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• Case | HBS Case Collection | April 2019

  Coup or Crime? The Case of Carlos Ghosn

  Aiyesha Dey, Jonas Heese and Puneet Brar

  This case explores the interplay of global corporations, management styles, and local traditions through the high profile arrest of auto industry icon, Carlos Ghosn, in November 2018. The case allows students to debate opposing theories that led to the arrest and examines several key themes, such as leadership challenges in an increasingly global market, role of culture, and the design and role of incentive and governance mechanisms. The case also allows for discussions on personal accountability in light of misbehavior.

  Keywords: Management Style; Globalized Markets and Industries; Problems and Challenges; Ethics; Governance Controls;

  Citation:

  Dey, Aiyesha, Jonas Heese, and Puneet Brar. "Coup or Crime? The Case of Carlos Ghosn." Harvard Business School Case 119-096, April 2019.  View Details

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• Case | HBS Case Collection | July 2010 (Revised June 2016)

  Erik Peterson at Biometra (A)

  John J. Gabarro, Thomas DeLong and Jevan Soo

  Describes the problems facing a recent MBA graduate in his job as general manager of a medical device company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised and updated version of earlier case 494-005, reflecting the challenges of managing in innovation/R&D-driven industries and across multiple international sites.

  Keywords: Business Subsidiaries; Leadership; Managerial Roles; Product Launch; Organizational Structure; Problems and Challenges; Medical Devices and Supplies Industry;

  Citation:

  Gabarro, John J., Thomas DeLong, and Jevan Soo. "Erik Peterson at Biometra (A)." Harvard Business School Case 411-031, July 2010. (Revised June 2016.)  View Details

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• Case | HBS Case Collection | October 1995 (Revised July 2015)

  Cambridge Consulting Group: Bob Anderson

  Jay W. Lorsch and John J. Gabarro

  Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization.

  Keywords: Management; Managerial Roles; Agency Theory; Consulting Industry;

  Citation:

  Lorsch, Jay W., and John J. Gabarro. "Cambridge Consulting Group: Bob Anderson." Harvard Business School Case 496-023, October 1995. (Revised July 2015.)  View Details

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