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• Teaching Note | HBS Case Collection | October 2018

  Kids & Company: Entering the U.S.

  Boris Groysberg and Matthew Preble

  Keywords: Child care, childcare, day care, daycare; Strategy; Growth Management; Business Strategy; Competitive Advantage; Expansion; Leadership; Product Marketing; Brands and Branding; Service Delivery; Service Operations; Product Design; Product Development; Selection and Staffing; Customer Focus and Relationships; United States; Canada;

  Citation:

  Groysberg, Boris, and Matthew Preble. "Kids & Company: Entering the U.S." Harvard Business School Teaching Note 419-002, October 2018.  View Details

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• Case | HBS Case Collection | March 2010 (Revised October 2018)

  Toby Johnson (A): Leading After School

  Boris Groysberg, Leslie Danford, Amy Lodge and Tereh Sayles

  After completing her MBA in 2007, Toby Johnson, a former army pilot with the 18th Airborne Corps Rapid Deployment Force, joined PepsiCo's Leadership Development Program (LDP). For her first assignment with PepsiCo, Johnson accepted a position as a manufacturing-manager at a Frito-Lay plant in Williamsport, PA. The Williamsport plant had 200 employees and 54 million pounds of production per year. The case describes how Johnson took charge of the plant, and her action plan for implementing a new set of changes. During Johnson's tenure at Williamsport, the plant was nominated as a potential site for a company-wide transformative initiative. This initiative would entail major changes in the current team structure and incentive program within Frito-Lay. Johnson needed to think carefully about this change implementation.

  Keywords: Leading Change; Organizational Change and Adaptation; Organizational Structure; Compensation and Benefits; Business or Company Management;

  Citation:

  Groysberg, Boris, Leslie Danford, Amy Lodge, and Tereh Sayles. "Toby Johnson (A): Leading After School." Harvard Business School Case 410-103, March 2010. (Revised October 2018.)  View Details

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• Article | Harvard Business Review (website) | September 21, 2018

  Innovation Should Be a Top Priority for Boards. So Why Isn't It?

  J. Yo-Jud Cheng and Boris Groysberg

  Corporate directors and executives alike recognize that today’s pace of change continues to accelerate and that firms need to innovate to stay ahead. But are boards doing enough to support innovation, as they should? We conducted a survey of over 5,000 board members from around the world to find out. We found that, overall, innovation does not rank as a top strategic challenge for the majority of boards. Although directors in certain industries are more cognizant of the threat of disruption, the widespread lack of board-level engagement in innovation processes could be a major blind spot and a potential liability. Fewer than one-third (30%) of respondents see innovation as one of the top three challenges their company faces in achieving its strategic objectives, and just 21% think that technology trends are a major strategic challenge. Innovation ranks fifth, after more conventional concerns such as attracting and retaining top talent and the regulatory environment. Boards’ abilities to foster innovation clearly fall short when compared with their other activities.

  Keywords: corporate governance; board of directors; innovation; technology; Innovation and Invention; Corporate Governance; Governing and Advisory Boards; Business Strategy;

  Citation:

  Cheng, J. Yo-Jud, and Boris Groysberg. "Innovation Should Be a Top Priority for Boards. So Why Isn't It?" Harvard Business Review (website) (September 21, 2018).  View Details

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