The Center for Creative Leadership

Srikant M. Datar; David A. Garvin; Carin-Isabel  Knoop

Case | HBS Case Collection | February 2008 (Revised May 2009)

The Center for Creative Leadership

by Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop

Abstract

The Center for Creative Leadership (CCL) was founded in 1970 on the notion that leadership was not innate but could be learned. CCL evolved into one of the world's top leadership development organizations, involved in both research and program design and delivery. This case explores CCL's approach to leadership and management education for executives and presents some of the challenges the CCL faces as many different types of leadership development providers continue to emerge.

Keywords: Competency and Skills; Learning; Training; Leadership Development; Personal Characteristics;

Format: Print

27 pages

Educators Purchase

Citation:

Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. "The Center for Creative Leadership." Harvard Business School Case 308-013, February 2008. (Revised May 2009.)

This case is set in mid-2019, when Qualcomm was struggling with unwanted takeover battles, fights with Apple and the Chinese government, and internal dissension on the board of directors. Ten years earlier Qualcomm was hailed as a monopoly on CDMA technologies and its derivatives—it appeared to be positioned to become the next dominant technology company in the tradition of Microsoft and Intel. But as the industry changed, Qualcomm’s competitive position seriously weakened. The purpose of the case is to explore central questions in strategy formulation: 1. how to build a long-term sustainable position based on technology, 2. how to design an IP strategy to lock in customers for the long run, 3. how to build a global standard and appropriate returns on that standard, and 4. how to respond when your historical business model starts to crumble.

We describe how Coronary Artery Bypass Grafting (CABG, or more popularly, “bypass”) operations revolutionized the treatment of coronary disease (that can produce fatal heart attacks and debilitating angina). Specifically we chronicle the 1) development of the foundational procedures and technologies that provided a base for CABG; 2) early CABG operations performed in the 1960s; 3) rapid—and controversial growth—that occurred in the U.S. in the 1970s and; 4) emergence and rapid diffusion of the less invasive angioplasty alternative that slowed the growth of CABG in the last two decades of the 20th century.

We describe how Computed Tomography (CT) scanners—that combine x-rays and computers to image soft tissues of the brain and other organs—have become a widely used diagnostic tool. Specifically, we chronicle the following: 1) development of the first CT scanner (through the early 1970s); 2) rapid and enthusiastic adoption of CT scanning (until the late 1970s); 3) regulatory backlash against the perceived overuse of this expensive technology (in the 1980s); and 4) innovations that reignited growth (in the 1990s and 2000s).

Faculty & Research

The Center for Creative Leadership

Abstract

Citation:

About the Author

More from the Author