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• Case | HBS Case Collection | November 2019

  Chief: Role for Carolyn Childers

  Katherine Baldiga Coffman, Jeffrey J. Bussgang, Kathleen L. McGinn, Julia Kelley and Katherine Chen

  Citation:

  Coffman, Katherine Baldiga, Jeffrey J. Bussgang, Kathleen L. McGinn, Julia Kelley, and Katherine Chen. "Chief: Role for Carolyn Childers." Harvard Business School Case 920-019, November 2019.  View Details

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• Technical Note | HBS Case Collection | September 2019

  Care Economy in the U.S. (Primer)

  Joseph B. Fuller, William R. Kerr, Manjari Raman and Carl Kreitzberg

  This case describes how caregiving responsibilities influence American employees, firms, and the broader economy. It details how sociodemographic trends in the late 20th century transformed the way that Americans balance their personal and professional lives, analyzing changes such as the evolving role of women in the economy, the rise of non-traditional households, the increasing cost and complexity of healthcare, and the aging and ailing of the U.S. population. The case then reflects on how such changes impact the productivity and profitability of the modern American company. It reviews survey data employees and employers to understand how caregiving impacts individual careers and firms’ profitability. The case concludes by asking readers to “rethink” how care might be provided by employers. It analyzes recent research on the return-on-investment of caregiving benefits, describes ways that firms are expanding their caregiving benefits coverage, and discusses the importance for managers to understand internal “care demographics” and promulgate a culture that supports caregiving.

  Keywords: Human Resources; Talent and Talent Management; Demographics; Labor; Health Care and Treatment; Family and Family Relationships; Strategy; Management; United States;

  Citation:

  Fuller, Joseph B., William R. Kerr, Manjari Raman, and Carl Kreitzberg. "Care Economy in the U.S. (Primer)." Harvard Business School Technical Note 820-027, September 2019.  View Details

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• Case | HBS Case Collection | September 2019

  Shell: A Company of Opportunity?

  Joseph B. Fuller and Emer Moloney

  The Opportunity Hub was a cloud-based platform that enabled managers to market projects they were working on and associated resourcing needs as ‘Opportunity Owners’ and employees, or ‘Opportunity Seekers’, to browse these statements of need and engage when they had interest and availability. The premise was that the commitment would be no more than 20% of an employee’s time, and could be much less, but it would be highly transparent. The Opportunity Hub was intended to offer a solution to Shell’s business challenge of lacking digital capability. The core objective was to organize and dynamically access internal talent to get work done in a more automated way and at pace.

  Keywords: Business Divisions; Change Management; Competency and Skills; Experience and Expertise; Talent and Talent Management; Energy; Energy Sources; Non-Renewable Energy; Renewable Energy; Human Resources; Employees; Retention; Collaborative Innovation and Invention; Innovation and Management; Innovation Strategy; Technological Innovation; Jobs and Positions; Job Design and Levels; Knowledge Sharing; Knowledge; Knowledge Use and Leverage; Labor; Human Capital; Labor Unions; Leading Change; Resource Allocation; Organizational Change and Adaptation; Performance Evaluation; Performance Productivity; Strategic Planning; Projects; Motivation and Incentives; Business Strategy; Social and Collaborative Networks; Technology Platform; Chemical Industry; Energy Industry; Information Technology Industry; Technology Industry; United Kingdom; Netherlands;

  Citation:

  Fuller, Joseph B., and Emer Moloney. "Shell: A Company of Opportunity?" Harvard Business School Case 320-025, September 2019.  View Details

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