Samsung Electronics: TV in an Era of Convergence
From the late 1990s to 2006/2007, Samsung Electronics moved from one of 170 TV manufacturers to gain dominant TV market share year over year from 2007-2013. As digital technologies increasingly converged in 2013-2014, the industry faced new questions: What was the future of TV? The case considers Samsung Electronics TV Group's product development processes, as the company's mobile and TV offerings increasingly converged and consumer demands and behavior pushed the historically clear boundaries of product, content, engagement and interaction.
Keywords: Digital Innovation;
Innovation and Invention;
Innovation and Management;
Lakhani, Karim, Marco Iansiti, and Kerry Herman. "Samsung Electronics: TV in an Era of Convergence." Harvard Business School Case 614-034, March 2014. (Revised March 2014.)
Do Leaders Matter? Natural Experiment and Quantitative Case Study of Indian State Owned Laboratories
Our study is one of the first natural experiments around the role of leaders in the context of firms. Also while most prior natural experiments around leadership in the policy world have exploited the death of the leader, we exploit an alternate exogenous shock – rigid bureaucratic rules that constrain the appointment of leaders to 42 Indian public R&D labs with 12,500 employees. The bureaucratic rules ensure that the timing of leadership change is uncorrelated with observable or unobservable firm level characteristics. This enables us to circumvent the issues related to the use of manager fixed effects in the prior empirical literature. Efforts to incentivize individual employees to file and license patents did not meet with immediate success. However patenting and licensing both increased once leaders at individual labs were replaced.
Strava is a new fast-growing social network for the avid cyclist and runner. The Strava case traces the entrepreneurial journey of two serial entrepreneurs who have been co-founders in a prior venture, and who have co-founded Strava 3 years ago. The protagonists must decide whether or not to accept the Series A investment terms from their venture capitalists.
Keywords: entrepreneurship, cycling, biking, running, sports, technology, mobile app, mobile, gps, motivation, behavioral science, founders, term sheet, investment, terms, silicon valley, lifestyle, Strava, financing, fundraising, angel, valuation, growth, forecast;
Forecasting and Prediction;
Decision Choices and Conditions;
Collaborative Innovation and Invention;
Innovation and Management;
Growth and Development Strategy;
Consumer Products Industry;
Web Services Industry;
Lassiter, Joseph B., III, William A. Sahlman, and Sid Misra. "Strava." Harvard Business School Case 814-055, February 2014.
Hospital Clínic de Barcelona
Keywords: health care;
Bohmer, Richard M.J., Daniela Beyersdorfer, and Jaume Ribera. "Hospital Clínic de Barcelona." Harvard Business School Case 614-058, February 2014.
Go Beyond Investing
In 2013, Brigitte Baumann, founder of the Pan-European angel investing provider Go Beyond Investing, reflected on the evolution of her venture and the way forward. Her company, which offered deal flow and training to novice and experienced angel investors and ran investor groups in several European countries, had reached a critical size, and Baumann needed to make a strategic decision to ensure its future growth in an industry that was undergoing rapid competitive and regulatory change. Her options required a decision on whether to keep her venture independent, and use a financing round to grow and scale it to a European leader in early stage investing, or whether to cash out and/or have it evolve more quickly through a partnership or sale. Possibilities included a future sale to a private bank that was looking for ways to expand their investment offerings for high net worth individuals, or joining forces with one of the emerging crowdfunding networks that targeted small investors. All of these options would require adjustments to Go Beyond Investing’s strategy, capabilities, financing, and organizational structure.
Business or Company Management;
Financial Services Industry;
Applegate, Lynda, Vincent Dessain, Emilie Billaud, and Daniela Beyersdorfer. "Go Beyond Investing." Harvard Business School Case 814-046, February 2014.
The Kursk Submarine Rescue Mission
The Kursk, a Russian nuclear-powered submarine sank in the relatively shallow waters of the Barents Sea in August 2000, during a naval exercise. Numerous survivors were reported to be awaiting rescue, and within a week, an international rescue party gathered at the scene, which had possessed between them all that was needed for a successful rescue. Yet they failed to save anybody. Based on the recollections and daily situational reports of Commodore David Russell, who headed the Royal Navy’s rescue mission, the case explores how and why this failure –a classic coordination failure - occurred. The Kursk rescue mission also illustrates the challenges of pluralistic risk and disaster management, and asks students to consider how to bring about solutions in the face of pluralistic risk issues, such as the depletion of natural resources and many other disasters, when multiple parties with competing and often conflicting values and expertise have to learn to coordinate and establish a virtual, well-aligned organization.
Keywords: Risk Management;
Cross-Cultural and Cross-Border Issues;
MIT Mystery Hunt: The Answer is Secondary
The MIT Mystery Hunt is an annual puzzle-based scavenger hunt at MIT. It is run every year by a different team, and every year is slightly different as teams try new ideas and decide whether to keep or ignore new ideas from previous years. As the Mystery Hunt has grown, organizers face the challenge of balancing efficient administration while keeping it free of excessive administration.
MIT Mystery Hunt;
Innovation and Invention;
Collaborative Innovation and Invention;
Henry Schein: Doing Good by Doing Well?
Henry Schein Inc., a distributor of supplies to dentist, physician, and veterinary practices, had sales approaching $9 billion and employed nearly 16,000 people. The company had experienced impressive growth under the leadership of Stanley Bergman and his executive team, many of whom had been with Schein for decades. Besides organic growth, the company relied heavily on acquiring small family-owned businesses to grow, both inside the U.S., and abroad. Bergman and his team invested a great deal of their time on building and sustaining a culture based on care and respect and considered it pivotal to the company's success and a key competitive advantage.
The case explores the principles behind Schein's culture and presents challenges to maintaining the culture as the company continues to expand internationally, including its goal to be the first national distributor of dental supplies in China. At the same time, Schein was evolving from being primarily a logistics company with a value-added services component to becoming a company with a primary focus on value-added services and the sale of specific products that the company might need to manufacture directly.
As Schein moved into new market segments and new executives were brought in, a new challenge to the culture would be posed.
Mergers ＆ Acquisitions;
health care industry;
Healthcare Logistics Industry;
Selection and Staffing;
Corporate Social Responsibility and Impact;
Medical Devices and Supplies Industry;
Atlanta Schools: Measures to Improve Performance
The widespread cheating scandal that rocked the Atlanta public school system in 2013 illustrates how high-stakes performance pressure, without sufficient risk controls, can drive dangerous behavior. After becoming superintendent of the low-income and academically struggling Atlanta, Georgia, school system in 1999, Beverly Hall implemented new measurement systems—many of them derived from business best practices—to motivate and evaluate the performance of teachers and principals. Educators whose students performed well on standardized tests received bonuses and public recognition; educators whose students fell short received reprimands, warnings, and eventually termination. With so much riding on “meeting the numbers,” teachers and principals began taking drastic steps, including collaborating to change students’ test answers while intimidating colleagues who threatened to expose the deception. As Atlanta students’ (fabricated) test scores soared, leaders in business and politics praised Beverly Hall’s data-driven approach for transforming a lagging school system into a model of success. More than a decade into Hall’s tenure, multiple investigations finally exposed the scandal in Atlanta—and its terrible impact on the district’s students. (For instructors who want to inject some extra energy, and fun, in the classroom, this case study provides material for students to stage skits in front of the class to illustrate how and why the cheating occurred.)
Keywords: ＂＂Atlanta, education, test, testing, standardized test, standardized testing, No Child Left Behind, NCLB, cheating, performance pressure, measurement, incentives, Atlanta Public Schools＂leadership, ethics;
Georgia (state, US);
Simons, Robert, and Natalie Kindred. "Atlanta Schools: Measures to Improve Performance." Harvard Business School Case 114-001, December 2013. (Revised February 2014.)
How Google Sold Its Engineers on Management
High-performing knowledge workers often question whether managers actually contribute much, especially in a technical environment. Until recently, that was the case at Google, a company filled with self-starters who viewed management as more destructive than beneficial and as a distraction from "real work." But when Google's people analytics team examined the value of managers, applying the same rigorous research methods the company uses in its operations, it proved the skeptics wrong. Mining data from employee surveys, performance reviews, and double-blind interviews, the team verified that managers indeed had a positive impact. It also pinpointed exactly how, identifying the eight key behaviors of great Google managers. In this article, I describe how Google has incorporated the detailed findings from the research into highly specific, concrete guidelines; classes; and feedback reports that help managers hone their essential skills. Because these tools were built from the ground up, using the staff's own input, they've been embraced by Google employees. Managers say that they've found their training to be invaluable, and managers' ratings from direct reports have steadily risen across the company.
human resource management;
Talent and Talent Management;