Komatsu Ltd. and Project G (A)

Christopher A. Bartlett; Robert W. Lightfoot

Case | HBS Case Collection | September 1994 (Revised May 1997)

Komatsu Ltd. and Project G (A)

by Christopher A. Bartlett and Robert W. Lightfoot

Keywords: Projects; Japan;

Format: Print

14 pages

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Bartlett, Christopher A., and Robert W. Lightfoot. "Komatsu Ltd. and Project G (A)." Harvard Business School Case 395-001, September 1994. (Revised May 1997.)

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Case | HBS Case Collection | September 1994 (Revised December 1994)

Komatsu Ltd. and Project G (B)

Christopher A. Bartlett and Robert W. Lightfoot

Citation:
Bartlett, Christopher A., and Robert W. Lightfoot. "Komatsu Ltd. and Project G (B)." Harvard Business School Case 395-002, September 1994. (Revised December 1994.) View Details

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Case | HBS Case Collection | September 1994 (Revised January 1995)

Komatsu Ltd. and Project G (C)

Christopher A. Bartlett and Robert W. Lightfoot

Keywords: Japan;

Citation:
Bartlett, Christopher A., and Robert W. Lightfoot. "Komatsu Ltd. and Project G (C)." Harvard Business School Case 395-003, September 1994. (Revised January 1995.) View Details

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Case | HBS Case Collection | October 1997 (Revised March 1998)

Komatsu Ltd.: Project G's Globalization

Christopher A. Bartlett

This case describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of resources and capabilities into a new, more diverse business base. Details efforts to build and acquire foreign operations, to specialize and integrate overseas units, to expand responsibilities of offshore operations, and to localize management.

Keywords: Change Management; Construction; Asset Pricing; Investment Portfolio; Global Strategy; Leadership; Resource Allocation; Risk Management; Expansion; Manufacturing Industry; Japan;

Citation:
Bartlett, Christopher A. "Komatsu Ltd.: Project G's Globalization." Harvard Business School Case 398-016, October 1997. (Revised March 1998.) View Details

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The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Teaching Note | HBS Case Collection | June 1995 (Revised September 2019)

Richardson Sheffield

Christopher A. Bartlett and Ashish Nanda

This note was prepared to aid instructors in the use of "Richardson Sheffield," HBS No. 392-089. The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline. After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm. The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Keywords: Development; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

Citation:

Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Teaching Note 395-212, June 1995. (Revised September 2019.) View Details

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Describes the entrepreneurial leadership of Jack Manning Bancroft (JMB), a young Indigenous Australian university student who created the Australian Indigenous Mentoring Experience (AIME), a nonprofit organization he formed to respond to the problem of Indigenous high school students completing high school at less than half the rate of non-Indigenous students. The case traces the strategic, organizational, and cultural challenges JMB faced in building an organization that eventually offered mentoring partnerships to 8,000 Indigenous students in 350 high schools throughout Australia. Furthermore, the AIME students were completing school and going on to university at the same rate as non-Indigenous students. The case concludes as JMB contemplates taking his successful, sophisticated model to the United States.

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Komatsu Ltd. and Project G (A)

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