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• Case | HBS Case Collection | September 2019

  Gun Safety in America: Three Leaders Propose Innovative Solutions

  Rosabeth M. Kanter and Joseph Paul

  Gun violence was a significant problem in America. Three Harvard Advanced Leadership Initiative Fellows Christy Wood, Russell Sternlicht, and Gareth Glaser each decided to do something about gun safety. They each used their professional and leadership experience to identify their own solutions to the issue. Wood created a set of principles for investments funds to pressure gun manufacturers and gun sellers within their portfolios to adopt safety standards. Sternlicht designed a membership-based lobbying and advocacy group in order to harness the power of mass movements to create positive change. And Glaser founded a smart-gun company whose product could help reduce certain types of deaths and injuries. Would any of these three innovations move beyond the historical gridlock on gun safety?

  Keywords: gun violence; guns; advanced leadership; Advanced Leadership Initiative; innovation; innovation ＆ entrepreneurship; social change; social responsibility; Leadership; Change Management; Experience and Expertise; Social Entrepreneurship; Values and Beliefs; Policy; Governing Rules, Regulations, and Reforms; Leading Change; Non-Governmental Organizations; Social Issues; Innovation and Invention; Corporate Social Responsibility and Impact; United States;

  Citation:

  Kanter, Rosabeth M., and Joseph Paul. "Gun Safety in America: Three Leaders Propose Innovative Solutions." Harvard Business School Case 320-004, September 2019.  View Details

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• Teaching Note | HBS Case Collection | September 2019

  Gun Safety in America: Three Leaders Propose Innovative Solutions

  Rosabeth Moss Kanter and Joseph Paul

  This is a teaching note to the original case: Gun violence was a significant problem in America. Three Harvard Advanced Leadership Initiative Fellows Christy Wood, Russell Sternlicht, and Gareth Glaser each decided to do something about gun safety. They each used their professional and leadership experience to identify their own solutions to the issue. Wood created a set of principles for investments funds to pressure gun manufacturers and gun sellers within their portfolios to adopt safety standards. Sternlicht designed a membership-based lobbying and advocacy group in order to harness the power of mass movements to create positive change. And Glaser founded a smart-gun company whose product could help reduce certain types of deaths and injuries. Would any of these three innovations move beyond the historical gridlock on gun safety?

  Keywords: gun violence; guns; advanced leadership; Advanced Leadership Initiative; innovation; innovation ＆ entrepreneurship; social change; social responsibility; Leadership; Change Management; Experience and Expertise; Social Entrepreneurship; Values and Beliefs; Policy; Governing Rules, Regulations, and Reforms; Leading Change; Non-Governmental Organizations; Social Issues; Corporate Social Responsibility and Impact; United States;

  Citation:

  Kanter, Rosabeth Moss, and Joseph Paul. "Gun Safety in America: Three Leaders Propose Innovative Solutions." Harvard Business School Teaching Note 320-005, September 2019.  View Details

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• Case | HBS Case Collection | February 1992 (Revised September 2019)

  The House of Tata

  James E. Austin and Ashish Nanda

  The case traces the evolution of the Tata group, one of the largest and highly respected Indian business houses, from its 19th century founding and early growth in diverse industries, to its response to changes in government regulation in independent India, up to its 1991 leadership transition from longtime chairman J.R.D. Tata to his successor, Ratan Tata. The case first describes how Tata group founder Jamsetji Tata and his sons entered into the steel, hotel, hydroelectric, cement, air travel, and insurance industries (among others). It then explores how the evolving role of government in business in post-Independence India impacted the Tata group. The case also outlines the acceleration in the Tata group’s growth during the 1980s, following government liberalization. In addition to discussing how the group’s leadership navigated through the external pressures of policy and economics, the case also examines how they managed internal pressures – reduced synergy between the diverse and legally-independent companies under Tata’s umbrella, and, at times, reluctant adjustments in company culture that corresponded to Tata’s generational leadership transitions. The case invites comparison between J.R.D. Tata’s compassionate management style and his successor Ratan Tata’s no-nonsense, analytical approach. The case closes by outlining some of the challenges facing the Tata group amidst the changing political and regulatory environment of the 1990s.

  Keywords: Indian economy; international business; government and business; Government Regulation; Synergy; conglomerates; Business Conglomerates; Developing Countries and Economies; Business and Government Relations; Business History; Steel Industry; Electronics Industry; Chemical Industry; Insurance Industry; Air Transportation Industry; India;

  Citation:

  Austin, James E., and Ashish Nanda. "The House of Tata." Harvard Business School Case 792-065, February 1992. (Revised September 2019.)  View Details

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