Karen Bruck: Growing Managers at MercadoLibre

Joshua D. Margolis; Fernanda  Miguel; Mariana  Cal

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Case | HBS Case Collection | July 2020

Karen Bruck: Growing Managers at MercadoLibre

by Joshua D. Margolis, Fernanda Miguel and Mariana Cal

Abstract

Karen Bruck, Corporate Sales Director at MercadoLibre, Latin America's largest e-commerce platform, needs to make a decision about one of her managers, who, while analytically savvy, has an approach that does not fit in with the company's culture.

Keywords: Performance Evaluation; Employee Relationship Management; Decision Making; Interpersonal Communication; Organizational Culture; Retail Industry; Latin America; Argentina;

Language: English

Format: Print

16 pages

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Citation:

Margolis, Joshua D., Fernanda Miguel, and Mariana Cal. "Karen Bruck: Growing Managers at MercadoLibre." Harvard Business School Case 421-013, July 2020.

About the Author

Joshua D. Margolis

James Dinan and Elizabeth Miller Professor of Business Administration
Unit Head, Organizational Behavior
Chair, Program for Leadership Development

Organizational Behavior

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Case | HBS Case Collection | September 2015 (Revised September 2020)

Gap Inc.: Refashioning Performance Management

Joshua Margolis, Paul McKinnon and Michael Norris

In 2014, clothing retailer Gap Inc. rolled out a new performance management process for headquarters staff that did away with a traditional rating and ranking system. The new process involved informal monthly meetings between managers and their reports, and it more closely tied bonuses to business performance. Would it serve to motivate employees? Could its framework be used in Gap Inc.'s thousands of stores?

Keywords: performance management; retail; HR; Motivation and Incentives; Performance; Management; Human Resources; Performance Evaluation; Apparel and Accessories Industry; Retail Industry;

Citation:
Margolis, Joshua, Paul McKinnon, and Michael Norris. "Gap Inc.: Refashioning Performance Management." Harvard Business School Case 416-019, September 2015. (Revised September 2020.) View Details

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Case | HBS Case Collection | September 2020

Algramo

Michael Chu, Monica Silva and Mariana Cal

Algramo, recognized for reducing food prices in Chilean low-income neighborhoods through dispensers eliminating packaging, has developed a model to end single-use plastic in the FMCG (fast-moving consumer goods) industry. Beginning with a partnership with Unilever Chile, this has attracted global interest from FMCG giants and environmental NGOs, and capital from foreign impact investors. Algramo’s board has approved a joint venture with a Dutch NGO to take the model to Indonesia, the world’s second-largest source of plastic leakage into the oceans. Meanwhile, Chile has been hard hit by the Covid-19 pandemic, certain to bring great hardship to Chile’s low-income population. Algramo’s founder and CEO José Manuel Moller must decide whether to continue with the Indonesia project (and other initiatives in New York City and Europe) or focus the company’s efforts on Chile.

Keywords: Packaging-as-a-Wallet; Plastic Waste; business at the base of the pyramid; reusable packaging; Alliances with FMCGs to meet ESG goals; Social Entrepreneurship; Environmental Sustainability; Strategy; Value Creation; Consumer Products Industry; Latin America; South America; Chile;

Citation:
Chu, Michael, Monica Silva, and Mariana Cal. "Algramo." Harvard Business School Case 321-079, September 2020. View Details

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Case | HBS Case Collection | October 2017 (Revised August 2020)

RB

Joshua Margolis, Vincent Dessain and Jerome Lenhardt

As 2016 was approaching its end, Rakesh Kapoor, CEO of RB, one of the world’s major fast moving consumer goods (FMCG) companies, envisioned the prospect of a major acquisition that would add a line of health-related products that promised growth in the developing markets of Asia. The acquisition would also move RB closer in size to its better-known rivals, such as Unilever or P&G. RB, formerly Reckitt Benckiser, produced health, hygiene and home products and its strategy revolved around 19 top-selling global brands known as Powerbrands, such as antiseptic Dettol or sore throat medicine Strepsils, and cold remedy Mucinex. In 2016, the company recorded sales of $13.4 billion and a market capitalization of $62 billion. Kapoor wondered whether the moment was ripe for a major acquisition or if the organization needed more time to adapt to its new health and hygiene oriented strategy and some key organizational changes. Could Kapoor keep what made RB so unique among its FMCG peers intact through this transformation, and would an acquisition advance or jeopardize what distinguished RB?

Keywords: Organization Behavior; corporate culture; Mergers ＆ Acquisitions; Growth; geographic development; Mergers and Acquisitions; Organizational Change and Adaptation; Organizational Culture; Growth and Development Strategy; France;

Citation:
Margolis, Joshua, Vincent Dessain, and Jerome Lenhardt. "RB." Harvard Business School Case 418-033, October 2017. (Revised August 2020.) View Details

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Karen Bruck: Growing Managers at MercadoLibre

Abstract

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