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• Case | HBS Case Collection | September 2020

  Assistant Professor Tung-Mei Koh

  V.G. Narayanan and William Schiano

  Citation:

  Narayanan, V.G., and William Schiano. "Assistant Professor Tung-Mei Koh." Harvard Business School Case 121-029, September 2020.  View Details

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• Case | HBS Case Collection | September 2020

  PDS: Ring-Fencing the Ranch

  Dennis Campbell, Tarun Khanna and Kerry Herman

  Pallak Seth, Group CEO of PDS Multinational Fashions, is contemplating options to bring better collaboration across his global apparel supply chain platform. PDS, a group of 50-plus subsidiary companies, each led by its own CEO and with different apparel industry specialties, has grown rapidly over the past decade, yet the industry is increasingly competitive and challenges remain constant. Looking for ways to reach the Group’s 2023 goals of $2 billion in revenue, Seth and his executive board are considering two ways to increase collaboration and reward performance: a joint P&L approach, to drive partnerships across the subsidiaries, and an employee stock option plan, to unlock value across the Group.

  Keywords: collaboration; Supply Chain Management; Apparel and Accessories Industry;

  Citation:

  Campbell, Dennis, Tarun Khanna, and Kerry Herman. "PDS: Ring-Fencing the Ranch." Harvard Business School Case 721-361, September 2020.  View Details

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• Case | HBS Case Collection | September 2020

  Keeping It in the Family at the Hayden Saw Company

  V.G. Narayanan and John Masko

  In 2019, Board Chair and third-generation shareholder Helen Fullerton was preparing for a meeting to discuss Ohio-based Hayden Saw Company’s (Hayden) future as a family business. As the company entered its fifth decade, the Hayden family was dealing with three distinct pressures. First was the question of how to represent shareholders equitably in a way that would enable the family to move past its history of friction and estrangement. The second question was how to ensure a talented pipeline of family members working at the company as the family dispersed across the U.S. Third and relatedly, was the question of how to ensure informed family representation on the company’s board to support its independent directors. To address these pressures, Fullerton had commissioned a family business consultant to generate a series of proposals. The consultant had come back with comprehensive ideas for a shareholders’ council, a family office, family employment tracks, and a shareholder director process. Now it was time for Fullerton to review the proposals and decide how to move forward.

  Keywords: Family Business; Corporate Governance; Family Ownership; Business and Shareholder Relations; Family and Family Relationships; Governing and Advisory Boards; Construction Industry; Ohio; United States;

  Citation:

  Narayanan, V.G., and John Masko. "Keeping It in the Family at the Hayden Saw Company." Harvard Business School Case 121-026, September 2020.  View Details

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