Learning from Scandals: Responsibility of Professional Organizations

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Background Note | HBS Case Collection | October 2004 (Revised March 2006)

Learning from Scandals: Responsibility of Professional Organizations

Abstract

This case comments on the responsibility of professional organizations to respond openly to public accusations of wrongdoing by its members. It briefly relates the circumstances of the sexual abuse scandal in the Boston archdiocese of the Roman Catholic Church and the American Institute of Certified Public Accountants' handling of concerns about auditor independence. The case suggests that professional associations can learn from these unsuccessful attempts to suppress public concerns about practitioners.

Keywords: Corporate Disclosure; Ethics;

Format: Print

3 pages

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Citation:

Nanda, Ashish. "Learning from Scandals: Responsibility of Professional Organizations." Harvard Business School Background Note 905-037, October 2004. (Revised March 2006.)

About the Author

Ashish Nanda

Senior Lecturer of Business Administration

Strategy

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Case | HBS Case Collection | March 2020

Wachtell Lipton: Focused Excellence

Ashish Nanda and Margaret Cross

For years, Wachtell, Lipton, Rosen & Katz – a small, New York City law firm – has consistently boasted the highest profits per partner and one of the highest “prestige” ratings among U.S.-based law firms. The firm has remained loyal to a distinctive strategy ever since its founding in 1965. Whereas most law firms have multiple offices, seek long-term retainer relationships with clients, operate across multiple services, and bill by the hour, Wachtell Lipton operates from a single location, offers legal services on a matter-by-matter basis, focuses on transactional work (primarily M&A advisory), and value bills for its services. Despite its extraordinary success, as the legal services market evolves and the firm’s name partners, 87-year-old Herbert Wachtell and 88-year-old Marty Lipton, approach retirement, questions arise about whether Wachtell Lipton’s magic formula will continue to yield extraordinary results in coming years.

Keywords: Strategy; Law; Mergers and Acquisitions; Legal Services Industry; New York (city, NY);

Citation:
Nanda, Ashish, and Margaret Cross. "Wachtell Lipton: Focused Excellence." Harvard Business School Case 720-396, March 2020. View Details

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Case | HBS Case Collection | January 2019 (Revised February 2020)

SoundCloud: Subscription Streaming?

Ashish Nanda, Eric Van den Steen, Andy Wu, Jeffrey Boyar and Bonnie Bennett Slater

Established in 2007, SoundCloud already boasted the second largest number of active music listeners among all streaming services and was recognized as the go-to platform for new artists by early 2014. Yet, its founders were questioning the robustness of the firm’s current focus on serving as a lab for emerging musical artists. They were wondering if the firm should instead enter the booming mainstream music streaming market.

Keywords: audio; recording; artist; music; music downloads; streaming; radio; subscription; subscription model; mainstream; Growth; lawsuit; licensing; customers; platform; Pivot; Music Entertainment; Strategy; Leadership; Business Model; Decision Making; Advertising; Music Industry; Europe; Germany; Sweden; United States;

Citation:
Nanda, Ashish, Eric Van den Steen, Andy Wu, Jeffrey Boyar, and Bonnie Bennett Slater. "SoundCloud: Subscription Streaming?" Harvard Business School Case 719-430, January 2019. (Revised February 2020.) View Details

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Case | HBS Case Collection | February 2018 (Revised January 2020)

SoulCycle: The Road Ahead

Ashish Nanda, Eric Van den Steen and Jeffrey Boyar

Julie Rice and Elizabeth Cutler founded SoulCycle, an indoor cycling studio chain, in 2006 as more than a health club; they wanted it to become a lifestyle brand that would “empower riders in an immersive fitness experience.” By early 2015, SoulCycle had grown to 38 studios in seven metropolitan areas. In March 2015, Equinox, a luxury fitness company that had financed SoulCycle’s expansion in 2011, approached the co-founders with an offer to buy them out for $90 million each. It was an attractive offer but one that would also likely circumscribe their responsibilities. Rice and Cutler had to decide whether to accept the Equinox offer as a prelude to smaller roles at the firm (even potential exit) or continue investing time, energy, and financial resources in growing the business.

Keywords: fitness; fitness industry; exercise; cycling; boutique fitness; exit strategy; Growth; bicycles; retail; pricing; community; SoulCycle; vision; Health; Leadership; Strategy; Marketing; Decision Making; Health Industry; United States;

Citation:
Nanda, Ashish, Eric Van den Steen, and Jeffrey Boyar. "SoulCycle: The Road Ahead." Harvard Business School Case 718-499, February 2018. (Revised January 2020.) View Details

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Learning from Scandals: Responsibility of Professional Organizations

Abstract

Citation:

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