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• Technical Note | HBS Case Collection | June 2019 (Revised November 2019)

  Sustaining Corporate Culture in a Growing Organization

  Dennis Campbell and Tatiana Sandino

  An organization’s culture can be a significant source of sustainable competitive advantage. For the organization, it can attract job candidates who fit and align employees working in different teams around common goals. For employees, a strong culture can generate pride, satisfaction, and purpose. However, a strong organizational culture can easily decay with a company’s growth as new employees join the firm and business units develop cultures of their own. This technical note proposes that the growth a company can sustain while preserving its culture is governed by its ability to attract employees who fit with its purpose and values and to preserve and foster this alignment over time. To achieve this, an effective leader must formally articulate the purpose and values of the company and rely on four management systems that can be collectively thought of as a “North STAR” orienting managers’ and employees’ attention in the intended direction. This note details these organizational capabilities and management systems and describes the steps that successful companies take in order to preserve a strong culture through periods of growth.

  Keywords: Organizational Culture; Growth and Development; Mission and Purpose; Values and Beliefs; Management Systems;

  Citation:

  Campbell, Dennis, and Tatiana Sandino. "Sustaining Corporate Culture in a Growing Organization." Harvard Business School Technical Note 119-109, June 2019. (Revised November 2019.)  View Details

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• Teaching Note | HBS Case Collection | August 2019

  Creating Accountability in Afghanistan

  Jonas Heese, Gerardo Pérez Cavazos, Eugene F. Soltes and Grace Liu

  Teaching Note for HBS No. 120-024.

  Citation:

  Heese, Jonas, Gerardo Pérez Cavazos, Eugene F. Soltes, and Grace Liu. "Creating Accountability in Afghanistan." Harvard Business School Teaching Note 120-030, August 2019.  View Details

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• Case | HBS Case Collection | August 2019

  Creating Accountability in Afghanistan

  Jonas Heese, Gerardo Pérez Cavazos, Eugene F. Soltes and Grace Liu

  By early 2019, the United States had contributed $132 billion to the Afghan reconstruction—an amount exceeding the inflation-adjusted cost of the Marshall Plan, which aided reconstruction in 16 European countries after the Second World War. John Sopko, in his role as the Special Inspector General for Afghan Reconstruction (SIGAR), was in charge of providing accountability for U.S. aid funding. Sopko’s oversight faced severe limitations such as a growing on-budget assistance; pervasive corruption; and lack of transportation, infrastructure, and security for his staff. To fight those odds, SIGAR has implemented multiple strategies with relative success. For example, cultivating a network of sources and informants had allowed SIGAR to save the U.S. over $200 million from a fuel contract bid-rigging scheme. The SIGAR Fraud Hotline had received and reviewed over 3,200 reports. However, with the Afghan presidential elections and peace talks looming on the horizon, Sopko was wondering how SIGAR would have to adapt to a new reality that could potentially be much worse.

  Keywords: auditing; fraud; accountability; Crime and Corruption; Law Enforcement; Governance; Infrastructure; Information; Networks; Strategy; Afghanistan;

  Citation:

  Heese, Jonas, Gerardo Pérez Cavazos, Eugene F. Soltes, and Grace Liu. "Creating Accountability in Afghanistan." Harvard Business School Case 120-024, August 2019.  View Details

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