The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (A) and (B)

Tsedal  Neeley; Julia  Kelley

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Teaching Note | HBS Case Collection | June 2019

The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (A) and (B)

by Tsedal Neeley and Julia Kelley

Abstract

Teaching Note for HBS Nos. 419-031 and 419-032.

Language: English

Format: Print

17 pages

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Citation:

Neeley, Tsedal, and Julia Kelley. "The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (A) and (B)." Harvard Business School Teaching Note 419-063, June 2019.

About the Author

Tsedal Neeley

Naylor Fitzhugh Professor of Business Administration

Organizational Behavior

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Teaching Plan | HBS Case Collection | June 2020

Chief

Katherine B. Coffman, Jeffrey J. Bussgang, Kathleen L. McGinn, Julia Kelley, Amy Klopfenstein and Katherine Chen

This teaching plan serves as a supplement to the cases “Chief: Role for Carolyn Childers,” “Chief: Role for Lindsay Kaplan,” and “Scaling at Chief.”

Keywords: Negotiation; Negotiation Tactics; Negotiation Participants; Agreements and Arrangements; Business Ventures; Business Startups; Business Model; Business Growth and Maturation; Demographics; Gender; Ownership; Ownership Stake; Strategy; Business Strategy; Expansion; Competition; Finance; Capital; Venture Capital; Service Industry; Technology Industry; North and Central America; United States; New York (city, NY); New York (state, US);

Citation:
Coffman, Katherine B., Jeffrey J. Bussgang, Kathleen L. McGinn, Julia Kelley, Amy Klopfenstein, and Katherine Chen. "Chief." Harvard Business School Teaching Plan 920-033, June 2020. View Details

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Case | HBS Case Collection | June 2020

Shellye Archambeau: Becoming a CEO (A)

Tsedal Neeley and John Masko

With the economy in a freefall, MetricStream is losing customers, hemorrhaging cash and struggling to make payroll. Several board members are threatening to quit. Others are pressing to sell the company even at dismally low valuations. It’s 2008 and lightning has struck for Shellye Archambeau once again. As CEO of MetricStream, she had spent the last seven years turning a tech startup on life support after the dot-com bust into a market leader of governance, risk, and compliance software for businesses. As a black female CEO, Archambeau is no stranger to adversity. Becoming a leader had been her goal since high school and she had achieved it through decades of hard work and skillful decision making. Now she faces her most critical leadership decision. She calls a meeting with her board chairman, Gunjan Sinha, to discuss the best path forward: Sell MetricStream while offers are on the table, or try to save it by looking for a big customer of the company’s risk management software against the backdrop of the financial crisis? Both options have dire consequences. Valuations are plummeting by the day. Cash is disappearing by the minute. Archambeau and Sinha need to decide and act swiftly.

Keywords: Race; Gender; Leadership Style; Risk and Uncertainty; Change; Prejudice and Bias; Decision Making; Technology Industry; California;

Citation:
Neeley, Tsedal, and John Masko. "Shellye Archambeau: Becoming a CEO (A)." Harvard Business School Case 420-071, June 2020. View Details

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Supplement | HBS Case Collection | June 2020

Shellye Archambeau: Becoming a CEO (B)

Tsedal Neeley and Briana Richardson

With the economy in a freefall, MetricStream is losing customers, hemorrhaging cash and struggling to make payroll. Several board members are threatening to quit. Others are pressing to sell the company even at dismally low valuations. It’s 2008 and lightning has struck for Shellye Archambeau once again. As CEO of MetricStream, she had spent the last seven years turning a tech startup on life support after the dot-com bust into a market leader of governance, risk, and compliance software for businesses. As a black female CEO, Archambeau is no stranger to adversity. Becoming a leader had been her goal since high school and she had achieved it through decades of hard work and skillful decision making. Now she faces her most critical leadership decision. She calls a meeting with her board chairman, Gunjan Sinha, to discuss the best path forward: Sell MetricStream while offers are on the table, or try to save it by looking for a big customer of the company’s risk management software against the backdrop of the financial crisis? Both options have dire consequences. Valuations are plummeting by the day. Cash is disappearing by the minute. Archambeau and Sinha need to decide and act swiftly.

Keywords: Race; Gender; Leadership Style; Risk and Uncertainty; Change; Prejudice and Bias; Decision Making; Technology Industry; California;

Citation:
Neeley, Tsedal, and Briana Richardson. "Shellye Archambeau: Becoming a CEO (B)." Harvard Business School Supplement 420-073, June 2020. View Details

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The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (A) and (B)

Abstract

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