An Ancient Fable

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Case | HBS Case Collection | June 2003 (Revised October 2003)

An Ancient Fable

Abstract

This case presents a thinly disguised account of Andersen's collapse, followed by a tightening of the oversight of audit firms. It raises questions on who lost and who gained, as well as the long-term implications of the changes for the accounting profession and society. It is distributed toward the end of class discussion on consulting by auditors.

Keywords: Accounting Audits; Consulting Industry;

Format: Print

2 pages

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Citation:

Nanda, Ashish. "An Ancient Fable." Harvard Business School Case 903-138, June 2003. (Revised October 2003.)

About the Author

Ashish Nanda

Senior Lecturer of Business Administration

Strategy

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Course Overview Note | December 2018 (Revised December 2019)

Introduction to the RC Strategy Course

Ashish Nanda

This note offers an overview of the Strategy course offered in HBS’s Required Curriculum. The RC Strategy course aims to help students become effective strategists. The note introduces the six modules of the course: What is Strategy, Market Attractiveness, Competitive Advantage, Strategic Interactions, Corporate Strategy, and Crafting Strategy.

Keywords: market attractiveness; strategic interactions; Strategy; Corporate Strategy;

Citation:
Nanda, Ashish. "Introduction to the RC Strategy Course." Harvard Business School Course Overview Note 719-447, December 2018. (Revised December 2019.) View Details

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Module Note | December 2018 (Revised December 2019)

What is Strategy?

Ashish Nanda

This note introduces the first module of the RC Strategy course, What is Strategy? It helps students develop their perspective on what is a strategy, what is a good strategy, and how strategy development differs across contexts.

Keywords: Strategy; Education Industry; United States;

Citation:
Nanda, Ashish. "What is Strategy?" Harvard Business School Module Note 719-453, December 2018. (Revised December 2019.) View Details

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Case | HBS Case Collection | May 1992 (Revised September 2019)

Richardson Sheffield

Christopher A. Bartlett and Ashish Nanda

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Keywords: human resource management; Human Resource Practices; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

Citation:
Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Case 392-089, May 1992. (Revised September 2019.) View Details

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An Ancient Fable

Abstract

Citation:

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