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Case | HBS Case Collection | August 1999 (Revised June 2008)

Taran Swan at Nickelodeon Latin America (A)

by Linda A. Hill and Kristin Doughty

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Abstract

Eighteen months after launching Nickelodeon Latin America, general manager Taran Swan must leave the company's Miami headquarters for her New York home because of complications with her pregnancy. Unable to travel for at least the next six months, Swan must decide how she will continue to run the channel from New York. Should she put an interim acting head in place, and if so, who among her team should it be? What adjustments will she need to make in her leadership style and working relationships with her team? The case describes the channel's launch and first 18 months on the air, focusing on how Swan puts together her team and crafts the company's culture.

Keywords: Selection and Staffing; Leadership Style; Managerial Roles; Organizational Culture; Groups and Teams;

Language: English Format: Print 25 pages EducatorsPurchase

Citation:

Hill, Linda A., and Kristin Doughty. "Taran Swan at Nickelodeon Latin America (A)." Harvard Business School Case 400-036, August 1999. (Revised June 2008.)

Related Work

  1. Case | HBS Case Collection | August 1999 (Revised March 2000)

    Taran Swan at Nickelodeon Latin America (D)

    Linda A. Hill and Kristin Doughty

    Supplements the (A) case.

    Keywords: Media and Broadcasting Industry; Latin America;

    Citation:

    Hill, Linda A., and Kristin Doughty. "Taran Swan at Nickelodeon Latin America (D)." Harvard Business School Case 400-039, August 1999. (Revised March 2000.)  View Details
    CiteView DetailsEducatorsPurchase Related
  2. Case | HBS Case Collection | August 1999 (Revised March 2000)

    Taran Swan at Nickelodeon Latin America (C)

    Linda A. Hill and Kristin Doughty

    Supplements the (A) case.

    Keywords: Latin America; Miami;

    Citation:

    Hill, Linda A., and Kristin Doughty. "Taran Swan at Nickelodeon Latin America (C)." Harvard Business School Case 400-038, August 1999. (Revised March 2000.)  View Details
    CiteView DetailsEducatorsPurchase Related
  3. Case | HBS Case Collection | August 1999 (Revised March 2000)

    Taran Swan at Nickelodeon Latin America (B)

    Linda A. Hill and Kristin Doughty

    Supplements the (A) case.

    Keywords: Latin America; Miami;

    Citation:

    Hill, Linda A., and Kristin Doughty. "Taran Swan at Nickelodeon Latin America (B)." Harvard Business School Case 400-037, August 1999. (Revised March 2000.)  View Details
    CiteView DetailsEducatorsPurchase Related
  4. Case | HBS Case Collection | August 1999 (Revised June 2008)

    Taran Swan at Nickelodeon Latin America (A)

    Linda A. Hill and Kristin Doughty

    Eighteen months after launching Nickelodeon Latin America, general manager Taran Swan must leave the company's Miami headquarters for her New York home because of complications with her pregnancy. Unable to travel for at least the next six months, Swan must decide how she will continue to run the channel from New York. Should she put an interim acting head in place, and if so, who among her team should it be? What adjustments will she need to make in her leadership style and working relationships with her team? The case describes the channel's launch and first 18 months on the air, focusing on how Swan puts together her team and crafts the company's culture.

    Keywords: Selection and Staffing; Leadership Style; Managerial Roles; Organizational Culture; Groups and Teams;

    Citation:

    Hill, Linda A., and Kristin Doughty. "Taran Swan at Nickelodeon Latin America (A)." Harvard Business School Case 400-036, August 1999. (Revised June 2008.)  View Details
    CiteView DetailsEducatorsPurchase Related

About the Author

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Linda A. Hill
Wallace Brett Donham Professor of Business Administration
Organizational Behavior

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More from the Author

  • Case | HBS Case Collection | November 1993 (Revised September 2018)

    Rudi Gassner and the Executive Committee of BMG International (A)

    Linda Hill and Katherine Seger Weber

    Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether or not to change managers' business plans and bonus targets as a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior mangement team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.

    Keywords: Managerial Roles; Management Teams; Decision Making; Business Plan; Growth and Development Strategy; Global Strategy; Leadership Style; Organizational Culture; Business Subsidiaries; Business Conglomerates; Cost Management; Change Management; Music Industry; Media and Broadcasting Industry; Germany;

    Citation:

    Hill, Linda, and Katherine Seger Weber. "Rudi Gassner and the Executive Committee of BMG International (A)." Harvard Business School Case 494-055, November 1993. (Revised September 2018.)  View Details
    CiteView DetailsEducatorsPurchase Related
  • Article | Harvard Business Review

    The Board's New Innovation Imperative: Directors Need to Rethink Their Roles and Their Attitude to Risk

    Linda A. Hill and George Davis

    As firms scramble for competitive advantage, boards—once the cautious voices urging management to mitigate risk—are now calling for breakthrough innovation. Indeed, avoiding risk is now seen as the riskiest proposition of all. In speaking with CEOs and board members from a range of industries, the authors identified four common obstacles most boards face in governing innovation: an outdated risk agenda, insufficient time, lack of expertise, and a relationship with management that needs retuning. Embracing innovation and its inherent risks requires that boards and senior management develop new ways of working together. To bolster out-of-the-box thinking at their companies, boards should promote diversity among members. They should foster "creative abrasion" to keep ideas flowing and rethink traditional methods of governing. And they must learn to embrace and encourage risk.

    Keywords: Governing and Advisory Boards; Innovation Leadership; Risk and Uncertainty; Corporate Governance;

    Citation:

    Hill, Linda A., and George Davis. "The Board's New Innovation Imperative: Directors Need to Rethink Their Roles and Their Attitude to Risk." Harvard Business Review 95, no. 6 (November–December 2017): 102–109.  View Details
    CiteView DetailsFind at Harvard Register to Read Related
  • Supplement | HBS Case Collection | April 2017

    Q&A with Tom Kalil, Deputy Director for Technology & Innovation

    Linda A. Hill and Allison J. Wigen

    In this video supplement to the HBS case study "Tom Kalil, Deputy Director for Technology & Innovation," case protagonist Tom Kalil discusses leading a team of policy entrepreneurs at the White House Office of Science and Technology Policy from 2008-2016.

    Keywords: innovation; government; government innovation; policy; leadership; leadership development; Leading teams; collaboration; cross-sector collaboration; Innovation Strategy; Innovation Leadership; Leadership; Leadership Development; Groups and Teams; Policy; Collaborative Innovation and Invention; United States;

    Citation:

    Hill, Linda A., and Allison J. Wigen. "Q&A with Tom Kalil, Deputy Director for Technology & Innovation." Harvard Business School Multimedia/Video Supplement 417-712, April 2017.  View Details
    CiteView DetailsPurchase Related
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