Boston University: Managing Reputation and Risk (C)

Dutch  Leonard; James  Honan; Kerry  Herman

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Supplement | HBS Case Collection | February 2013

Boston University: Managing Reputation and Risk (C)

by Dutch Leonard, James Honan and Kerry Herman

Language: English

Format: Print

3 pages

Citation:

Leonard, Dutch, James Honan, and Kerry Herman. "Boston University: Managing Reputation and Risk (C)." Harvard Business School Supplement 313-100, February 2013.

About the Author

Herman B. Leonard

George F. Baker, Jr. Professor of Public Management, Eliot I. Snider and Family Professor of Business Administration

General Management

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Case | HBS Case Collection | August 2006 (Revised April 2020)

Jamnalal Bajaj, Mahatma Gandhi, and the Struggle for Indian Independence

Geoffrey Jones, Prabakar 'PK' Kothandaraman and Kerry Herman

Describes the role of a leading Indian business leader in the campaign for independence before 1947 and his close relationship with the legendary Mahatma Gandhi. Provides the opportunity to consider the impact of colonialism on shaping Indian entrepreneurship and the role of the small Marwari group, originally from the Marwar region of Rajasthan, in creating many of India's leading business houses, including the Bajaj. The Bajaj, like other Marwari, were traders who after World War I transitioned into manufacturing, including sugar manufacturing and steel rolling.

Keywords: Entrepreneurship; Government and Politics; Business History; Leadership; Business and Government Relations; Power and Influence; India;

Citation:
Jones, Geoffrey, Prabakar 'PK' Kothandaraman, and Kerry Herman. "Jamnalal Bajaj, Mahatma Gandhi, and the Struggle for Indian Independence." Harvard Business School Case 807-028, August 2006. (Revised April 2020.) View Details

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Working Paper | HBS Working Paper Series | 2020

Novel Risks

Robert S. Kaplan, Herman B. "Dutch" Leonard and Anette Mikes

All organizations practice some form of risk management to identify and assess routine risks in their operations, supply chains, strategy, and external environment. These risk management policies, however, fail in the presence of novelty. Novel risks arise from unforeseen events, from complex combinations of apparently routine events, and from apparently familiar events occurring at unprecedented scale and speed. Mobilizing routine risk management to novel events will be ineffective, and, more seriously, delude management into thinking that risks have been mitigated when they may already have escalated to serious consequences. Based on best practices from the private and public sector, the paper describes structures and processes to identify and respond to novel risks. A critical incident management team makes assessments and develops options in the event’s uncertain and volatile environment. The team’s decision-making process has to be rapid, improvisational, iterative, and humble since not every action taken will work as intended.

Keywords: Risk Management; Policy; Failure; Organizational Change and Adaptation;

Citation:
Kaplan, Robert S., Herman B. "Dutch" Leonard, and Anette Mikes. "Novel Risks." Harvard Business School Working Paper, No. 20-094, March 2020. (Revised May 2020.) View Details

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Technical Note | HBS Case Collection | October 2019 (Revised March 2020)

Banking in the Nordic Context: 2019

Dennis Campbell, Kerry Herman and Annelena Lobb

Citation:
Campbell, Dennis, Kerry Herman, and Annelena Lobb. "Banking in the Nordic Context: 2019." Harvard Business School Technical Note 120-052, October 2019. (Revised March 2020.) View Details

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Boston University: Managing Reputation and Risk (C)

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