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• Case | HBS Case Collection | November 2020

  The Rise and Fall of Nokia (Abridged)

  Juan Alcácer and Tarun Khanna

  Citation:

  Alcácer, Juan, and Tarun Khanna. "The Rise and Fall of Nokia (Abridged)." Harvard Business School Case 721-414, November 2020.  View Details

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• Case | HBS Case Collection | September 2020 (Revised November 2020)

  PDS: Ring-Fencing the Ranch

  Dennis Campbell, Tarun Khanna and Kerry Herman

  Pallak Seth, Group CEO of PDS Multinational Fashions, is contemplating options to bring better collaboration across his global apparel supply chain platform. PDS, a group of 50-plus subsidiary companies, each led by its own CEO and with different apparel industry specialties, has grown rapidly over the past decade, yet the industry is increasingly competitive and challenges remain constant. Looking for ways to reach the Group’s 2023 goals of $2 billion in revenue, Seth and his executive board are considering two ways to increase collaboration and reward performance: a joint P&L approach, to drive partnerships across the subsidiaries, and an employee stock option plan, to unlock value across the Group.

  Keywords: collaboration; Supply Chain Management; Performance; Partners and Partnerships; Employee Stock Ownership Plan; Apparel and Accessories Industry;

  Citation:

  Campbell, Dennis, Tarun Khanna, and Kerry Herman. "PDS: Ring-Fencing the Ranch." Harvard Business School Case 721-361, September 2020. (Revised November 2020.)  View Details

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

  Gogoro: From Electric Scooter to Energy Platform

  Tarun Khanna and Billy Chan

  The founder of Gogoro had always wanted to revolutionize the energy market from day one since he started the electric scooter business that featured an innovative battery swapping technology. Over the course of five years, he had developed a premium line of electric scooters, gained market share to about 90 percent, and turned his startup into a “unicorn” with a valuation reaching $1 billion. With its battery swapping infrastructure built out across the island of Taiwan, Gogoro sensed the opportunity to become something bigger – most probably a smart energy platform that could complement the main grid. But as a sudden change in government subsidies and the outbreak of the coronavirus pandemic took a toll on the scooter sales, how should Gogoro position itself going forward?

  Keywords: Entrepreneurship; Technology; Energy; Organizational Change and Adaptation; Strategy; Taiwan;

  Citation:

  Khanna, Tarun, and Billy Chan. "Gogoro: From Electric Scooter to Energy Platform." Harvard Business School Case 721-379, August 2020. (Revised November 2020.)  View Details

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