Rock (B)

      Robert L. Simons and Indra Reinbergs

      Supplements the (A) case.

      Keywords: Accounting Industry; Employment Industry;

      Citation:

      Simons, Robert L., and Indra Reinbergs. "Cross Country Group, The: A Piece of the Rock (B)." Harvard Business School Case 100-044, January 2000.
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    70. Supplement | HBS Case Collection | 2000 (Revised from original 1992 version)

      ABB: Accountability Times Two (B)

      Robert L. Simons

      Describes internal allocation conflicts in a complex global company structured as a matrix organization. ABB Switzerland has secured and will build an important power station project; however, internal market allocation policies dictate that this work be handled by ABB Sweden. Transfer pricing issues are described. The president of ABB Switzerland must decide whether or not to escalate the conflict up to superiors for resolution.

      Keywords: Multinational Firms and Management; Conflict Management; Complexity; Sweden; Switzerland;

      Citation:

      Simons, Robert L. "ABB: Accountability Times Two (B)." Harvard Business School Supplement 192-142, January 2000. (Revised from original May 1992 version.)
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    71. Case | HBS Case Collection | 2000 (Revised from original 1992 version)

      Asea Brown Boveri

      Robert L. Simons and Christopher A. Bartlett

      In 1987, two European rivals--Asea AB of Sweden and BBC Brown Boveri Ltd. of Switzerland--merged to form Asea Brown Boveri. The new company employed 150,000 employees in 850 legal entities operating in 140 countries. The case describes the challenges facing Percy Barnevik--the organization's leader--and how he resolved those challenges through staffing, communicating priorities, new structural alignments, and information and reporting systems.

      Keywords: Mergers and Acquisitions; Globalization; Problems and Challenges; Leadership Style; Selection and Staffing; Organizational Structure; Reports;

      Citation:

      Simons, Robert L., and Christopher A. Bartlett. "Asea Brown Boveri." Harvard Business School Case 192-139, January 2000. (Revised from original May 1992 version.)
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    72. Case | HBS Case Collection | 2000 (Revised from original 1992 version)

      Asea Brown Boveri: The ABACUS System

      Robert L. Simons

      Describes the computer-based information system (ABACUS) used to monitor and control business operations in a complex, global company. Describes the technical attributes of the database system, financial reporting requirements, target setting and profit calculations on a full-cost basis (including interest on capital employed and replacement cost depreciation). Exhibits illustrate both inputs and graphical outputs from the system as well as the details of accounting calculations.

      Keywords: Financial Reporting; Profit; Business Growth and Maturation; Data and Data Sets; Design; Accounting Audits; Growth and Development; Globalized Firms and Management; Complexity; Technology Industry;

      Citation:

      Simons, Robert L. "Asea Brown Boveri: The ABACUS System." Harvard Business School Case 192-140, January 2000. (Revised from original May 1992 version.)
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    73. Supplement | HBS Case Collection | 2000 (Revised from original 1992 version)

      ABB: Accountability Times Two (A)

      Robert L. Simons

      Describes the complexity of setting and reconciling performance targets in a global, matrix company. The president of the Finnish industry and rail transport company has received targets from two bosses--his regional superior and his business area superior. Each has set different performance targets (financial and non-financial) which must be reconciled. In addition, a bonus scheme must be developed and approved.

      Keywords: Performance Expectations; Complexity; Multinational Firms and Management; Finland;

      Citation:

      Simons, Robert L. "ABB: Accountability Times Two (A)." Harvard Business School Supplement 192-141, January 2000. (Revised from original May 1992 version.)
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    74. Case | HBS Case Collection | 1999 (Revised from original 1996 version)

      J Boats, Inc.

      Robert L. Simons

      During the 20-year evolution of a family-owned, entrepreneurial sailboat company, two founders leverage their design and marketing skills to build one of the most recognized brands in the recreational boating industry. The founder then considers management succession and the need to improve financial planning and control systems to capitalize on brand value.

      Keywords: Corporate Entrepreneurship; Family Business; Risk Management; Financial Management; Leveraged Buyouts; Brands and Branding; Competitive Strategy; Capital Markets; Valuation; Shipping Industry; Transportation Industry;

      Citation:

      Simons, Robert L. "J Boats, Inc." Harvard Business School Case 197-015, December 1999. (Revised from original August 1996 version.)
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    75. Case | HBS Case Collection | 1999 (Revised from original 1990 version)

      MCI Communications: Planning for the 1990s

      Robert L. Simons and Hilary Weston

      Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy setting. Questions whether the nature of planning will have to change as the company passes $6 billion in sales and is faced with increasing global competition.

      Keywords: Globalization; Growth and Development; Planning; Strategic Planning; Growth Management; Business or Company Management; Competition; Alignment; Communications Industry;

      Citation:

      Simons, Robert L., and Hilary Weston. "MCI Communications: Planning for the 1990s." Harvard Business School Case 190-136, November 1999. (Revised from original March 1990 version.)
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    76. Case | HBS Case Collection | 1999 (Revised from original 1989 version)

      Automatic Data Processing: The EFS Decision

      Robert L. Simons and Hilary Weston

      Illustrates how ADP's top management uses formal planning and control systems to establish strategic boundaries for its business units. Top management has developed a detailed list of strategic criteria that ADP managers use to evaluate products and business units, as well as acquisition and divestiture candidates. Focuses on whether ADP should divest a profitable business that is drifting outside defined strategic boundaries.

      Keywords: Information Industry;

      Citation:

      Simons, Robert L., and Hilary Weston. "Automatic Data Processing: The EFS Decision." Harvard Business School Case 190-059, November 1999. (Revised from original November 1989 version.)
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    77. Background Note | HBS Case Collection | 1999 (Revised from original 1998 version)

      Note on Identifying Strategic Risk,A

      Robert L. Simons

      Outlines: 1) the sources of business risk, 2) how to assess internal risk pressures, and 3) the antecedents of misrepresentation of fraud.

      Keywords: Strategy; Risk and Uncertainty;

      Citation:

      Simons, Robert L. "Note on Identifying Strategic Risk,A." Harvard Business School Background Note 199-031, November 1999. (Revised from original December 1998 version.)
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    78. Case | HBS Case Collection | 1999 (Revised from original 1998 version)

      Hamilton Financial Investments: A Franchise Built on Trust

      Robert L. Simons and Antonio Davila

      Provides a vehicle for students to evaluate risk management in the fast-paced mutual funds industry. A new risk manager has been hired to install new management controls and procedures. A series of decisions will determine how much business and franchise risk the business will assume.

      Keywords: Risk Management; Management Teams; Managerial Roles; Forecasting and Prediction; Investment Funds; Performance Evaluation; Corporate Strategy; Change Management; Financial Services Industry; Banking Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Hamilton Financial Investments: A Franchise Built on Trust." Harvard Business School Case 198-089, November 1999. (Revised from original April 1998 version.)
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    79. Case | HBS Case Collection | 1999 (Revised from original 1990 version)

      Turner Construction Company: Project Management Control Systems

      Robert L. Simons and Hilary Weston

      After providing a brief overview of Turner Construction Co.'s structure and project work, the case gives a detailed description of its project management control system, the IOR system. In addition to explaining the mechanics of the IOR system, the case identifies the uses and benefits of the system from the perspectives of different level managers. Finally, the role of the IOR system as a decision support tool is illustrated through a specific dilemma on a project in progress.

      Keywords: Mission and Purpose; Cost Management; Performance Evaluation; Risk Management; Strategic Planning; Planning; Management Systems; Management Teams; Construction Industry;

      Citation:

      Simons, Robert L., and Hilary Weston. "Turner Construction Company: Project Management Control Systems." Harvard Business School Case 190-128, October 1999. (Revised from original March 1990 version.)
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    80. Case | HBS Case Collection | 1999 (Revised from original 1990 version)

      Mary Kay Cosmetics: Sales Force Incentives (A)

      Robert L. Simons and Hilary Weston

      Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm's only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.

      Citation:

      Simons, Robert L., and Hilary Weston. "Mary Kay Cosmetics: Sales Force Incentives (A)." Harvard Business School Case 190-103, October 1999. (Revised from original March 1990 version.)
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    81. Case | HBS Case Collection | 1999 (Revised from original 1990 version)

      Nordstrom: Dissension in the Ranks? (A)

      Robert L. Simons and Hilary Weston

      In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system that many believed to be instrumental in Nordstrom's phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.

      Keywords: Performance Consistency; Performance Evaluation; Compensation and Benefits; Motivation and Incentives; Labor Unions; Salesforce Management; Retention; Growth and Development; Industrial Products Industry; Utilities Industry;

      Citation:

      Simons, Robert L., and Hilary Weston. "Nordstrom: Dissension in the Ranks? (A)." Harvard Business School Case 191-002, October 1999. (Revised from original July 1990 version.)
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    82. Case | HBS Case Collection | 1999 (Revised from original 1996 version)

      Kidder, Peabody & Co.: Creating Elusive Profits

      Robert L. Simons and Antonio Davila

      On April 17, 1994, Kidder, Peabody & Co. announced a $350 million charge against earnings resulting from the discovery of false trading profits. That same day, the termination of Joseph Jett's employment with the company was made public. By illustrating the mechanics of bond accounting, this case describes the trading strategy that led to the creation of false profits. Failures of internal control are also discussed. The case ends by asking who was to blame.

      Keywords: History; Risk Management; Bonds; Cost vs Benefits; Media; Profit; Equity; Financial Services Industry; Public Relations Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Kidder, Peabody & Co.: Creating Elusive Profits." Harvard Business School Case 197-038, October 1999. (Revised from original December 1996 version.)
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    83. Case | HBS Case Collection | 1999 (Revised from original 1997 version)

      Citibank: Performance Evaluation

      Robert L. Simons and Antonio Davila

      Citibank has introduced a new, comprehensive performance-scorecard system. A regional president struggles with a tough decision: how to evaluate an outstanding branch manager who has scored poorly on an important customer satisfaction measure. This case provides a scoring sheet to be completed by the reader and an explanation of the ramifications of the decision for the business's strategy.

      Keywords: Performance Evaluation; Balanced Scorecard; Business Strategy; Customer Satisfaction; Performance Expectations; Decisions; Motivation and Incentives; Quality; Banking Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Citibank: Performance Evaluation." Harvard Business School Case 198-048, October 1999. (Revised from original December 1997 version.)
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    84. Teaching Note | HBS Case Collection | 1999 (Revised from original 1998 version)

      Asea Brown Boveri: The ABACUS System TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-192-140).

      Citation:

      Simons, Robert L., and Antonio Davila. "Asea Brown Boveri: The ABACUS System TN." Harvard Business School Teaching Note 198-055, July 1999. (Revised from original June 1998 version.)
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    85. Teaching Note | HBS Case Collection | 1999 (Revised from original 1987 version)

      Codman & Shurtleff, Inc.: Planning and Control System TN

      Robert L. Simons

      Teaching Note for (9-187-081).

      Keywords: Planning; System;

      Citation:

      Simons, Robert L. "Codman & Shurtleff, Inc.: Planning and Control System TN." Harvard Business School Teaching Note 188-029, July 1999. (Revised from original September 1987 version.)
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    86. Teaching Note | HBS Case Collection | 1999 (Revised from original 1987 version)

      Polysar Limited TN

      Robert L. Simons

      Teaching Note for (9-187-098).

      Citation:

      Simons, Robert L. "Polysar Limited TN." Harvard Business School Teaching Note 187-198, June 1999. (Revised from original November 1987 version.)
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    87. Case | HBS Case Collection | 1999 (Revised from original 1998 version)

      Bausch & Lomb, Inc.: Pressure to Perform

      Robert L. Simons, Alex C. Sapir '97 and Indra Reinbergs

      Bausch & Lomb is the subject of press attacks and experiences a sharp fall in stock price when management practices are exposed. Aggressive goal setting, supported by financial market expectations, is discussed as a precursor to a series of events that results in misstated financial results and angry customers. A defiant CEO stands his ground as shareholders demand his resignation. Industry and competitive data allow students to calibrate performance pressures.

      Keywords: Earnings Management; Ethics; Financial Statements; Business and Shareholder Relations;

      Citation:

      Simons, Robert L., Alex C. Sapir '97, and Indra Reinbergs. "Bausch & Lomb, Inc.: Pressure to Perform." Harvard Business School Case 198-009, June 1999. (Revised from original April 1998 version.)
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    88. Teaching Note | HBS Case Collection | 1999 (Revised from original 1999 version)

      Citibank: Performance Evaluation TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-198-048).

      Keywords: Performance Evaluation;

      Citation:

      Simons, Robert L., and Antonio Davila. "Citibank: Performance Evaluation TN." Harvard Business School Teaching Note 199-047, June 1999. (Revised from original March 1999 version.)
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    89. Teaching Note | HBS Case Collection | 1999 (Revised from original 1999 version)

      J Boats, Inc. TN

      Robert L. Simons

      Teaching Note for (9-197-015).

      Keywords: Banking Industry;

      Citation:

      Simons, Robert L. "J Boats, Inc. TN." Harvard Business School Teaching Note 199-042, June 1999. (Revised from original March 1999 version.)
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    90. Teaching Note | HBS Case Collection | 1999 (Revised from original 1991 version)

      MCI Communications: Planning for the 1990s TN

      Robert L. Simons

      Teaching Note for (9-190-136).

      Keywords: Planning; Telecommunications Industry;

      Citation:

      Simons, Robert L. "MCI Communications: Planning for the 1990s TN." Harvard Business School Teaching Note 191-200, June 1999. (Revised from original January 1991 version.)
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    91. Teaching Note | HBS Case Collection | 1999 (Revised from original 1998 version)

      Asea Brown Boveri and ABB: Accountability Times Two (A) and (B) TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-192-139), (9-192-141), and (9-192-142).

      Citation:

      Simons, Robert L., and Antonio Davila. "Asea Brown Boveri and ABB: Accountability Times Two (A) and (B) TN." Harvard Business School Teaching Note 198-054, June 1999. (Revised from original June 1998 version.)
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    92. Teaching Note | HBS Case Collection | 1999 (Revised from original 1997 version)

      Purity Steel Corporation, 1995 TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-197-082).

      Keywords: Steel Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Purity Steel Corporation, 1995 TN." Harvard Business School Teaching Note 198-038, June 1999. (Revised from original November 1997 version.)
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    93. Teaching Note | HBS Case Collection | 1999

      Hamilton Financial Investments: A Franchise Built on Trust TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-198-089).

      Keywords: Financial Services Industry; Banking Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Hamilton Financial Investments: A Franchise Built on Trust TN." Harvard Business School Teaching Note 199-059, June 1999.
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    94. Teaching Note | HBS Case Collection | 1999 (Revised from original 1991 version)

      Nordstrom: Dissension in the Ranks? (A) and (B) TN

      Robert L. Simons

      Teaching Note for (9-191-002) and (9-192-027).

      Keywords: Problems and Challenges; Retail Industry;

      Citation:

      Simons, Robert L. "Nordstrom: Dissension in the Ranks? (A) and (B) TN." Harvard Business School Teaching Note 192-026, June 1999. (Revised from original September 1991 version.)
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    95. Teaching Note | HBS Case Collection | 1999 (Revised from original 1997 version)

      Kidder, Peabody & Co.: Creating Elusive Profits TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-197-038).

      Keywords: Profit;

      Citation:

      Simons, Robert L., and Antonio Davila. "Kidder, Peabody & Co.: Creating Elusive Profits TN." Harvard Business School Teaching Note 198-036, June 1999. (Revised from original December 1997 version.)
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    96. Teaching Note | HBS Case Collection | 1999 (Revised from original 1994 version)

      Turner Construction Co.: Project Management Control Systems TN

      Robert L. Simons

      Teaching Note for (9-190-128).

      Keywords: Projects; Management; Construction Industry;

      Citation:

      Simons, Robert L. "Turner Construction Co.: Project Management Control Systems TN." Harvard Business School Teaching Note 191-124, June 1999. (Revised from original May 1991 version.)
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    97. Teaching Note | HBS Case Collection | 1999 (Revised from original 1991 version)

      Automatic Data Processing: The EFS Decision TN

      Robert L. Simons

      Teaching Note for (9-190-059).

      Keywords: Technology; Decision Making;

      Citation:

      Simons, Robert L. "Automatic Data Processing: The EFS Decision TN." Harvard Business School Teaching Note 191-170, June 1999. (Revised from original April 1991 version.)
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    98. Teaching Note | HBS Case Collection | 1999 (Revised from original 1991 version)

      Mary Kay Cosmetics: Sales Force Incentives (A) and (B) TN

      Robert L. Simons

      Teaching Note for (9-190-103) and (9-190-122).

      Keywords: Motivation and Incentives; Salesforce Management; Beauty and Cosmetics Industry;

      Citation:

      Simons, Robert L. "Mary Kay Cosmetics: Sales Force Incentives (A) and (B) TN." Harvard Business School Teaching Note 191-198, June 1999. (Revised from original April 1991 version.)
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    99. Teaching Note | HBS Case Collection | 1999 (Revised from original 1997 version)

      Becton Dickinson: Designing the New Strategic, Operational, and Financial Planning Process TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-197-014).

      Keywords: Business Strategy; Planning; Finance;

      Citation:

      Simons, Robert L., and Antonio Davila. "Becton Dickinson: Designing the New Strategic, Operational, and Financial Planning Process TN." Harvard Business School Teaching Note 198-034, June 1999. (Revised from original November 1997 version.)
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    100. Teaching Note | HBS Case Collection | 1999

      Guidant Corp.: Shaping Culture Through Systems TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-198-076).

      Keywords: Service Industry; Financial Services Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Guidant Corp.: Shaping Culture Through Systems TN." Harvard Business School Teaching Note 199-056, June 1999.
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    101. Teaching Note | HBS Case Collection | 1999

      Roy Rogers Restaurants TN

      Robert L. Simons

      Teaching Note for (9-189-100).

      Keywords: Food and Beverage Industry;

      Citation:

      Simons, Robert L. "Roy Rogers Restaurants TN." Harvard Business School Teaching Note 199-054, June 1999.
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    102. Background Note | HBS Case Collection | 1998 (Revised from original 1998 version)

      Templates for Profit Planning

      Robert L. Simons

      A one-page visual to support the key variables to be considered in building a profit plan.

      Keywords: Profit; Planning;

      Citation:

      Simons, Robert L. "Templates for Profit Planning." Harvard Business School Background Note 199-032, December 1998. (Revised from original November 1998 version.)
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    103. Case | HBS Case Collection | 1998 (Revised from original 1998 version)

      Asea Brown Boveri (Condensed)

      Robert L. Simons

      The merger of Asea AB and BBC Brown Boveri required a restructuring of operations and a change in organizational cultures. Competitive success also necessitated the benefits of scale while remaining "local" for political and customer-responsiveness reasons. The case describes these competitive pressures, which resulted in the decision to adopt a matrix organization. To be used with Asea Brown Boveri: The ABACUS System.

      Keywords: Change Management; Mergers and Acquisitions; Restructuring; Cost vs Benefits; Competitive Strategy; Organizational Change and Adaptation; Growth and Development; Performance Effectiveness; Consumer Products Industry;

      Citation:

      Simons, Robert L. "Asea Brown Boveri (Condensed)." Harvard Business School Case 199-027, December 1998. (Revised from original November 1998 version.)
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    104. Teaching Note | HBS Case Collection | 1998

      Chemalite, Inc. (B) TN

      Robert L. Simons and Antonio Davila

      Teaching Note for (9-195-130).

      Keywords: Financial Services Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Chemalite, Inc. (B) TN." Harvard Business School Teaching Note 198-120, June 1998.
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    105. Supplement | HBS Case Collection | 1998 (Revised from original 1991 version)

      Nordstrom: Dissension in the Ranks? (B)

      Robert L. Simons and Hilary Weston

      Presents a follow-up to the (A) case.

      Keywords: Rank and Position; Conflict and Resolution; Consumer Products Industry; Apparel and Accessories Industry;

      Citation:

      Simons, Robert L., and Hilary Weston. "Nordstrom: Dissension in the Ranks? (B)." Harvard Business School Supplement 192-027, April 1998. (Revised from original July 1990 version.)
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    106. Case | HBS Case Collection | 1997

      Making the Grade (A)

      Robert L. Simons

      Focuses on the dilemma of a young professor at a graduate school of business. He must decide what final grade to give a student who has worked extremely hard, but he is constrained by the school's "forced curve" grading policy. Designed to explore the multiple purposes of performance measurement (motivation, evaluation, early warning) and the assumptions that underlie performance management systems.

      Keywords: Design; Management Systems; Performance Evaluation; Motivation and Incentives; Education Industry;

      Citation:

      Simons, Robert L. "Making the Grade (A)." Harvard Business School Case 198-083, December 1997.
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    107. Case | HBS Case Collection | 1997

      Making the Grade (B)

      Robert L. Simons

      Supplements the (A) case.

      Keywords: Education Industry;

      Citation:

      Simons, Robert L. "Making the Grade (B)." Harvard Business School Case 198-084, December 1997.
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    108. Case | HBS Case Collection | 1996

      Automatic Data Processing: The EFS Decision (Abridged)

      Robert L. Simons

      The managing director of one of ADP's divisions must recommend whether to divest, harvest, or grow the division. Recent performance has been excellent and the near-term outlook for profitability is very promising. Despite some strategic concerns, the strong financial performance and near-term prospects seem to suggest continued support of the division.

      Keywords: Business Divisions; Success; Performance Expectations; Strategic Planning; Strategy;

      Citation:

      Simons, Robert L. "Automatic Data Processing: The EFS Decision (Abridged)." Harvard Business School Case 197-018, September 1996.
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    109. Case | HBS Case Collection | 1996

      Automatic Data Processing: The List

      Robert L. Simons

      Citation:

      Simons, Robert L. "Automatic Data Processing: The List." Harvard Business School Case 197-019, September 1996.
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    110. Background Note | HBS Case Collection | 1996 (Revised from original 1995 version)

      Preparing and Using the Statement of Cash Flows

      Robert L. Simons and Antonio Davila

      Explains the concepts and procedures behind the statement of cash flows. Presents an overview of the reporting objectives of this report, and describes in detail the preparation of the cash flow statement using both the indirect method and the direct method. A complete numerical example is presented. Financial analysis techniques using the cash flow statement are also described. A rewritten version of an earlier note.

      Keywords: Financial Statements; Cash Flow;

      Citation:

      Simons, Robert L., and Antonio Davila. "Preparing and Using the Statement of Cash Flows." Harvard Business School Background Note 196-108, June 1996. (Revised from original September 1995 version.)
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    111. Case | HBS Case Collection | 1995 (Revised from original 1994 version)

      Chemalite, Inc. (B): Cash Flow Analysis

      Robert L. Simons and Antonio Davila

      Students are asked to use actual and pro forma financial statements to prepare a statement of cash flows under both the direct and indirect method.

      Keywords: Cash Flow; Financial Statements; Accounting; Cost Management; Financial Strategy; Financial Management; Financial Services Industry;

      Citation:

      Simons, Robert L., and Antonio Davila. "Chemalite, Inc. (B): Cash Flow Analysis." Harvard Business School Case 195-130, August 1995. (Revised from original September 1994 version.)
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    112. Background Note | HBS Case Collection | 1995 (Revised from original version)

      Financial Reporting and Control, Course Overview

      Robert L. Simons and Antonio Davila

      Keywords: Financial Reporting;

      Citation:

      Simons, Robert L., and Antonio Davila. "Financial Reporting and Control, Course Overview." Harvard Business School Background Note 195-117, July 1995. (Revised from original August 1994 version.)
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    113. Case | HBS Case Collection | 1994

      AB SKA (Sweden)

      David F. Hawkins, V.G. Narayanan and Robert L. Simons

      A senior manager faces three accounting and control decisions related to a new R&D project: to expense or capitalize, how to implement management control over the R&D function, and how to use activity-based cost drivers for product costing.

      Keywords: Activity Based Costing and Management; Management Practices and Processes; Cost Accounting; Cost Management; Research and Development; Sweden;

      Citation:

      Hawkins, David F., V.G. Narayanan, and Robert L. Simons. "AB SKA (Sweden)." Harvard Business School Case 195-180, December 1994.
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    114. Case | HBS Case Collection | 1993 (Revised from original version)

      General Electric: Compliance Systems

      Robert L. Simons

      After General Electric (GE) is indicted in 1985 for defrauding the Department of Defense, Chairman John F. Welch takes dramatic steps to prevent a recurrence. This case documents the new systems and procedures that are put in place to ensure that all GE employees are aware of the boundaries of acceptable behavior. Closes with a discussion of the benefits and costs of Welch's approach. A follow-up to General Electric: Valley Forge (A--H). Facts and Figures on Defense Procurement is intended to be used as supplementary reading in teaching this case.

      Keywords: Policy; Contracts; Business or Company Management; Communication; Business History; Behavior; Boundaries; Management Style; Cost Management; Electronics Industry;

      Citation:

      Simons, Robert L. "General Electric: Compliance Systems." Harvard Business School Case 189-081, June 1993. (Revised from original January 1989 version.)
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    115. Supplement | HBS Case Collection | 1992 (Revised from original 1990 version)

      Mary Kay Cosmetics: Sales Force Incentives (B)

      Robert L. Simons

      Details the changes made to the VIP automobile plan.

      Keywords: Motivation and Incentives; Salesforce Management; Beauty and Cosmetics Industry;

      Citation:

      Simons, Robert L. "Mary Kay Cosmetics: Sales Force Incentives (B)." Harvard Business School Supplement 190-122, March 1992. (Revised from original March 1990 version.)
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    116. Case | HBS Case Collection | 1992 (Revised from original version)

      USA Today

      Robert L. Simons

      USA Today is a national newspaper struggling to achieve profitability. This case focuses on the use of management control systems to identify emerging opportunities and the formulation of new strategies. The interactive system used by top managers--the Friday Packet--is described and illustrated in exhibits. Top managers use this system to focus organizational attention on the critical uncertainties of the business. Provides examples of how new strategies emerge from the dialogue that is generated by the interactive control system.

      Keywords: Strategy; Competitive Advantage; Management Analysis, Tools, and Techniques; Managerial Roles; Forecasting and Prediction; Growth and Development Strategy; Risk Management; Labor and Management Relations; Organizational Change and Adaptation; Risk and Uncertainty; Journalism and News Industry; United States;

      Citation:

      Simons, Robert L. "USA Today." Harvard Business School Case 191-004, March 1992. (Revised from original January 1991 version.)
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    117. Teaching Note | HBS Case Collection | 1992 (Revised from original version)

      USA Today, Teaching Note

      Robert L. Simons

      Teaching Note for (9-191-004).

      Keywords: Media and Broadcasting Industry;

      Citation:

      Simons, Robert L. "USA Today, Teaching Note." Harvard Business School Teaching Note 191-194, March 1992. (Revised from original May 1991 version.)
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    118. Teaching Note | HBS Case Collection | 1992 (Revised from original version)

      General Electric: Compliance Systems, Teaching Note

      Robert L. Simons

      Teaching Note for (1-189-081).

      Keywords: System; Governance Compliance;

      Citation:

      Simons, Robert L. "General Electric: Compliance Systems, Teaching Note." Harvard Business School Teaching Note 190-051, February 1992. (Revised from original October 1989 version.)
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    119. Teaching Note | HBS Case Collection | 1992 (Revised from original version)

      Central Maine Power Co.: Goals and Objectives Program (A) and (B), Teaching Note

      Robert L. Simons

      Keywords: Programs; Goals and Objectives; Energy Industry; Maine;

      Citation:

      Simons, Robert L. "Central Maine Power Co.: Goals and Objectives Program (A) and (B), Teaching Note." Harvard Business School Teaching Note 191-176, February 1992. (Revised from original April 1991 version.)
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    120. Teaching Note | HBS Case Collection | 1992 (Revised from original version)

      IBM Corp: ""Make It Your Business"" (A) and (B), Teaching Note

      Robert L. Simons

      Teaching Note for (9-190-137) and (9-190-138).

      Keywords: Manufacturing Industry; Consumer Products Industry;

      Citation:

      Simons, Robert L. IBM Corp: ""Make It Your Business"" (A) and (B), Teaching Note. Harvard Business School Teaching Note 191-171, February 1992. (Revised from original March 1991 version.)
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    121. Teaching Note | HBS Case Collection | 1992 (Revised from original version)

      Marriott Corp.: The Internal Audit Function, Teaching Note

      Robert L. Simons

      Keywords: Accounting Audits; Accommodations Industry;

      Citation:

      Simons, Robert L. "Marriott Corp.: The Internal Audit Function, Teaching Note." Harvard Business School Teaching Note 191-193, February 1992. (Revised from original May 1991 version.)
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    122. Case | HBS Case Collection | 1992 (Revised from original version)

      Marriott Corp.: The Internal Audit Function

      Robert L. Simons

      Keywords: Accounting Audits; Accommodations Industry;

      Citation:

      Simons, Robert L. "Marriott Corp.: The Internal Audit Function." Harvard Business School Case 191-007, January 1992. (Revised from original October 1990 version.)
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    123. Background Note | HBS Case Collection | 1991 (Revised from original version)

      Facts and Figures on Defense Procurement: The Department of Defense and Defense Procurement, An Overview

      Robert L. Simons

      Provides statistics and other factual information on the Department of Defense procurement process, DOD expenditures, market share segmentation, the variety of contract types, and the role of the Defense Contract Audit Agency.

      Keywords: National Security;

      Citation:

      Simons, Robert L. "Facts and Figures on Defense Procurement: The Department of Defense and Defense Procurement, An Overview." Harvard Business School Background Note 190-060, June 1991. (Revised from original November 1989 version.)
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    124. Teaching Note | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (A)--(H), Teaching Note

      Robert L. Simons

      Teaching Note for (1-189-009--013), (1-189-015), and (1-189-016).

      Keywords: Consumer Products Industry; Manufacturing Industry; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (A)--(H), Teaching Note." Harvard Business School Teaching Note 190-050, June 1991. (Revised from original October 1989 version.)
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    125. Case | HBS Case Collection | 1991 (Revised from original version)

      IBM Corp.: ""Make It Your Business"" (A)

      Robert L. Simons

      In 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system in use under the old strategy. Concludes with a discussion of the reasons why the new strategy cannot be implemented without changing the sales planning and quota systems. The challenge for students is to design new systems to support IBM's market-driven strategy.

      Keywords: Commercialization; Competitive Advantage; Business Strategy; Goals and Objectives; Strategic Planning; Motivation and Incentives; Sales; Volatility; System; Information Technology Industry;

      Citation:

      Simons, Robert L. IBM Corp.: ""Make It Your Business"" (A). Harvard Business School Case 190-137, June 1991. (Revised from original March 1990 version.)
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    126. Teaching Note | HBS Case Collection | 1991

      American Red Cross Blood Services: Northeast Region, Teaching Note

      Robert L. Simons

      Teaching Note for (9-190-078).

      Keywords: Medical Devices and Supplies Industry; Health Industry; North and Central America;

      Citation:

      Simons, Robert L. "American Red Cross Blood Services: Northeast Region, Teaching Note." Harvard Business School Teaching Note 191-167, May 1991.
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    127. Case | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (A)

      Robert L. Simons

      A series of eight vignette cases designed to be taught in one classroom session. This case describes a potential problem in the way that General Electric has billed the government under a large defense contract. Designed to allow students to discuss what actions top managers and the Department of Defense should take at each step in the proceedings. Sets the stage for the follow-up case, General Electric: Compliance Systems. Facts and Figures on Defense Procurement is intended to be used as supplementary reading in teaching this case.

      Keywords: Government Administration; Contracts; Policy; Accounting; Management Teams; Business and Government Relations; Industrial Products Industry;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (A)." Harvard Business School Case 189-009, April 1991. (Revised from original January 1989 version.)
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    128. Supplement | HBS Case Collection | 1991 (Revised from original version)

      Central Maine Power Co.: Goals and Objectives Program (B)

      Robert L. Simons

      Keywords: Goals and Objectives; Programs; Utilities Industry; Maine;

      Citation:

      Simons, Robert L. "Central Maine Power Co.: Goals and Objectives Program (B)." Harvard Business School Supplement 190-105, April 1991. (Revised from original February 1990 version.)
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    129. Case | HBS Case Collection | 1991 (Revised from original version)

      Central Maine Power Co.: Goals and Objectives Program (A)

      Robert L. Simons

      Keywords: Mission and Purpose; Utilities Industry; Maine;

      Citation:

      Simons, Robert L. "Central Maine Power Co.: Goals and Objectives Program (A)." Harvard Business School Case 190-065, April 1991. (Revised from original February 1990 version.)
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    130. Case | HBS Case Collection | 1991 (Revised from original version)

      American Red Cross Blood Services: Northeast Region

      Robert L. Simons

      Recounts the financial difficulties and management changes experienced by American Red Cross Blood Services: Northeast Region (NER) during the 1980s. After summarizing industry-wide changes in the collection, testing, and distribution of blood and blood products, the case describes the way in which NER management responded to those changes. The types of changes highlighted include: the transition from non-financial to financial planning and monitoring systems; organizational restructuring; increased dissemination of financial information among line management; and conversion to a cost accounting system based on cost center accountability. The primary teaching objective is to illustrate both the need for and the challenges of changing management control systems in response to changes in an organization's marketplace and strategy. The case reveals various factors that must be considered to implement major control changes including management training, differing management styles, information systems capabilities, corporate culture, and a continually changing market.

      Keywords: Change Management; Budgets and Budgeting; Financial Management; Restructuring; Health; SWOT Analysis; Social Enterprise; Marketplace Matching; Management Style; Organizational Culture; Organizational Change and Adaptation; Medical Devices and Supplies Industry; Health Industry; North and Central America;

      Citation:

      Simons, Robert L. "American Red Cross Blood Services: Northeast Region." Harvard Business School Case 190-078, March 1991. (Revised from original January 1990 version.)
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    131. Supplement | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (B)

      Robert L. Simons

      Supplements General Electric: Valley Forge (A).

      Keywords: Manufacturing Industry; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (B)." Harvard Business School Supplement 189-010, February 1991. (Revised from original January 1989 version.)
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    132. Supplement | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (D)

      Robert L. Simons

      Supplements General Electric: Valley Forge (A).

      Keywords: Manufacturing Industry; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (D)." Harvard Business School Supplement 189-012, February 1991. (Revised from original January 1989 version.)
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    133. Supplement | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (E)

      Robert L. Simons

      Supplements General Electric: Valley Forge (A).

      Keywords: Manufacturing Industry; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (E)." Harvard Business School Supplement 189-013, February 1991. (Revised from original January 1989 version.)
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    134. Supplement | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (G)

      Robert L. Simons

      Supplements General Electric: Valley Forge (A).

      Keywords: Manufacturing Industry; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (G)." Harvard Business School Supplement 189-015, February 1991. (Revised from original January 1989 version.)
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    135. Supplement | HBS Case Collection | 1991 (Revised from original version)

      General Electric: Valley Forge (H)

      Robert L. Simons

      See General Electric: Valley Forge (A).

      Keywords: Manufacturing Industry; Pennsylvania;

      Citation:

      Simons, Robert L. "General Electric: Valley Forge (H)." Harvard Business School Supplement 189-016, February 1991. (Revised from original January 1989 version.)
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    136. Background Note | HBS Case Collection | 1991 (Revised from original version)

      Rethinking the Role of Systems in Controlling Strategy

      Robert L. Simons

      Keywords: System; Strategy;

      Citation:

      Simons, Robert L. "Rethinking the Role of Systems in Controlling Strategy." Harvard Business School Background Note 191-091, January 1991. (Revised from original November 1990 version.)
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    137. Supplement | HBS Case Collection | 1990 (Revised from original version)

      IBM Corp.: ""Make It Your Business"" (B)

      Robert L. Simons

      Reveals the system changes that IBM adopted. Designed as an in-class handout after discussion of the (A) case.

      Keywords: System; Change; Computer Industry;

      Citation:

      Simons, Robert L. IBM Corp.: ""Make It Your Business"" (B). Harvard Business School Supplement 190-138, April 1990. (Revised from original March 1990 version.)
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    Presentations

    1. Conference Presentation | 17 Oct 2011

      The Business of Business Schools

      Robert L. Simons

      Keywords: Higher Education;

      Citation:

      Simons, Robert L. "The Business of Business Schools." Paper presented at the Accounting Seminar Series, October 17, 2011.
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    2. Conference Presentation | 01 Sep 2011

      Seven Strategy Questions

      Robert L. Simons

      Keywords: Strategy;

      Citation:

      Simons, Robert L. "Seven Strategy Questions." Paper presented at the HBS Alumni Event, September 01, 2011.
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    3. Conference Presentation | 01 Mar 2011

      Seven Strategy Questions

      Robert L. Simons

      Keywords: Strategy;

      Citation:

      Simons, Robert L. "Seven Strategy Questions." Paper presented at the Harvard Business Review Webinar, March 01, 2011.
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