Dominion Engineering Works

Christopher A. Bartlett

Case | HBS Case Collection | June 1983 (Revised April 1991)

Dominion Engineering Works

Abstract

Dominion Engineering Works faces important strategic decisions about whether to continue its focused strategy of selling newsprint machines to the Canadian paper industry or whether recent changes in industry conditions and the emergence of three global competitors will force it to diversify its product line and/or its geographic markets. Allows analysis of global competitive strategy versus a national champion strategy in an evolving industry. Can be used with Note on the Paper Machine Industry.

Keywords: Machinery and Machining; Globalized Markets and Industries; Management Analysis, Tools, and Techniques; Partners and Partnerships; Competitive Strategy; Customization and Personalization; Diversification;

Format: Print

13 pages

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Citation:

Bartlett, Christopher A. "Dominion Engineering Works." Harvard Business School Case 383-184, June 1983. (Revised April 1991.)

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Teaching Note | HBS Case Collection | June 1995 (Revised September 2019)

Richardson Sheffield

Christopher A. Bartlett and Ashish Nanda

This note was prepared to aid instructors in the use of "Richardson Sheffield," HBS No. 392-089. The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline. After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm. The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Keywords: Development; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

Citation:

Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Teaching Note 395-212, June 1995. (Revised September 2019.) View Details

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Describes the entrepreneurial leadership of Jack Manning Bancroft (JMB), a young Indigenous Australian university student who created the Australian Indigenous Mentoring Experience (AIME), a nonprofit organization he formed to respond to the problem of Indigenous high school students completing high school at less than half the rate of non-Indigenous students. The case traces the strategic, organizational, and cultural challenges JMB faced in building an organization that eventually offered mentoring partnerships to 8,000 Indigenous students in 350 high schools throughout Australia. Furthermore, the AIME students were completing school and going on to university at the same rate as non-Indigenous students. The case concludes as JMB contemplates taking his successful, sophisticated model to the United States.

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Dominion Engineering Works

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