Feedback and Coaching Workshop

Joshua D. Margolis; Anthony  Mayo

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Supplement | HBS Case Collection | July 2012

Feedback and Coaching Workshop

by Joshua D. Margolis and Anthony Mayo

Language: English

Format: Electronic

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Citation:

Margolis, Joshua D., and Anthony Mayo. "Feedback and Coaching Workshop." Harvard Business School Supplement 413-017, July 2012.

About the Authors

Joshua D. Margolis

James Dinan and Elizabeth Miller Professor of Business Administration
Unit Head, Organizational Behavior
Chair, Program for Leadership Development

Organizational Behavior

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View Publications »

Anthony Mayo

C. Roland Christensen Distinguished Management Educator, Thomas S. Murphy Senior Lecturer of Business Administration

Organizational Behavior

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View Publications »

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Case | HBS Case Collection | September 2015 (Revised September 2020)

Gap Inc.: Refashioning Performance Management

Joshua Margolis, Paul McKinnon and Michael Norris

In 2014, clothing retailer Gap Inc. rolled out a new performance management process for headquarters staff that did away with a traditional rating and ranking system. The new process involved informal monthly meetings between managers and their reports, and it more closely tied bonuses to business performance. Would it serve to motivate employees? Could its framework be used in Gap Inc.'s thousands of stores?

Keywords: performance management; retail; HR; Motivation and Incentives; Performance Improvement; Human Resources; Performance Evaluation; Apparel and Accessories Industry; Retail Industry;

Citation:
Margolis, Joshua, Paul McKinnon, and Michael Norris. "Gap Inc.: Refashioning Performance Management." Harvard Business School Case 416-019, September 2015. (Revised September 2020.) View Details

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Case | HBS Case Collection | October 2017 (Revised August 2020)

RB

Joshua Margolis, Vincent Dessain and Jerome Lenhardt

As 2016 was approaching its end, Rakesh Kapoor, CEO of RB, one of the world’s major fast moving consumer goods (FMCG) companies, envisioned the prospect of a major acquisition that would add a line of health-related products that promised growth in the developing markets of Asia. The acquisition would also move RB closer in size to its better-known rivals, such as Unilever or P&G. RB, formerly Reckitt Benckiser, produced health, hygiene and home products and its strategy revolved around 19 top-selling global brands known as Powerbrands, such as antiseptic Dettol or sore throat medicine Strepsils, and cold remedy Mucinex. In 2016, the company recorded sales of $13.4 billion and a market capitalization of $62 billion. Kapoor wondered whether the moment was ripe for a major acquisition or if the organization needed more time to adapt to its new health and hygiene oriented strategy and some key organizational changes. Could Kapoor keep what made RB so unique among its FMCG peers intact through this transformation, and would an acquisition advance or jeopardize what distinguished RB?

Keywords: Organization Behavior; corporate culture; Mergers ＆ Acquisitions; Growth; geographic development; Mergers and Acquisitions; Organizational Change and Adaptation; Organizational Culture; Growth and Development Strategy; France;

Citation:
Margolis, Joshua, Vincent Dessain, and Jerome Lenhardt. "RB." Harvard Business School Case 418-033, October 2017. (Revised August 2020.) View Details

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Case | HBS Case Collection | March 2020 (Revised August 2020)

Profiles of the Classes of 1997 and 1998

Anthony J. Mayo and Keith Bender

Citation:
Mayo, Anthony J., and Keith Bender. "Profiles of the Classes of 1997 and 1998." Harvard Business School Case 420-095, March 2020. (Revised August 2020.) View Details

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Feedback and Coaching Workshop

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About the Authors

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