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• Case | HBS Case Collection | July 2020

  Driving Transformation at the Majid Al Futtaim Group

  Suraj Srinivasan and Esel Çekin

  The case opens with Alain Bejjani, CEO of Majid Al Futtaim (MAF) Holding, anticipating on the Group’s next phase in the multi-year transformation journey and reflecting on the initiatives he implemented to create the Group’s growth-oriented culture. Founded in 1995, MAF Group was a regional conglomerate, operating shopping malls, and retail and leisure establishments across 12 businesses in 15 markets in the Middle East, Africa, and Asia. The case describes the series of structural changes that Bejjani undertook since he became the CEO in 2015, how he transitioned the Holding company from a passive investor to a strategic architect model, and assumed ownership of the brand, culture, and talent across the entire organization for all its operating companies: MAF Properties, MAF Retail, and MAF Ventures. The case discusses the steps that the Group undertook – creation of the Leadership Institute, a new performance management system, investments in digital technology and analytics capabilities, and the launch of the School of Great Moments to instill a focus on customer experience. By November 2019, Bejjani recognized that the organization had evolved considerably in the past five years. He wondered about the next steps in scaling and ability to execute strategy. How much more could he push the organization to continue to change?

  Keywords: Transformation; Retail Industry; United Arab Emirates; Middle East; Dubai;

  Citation:

  Srinivasan, Suraj, and Esel Çekin. "Driving Transformation at the Majid Al Futtaim Group." Harvard Business School Case 121-002, July 2020.  View Details

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• Case | HBS Case Collection | June 2020

  Shellye Archambeau: Becoming a CEO (A)

  Tsedal Neeley and John Masko

  With the economy in a freefall, MetricStream is losing customers, hemorrhaging cash and struggling to make payroll. Several board members are threatening to quit. Others are pressing to sell the company even at dismally low valuations. It’s 2008 and lightning has struck for Shellye Archambeau once again. As CEO of MetricStream, she had spent the last seven years turning a tech startup on life support after the dot-com bust into a market leader of governance, risk, and compliance software for businesses. As a black female CEO, Archambeau is no stranger to adversity. Becoming a leader had been her goal since high school and she had achieved it through decades of hard work and skillful decision making. Now she faces her most critical leadership decision. She calls a meeting with her board chairman, Gunjan Sinha, to discuss the best path forward: Sell MetricStream while offers are on the table, or try to save it by looking for a big customer of the company’s risk management software against the backdrop of the financial crisis? Both options have dire consequences. Valuations are plummeting by the day. Cash is disappearing by the minute. Archambeau and Sinha need to decide and act swiftly.

  Keywords: Race; Gender; Leadership Style; Risk and Uncertainty; Change; Prejudice and Bias; Decision Making; Technology Industry; California;

  Citation:

  Neeley, Tsedal, and John Masko. "Shellye Archambeau: Becoming a CEO (A)." Harvard Business School Case 420-071, June 2020.  View Details

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• Supplement | HBS Case Collection | June 2020

  Shellye Archambeau: Becoming a CEO (B)

  Tsedal Neeley and Briana Richardson

  With the economy in a freefall, MetricStream is losing customers, hemorrhaging cash and struggling to make payroll. Several board members are threatening to quit. Others are pressing to sell the company even at dismally low valuations. It’s 2008 and lightning has struck for Shellye Archambeau once again. As CEO of MetricStream, she had spent the last seven years turning a tech startup on life support after the dot-com bust into a market leader of governance, risk, and compliance software for businesses. As a black female CEO, Archambeau is no stranger to adversity. Becoming a leader had been her goal since high school and she had achieved it through decades of hard work and skillful decision making. Now she faces her most critical leadership decision. She calls a meeting with her board chairman, Gunjan Sinha, to discuss the best path forward: Sell MetricStream while offers are on the table, or try to save it by looking for a big customer of the company’s risk management software against the backdrop of the financial crisis? Both options have dire consequences. Valuations are plummeting by the day. Cash is disappearing by the minute. Archambeau and Sinha need to decide and act swiftly.

  Keywords: Race; Gender; Leadership Style; Risk and Uncertainty; Change; Prejudice and Bias; Decision Making; Technology Industry; California;

  Citation:

  Neeley, Tsedal, and Briana Richardson. "Shellye Archambeau: Becoming a CEO (B)." Harvard Business School Supplement 420-073, June 2020.  View Details

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