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• Case | HBS Case Collection | July 2019

  Bjarke Ingels Group

  Boris Groysberg and Aldo Sesia

  Danish-born Bjarke Ingels is regarded as a giant in the field of architecture. He started his firm – the Bjarke Ingels Group (BIG) – in 2005 in Copenhagen. Fourteen years later, the firm has additional offices in New York City, London, and Barcelona and employs over 500 people. BIG is known for what Ingels calls “hedonistic sustainability,” and its designs include a waste-to-energy treatment plant replete with a ski slope, and a multi-storied residential building where residents can bike to their apartments. In 2019, the firm is experiencing growth pains. Demands on Ingels and the firm’s infrastructure are intensifying. Ingels and BIG’s CEO Sheela Maini Søgaard, along with the firm’s other partners, know the firm needs to adapt – organizationally and operationally – to be successful in the future. The case study provides background on Ingels, the creation and evolution of BIG, and the challenges the firm and its leadership face.

  Keywords: Buildings and Facilities; Design; Growth Management; Leadership; Organizational Culture; Talent and Talent Management; Urban Development; Organizational Change and Adaptation; Construction Industry; Service Industry; Real Estate Industry; Denmark; Spain; United Kingdom; United States; New York (city, NY);

  Citation:

  Groysberg, Boris, and Aldo Sesia. "Bjarke Ingels Group." Harvard Business School Case 420-026, July 2019.  View Details

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• Case | HBS Case Collection | January 2011 (Revised July 2019)

  Houghton Mifflin Harcourt

  Stuart C. Gilson and Sarah L. Abbott

  One of the leading publishers of textbooks and other educational materials for the U.S. K-12 educational instruction market has suffered a dramatic decline in sales and profits in the wake of the 2008-2009 financial market crisis and economic recession, and is now overburdened with debt. To regain its competitiveness the company has to significantly reduce its debt, by billions of dollars. Company management is trying to decide which of several options is best for achieving this goal, including filing for Chapter 11 bankruptcy, restructuring its debt out-of-court, or filing a “pre-packaged” Chapter 11 bankruptcy.

  Keywords: Restructuring; Capital Structure; Financial Crisis; Insolvency and Bankruptcy; Decision Choices and Conditions; Publishing Industry; Massachusetts;

  Citation:

  Gilson, Stuart C., and Sarah L. Abbott. "Houghton Mifflin Harcourt." Harvard Business School Case 211-027, January 2011. (Revised July 2019.)  View Details

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• Supplement | HBS Case Collection | February 2011 (Revised July 2019)

  Houghton Mifflin Harcourt

  Stuart C. Gilson and Sarah Abbott

  One of the leading publishers of textbooks and other educational materials for the U.S. K-12 educational instruction market has suffered a dramatic decline in sales and profits in the wake of the 2008-2009 financial market crisis and economic recession, and it now overburdened with debt. To regain its competitiveness, the company has to significantly reduce its debt, by billions of dollars. Company management is trying to decide which of several options is best for achieving this goal, including filing for Chapter 11 bankruptcy, restructuring its debt out-of-court, or filing a "pre-packaged" Chapter 11 bankruptcy.

  Keywords: Restructuring; Decisions; Economic Slowdown and Stagnation; Borrowing and Debt; Insolvency and Bankruptcy; Profit; Crisis Management; Goals and Objectives; Sales; Competition; Publishing Industry; United States;

  Citation:

  Gilson, Stuart C., and Sarah Abbott. "Houghton Mifflin Harcourt." Harvard Business School Spreadsheet Supplement 211-708, February 2011. (Revised July 2019.)  View Details

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