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• Case | HBS Case Collection | December 2019 (Revised June 2020)

  The New LAX: Ready for Takeoff?

  Boris Groysberg, Kerry Herman and Carin-Isabel Knoop

  Chair of LAX Board Sean Burton and LAX CEO Deborah Flint have made progress on streamlining and modernizing LAX's complex capital projects ($12 billion worth) while reorganizing and retooling Los Angeles World Airport (LAWA) staff resources, management processes, and revitalizing the LAX guest experience. From 2015 to 2019, LAX's performance improved, yet many challenges remained, and new ones continued to come to light. In December 2019, as Flint prepared to move onto a new position, Burton and the board are assessing the progress the team has made, and looking to next steps.

  Keywords: Leadership and Change Management; Leadership; Change Management; Performance Improvement; Strategic Planning; Air Transportation; Outcome or Result; Air Transportation Industry; Los Angeles;

  Citation:

  Groysberg, Boris, Kerry Herman, and Carin-Isabel Knoop. "The New LAX: Ready for Takeoff?" Harvard Business School Case 420-025, December 2019. (Revised June 2020.)  View Details

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• Teaching Note | HBS Case Collection | June 2020

  The New LAX: Ready for Takeoff?

  Boris Groysberg, Carin-Isabel Knoop, Kerry Herman and Amy Klopfenstein

  This teaching note serves as a supplement to “The New LAX: Ready for Takeoff?” HBS 420-025.

  Keywords: Change; Change Management; Transformation; Leadership; Leading Change; Leadership Style; Management; Management Practices and Processes; Management Succession; Organizations; Organizational Culture; Organizational Change and Adaptation; Mission and Purpose; Strategy; Alignment; Transportation; Air Transportation; Transportation Networks; Air Transportation Industry; North and Central America; United States; California; Los Angeles;

  Citation:

  Groysberg, Boris, Carin-Isabel Knoop, Kerry Herman, and Amy Klopfenstein. "The New LAX: Ready for Takeoff?" Harvard Business School Teaching Note 420-091, June 2020.  View Details

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• Case | HBS Case Collection | June 2020

  In-housing Digital Marketing at Sprint Corp.

  David E. Bell, Rajiv Lal and Olivia Hull

  In the fall of 2019, Sprint’s Chief Digital Officer Rob Roy reflected on the telecom’s efforts to improve the effectiveness of its digital marketing campaigns. Digital media buying had long been handled by an outside agency, but in 2017, Sprint brought those functions in-house to enhance the company’s ability to respond to the market in real-time. Early results suggested the plan was working, but Sprint continued to face fierce competition from its rivals. Sprint’s subscriber losses mounted as it attempted to merge with T-Mobile. Could digital marketing stem the losses and win consumers’ hearts?

  Keywords: Advertising; Online Advertising; Transformation; Talent and Talent Management; Marketing Strategy; Social Marketing; Telecommunications Industry; Electronics Industry; Web Services Industry; United States;

  Citation:

  Bell, David E., Rajiv Lal, and Olivia Hull. "In-housing Digital Marketing at Sprint Corp." Harvard Business School Case 520-026, June 2020.  View Details

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