Advanced Leadership Pathways: Laurent Adamowicz and Bon'App

Rosabeth Moss Kanter; Tessa Natanay Hamilton; Ai-Ling Jamila Malone

Teaching Note | HBS Case Collection | March 2016

Advanced Leadership Pathways: Laurent Adamowicz and Bon'App

by Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

Abstract

After a successful career as Chairman and CEO of Paris-based luxury food company, Fauchon, Laurent Adamowicz sought to provide a solution to a large scale complex problem. Ultimately, Adamowicz created a mobile application to provide consumers with more accessible and interpretable knowledge about the food they were eating to improve health outcomes. Adamowicz recognized that Harvard's Advanced Leadership Initiative would provide him with resources, industry connections, and interdisciplinary collaboration to make a product that could address and/or prevent the type of continued excess caloric consumption that had contributed to the American obesity crisis. Collaboration with Harvard students and other fellows motivated Adamowicz to pursue the creation and development of a best-in-class smart phone application. Despite Adamowicz's focus on promoting healthful and informed eating habits, many choices still lay ahead of him in deciding how to develop a platform and database, the type of business model that would best support his goals, and the types of collaboration and marketing techniques that would get his idea off the ground. This case may be used for courses on entrepreneurship, social enterprise, leadership, and change management.

Keywords: Leadership; Change Management; Social Entrepreneurship; Nutrition; Business and Community Relations;

Language: English

Format: Print

17 pages

Citation:

Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Laurent Adamowicz and Bon'App." Harvard Business School Teaching Note 316-035, March 2016.

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group. Teaching Note for HBS No. 319-044.

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances (GEA) ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

This teaching note assists in the classroom instruction of the HBS No. 318-089, “City Year at 30: Toward Long-Term Impact.” It offers to instructors a case summary and analysis, along with student preparation questions and a guide for classroom discussion of the case. The teaching note helps explain teaching objectives of the case, including lessons on how to manage the growth and evolution of not-for-profit social enterprises and how to pursue even bigger societal change.

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Advanced Leadership Pathways: Laurent Adamowicz and Bon'App

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