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• Case | HBS Case Collection | July 2008 (Revised July 2020)

  Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)

  Tsedal Neeley and Thomas J. DeLong

  Greg James, a global manager at Sun Microsystems, Inc., sets out to meet with his entire 43-member customer implementation team spread across India, France, the United Arab Emirates, and the United States of America to resolve a dire customer system outage as required by a service agreement. Rather than finding a swift resolution to the rapidly escalating customer situation that motivated his trip, he finds himself facing distributed work, global collaboration, conflict, and management issues that are threatening to unravel his team.

  Keywords: Groups and Teams; Global Range; Management; Customer Satisfaction; Service Delivery; Crisis Management; Conflict and Resolution; Technology Industry; India; United Arab Emirates; France; United States;

  Citation:

  Neeley, Tsedal, and Thomas J. DeLong. "Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)." Harvard Business School Case 409-003, July 2008. (Revised July 2020.)  View Details

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• Module Note | March 2020 (Revised May 2020)

  Corporate Strategy

  Ashish Nanda

  As a strategist, you must decide for your firm what products to produce, what customers to serve, what geographies to operate in, and what activities to perform. This note on Corporate Strategy, which introduces the fifth module of the RC Strategy course, offers a perspective for thinking about how these questions can be addressed so that you can determine the scope of your firm across three dimensions (horizontal, vertical, and geographic), and, given the scope, manage it in the most effective manner.

  Keywords: scope; Corporate Strategy;

  Citation:

  Nanda, Ashish. "Corporate Strategy." Harvard Business School Module Note 720-448, March 2020. (Revised May 2020.)  View Details

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• Module Note | March 2019 (Revised May 2020)

  Strategic Interactions

  Ashish Nanda

  This note provides a perspective and some tools to predict and shape interactions with other players when making strategic decisions. As a strategist, you must consider that your firm’s actions evoke reactions from other players in the market and that, reciprocally, you may need to respond to their actions. The note on Strategic Interactions introduces students to the fourth module of the RC Strategy course. We look at strategic interactions in three contexts: between players along the supply chain, between symmetrically placed rivals, and between asymmetrically placed rivals. Common themes run through the three circumstances, but there are important distinctions as well.

  Keywords: strategic interaction; Value Capture; Strategy; Value Creation; Competition; Competitive Strategy; Education Industry;

  Citation:

  Nanda, Ashish. "Strategic Interactions." Harvard Business School Module Note 719-501, March 2019. (Revised May 2020.)  View Details

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