Delphi Corporation (A)

Jay W. Lorsch; Rakesh  Khurana; Sonya  Sanchez

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Case | HBS Case Collection | June 2002 (Revised January 2010)

Delphi Corporation (A)

by Jay W. Lorsch, Rakesh Khurana and Sonya Sanchez

Abstract

The Delphi Corp.'s board of directors faces a transition as lead director Thomas Wyman approaches mandatory retirement. Chairman and CEO J.T. Battenberg reflects on Delphi's history and its successful reinvention by Wyman and Battenberg when it separated from its 100-year-old parent company, GM. Examines how boards of directors interact with top management and how management can work effectively with an active board.

Keywords: Corporate Governance; Governing and Advisory Boards; Leadership; Management Succession; Management Teams; Relationships; Corporate Strategy;

Language: Portuguese

Format: Print

21 pages

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Citation:

Lorsch, Jay W., Rakesh Khurana, and Sonya Sanchez. "Delphi Corporation (A)." Harvard Business School Case 402-033, June 2002. (Revised January 2010.)

About the Authors

Jay W. Lorsch

Louis E. Kirstein Professor of Human Relations

Organizational Behavior

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Rakesh Khurana

Marvin Bower Professor of Leadership Development

Organizational Behavior

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Case | HBS Case Collection | March 2018

A Nonprofit Board in Transition at Farrington Nature Linc

Jay Lorsch and Emily Irving

Citation:
Lorsch, Jay, and Emily Irving. "A Nonprofit Board in Transition at Farrington Nature Linc." Harvard Business School Case 418-066, March 2018. View Details

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Teaching Note | HBS Case Collection | February 2018

Still Leading Series—Issues in Transitioning to New Forms of Service Later in Life

Rosabeth Moss Kanter, Rakesh Khurana, James Honan and Ai-Ling Jamila Malone

The Still Leading case series includes an introductory note, “Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life” and 10 supplementary cases that cover the transition of highly accomplished and prolific leaders (Hon. Robert McDonald, Hon. Mike Bloomberg, Gerry House, Lee Iacocca, General Claudia Kennedy, Sherry Lansing, Dr. Evelyn Murphy, Paul Newman, Hon. Colin Powell, and Louis Gossett Jr.). The Still Leading cases are part of an opening series of cases used in the Advanced Leadership Initiative at Harvard University. The cases document a number of individual’s lifetime personal and professional trajectories. They focus on the nature of career processes and transitions. The materials offer an opportunity for readers to inductively reason about the structure of significant career transitions and the developmental patterns across different arenas. The cases also create a context for participants to engage in introspection by asking them to reflect on patterns of development in their own career histories.

Keywords: Leadership; Personal Development and Career; Transition;

Citation:
Kanter, Rosabeth Moss, Rakesh Khurana, James Honan, and Ai-Ling Jamila Malone. "Still Leading Series—Issues in Transitioning to New Forms of Service Later in Life." Harvard Business School Teaching Note 318-101, February 2018. View Details

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Case | HBS Case Collection | June 2017 (Revised October 2017)

Uber in 2017: One Bumpy Ride

Suraj Srinivasan, Jay W. Lorsch and Quinn Pitcher

Uber Technologies Inc., the popular ride-hailing company, entered 2017 having doubled its bookings in 2016 and achieving a valuation of nearly $70 billion, making it the largest venture capital-backed company in the world. Co-founder and CEO Travis Kalanick embodied the company, with a hard-charging attitude embedded in the company’s workplace culture that allowed it to successfully take on the entrenched taxi industry. Uber looked to enjoy another year of global growth in 2017, until lawsuits and a cascading series of scandals surrounding that same workplace culture led a group of powerful investors to seek Kalanick’s resignation to protect their investment. This case presents an overview of the growth of Uber, the impact of Kalanick, and the role that Uber’s board of directors had in shaping the company’s growth. It centers on the factors leading to Uber board members and investors to call for Kalanick’s resignation, focusing on how board oversight can help shape company culture and how entrepreneurial boards deal with founder CEOs. It then deals with the events that happened in the aftermath of Kalanick's resignation, including the appointment of Dara Khosrowshahi as CEO and the changes, the lawsuit brought against Kalanick by venture capital firm Benchmark Capital, and the governance changes proposed at the end of September 2017.

Keywords: Governance; Technology; Transportation; Venture Capital; Organizational Culture; Technology Industry; Transportation Industry; United States;

Citation:
Srinivasan, Suraj, Jay W. Lorsch, and Quinn Pitcher. "Uber in 2017: One Bumpy Ride." Harvard Business School Case 117-070, June 2017. (Revised October 2017.) View Details

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Delphi Corporation (A)

Abstract

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