Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)

Lynda M. Applegate; Herminia M. Ibarra

Case | HBS Case Collection | November 1990 (Revised March 1994)

Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)

by Lynda M. Applegate and Herminia M. Ibarra

Abstract

Describes grassroots effort which culminated in Digital's winning a competitive bid for the outsourcing of Kodak's internal telecommunications business. Describes the "Telstar" project, from the initial identification of the business opportunity to the process of crafting a partnership contract. Discussion topics include obtaining managerial and peer support, mobilizing informal networks, building an ad hoc team, managing relationships across organizational boundaries, and planning the transition from project team to ongoing operations. As the case ends, a key player must be replaced and a decision must be made concerning which Digital group will manage the new business. Russ Gullotti, the Digital executive who has overseen this effort considers how to help the team achieve a successful contract negotiation and subsequent transition to operations. Should also prompt discussion about leadership under ambiguity and management of innovation.

Keywords: Innovation and Management; Partners and Partnerships; Leading Change; Agreements and Arrangements; Business or Company Management; Bids and Bidding; Decision Making; Management Teams; Telecommunications Industry;

Format: Print

13 pages

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Citation:

Applegate, Lynda M., and Herminia M. Ibarra. "Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)." Harvard Business School Case 191-039, November 1990. (Revised March 1994.)

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Case | HBS Case Collection | October 2019 (Revised October 2019)

The Predictive Index

Lynda M. Applegate and James Weber

Mike Zani and Daniel Muzquiz needed to decide next steps to create a new category in the human resources consulting industry and scale their company. Zani and Muzquiz, serial entrepreneurs, acquired Predictive Index in 2014. Previously, as clients of the 65-year-old Predictive Index, they had used its behavioral assessment tool to help them hire staff and build teams and they strongly believed in its value. They also believed, however, that Predictive Index had the potential to be something more. After acquiring the company, they invested in technology and people to modernize the business, and Predictive Index earned recognition as a “best place to work.” In 2018, they developed a Talent Optimization platform, an offering that had the potential to transform the industry by helping companies align their business strategies with their human capital and leadership development strategies. In late 2019, as they prepared a broad rollout of Talent Optimization, and planned to scale their business by an order of magnitude, the pair wondered what hurdles they might face along the way and what other steps they should take to reach their goals.

Keywords: Human Resources; Selection and Staffing; Talent and Talent Management; Recruitment; Corporate Entrepreneurship; Venture Capital; Change Management; Disruptive Innovation; Market Platforms; Growth and Development Strategy; Consulting Industry; Service Industry; United States;

Citation:

Applegate, Lynda M., and James Weber. "The Predictive Index." Harvard Business School Case 820-034, October 2019. (Revised October 2019.) View Details

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Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)

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