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• Teaching Plan | HBS Case Collection | September 2018 (Revised December 2019)

  Eastern Bank: Innovating Through Eastern Labs

  Karen Mills, Dennis Campbell and Aaron Mukerjee

  Teaching Note for HBS No. 318-068.

  Citation:

  Mills, Karen, Dennis Campbell, and Aaron Mukerjee. "Eastern Bank: Innovating Through Eastern Labs." Harvard Business School Teaching Plan 319-037, September 2018. (Revised December 2019.)  View Details

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• Case | HBS Case Collection | January 2016 (Revised November 2019)

  Blackstone at Age 30

  Josh Lerner, John D. Dionne and Amram Migdal

  Since its IPO in 2007 and following the global financial crisis, Blackstone largely outpaced its alternative investment firm peers in assets under management, new business launches, profitability, and market capitalization. Under the leadership of Stephen A. Schwarzman, chairman and CEO, and president and COO Hamilton ("Tony") James, Blackstone's growth derived from substantial horizontal expansion into new alternative asset products and services, both organically and through acquisition. These included businesses in private equity, real estate, funds of hedge funds, alternative credit, opportunistic transactions ("Tactical Opportunities"), and secondaries investments. The firm has also innovated in sourcing capital from a variety of limited partners. Blackstone's culture of centralized investment processes and risk management coupled with entrepreneurial leadership contributed to its growth in important ways, but the firm faces important external and internal challenges as it seeks to continue its growth.

  Keywords: Business Growth and Maturation; Asset Management; Private Equity; Financial Services Industry; New York (city, NY);

  Citation:

  Lerner, Josh, John D. Dionne, and Amram Migdal. "Blackstone at Age 30." Harvard Business School Case 816-013, January 2016. (Revised November 2019.)  View Details

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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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