Eureka Forbes Ltd.: Managing the Selling Effort (A) (TP)

Das  Narayandas; Kerry  Herman; Matthew  Preble

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Teaching Plan | HBS Case Collection | June 2012

Eureka Forbes Ltd.: Managing the Selling Effort (A) (TP)

by Das Narayandas, Kerry Herman and Matthew Preble

Language: English

Format: Print

11 pages

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Citation:

Narayandas, Das, Kerry Herman, and Matthew Preble. "Eureka Forbes Ltd.: Managing the Selling Effort (A) (TP) ." Harvard Business School Teaching Plan 512-103, June 2012.

About the Author

Das Narayandas

Edsel Bryant Ford Professor of Business Administration
Senior Associate Dean for HBS Publishing; Senior Associate Dean for External Relations

Marketing

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Case | HBS Case Collection | June 2020 (Revised July 2020)

Deloitte's Pixel (A): Consulting with Open Talent

Michael L. Tushman, John Winsor and Kerry Herman

Deloitte Consulting’s General Manager Balaji Bondili, head of Pixel, considers how best to grow Deloitte Consulting’s use of open (on-demand) talent, as consulting companies and their clients face transformative change in the way client engagements and projects get done. Pixel, started in 2014, helps facilitate open (or on-demand) talent and crowdsourcing for Deloitte Consulting client engagements, to access specific, difficult-to-find expertise, collaborate to develop new products and/or insights, and to design, build, and test new digital assets. Bondili has found some avid users—and evangelists—of Pixel’s services among Deloitte Consulting’s principals, however uptake across the broader organization has been slow, and in some pockets has met with deep resistance.

Keywords: Disruption; Talent and Talent Management; Growth and Development Strategy; Organizational Change and Adaptation; Consulting Industry; United States;

Citation:
Tushman, Michael L., John Winsor, and Kerry Herman. "Deloitte's Pixel (A): Consulting with Open Talent." Harvard Business School Case 420-003, June 2020. (Revised July 2020.) View Details

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Article | Harvard Business Review China | July 2020

Lessons from Chinese Companies Response to COVID-19

Das Narayandas, Vinay Hebar and Liangliang Li

China was weeks ahead of the rest of the world in dealing with the pandemic and its fallout. To understand what's next, the authors conducted a series of 20 in-depth, in-person interviews, as well as a large-scale survey of more than 350 senior executives to ascertain the Chinese corporate world has adapted, innovated, and survived--and even thrived--in these extremely uncertain and trying times. They identified 11 lessons for leaders in the rest of the world.

Keywords: Management; Innovation and Management; Asia;

Citation:
Narayandas, Das, Vinay Hebar, and Liangliang Li. "Lessons from Chinese Companies Response to COVID-19." Harvard Business Review China (July 2020), 118–125. View Details

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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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Eureka Forbes Ltd.: Managing the Selling Effort (A) (TP)

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