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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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• Article | Harvard Business Review | July–August 2018

  How CEOs Manage Time

  Michael E. Porter and Nitin Nohria

  In 2006 Harvard Business School’s Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time, 24/7, for 13 weeks: where they were, with whom, what they did, and what they were focusing on. To date, Porter and Nohria have gathered 60,000 hours' worth of data on 27 executives, interviewing them—and hundreds of other CEOs—about their schedules. This article presents the findings, offering insights not only into best time-management practices but into the CEO’s role itself. CEOs need to learn to simultaneously manage the seemingly contradictory dualities of the job: integrating direct decision-making with indirect levers like strategy and culture, balancing internal and external constituencies, proactively pursuing an agenda while reacting to unfolding events, exercising leverage while being mindful of constraints, focusing on the tangible impact of actions while recognizing their symbolic significance and combining formal power with legitimacy.

  Keywords: CEOs; Executives; Time Management; Attitudes; Managerial Roles; Leadership; Performance Effectiveness; Strategy; Decision Making; Organizational Culture;

  Citation:

  Porter, Michael E., and Nitin Nohria. "How CEOs Manage Time." Harvard Business Review 96, no. 4 (July–August 2018): 42–51.  View Details

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• Supplement | HBS Case Collection | June 2018

  Tomer Zvulun and The Atlanta Opera at Crossroads

  Michael Tushman and Kerry Herman

  Keywords: innovation; Explore/Exploit; Ambidexterity; Zvulun; Opera; Arts; strategy; Talent; talent management; non-profit; Leadership Transition; leadership; organizational behavior;

  Citation:

  Tushman, Michael, and Kerry Herman. "Tomer Zvulun and The Atlanta Opera at Crossroads." Harvard Business School Multimedia/Video Supplement 418-724, June 2018.  View Details

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