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• Case | HBS Case Collection | March 2020 (Revised October 2020)

  Jeffrey Deitch: Art Entrepreneur

  Henry McGee, Rohit Deshpandé and Sarah Gulick

  Jeffrey Deitch is a gallery owner and art entrepreneur. The case discusses the decisions he has made in order to reach his current stage in life, including as a student, HBS grad, museum curator, art advisor, and gallery owner. The case also gives a background on the arts sales industry. After working in a variety of entrepreneurial arts jobs, the question Deitch asks is: what should he do next?

  Keywords: Cultural Entrepreneurship; Arts; Personal Development and Career; Fine Arts Industry; New York (city, NY); Los Angeles;

  Citation:

  McGee, Henry, Rohit Deshpandé, and Sarah Gulick. "Jeffrey Deitch: Art Entrepreneur." Harvard Business School Case 320-042, March 2020. (Revised October 2020.)  View Details

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• Case | HBS Case Collection | January 2017 (Revised October 2020)

  Fitbit

  Regina E. Herzlinger, Christine Snively and Sarah Mehta

  In 2019, Fitbit lost its leadership in the wearable sensor market to Apple and to cheaper alternatives.
  Why did it lose its market position?
  How will the proposed acquisition affect it and Google?

  Keywords: wearable sensors; smart watches in health care; Google acquisition; Health Care and Treatment; Technology; Acquisition;

  Citation:

  Herzlinger, Regina E., Christine Snively, and Sarah Mehta. "Fitbit." Harvard Business School Case 317-007, January 2017. (Revised October 2020.)  View Details

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• Case | HBS Case Collection | March 2020 (Revised August 2020)

  Culture at Google

  Nien-hê Hsieh, Amy Klopfenstein and Sarah Mehta

  Beginning in 2017, technology (tech) company Google faced a series of employee-relations issues that threatened its unique culture of innovation and open communication. Issues included protests surrounding Google’s contracts with the U.S. government, restrictions of employee speech, mistreatment of contract and temporary workers, allegations of sexual misconduct and gender inequality, and claims of retaliation against labor organizing. While Google employees felt an obligation to dissent against morally questionable practices, embodying the company’s informal motto “don’t be evil,” the company struggled to respond to employees’ concerns while preserving its unique culture.

  Keywords: Human Resources; Employee Relationship Management; Recruitment; Retention; Resignation and Termination; Labor; Working Conditions; Employment; Labor Unions; Wages; Law; Lawsuits and Litigation; Rights; Ethics; Values and Beliefs; Fairness; Organizations; Organizational Culture; Mission and Purpose; Social Psychology; Attitudes; Behavior; Conflict Management; Trust; Motivation and Incentives; Prejudice and Bias; Power and Influence; Technology; Search Technology; Web; Hardware; Society; Social Issues; Culture; Civil Society or Community; Demographics; Diversity; Ethnicity; Gender; Race; Technology Industry; North and Central America; United States; California;

  Citation:

  Hsieh, Nien-hê, Amy Klopfenstein, and Sarah Mehta. "Culture at Google." Harvard Business School Case 320-050, March 2020. (Revised August 2020.)  View Details

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