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• Case | HBS Case Collection | August 2016 (Revised March 2019)

  Tom Kalil: Leading Technology & Innovation at the White House

  Linda A. Hill and Allison J. Wigen

  This case explores the role of Tom Kalil as Deputy Director for Technology & Innovation at the White House Office of Science and Technology Policy. With the end of President Obama's Administration drawing near, Kalil and his team of "policy entrepreneurs" must work to build an ecosystem of individuals and organizations both inside and outside the Federal government, if they hope to see their science & technology initiatives continue into the next Administration. The case allows for discussion of the following: leading innovation ecosystems, building public-private and public-public collaborations, leading system innovation, talent management and development, and public sector innovation.

  Keywords: innovation; Innovation Leadership; government innovation; talent management; collaboration; policy-making; Public sector management; leadership and managing people; Public-Private Partnerships; Ecosystems; science and technology studies; public entrepreneurship; Business and Government; Entrepreneurship; Government and Politics; Leadership; Networks; Partners and Partnerships; Science; Technology; Technology Industry; North and Central America; United States; District of Columbia;

  Citation:

  Hill, Linda A., and Allison J. Wigen. "Tom Kalil: Leading Technology & Innovation at the White House." Harvard Business School Case 417-021, August 2016. (Revised March 2019.)  View Details

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• Book | 2019

  Becoming a Manager: How New Managers Master the Challenges of Leadership

  Linda A. Hill

  In your career, or anyone's, there is one transition that stands out as the most crucial—going from individual contributor to competent manager.
  
  New managers have to learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. Many fail to make the transition successfully.
  
  In this book, I trace the experiences of 19 new managers over the course of their first year in the role. I reveal the complexity of the transition, highlighting the expectations of these managers, their subordinates, and their superiors. I hear the new managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective cross-functional work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of leadership.
  
  I show that becoming a manager is a profound psychological adjustment—a true transformation—as well as a continuous process of learning from experience.

  Keywords: Management; Leadership; Leadership Development; Management Skills; Learning;

  Citation:

  Hill, Linda A. Becoming a Manager: How New Managers Master the Challenges of Leadership. 4th ed., Boston: Harvard Business Review Press, 2019.  View Details

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• Case | HBS Case Collection | October 2018

  Recipe for Success: Growth and Evolution at Cafe Cupcake

  Anthony Mayo and Heather Beckham

  Café Cupcake (CC) is a fast-casual restaurant chain that offers artisan cupcakes and light fare throughout the southeastern United States and Texas. This case chronicles the growth and evolution of Café Cupcake. It also considers the specific human resource challenges the company's leaders face at the end of the case as they attempt to scale CC's business concept. By 2018, Café Cupcake had achieved several significant milestones. It operated 35 cafés with almost 700 employees. Its unique restaurant concept and distinctive cupcakes fueled rapid growth, which led to a more complex, vertically integrated organization. The original founding team of Emma Bisset and Aneisha Davis recently added Dr. Jonathan Patel, an expert in organizational behavior and human-resource management, who turned down a partnership offer at a leading consulting firm to become Café Cupcake's chief operating officer. The case looks at the organization from the partners' point of view. Anticipating continued rapid growth, the partners question how Café Cupcake should respond to strategic, human resource, and organizational challenges that lie ahead. What will best position the company for future success? What organizational practices should the partners sustain, drop, or add to enable this success? The Café Cupcake case highlights the organizational challenges that companies face as they grow and evolve. It can be used in an introductory undergraduate or MBA course to illustrate how to manage organizational change and scale new ventures. It is also appropriate for advanced electives in Organizational Behavior, Leading Change, Strategic Human Resource Management, and Entrepreneurial Management or in an Executive MBA program.

  Keywords: Growth and Development Strategy; Human Resources; Management; Organizational Change and Adaptation; Organizational Culture; Food and Beverage Industry;

  Citation:

  Mayo, Anthony, and Heather Beckham. "Recipe for Success: Growth and Evolution at Cafe Cupcake." Harvard Business School Brief Case 919-509, October 2018.  View Details

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