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• Case | HBS Case Collection | February 2017 (Revised August 2018)

  Digitalization at Siemens

  David J. Collis and Tonia Junker

  The case discusses the digitalization strategy of Siemens AG, a German-based company operating in manufacturing and electronics. The increasing impact of digital technologies on all of its business units had prompted CEO Joe Kaeser and his team to put digitalization at the core of the new corporate strategy, alongside electrification and automation. The challenge was to balance this corporate initiative with the many business units within Siemens, which were used to being independent and had very specific offerings for their clients. For its new analytics platform, Siemens had opted for a push and pull approach to involve business units in its creation, rather than conceptualizing the platform centrally and imposing it on the business units afterwards. The jury was still out on whether this approach would drive digitalization within Siemens fast enough, given the exponential developments in data generation and analytics.

  Keywords: Company management; corporate strategy; competition; information technology; technology networks; Corporate Strategy; Competition; Information Technology; Technology Networks; Manufacturing Industry; Electronics Industry;

  Citation:

  Collis, David J., and Tonia Junker. "Digitalization at Siemens." Harvard Business School Case 717-428, February 2017. (Revised August 2018.)  View Details

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• Case | HBS Case Collection | March 2016 (Revised August 2018)

  JPMorgan Chase after the Financial Crisis: What Is the Optimal Scope of the Largest Bank in the U.S.?

  David Collis and Ashley Hartman

  When Jamie Dimon took over as CEO of JPMorgan Chase & Co. (JPMorgan Chase) in 2005, he reaffirmed the commitment to pursue a "universal bank" strategy—providing a full range of products and services to both retail and wholesale clients. Yet the merits of the universal bank had long been disputed. After 2008, the financial crisis and subsequent Great Recession damaged many global and domestic financial services firms. While the government bailed out universal banks and monoline financial institutions alike, both governments and the public clamored for action against banks they deemed "too big to fail." Regulators around the world stepped in to increase capital requirements while the U.S. government passed the Dodd-Frank bill, which improved transparency and accountability, and, with the Volcker Rule, limited banks' ability to pursue proprietary trading. In response, many financial institutions reduced their scope and reshaped their portfolios.
  In this context, JPMorgan Chase, the largest bank in the U.S. by assets since 2011, which had successfully weathered the financial crisis in part due to the benefits of diversification, emerged with a "fortress balance sheet" and an improved position in the banking league tables. Nevertheless, the bank faced pressure from many directions, including large civil fines to settle, analysts' arguments about its "conglomerate discount," and regulation that penalized size, interconnectedness, and complexity. Despite the pressure, Jamie Dimon remained vocal in advocating for the value of a broad scope, large scale financial services firm. However, questions remained about the optimal scope of the bank and how JPMorgan Chase could best allocate resources across its diverse lines of business in the face of new regulations designed to limit size and complexity.

  Keywords: corporate strategy; scope; financial crisis; banking industry; financial services industry; Regulatory Reforms; Universal Banking; Synergy; optimization; Simplification; diversification; Finance; Strategy; Business Strategy; Financial Crisis; Consolidation; Corporate Strategy; Diversification; Governing Rules, Regulations, and Reforms; Banking Industry; Financial Services Industry;

  Citation:

  Collis, David, and Ashley Hartman. "JPMorgan Chase after the Financial Crisis: What Is the Optimal Scope of the Largest Bank in the U.S.?" Harvard Business School Case 716-448, March 2016. (Revised August 2018.)  View Details

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• Case | HBS Case Collection | November 2017 (Revised August 2018)

  Irene Rosenfeld at Mondelēz International: Crafting a Corporate Strategy

  Raffaella Sadun, David J. Collis, Amram Migdal and Kerry Herman

  The case focuses on Irene Rosenfeld’s tenure as CEO of the global snack food company Mondelēz International. Beginning in 2006, she had led the company through many acquisitions, including France’s LU Biscuit and British confectionery company Cadbury, before, in 2012, boldly splitting the company into two: Kraft, a North American grocery business, and Mondelēz International, a global snack food company.

  Keywords: snack food; snack; global snacking; packaged food; consumer packaged; Kraft foods; Kraft; Agribusiness; Change; Change Management; Corporate Strategy; Transformation; Geography; Geographic Scope; Global Strategy; Leadership; Leadership Style; Leading Change; Management; Business or Company Management; Growth and Development Strategy; Management Style; Marketing; Brands and Branding; Demand and Consumers; Consumer Behavior; Organizational Change and Adaptation; Planning; Strategic Planning; Strategy; Food and Beverage Industry; Illinois;

  Citation:

  Sadun, Raffaella, David J. Collis, Amram Migdal, and Kerry Herman. "Irene Rosenfeld at Mondelēz International: Crafting a Corporate Strategy." Harvard Business School Case 718-403, November 2017. (Revised August 2018.)  View Details

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