More from the Author

• Case | HBS Case Collection | July 2019 (Revised January 2020)

  Backstage at Boston Ballet

  David G. Fubini, Begum Agca Okutgen and Julia Kelley

  At the beginning of her second year with Boston Ballet, Executive Director Meredith "Max" Hodges got some bad news—a developer had purchased one of Boston Ballet's school locations and was planning to terminate Boston Ballet's lease. Hodges had already overseen a number of improvements during her first year with Boston Ballet and had several major projects planned for her second year, including a major website overhaul and a revamped performance schedule. However, without a new school location, Boston Ballet's revenue would take a hit. Given Boston Ballet's limited resources and the urgency of the terminated school lease, how should Hodges reprioritize her plans for the upcoming year?

  Keywords: Arts; Buildings and Facilities; Decision Making; Theater Entertainment; Leadership; Business or Company Management; Mission and Purpose; Organizational Change and Adaptation; Strategic Planning; Problems and Challenges; Nonprofit Organizations; Strategy; Marketing; Price; Fine Arts Industry; Entertainment and Recreation Industry; Education Industry; United States; North America; Massachusetts; Boston; New England; Northeastern United States;

  Citation:

  Fubini, David G., Begum Agca Okutgen, and Julia Kelley. "Backstage at Boston Ballet." Harvard Business School Case 420-005, July 2019. (Revised January 2020.)  View Details

  CiteView DetailsEducators

  Related

• Case | HBS Case Collection | January 2020

  Chemours (A)

  David G. Fubini and David Lane

  The July 2015 spin-off of DuPont’s performance chemicals division as the independent company Chemours burdened new CEO Mark Vergnano and his team with perilous challenges. Despite market-leading offerings in several areas, the company faced a glutted market for its primary product, even after its prices had fallen 40% since 2012. The company also owed $4 billion in long-term debt, equivalent to 10 times 2014 earnings. Not least, DuPont had made Chemours financially responsible for chemical contamination at 171 U.S. sites, representing 62% of DuPont’s environmental liabilities and 90% of its litigation by number of pending cases. Within six months, Chemours shares had lost 80% of their value.

  Keywords: Transformation; Chemicals; Leading Change; Crisis Management; Organizational Change and Adaptation; Chemical Industry; United States;

  Citation:

  Fubini, David G., and David Lane. "Chemours (A)." Harvard Business School Case 420-001, January 2020.  View Details

  CiteView DetailsEducators

  Related

• Supplement | HBS Case Collection | January 2020

  Chemours (B)

  David G. Fubini and David Lane

  Supplement to (A) describing actions taken by Chemours CEO Mark Vergnano and members of his executive team to execute a successful turnaround of the company.

  Keywords: Transformation; Leading Change; Crisis Management; Organizational Change and Adaptation; United States;

  Citation:

  Fubini, David G., and David Lane. "Chemours (B)." Harvard Business School Supplement 420-072, January 2020.  View Details

  CiteView Details

  Related