Leading Anadarko

Nitin   Nohria; Krishna G. Palepu; David  Lane

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Case | HBS Case Collection | July 2005

Leading Anadarko

by Nitin Nohria, Krishna G. Palepu and David Lane

Abstract

Describes the challenges facing Jim Hackett, the newly appointed CEO of Anadarko Petroleum, an independent oil and gas exploration company. In addition to strategic and organizational issues, Hackett must address concerns about proper disclosure of the company's oil and gas reserves.

Keywords: Management Teams; Strategy; Organizations; Corporate Disclosure; Problems and Challenges; Mining Industry; Energy Industry;

Format: Print

24 pages

Educators Purchase

Citation:

Nohria, Nitin, Krishna G. Palepu, and David Lane. "Leading Anadarko." Harvard Business School Case 406-014, July 2005.

About the Authors

Nitin Nohria

George F. Baker Professor of Administration
Dean of the Faculty

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Krishna G. Palepu

Ross Graham Walker Professor of Business Administration

Accounting and Management

General Management

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Case | HBS Case Collection | April 2020

Amazon in China and India

Krishna G. Palepu and Kairavi Dey

Amazon has been unsuccessful in its efforts to develop a business in China. Even though Amazon was an early entrant into China’s e-commerce space, its domestic rivals, especially Alibaba, created innovative business models uniquely suited for the conditions in China. Amazon’s failure to adapt to the local conditions in China ultimately led to its exit from the country. Determined to learn lessons from this experience as it developed its business in India, Amazon made a number of innovations in its business model in India. By 2020, Amazon established a strong presence in India. However, the company faces a number of challenges because of changes in regulation that challenge its hybrid business model of both being a seller of its own goods and a marketplace for third party sellers, the rise of strong local rivals, and its own ambition to expand beyond top tier cities and upper middle class customers in India.

Keywords: Global Strategy; Multinational Firms and Management; Emerging Markets; Business Strategy; Expansion; Business Model; Retail Industry; China; India; United States;

Citation:
Palepu, Krishna G., and Kairavi Dey. "Amazon in China and India." Harvard Business School Case 120-111, April 2020. View Details

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Case | HBS Case Collection | August 2019 (Revised April 2020)

Transforming Hindustan Unilever

Krishna G. Palepu and Rachna Tahilyani

In October 2013, when Sanjiv Mehta had taken over the reins of Unilever’s business in India and the larger South Asia region, Hindustan Unilever (HUL) had been going through a difficult time. Caught in the midst of a weakening economy, falling consumer spending, and increasing competition, growth at the firm had slowed. HUL was underperforming not only the market index but also the FMCG index. At the same time, HUL was struggling with many internal woes, ranging from slow market responsiveness to a higher cost structure. The next quarter had not brought any relief. With the external situation worsening, Mehta wondered what changes he needed to make to ensure consistent, competitive, and profitable growth at HUL. The case is accompanied by a video in which the CEO outlines his thinking and the choices he made. The video can be used in class as the class discussion unfolds to bring closure to the discussion and to brief the class on what actions were taken.

Keywords: Change Management; Transformation; Leading Change; Performance Improvement; Consumer Products Industry; India;

Citation:
Palepu, Krishna G., and Rachna Tahilyani. "Transforming Hindustan Unilever." Harvard Business School Case 120-022, August 2019. (Revised April 2020.) View Details

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Teaching Note | HBS Case Collection | April 2020

VIZIO, Inc.

Krishna G. Palepu

This note was prepared by Professor Krishna G. Palepu for the purpose of aiding classroom instructors in the use of “VIZIO, Inc.,” HBS No. 110-024.

Citation:
Palepu, Krishna G. "VIZIO, Inc." Harvard Business School Teaching Note 120-110, April 2020. View Details

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Leading Anadarko

Abstract

Citation:

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