News & Highlights

  • April 2017
  • Alumni News

Bringing Markets to Myanmar

For 25 years, David Brunell (MBA 1962) has worked in private sector development all over the world, transforming centralized economies to market-based economies in 20 different countries, including Zambia, Vietnam, and Pakistan. His most recent work was with the government of Myanmar, which recently emerged from decades of military rule with a planned economy. Bulletin editor Dan Morrell talked to David about his experience in Myanmar, and what the process of private sector development looks like at the ground level.
  • February 2017
  • ALUMNI NEWS

Shaping Singapore - Conducting an Urban Symphony

Currently CEO of Singapore’s Housing and Development Board (and a former CEO of its Urban Redevelopment Authority), Koon Hean Cheong (AMP 173, 2007) was the first Asian to be awarded the Urban Land Institute’s J.C. Nichols Prize for Visionaries in Urban Development.

New Research on the Region

  • April 2017
  • Case

China Construction Bank's Transformation

By: Krishna G. Palepu and Nancy Hua Dai

On March 29, 2017, Wang Hongzhang, Chairman of China Construction Bank, was considering the next steps in the bank’s transformation. In the challenging backdrop of economic slowdown, deep structure adjustment, interest rate liberalization, entry of financial players from the Fintech sector and rising customer demands for better value and service, the bank started transformation in 2012 towards integration, multi-functional service, intensive development, innovative bank and smart bank. Despite the progress the bank had achieved, Wang wondered whether the transformation of the bank had positioned it well to cope with the current and future challenges that the Chinese banking sector faced.

  • April 2017
  • Case

China Hospitals Inc.: The Growth of Private Hospitals in China

By: Kevin Schulman, Xiao Yu and Ariel Hwang

This case examines the privatization of hospitals in China. China Hospitals, Inc. has become the largest for-profit hospital company in China, purchasing government owned hospitals in Tier 2 cities. The case profiles CEO Frank Hu. To build his company, he has to navigate a tricky political landscape between local, provincial and the national governments. As the market evolves, he develops a hub and spoke strategy for this organization based on a hub at Puyang Hospital. The case places these activities in context with a rich appendix examining the evolving insurance system in China.

  • April 2017
  • Case

Yushan Bicycles: Learning to Ride Abroad

By: Christopher A. Bartlett and Paul S. Myers

Yushan Bicycles, one of Taiwan's leading bicycle manufacturers, is pursuing an international expansion strategy by increasing demand for its range of traditional and electric bicycles and shifting its product mix toward higher-margin models sold through specialty bicycle retail shops. However, the manager of its new Australian subsidiary has taken a different approach that focuses on selling lower-priced models through large sporting-goods retailers. The manager's strategy has yielded disappointing financial results so far, and he and company executives disagree on the cause and next steps. The Yushan case was specifically developed for international management and international business courses, but it can also be used in competitive strategy, corporate strategy, and general management programs. It is especially useful for analyzing situations in which issues of strategy, organization, and management converge.

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Hong Kong Staff

Kitty Chow
Executive Secretary
Dawn Lau
Senior Researcher
Shu Lin
Researcher
Connie Yeung
Office Manager
Anthony Woo
Researcher

Shanghai Staff

Jingsheng Huang
Managing Director and Executive Director, Harvard Center Shanghai
Nancy Dai
Assistant Director for Research
Tracy Qin
Administrative Coordinator
Jennifer Tang
Program Coordinator
Vina Tang
Assistant Program Manager

Singapore Staff

Essie Alamsyah
Senior Researcher