News & Highlights

  • October 2016
  • Events

European Advisory Board Meeting, Boston

HBS’ regional advisory boards are made up of local leaders from business, academia, and government, many of them HBS alumni, and provide invaluable counsel and support for our research and other student and alumni facing activities in the regions. The most recent annual meeting of our European Advisory board coincided with HBS’ 6th Biennal International Research Symposium to which over 100 of our global advisory board members were gathering on campus. Board members from all over the world could connect in common parts of the program and were then regrouping per region. Hosted by the Faculty Chair for Europe Professor Ramon Casadesus-Masanell the European meeting focused on how to connect the School to Europe in a way that serves our research and educational objectives, while providing value to the region, and featured updates on the school’s activities by ERC Executive Director Vincent Dessain and HBR Group Publisher Joshua Macht.
  • October 2016
  • Events

Alumni Event with University President Drew G. Faust, Berlin

Speaking at the Deutsches Historisches Museum, University President Drew G. Faust discussed Harvard’s societal role as a modern research university in front of alumni and Harvard supporters in Berlin, Germany. Beyond Faust’s remarks, the event also featured a discussion between Harvard professors. Mary Sarotte ’88, a visiting professor from Germany, led a panel on global migration with Juliette Kayyem ’91, a lecturer at the Harvard Kennedy School, and Werner Sollors, an English professor. In addition to the Alumni Association, several Harvard clubs in Germany sponsored the event, including the Harvard Club of Berlin, the Harvard Club of Hamburg, the Harvard Club of Munich, the Harvard Club of Rhein-Main, and the Harvard Club of Rhein-Ruhr.

New Research on the Region

  • February 2017
  • Teaching Material

JCDecaux, 2016: Global Leader ... Again

By: John R. Wells and Gabriel Ellsworth

In 2016, JCDecaux was number one in the world in outdoor advertising. This was a far cry from the situation in 2003; at that time, JCDecaux had been unseated by Clear Channel from the number-one spot that it had held for decades, and it was fighting for second place with OUTFRONT (then owned by Viacom). Over the 12 intervening years, JCDecaux had doubled in size, building leadership positions in China, Japan, Latin America, Africa, and Russia, and in 2010, it had passed Clear Channel to lead the industry once more. Now, co-CEOs Jean-François Decaux and Jean-Charles Decaux were looking for new ways and new places to grow. After the company overtook Clear Channel in 2010, Jean-François had indicated that he believed that another doubling in size was feasible, but it would probably take a major acquisition to do so. And JCDecaux faced more pressing short-term issues. The contract for London bus shelters that the company had won with much fanfare in August 2015 was behind schedule. Originally intended to showcase JCDecaux’s digital capabilities, the project was rolling out much more slowly than planned. To make matters worse, the United Kingdom’s June 2016 “Brexit” vote to leave the European Union cast a shadow over the project, and the markets reacted negatively. By the start of November, JCDecaux’s share price had fallen 21% since the beginning of the year. Just what the economic uncertainty of Brexit would mean for global outdoor advertising in general, and U.K. outdoor advertising in particular, was not clear. Doubling in size in such an environment appeared a daunting task.

  • January 2017
  • Case

Medtronic: Making the Big Leap Forward (A)

By: William W. George and Monica Baraldi

In 2014, Medtronic was about to execute a $50 billion acquisition of Ireland-based Covidien. Medtronic CEO Omar Ishrak was committed to building the largest medical technology company in the world while broadening its ability to fulfill its mission of “alleviating pain, restoring health, and extending life” for millions more patients every year. The acquisition plan might change when, in September 2014, U.S. Secretary Jacob Lew issued new rules for American companies seeking to change their legal domicile through mergers with foreign companies – so-called tax inversion. Should Medtronic proceed with the acquisition? What would be the challenges of integration for both organizations?

  • January 2017
  • Teaching Material

Medtronic: Making the Big Leap Forward (B)

By: William W. George and Monica Baraldi

On December 1, 2014, Medtronic announced that it had completed a $17 billion bond sale to finance the Covidien acquisition, officially completed on January 26, 2015. Medtronic’s legal headquarters moved to Ireland, while its operational headquarters remained in Minneapolis, Minnesota. In this case study, Medtronic CEO Omar Ishrak reflects back on the integration progress since the deal’s completion and offers his perspective as a global leader.

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Paris Staff

Vincent Dessain
Executive Director, Harvard Business School Europe Research Center
Daniela Beyersdorfer
Associate Director, Research and Administration
Emilie Billaud
Research Associate and Manager, Reporting and Special Projects
Elena Corsi
Assistant Director
Pietro De Agostini
Executive Assistant
Federica Gabrieli
Research Assistant
Tonia Junker
Research Associate
Jerome Lenhardt
Research Associate
Kristina Maslauskaite
Research Associate
Emer Moloney
Research Associate
Jan Pianca
Assistant Director, Educational Programs
Oksana Sichi
Manager of Administration