Allied Stores Corp. (B)

Milton P. Brown; Jay W. Lorsch

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Case | HBS Case Collection | December 1980 (Revised February 1981)

Allied Stores Corp. (B)

by Milton P. Brown and Jay W. Lorsch

Keywords: Retail Industry;

Format: Print

37 pages

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Citation:

Brown, Milton P., and Jay W. Lorsch. "Allied Stores Corp. (B)." Harvard Business School Case 381-087, December 1980. (Revised February 1981.)

About the Author

Jay W. Lorsch

Louis E. Kirstein Professor of Human Relations

Organizational Behavior

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Case | HBS Case Collection | July 2016 (Revised January 2019)

Cyber Breach at Target

Suraj Srinivasan, Lynn S. Paine and Neeraj Goyal

In November and December of 2013, Target Corporation suffered one of the largest cyber breaches to date. The breach that occurred during the busy holiday shopping season resulted in personal and credit card information of approximately 110 million Target customers being compromised. The case describes the details of the breach, circumstances that lead to it, consequences for customers and for Target, and the company's response. Additionally, the case discusses the role of management and the board of directors in cyber security at Target. Target's board of directors was subject to intense criticism by shareholders and governance experts such as the leading proxy advisor Institutional Shareholder Services (ISS). Lastly, the case discusses the critique and defense of the board's role and is designed to allow for a discussion of the causes and consequences of the cyber breach and accountability of directors in cyber security.

Keywords: Safety; Credit Cards; Customer Relationship Management; Online Technology; Governing and Advisory Boards; Crisis Management; Retail Industry;

Citation:
Srinivasan, Suraj, Lynn S. Paine, and Neeraj Goyal. "Cyber Breach at Target." Harvard Business School Case 117-027, July 2016. (Revised January 2019.) View Details

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Case | HBS Case Collection | March 2018

A Nonprofit Board in Transition at Farrington Nature Linc

Jay Lorsch and Emily Irving

Citation:
Lorsch, Jay, and Emily Irving. "A Nonprofit Board in Transition at Farrington Nature Linc." Harvard Business School Case 418-066, March 2018. View Details

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Case | HBS Case Collection | June 2017 (Revised October 2017)

Uber in 2017: One Bumpy Ride

Suraj Srinivasan, Jay W. Lorsch and Quinn Pitcher

Uber Technologies Inc., the popular ride-hailing company, entered 2017 having doubled its bookings in 2016 and achieving a valuation of nearly $70 billion, making it the largest venture capital-backed company in the world. Co-founder and CEO Travis Kalanick embodied the company, with a hard-charging attitude embedded in the company’s workplace culture that allowed it to successfully take on the entrenched taxi industry. Uber looked to enjoy another year of global growth in 2017, until lawsuits and a cascading series of scandals surrounding that same workplace culture led a group of powerful investors to seek Kalanick’s resignation to protect their investment. This case presents an overview of the growth of Uber, the impact of Kalanick, and the role that Uber’s board of directors had in shaping the company’s growth. It centers on the factors leading to Uber board members and investors to call for Kalanick’s resignation, focusing on how board oversight can help shape company culture and how entrepreneurial boards deal with founder CEOs. It then deals with the events that happened in the aftermath of Kalanick's resignation, including the appointment of Dara Khosrowshahi as CEO and the changes, the lawsuit brought against Kalanick by venture capital firm Benchmark Capital, and the governance changes proposed at the end of September 2017.

Keywords: Governance; Technology; Transportation; Venture Capital; Organizational Culture; Technology Industry; Transportation Industry; United States;

Citation:
Srinivasan, Suraj, Jay W. Lorsch, and Quinn Pitcher. "Uber in 2017: One Bumpy Ride." Harvard Business School Case 117-070, June 2017. (Revised October 2017.) View Details

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Allied Stores Corp. (B)

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