Tapestry Networks assembled industry leaders and their regulators in small, private meetings to build new frameworks for pressing regulatory challenges. Tapestry's motivating principle was to reimagine solutions to complex problems (e.g., drug-approval standards) in ways that created a win-win for firms and society. Tapestry meetings on bank-governance standards—initiated after the 2008–2009 Financial Crisis—had experienced some success in rebuilding trust between regulators and banks. But, five years on, the initiative faced important challenges. First, as the urgency of the Financial Crisis faded, it was becoming more difficult to show concrete successes, particularly to the meetings' sponsors—one participant described Tapestry as "sculpting fog." Second, participants differed on what they wanted to get out of the meetings—with some participants less focused on the meetings' broader social objectives. Third, Tapestry faced lingering questions about the meetings' legitimacy and whether they facilitated greater "coziness" between regulators and the regulated.
Keywords: general management; government and business; strategy; Strategy; Consulting Industry; United States; European Union;
Citation:
Ramanna, Karthik, and Matthew Shaffer. "Tapestry Networks." Harvard Business School Case 114-051, April 2014. (Revised June 2016.) View Details
