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• Supplement | HBS Case Collection | May 2016 (Revised November 2018)

  Moleskine (B)

  Ryan Raffaelli, Raffaella Sadun and Kathy Qu

  This case discusses the decisions and outcomes of CEO Arrigo Berni and founder Maria Sebregondi that the Moleskine (A) case laid out.

  Keywords: Creative Industries; brand building; Digital Innovation; digital services and strategy; process improvement; Organization change and adaptation; culture; Identity Construction; Growth and Development Strategy; Leadership; Organizational Change and Adaptation; Technological Innovation; Creativity; Brands and Branding; Consumer Products Industry;

  Citation:

  Raffaelli, Ryan, Raffaella Sadun, and Kathy Qu. "Moleskine (B)." Harvard Business School Supplement 716-464, May 2016. (Revised November 2018.)  View Details

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• Case | HBS Case Collection | October 2018

  Accomplice: Scaling Early Stage Finance

  Ramana Nanda, Raffaella Sadun and Olivia Hull

  Accomplice, an early-stage venture capital firm based in Boston, is raising its second fund in November 2017. Since 2009, the firm has followed a seed-led investment model, investing in tech companies at the earliest stages, often when products and business models are still experimental. The firm’s partners are pleased with their preliminary returns and the deal flow they’ve been able to cultivate, in part by empowering local entrepreneurs to invest in promising new ideas on their behalf. The partners are confident their long-term returns will validate their investment strategy and positioning in the increasingly competitive VC market. Will investors agree?

  Keywords: venture capital; Early Stage Finance; Seed Finance; Scouts; Business Startups; Private Equity; Investment Portfolio; Organizational Structure; Organizational Change and Adaptation; Partners and Partnerships; Networks; Adaptation; Corporate Strategy; Technology; Financial Services Industry; Massachusetts; Boston; Cambridge; United States;

  Citation:

  Nanda, Ramana, Raffaella Sadun, and Olivia Hull. "Accomplice: Scaling Early Stage Finance." Harvard Business School Case 719-403, October 2018.  View Details

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• Article | Vox | September 26, 2018

  Ownership and Power Structure: Together at Last

  Laura Alfaro, Nicholas Bloom, Paola Conconi, Harald Fadinger, Patrick Legros, Andrew Newman, Raffaella Sadun and John Van Reenen

  Economists have largely ignored the deep interdependency between integration and delegation. This column describes a new theory of integration and delegation choices aimed at shedding light on how these distinct elements of organizational design interact. Contrary to what is suggested by a naïve one-dimensional approach, the model predicts that delegation and outsourcing should be negatively correlated, a prediction that holds up well when the model is applied to data for thousands of firms across many industries and countries.

  Keywords: Power; ownership; organisational design; Economics; Ownership; Organizational Design;

  Citation:

  Alfaro, Laura, Nicholas Bloom, Paola Conconi, Harald Fadinger, Patrick Legros, Andrew Newman, Raffaella Sadun, and John Van Reenen. "Ownership and Power Structure: Together at Last." Vox (September 26, 2018).  View Details

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