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Christopher A. Bartlett

Thomas D. Casserly, Jr. Professor of Business Administration, Emeritus

Professor Christopher A. Bartlett received an economics degree from the University of Queensland, Australia (1964), and both the masters and doctorate degrees in business administration from Harvard University (1971 and 1979).
As a practicing manager prior to joining the faculty of Harvard Business School, he worked as a marketing manager with Alcoa in Australia, as a management consultant in McKinsey's London office, and as the country general manager of Baxter Laboratories' subsidiary company in France.
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Professor Christopher A. Bartlett received an economics degree from the University of Queensland, Australia (1964), and both the masters and doctorate degrees in business administration from Harvard University (1971 and 1979). 

As a practicing manager prior to joining the faculty of Harvard Business School, he worked as a marketing manager with Alcoa in Australia, as a management consultant in McKinsey's London office, and as the country general manager of Baxter Laboratories' subsidiary company in France.

After joining the Harvard Business School faculty in 1979, his research interests focused on the strategic and organizational challenges confronting managers in large, complex corporations, and on the organizational and managerial impact of transformational change.

In addition to his teaching and research responsibilities at HBS, he assumed various leadership roles at the school. He headed the International Senior Management Program, chaired the School’s General Management Unit, led the Program for Global Leadership, and directed the Humanitarian Leadership Program.

He has published eight books, including (co-authored with the late Sumantra Ghoshal) Managing Across Borders: The Transnational Solution (named by the Financial Times as one of the 50 most influential business books of the century) and The Individualized Corporation (named one of the Best Business Books for the Millennium by Strategy + Business magazine). Both books have been translated into more than ten languages. 

He has authored or co-authored more than 50 articles which have appeared in journals such as Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Review, and Journal of International Business Studies. His more than 100 case studies have sold more than 5 million copies worldwide, making him the best-selling case author in the history of Harvard Business School.

He has been elected as a Fellow of three professional organizations: the Academy of Management, the Academy of International Business, and the Strategic Management Society. In 2001, the Academy Management’s International Division honoured him with its first Distinguished Scholar Award.

 In addition to his academic responsibilities, he maintains ongoing research interests in the organization and management of multinational enterprise, the impact of radical corporate transformational change, and the management of human and intellectual capital for competitive advantage. He has consulted and served on the board of many large international companies, and currently is actively contributing to several nonprofits in the US, Asia, and Australia.

 


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Publications Research Summary Awards & Honors

Books

  1. Casebook | 2011

    Transnational Management: Text Cases and Readings in Cross Border Management

    Christopher A. Bartlett and Paul W. Beamish

    Transnational Management focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework showing the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global economy.

    Keywords: Experience and Expertise; Economy; Framework; Cross-Cultural and Cross-Border Issues; Global Strategy; Management; Problems and Challenges; Situation or Environment; Strategy; Competition;

    Citation:

    Bartlett, Christopher A., and Paul W. Beamish. Transnational Management: Text Cases and Readings in Cross Border Management. 6th ed. Burr Ridge, IL: McGraw-Hill/Irwin, 2011.  View Details
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  2. Casebook | 2008

    Transnational Management: Text, Cases and Readings in Cross Border Management

    Christopher A. Bartlett, Sumantra Ghoshal and Paul Beamish

    Keywords: Multinational Firms and Management; Information; Cases;

    Citation:

    Bartlett, Christopher A., Sumantra Ghoshal, and Paul Beamish. Transnational Management: Text, Cases and Readings in Cross Border Management. 5th ed. Burr Ridge, IL: McGraw-Hill/Irwin, 2008.  View Details
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  3. Book | 2006

    Global Marketing Management

    John A. Quelch and Christopher A. Bartlett

    Keywords: Marketing; Management;

    Citation:

    Quelch, John A., and Christopher A. Bartlett. Global Marketing Management. 5th ed. Mason, OH.  View Details
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  4. Book | 2003

    Transnational Management: Text, Cases and Readings in Cross Border Management

    Christopher A. Bartlett, Sumantra Ghoshal and Julian Birkinshaw

    Keywords: Transition; Cases; Information;

    Citation:

    Bartlett, Christopher A., Sumantra Ghoshal, and Julian Birkinshaw. Transnational Management: Text, Cases and Readings in Cross Border Management. 4th ed. Burr Ridge, IL: McGraw-Hill, 2003.  View Details
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  5. Book | 2000

    Managing Radical Change

    Sumantra Ghoshal, Gita Piramal and Christopher A. Bartlett

    Keywords: Change Management;

    Citation:

    Ghoshal, Sumantra, Gita Piramal, and Christopher A. Bartlett. Managing Radical Change. Viking Press, 2000. (

    ​(Winner of Delhi Management Association. Escorts Book Award presented by Delhi Management Association.)

    )  View Details
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  6. Book | 1999

    Global Marketing Management

    J. A. Quelch and C. A. Bartlett

    Keywords: Globalization; Marketing; Management;

    Citation:

    Quelch, J. A., and C. A. Bartlett. Global Marketing Management. 4th ed. Reading, MA: Addison-Wesley Publishing Company, 1999.  View Details
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  7. Book | 1999

    Transnational Management: Text, Cases and Readings in Cross Border Management

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Cross-Cultural and Cross-Border Issues;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. Transnational Management: Text, Cases and Readings in Cross Border Management. 3rd ed. Burr Ridge, IL: McGraw-Hill/Irwin, 1999.  View Details
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  8. Book | 1998

    Managing Across Borders: The Transnational Solution

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Cross-Cultural and Cross-Border Issues; Multinational Firms and Management;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. Managing Across Borders: The Transnational Solution. 2nd ed. Boston: Harvard Business School Press, 1998. (Also published in translated editions in French, German, Italian, Spanish, Portuguese, Japanese, Chinese, Arabic, and Korean. Paperback ed., HBS Press, 1991.)  View Details
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  9. Book | 1997

    The Individualized Corporation

    Sumantra Ghoshal and Christopher A. Bartlett

    Citation:

    Ghoshal, Sumantra, and Christopher A. Bartlett. The Individualized Corporation. New York: HarperBusiness, 1997. (Winner of Igor Ansoff Award For management research in the study of strategic planning and management presented by Coopers & Lybrand. Also published in translated editions in French, Spanish, Portuguese, Italian, German, Dutch, Japanese, Chinese, and Korean. Paperback ed., Harper Business, 1999.)  View Details
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  10. Book | 1997

    The Individualized Corporation

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. The Individualized Corporation. Harper Audio, 1997. Audio.  View Details
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  11. Book | 1995

    Transnational Management: Text, Cases and Readings in Cross Border Management

    C. A. Bartlett and S. Ghoshal

    Keywords: Cross-Cultural and Cross-Border Issues;

    Citation:

    Bartlett, C. A., and S. Ghoshal. Transnational Management: Text, Cases and Readings in Cross Border Management. 2nd ed. Burr Ridge, IL: Irwin/McGraw-Hill, 1995.  View Details
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  12. Book | 1995

    Readings in Cross-border Management

    C. A. Bartlett and S. Ghoshal

    Keywords: Management; Cross-Cultural and Cross-Border Issues;

    Citation:

    Bartlett, C. A., and S. Ghoshal. Readings in Cross-border Management. 2nd ed. Burr Ridge, IL: Irwin, 1995.  View Details
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  13. Book | 1995

    Global Marketing Management: Cases and Readings

    Robert D. Buzzell, John A. Quelch and Christopher A. Bartlett

    Keywords: Globalization; Marketing; Management;

    Citation:

    Buzzell, Robert D., John A. Quelch, and Christopher A. Bartlett. Global Marketing Management: Cases and Readings. 3rd ed. Reading, MA: Addison-Wesley Publishing Company, 1995.  View Details
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  14. Book | 1992

    Transnational Management: Text, Cases and Readings in Cross Border Management

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Cross-Cultural and Cross-Border Issues;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. Transnational Management: Text, Cases and Readings in Cross Border Management. Burr Ridge, IL: Irwin, 1992.  View Details
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  15. Book | 1991

    Global Marketing Management

    Robert D. Buzzell, John A. Quelch and Christopher A. Bartlett

    Keywords: Globalization; Marketing; Management;

    Citation:

    Buzzell, Robert D., John A. Quelch, and Christopher A. Bartlett. Global Marketing Management. 2nd ed. Reading, MA: Addison-Wesley Publishing Company, 1991.  View Details
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  16. Book | 1991

    Business Policy: Text and Cases

    J. L. Bower, Christopher A. Bartlett, C. Roland Christensen, Andrall E. Pearson and Kenneth R. Andrews

    Keywords: Policy; Cases;

    Citation:

    Bower, J. L., Christopher A. Bartlett, C. Roland Christensen, Andrall E. Pearson, and Kenneth R. Andrews. Business Policy: Text and Cases. 7th ed. Homewood, IL: Irwin, 1991.  View Details
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  17. Book | 1990

    Managing the Global Firm

    Christopher A. Bartlett, Y. Doz and G. Hedlund

    Keywords: Globalized Firms and Management;

    Citation:

    Bartlett, Christopher A., Y. Doz and G. Hedlund, eds. Managing the Global Firm. London: Routledge, 1990.  View Details
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  18. Book | 1989

    Managing Across Borders: The Transnational Solution

    C. A. Bartlett and S. Ghoshal

    Keywords: Multinational Firms and Management; Cross-Cultural and Cross-Border Issues;

    Citation:

    Bartlett, C. A., and S. Ghoshal. Managing Across Borders: The Transnational Solution. Harvard Business School Press, 1989.  View Details
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Journal Articles

  1. Article | HR Monthly

    Reinventing Yesterday's Managers

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Management;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Reinventing Yesterday's Managers." HR Monthly (April 2003): 12–18.  View Details
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  2. Article | Executive Excellence

    Strategic Advantage

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Strategy;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Strategic Advantage." Executive Excellence 19, no. 7 (July 2002): 7–8.  View Details
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  3. Article | MIT Sloan Management Review

    Building Competitive Advantage Through People

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Competitive Advantage; Employees;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Building Competitive Advantage Through People." MIT Sloan Management Review 43, no. 2 (winter 2002): 34–41.  View Details
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  4. Article | Executive Excellence

    Leading People as Volunteer Investors

    Christopher Bartlett

    Keywords: Leadership; Investment;

    Citation:

    Bartlett, Christopher. "Leading People as Volunteer Investors." Executive Excellence 18, no. 3 (March 2001): 16.  View Details
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  5. Article | Harvard Business Review

    Going Global: Lessons from Late Movers

    C. A. Bartlett and S. Ghoshal

    Keywords: Global Range; Learning;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Going Global: Lessons from Late Movers." Harvard Business Review 78, no. 2 (March–April 2000): 132–142.  View Details
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  6. Article | Leader to Leader

    Closing the Strategic Generation Gap: A Conversation with Christopher Bartlett

    C. A. Bartlett

    Keywords: Strategy; Spoken Communication;

    Citation:

    Bartlett, C. A. "Closing the Strategic Generation Gap: A Conversation with Christopher Bartlett." Leader to Leader 15 (winter 2000): 27–32.  View Details
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  7. Article | MIT Sloan Management Review

    A New Manifesto for Management

    S. Ghoshal, C. A. Bartlett and P. Moran

    Keywords: Management;

    Citation:

    Ghoshal, S., C. A. Bartlett, and P. Moran. "A New Manifesto for Management." MIT Sloan Management Review 40, no. 3 (spring 1999): 9–20.  View Details
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  8. Article | Business Today

    The New Moral Contract

    Sumantra Ghoshal and Christopher Bartlett

    Keywords: Moral Sensibility; Contracts;

    Citation:

    Ghoshal, Sumantra, and Christopher Bartlett. "The New Moral Contract." Business Today (August 22, 1998), 106–111.  View Details
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  9. Article | Business Today

    A New Manifesto for Management

    Sumantra Ghoshal and Christopher A. Bartlett

    Keywords: Management;

    Citation:

    Ghoshal, Sumantra, and Christopher A. Bartlett. "A New Manifesto for Management." Business Today (August 7, 1998), 98–103.  View Details
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  10. Article | Strategy & Leadership

    Beyond Strategic Planning to Organization Learning: Lifeblood of the Individualized Corporation

    C. A. Bartlett and S. Ghoshal

    Keywords: Strategy; Planning; Learning; Organizations; Business Ventures;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Beyond Strategic Planning to Organization Learning: Lifeblood of the Individualized Corporation." Strategy & Leadership (January–February 1998): 34–39.  View Details
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  11. Article | California Management Review

    The Myth of the Generic Manager: New Personal Competencies for New Management Roles

    C. A. Bartlett and S. Ghoshal

    Keywords: Management; Knowledge;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "The Myth of the Generic Manager: New Personal Competencies for New Management Roles." California Management Review 40, no. 1 (fall 1997): 92–116.  View Details
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  12. Article | Monash Mt. Eliza Business Review

    Beyond Strategy, Structure, Systems to Purpose, Process, People: Reflections on a Voyage of Discovery

    C. A. Bartlett and S. Ghoshal

    Keywords: Strategy; System; Mission and Purpose;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Beyond Strategy, Structure, Systems to Purpose, Process, People: Reflections on a Voyage of Discovery." Monash Mt. Eliza Business Review 1, no. 1 (September 1997): 54–61.  View Details
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  13. Article | Strategy & Leadership

    Release the Entrepreneurial Hostages from Your Corporate Hierarchy

    C. A. Bartlett and S. Ghoshal

    Keywords: Entrepreneurship; Business Ventures;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Release the Entrepreneurial Hostages from Your Corporate Hierarchy." Strategy & Leadership 24, no. 4 (July–August 1996): 36–42.  View Details
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  14. Article | MIT Sloan Management Review

    Rebuilding Behavioral Context: A Blueprint for Corporate Renewal

    S. Ghoshal and C. A. Bartlett

    Keywords: Behavior;

    Citation:

    Ghoshal, S., and C. A. Bartlett. "Rebuilding Behavioral Context: A Blueprint for Corporate Renewal." MIT Sloan Management Review 37, no. 2 (winter 1996): 11–23. (

    Winner of Richard Beckhard Award For the most outstanding MIT Sloan Management Review article on planned change and organizational development​

    .)  View Details
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  15. Article | MIT Sloan Management Review

    Rebuilding Behavioral Context: Turn Process Reengineering into People Rejuvenation

    C. A. Bartlett and S. Ghoshal

    Keywords: Behavior;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Rebuilding Behavioral Context: Turn Process Reengineering into People Rejuvenation." MIT Sloan Management Review 37, no. 1 (fall 1995): 23–36.  View Details
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  16. Article | European Management Journal

    Building the Entrepreneurial Corporation

    S. Ghoshal and C. A. Bartlett

    Keywords: Entrepreneurship; Business Ventures;

    Citation:

    Ghoshal, S., and C. A. Bartlett. "Building the Entrepreneurial Corporation." European Management Journal 13, no. 2 (June 1995): 139–155.  View Details
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  17. Article | Harvard Business Review

    Changing the Role of Top Management: Beyond Systems to People

    C. A. Bartlett and S. Ghoshal

    Keywords: Change; System;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Changing the Role of Top Management: Beyond Systems to People." Harvard Business Review 73, no. 3 (May–June 1995): 132–142.  View Details
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  18. Article | Harvard Business Review

    Changing the Role of Top Management: Beyond Structure to Processes

    S. Ghoshal and C. A. Bartlett

    Keywords: Management; Change;

    Citation:

    Ghoshal, S., and C. A. Bartlett. "Changing the Role of Top Management: Beyond Structure to Processes." Harvard Business Review 73, no. 1 (January–February 1995): 86–96.  View Details
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  19. Article | Harvard Business Review

    Changing the Role of Top Management: Beyond Strategy to Purpose

    C. A. Bartlett and S. Ghoshal

    Keywords: Management; Change; Strategy; Mission and Purpose;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Changing the Role of Top Management: Beyond Strategy to Purpose." Harvard Business Review 72, no. 6 (November–December 1994): 79–88.  View Details
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  20. Article | Strategic Management Journal

    Linking Organizational Context and Managerial Action: The Dimensions of Quality Management

    S. Ghoshal and C. A. Bartlett

    Keywords: Organizations; Management;

    Citation:

    Ghoshal, S., and C. A. Bartlett. "Linking Organizational Context and Managerial Action: The Dimensions of Quality Management." Strategic Management Journal 15 (Summer 1994).  View Details
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  21. Article | Strategic Management Journal

    Beyond the M-form: Toward a Managerial Theory of the Firm

    Christopher A. Bartlett and S. Ghoshal

    Keywords: Management; Theory; Business Ventures;

    Citation:

    Bartlett, Christopher A., and S. Ghoshal. "Beyond the M-form: Toward a Managerial Theory of the Firm." Strategic Management Journal 14 (Winter 1993): 23–46.  View Details
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  22. Article | European Management Journal

    Christopher Bartlett on Transnationals: An Interview

    C. A. Bartlett

    Citation:

    Bartlett, C. A. "Christopher Bartlett on Transnationals: An Interview." European Management Journal 10, no. 3 (September 1992): 271–276.  View Details
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  23. Article | Harvard Business Review

    What Is a Global Manager?

    C. A. Bartlett and S. Ghoshal

    Keywords: Global Range; Management;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "What Is a Global Manager?" Harvard Business Review 70, no. 5 (September–October 1992): 124–132.  View Details
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  24. Article | Strategic Management Journal

    Global Strategic Management: Impact on the New Frontiers of Strategy Research

    C. A. Bartlett and S. Ghoshal

    Keywords: Global Range; Strategy; Management; Research;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Global Strategic Management: Impact on the New Frontiers of Strategy Research." Strategic Management Journal 12 (Summer 1991): 5–16.  View Details
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  25. Article | Harvard Business Review

    Matrix Management: Not a Structure, a Frame of Mind

    C. A. Bartlett and S. Ghoshal

    Keywords: Management;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Matrix Management: Not a Structure, a Frame of Mind." Harvard Business Review 68, no. 4 (July–August 1990): 138–145.  View Details
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  26. Article | McKinsey Quarterly

    Administrative Heritage

    C. A. Bartlett and S. Ghoshal

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Administrative Heritage." McKinsey Quarterly (winter 1990), 31–41.  View Details
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  27. Article | MIT Sloan Management Review

    Managing Across Borders: New Organizational Responses

    Christopher A. Bartlett and S. Ghoshal

    Keywords: Management; Organizations;

    Citation:

    Bartlett, Christopher A., and S. Ghoshal. "Managing Across Borders: New Organizational Responses." MIT Sloan Management Review 29, no. 1 (Fall 1987): 43–54. (Also in The History of Management Thought, edited by Peter J. Buckley, Ashgate Publishing, 2002; and in Smart Globalization: Designing Global Strategies, Creating Global Networks, edited by Anil K. Gupta and Eleanor Westney, San Francisco: Jossey-Bass Publishers, 2003.)  View Details
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  28. Article | MIT Sloan Management Review

    Managing Across Borders: New Strategic Requirements

    Christopher A. Bartlett and S. Ghoshal

    Keywords: Management; Strategy;

    Citation:

    Bartlett, Christopher A., and S. Ghoshal. "Managing Across Borders: New Strategic Requirements." MIT Sloan Management Review 28, no. 4 (summer 1987): 7–17. (Also in The History of Management Thought, edited by Peter J. Buckley, Ashgate Publishing, 2002.)  View Details
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Book Chapters

  1. Foreword | Next Generation Business Handbook: New Strategies from Tomorrow's Business Leaders | 2004

    Foreword

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Foreword." Next Generation Business Handbook: New Strategies from Tomorrow's Business Leaders, edited by Subir Chowdhury. New York: John Wiley & Sons, 2004.  View Details
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  2. Contribution | Strategy: Process, Content, Context | 2004

    Transnational Management

    Christopher Bartlett and Sumantra Ghoshal

    Keywords: Globalized Firms and Management; Globalization;

    Citation:

    Bartlett, Christopher, and Sumantra Ghoshal. "Transnational Management." Contribution to Strategy: Process, Content, Context. 3rd ed. Edited by Bob DeWit and Ron Meyer, 577–588. London: Thomson Learning, 2004.  View Details
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  3. Chapter | Problems and Cases in Health Care Marketing | 2004

    Genzyme's Gaucher Initiative: Global Risk and Responsibility

    Christopher A. Bartlett and Andrew N. McLean

    Keywords: Health Disorders; Corporate Social Responsibility and Impact; Globalization; Risk and Uncertainty; Health Industry; Biotechnology Industry;

    Citation:

    Bartlett, Christopher A., and Andrew N. McLean. "Genzyme's Gaucher Initiative: Global Risk and Responsibility." Chap. 22 in Problems and Cases in Health Care Marketing, edited by John T. Gourville, John A. Quelch, and V. Kasturi Rangan, 411–434. New York: McGraw-Hill/Irwin, 2004.  View Details
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  4. Chapter | Harvard Business Review on Leadership in a Changed World | 2003

    What Is a Global Manager?

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Globalized Firms and Management;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "What Is a Global Manager?" In Harvard Business Review on Leadership in a Changed World. Harvard Business School Publishing, 2003.  View Details
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  5. Chapter | Managing the Global Network Corporation | 2003

    Managing in a Transnational Network

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Globalized Firms and Management; Networks;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Managing in a Transnational Network." Chap. 13 in Managing the Global Network Corporation, edited by Bruce McKern, 260–283. London: Routledge, 2003.  View Details
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  6. Chapter | Smart Globalization: Designing Global Strategies, Creating Global Networks | 2003

    Managing Across Borders: New Organizational Responses

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Globalized Firms and Management; Cross-Cultural and Cross-Border Issues; Organizational Change and Adaptation;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Managing Across Borders: New Organizational Responses." Chap. 7 in Smart Globalization: Designing Global Strategies, Creating Global Networks, edited by Anil K. Gupta and Eleanor D. Westney. San Francisco: Jossey-Bass, 2003.  View Details
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  7. Chapter | Business: The Ultimate Resource | 2002

    Helping Managers Assess the Value of Human Capital

    Christopher A. Bartlett

    Keywords: Human Capital; Valuation;

    Citation:

    Bartlett, Christopher A. "Helping Managers Assess the Value of Human Capital." In Business: The Ultimate Resource, edited by Daniel Goleman, 45–46. Cambridge, MA: Perseus Publishing, 2002.  View Details
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  8. Chapter | Managing Transnational Firms: Resources, Market Entry and Strategic Alliances | 2002

    The Transnational and Beyond: Reflections and Perspectives at the Millennium

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Globalization;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "The Transnational and Beyond: Reflections and Perspectives at the Millennium." Chap. 1 in Managing Transnational Firms: Resources, Market Entry and Strategic Alliances. Vol. 14, edited by Michael A. Hitt and Joseph L. C. Cheng, 3–35. Advances in International Management. Oxford, U.K.: Elsevier Science, 2002.  View Details
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  9. Chapter | Boundaryless HR: Human Capital Management in the Global Economy | 2002

    The Global Organization: An Interview with Christopher Bartlett

    Christopher A. Bartlett

    Keywords: Globalized Firms and Management;

    Citation:

    Bartlett, Christopher A. "The Global Organization: An Interview with Christopher Bartlett." In Boundaryless HR: Human Capital Management in the Global Economy, edited by Karen Beaman, 3–10. Austin, TX: IHRIM Press, 2002.  View Details
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  10. Chapter | Strategy, Organization and the Changing Nature of Work | 2001

    Employment Security, Employability and Sustainable Competitive Advantage

    Sumantra Ghoshal, Peter Moran and Christopher A. Bartlett

    Keywords: Employment; Competitive Advantage;

    Citation:

    Ghoshal, Sumantra, Peter Moran, and Christopher A. Bartlett. "Employment Security, Employability and Sustainable Competitive Advantage." Chap. 4 in Strategy, Organization and the Changing Nature of Work, edited by Jordi Gual and Joan E. Ricart, 79–110. Cheltenham, U.K.: Edward Elgar Publishing, 2001.  View Details
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  11. Chapter | Strategic Thinking for the Next Economy | 2001

    A New Manifesto for Management

    Sumantra Ghoshal, Christopher A. Bartlett and Peter Moran

    Keywords: Management;

    Citation:

    Ghoshal, Sumantra, Christopher A. Bartlett, and Peter Moran. "A New Manifesto for Management." Chap. 1 in Strategic Thinking for the Next Economy, edited by Michael A. Cusumano and Constantinos C. Markides, 9–32. San Francisco: Jossey-Bass, 2001.  View Details
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  12. Chapter | Breaking the Code of Change | 2000

    Rebuilding Behavioral Context: A Blueprint for Corporate Renewal

    Sumantra Ghoshal and Christopher Bartlett

    Keywords: Organizational Change and Adaptation; Behavior;

    Citation:

    Ghoshal, Sumantra, and Christopher Bartlett. "Rebuilding Behavioral Context: A Blueprint for Corporate Renewal." In Breaking the Code of Change, edited by Michael Beer and Nitin Nohria. Boston: Harvard Business School Press, 2000.  View Details
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  13. Chapter | The Knowledge Advantage | 1999

    The Knowledge-Based Organization: A Managerial Revolution

    C. A. Bartlett

    Keywords: Knowledge Management; Knowledge Use and Leverage; Competitive Advantage; Change Management; Organizational Change and Adaptation;

    Citation:

    Bartlett, C. A. "The Knowledge-Based Organization: A Managerial Revolution." In The Knowledge Advantage, edited by Dan Holtshouse and Rudy Ruggles. Dover, NH: Capstone US, 1999.  View Details
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  14. Chapter | The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking Action | 1999

    Creating the Individualized Corporation: The Path to Self-Renewal at General Electric

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Organizational Change and Adaptation;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Creating the Individualized Corporation: The Path to Self-Renewal at General Electric." In The Leader's Change Handbook, edited by Jay A. Conger, Edward E. Lawler III, and Gretchen M. Spreitzer. San Francisco: Jossey-Bass, 1999.  View Details
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  15. Chapter | Delivering Results: A New Mandate for Human Resource Professionals | 1998

    Changing the Role of Top Management: Beyond Strategy to Purpose

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Management Teams; Strategy; Mission and Purpose;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Changing the Role of Top Management: Beyond Strategy to Purpose." In Delivering Results: A New Mandate for Human Resource Professionals. Edited by David Ulrich, 125–142. Harvard Business Review Book Series. Boston, MA: Harvard Business School Press, 1998.  View Details
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  16. Chapter | Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation | 1998

    Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles

    C. A. Bartlett and S. Ghoshal

    Keywords: Competency and Skills; Management Skills; Management Style; Managerial Roles;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles." In Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation, edited by Donald Hambrick, David Nadler, and Michael Tushman, 70–97. Boston, MA: Harvard Business School Press, 1998.  View Details
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  17. Chapter | Managing Strategic Innovation and Change | 1997

    Managing Innovation in the Transnational Corporation

    Christopher A. Bartlett and Sumantra Ghoshal

    Keywords: Innovation and Management; Multinational Firms and Management;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Managing Innovation in the Transnational Corporation." In Managing Strategic Innovation and Change, edited by P. Anderson and M. Tushman, 452–476. New York: Oxford University Press, 1997.  View Details
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  18. Chapter | Current Issues in International Business | 1997

    Evolution of the Transnational

    Christopher Bartlett and Sumantra Ghoshal

    Keywords: Globalization;

    Citation:

    Bartlett, Christopher, and Sumantra Ghoshal. "Evolution of the Transnational." In Current Issues in International Business, edited by Iyanatul Islam and William Shepherd, 113–136. Edward Elgar Publishing, 1997.  View Details
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  19. Chapter | The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press | 1994

    Beyond Strategy, Structure, and Systems to Purpose, Process, and People: Reflections on a Voyage of Discovery

    C. A. Bartlett and S. Ghoshal

    Keywords: Strategy; Organizational Structure; System; Mission and Purpose; Human Needs;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Beyond Strategy, Structure, and Systems to Purpose, Process, and People: Reflections on a Voyage of Discovery." In The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press, edited by Paula B. Duffy. Boston, MA: Harvard Business School Press, 1994.  View Details
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  20. Chapter | Global Marketing Management | 1999

    Organizing for Worldwide Effectiveness: The Transnational Solution

    C. A. Bartlett and S. Ghoshal

    Keywords: Globalized Firms and Management; Performance Effectiveness; Organizational Design;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Organizing for Worldwide Effectiveness: The Transnational Solution." In Global Marketing Management. 4th ed. by J. A. Quelch and C. A. Bartlett. Reading, MA: Addison-Wesley Publishing Company, 1999.  View Details
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  21. Chapter | Advances in Strategic Management, Volume 15 | 1998

    Commentary: Strategic Flexibility, Firm Organization, and Managerial Work in Dynamic Models

    C. A. Bartlett

    Keywords: Corporate Strategy; Organizational Change and Adaptation; Business or Company Management; Management Practices and Processes;

    Citation:

    Bartlett, C. A. "Commentary: Strategic Flexibility, Firm Organization, and Managerial Work in Dynamic Models." In Advances in Strategic Management, Volume 15, edited by J.A.C. Baum. Greenwich, CT: JAI Press, 1998.  View Details
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  22. Chapter | Organization | 1992

    MNCs: Get Off the Reorganization Merry-go-round

    C. A. Bartlett

    Keywords: Organizational Change and Adaptation;

    Citation:

    Bartlett, C. A. "MNCs: Get Off the Reorganization Merry-go-round." In Organization. 3rd ed. Edited by P. F. Schlesinger. Homewood, IL: Irwin, 1992.  View Details
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  23. Chapter | A Diagnostic Approach to Organizational Behavior | 1991

    Innovation Processes in Multinational Corporations

    S. Ghoshal and C. A. Bartlett

    Keywords: Multinational Firms and Management; Innovation and Invention; Business Processes;

    Citation:

    Ghoshal, S., and C. A. Bartlett. "Innovation Processes in Multinational Corporations." In A Diagnostic Approach to Organizational Behavior. 3rd ed. Edited by Judith R. Gordon. Needham, MA: Allyn & Bacon, 1991.  View Details
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  24. Chapter | Global Organizational Theory Perspectives | 1990

    New Challenges for Japanese Multinationals: Is Organizational Adaptation Their Achilles Heel?

    C. A. Bartlett and H. Yoshihara

    Keywords: Multinational Firms and Management; Organizational Change and Adaptation; Problems and Challenges; Japan;

    Citation:

    Bartlett, C. A., and H. Yoshihara. "New Challenges for Japanese Multinationals: Is Organizational Adaptation Their Achilles Heel?" In Global Organizational Theory Perspectives, edited by G. Eshghi and J. Sheth. Cincinnati: South-Western Publishing Company, 1990.  View Details
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  25. Chapter | Managing the Global Firm | 1990

    The Changing Agenda for Researchers and Practitioners

    C. A. Bartlett, Y. Doz and G. Hedlund

    Keywords: Research; Practice;

    Citation:

    Bartlett, C. A., Y. Doz, and G. Hedlund. "The Changing Agenda for Researchers and Practitioners." In Managing the Global Firm, edited by Christopher A. Bartlett, Y. Doz, and G. Hedlund. London: Routledge, 1990.  View Details
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  26. Chapter | Managing the Global Firm | 1990

    Managing Innovation in the Transnational Corporation

    C. A. Bartlett and S. Ghoshal

    Keywords: Innovation and Management; Multinational Firms and Management;

    Citation:

    Bartlett, C. A., and S. Ghoshal. "Managing Innovation in the Transnational Corporation." In Managing the Global Firm, edited by Christopher A. Bartlett, Y. Doz, and G. Hedlund. London: Routledge, 1990.  View Details
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  27. Chapter | The Management of Headquarters-Subsidiary Relationships in Multinational Corporations | 1981

    Multinational Structural Change: Evolution versus Reorganization

    C. A. Bartlett

    Keywords: Multinational Firms and Management; Organizational Change and Adaptation; Organizational Structure;

    Citation:

    Bartlett, C. A. "Multinational Structural Change: Evolution versus Reorganization." In The Management of Headquarters-Subsidiary Relationships in Multinational Corporations, edited by Lars Otterbeck. London: Gower, 1981. (Also in The Internationalization of the Firm, edited by P. Buckley and P.G. Meer, Oslo: Norwegian University Press, 1991; and in The History of Management Thought, edited by P. Buckley, Ashgate, 2002.)  View Details
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Cases and Teaching Materials

  1. Case | HBS Case Collection | January 2019

    AIME High: A Social Entrepreneur's Moon Shot

    Christopher A. Bartlett

    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.

    Keywords: entrepreneurship; mission; organization culture; non-profit; NGO; Social Entrepreneurship; Leadership; Global Strategy; Mission and Purpose; Secondary Education; Organizational Culture; Education Industry; Service Industry; Australia; United States;

    Citation:

    Bartlett, Christopher A. "AIME High: A Social Entrepreneur's Moon Shot." Harvard Business School Case 919-411, January 2019.  View Details
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  2. Supplement | HBS Case Collection | January 2019

    AIME High: A Social Entrepreneur's Moon Shot (B)

    Christopher A. Bartlett

    Supplements the (A) case.

    Citation:

    Bartlett, Christopher A. "AIME High: A Social Entrepreneur's Moon Shot (B)." Harvard Business School Supplement 919-412, January 2019.  View Details
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  3. Teaching Note | HBS Case Collection | August 2017

    RoboTech: Storming into the U.S. Market (Brief Case)

    Christopher A. Bartlett and John J. Lafkas

    Teaching Note for HBS No. 918-501.

    Citation:

    Bartlett, Christopher A., and John J. Lafkas. "RoboTech: Storming into the U.S. Market (Brief Case)." Harvard Business School Teaching Note 918-502, August 2017.  View Details
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  4. Case | HBS Case Collection | August 2017

    RoboTech: Storming into the U.S. Market

    Christopher A. Bartlett, Rachel Gordon and John J. Lafkas

    This case describes the challenges facing the CEO of a small, Singapore-based industrial robotics company that decides to diversify away from its core industrial robot business by leveraging its expertise into the medical-devices industry. It launches an innovative product (a specialized surgical robot) in an unfamiliar market segment (spinal surgery) and decides to enter the unfamiliar, distant U.S. healthcare market, which is characterized by rapid technological change and intense competition with large, established competitors. RoboTech's initial struggles with maintaining product supply and customer support are also complicated by regulatory pressures and shifting reimbursement rates. The case illustrates the strategic and organizational pressures that result from facing numerous unanticipated pressures in a company that lacks the resources, capabilities, and management experience to deal with them. Although the case was developed for courses in international management/international business, it is also well suited to courses in strategy, technology management, and general management.

    Keywords: Market Entry and Exit; Diversification; Product Launch; Competitive Strategy; Globalized Firms and Management; Medical Devices and Supplies Industry; Technology Industry; Singapore; United States;

    Citation:

    Bartlett, Christopher A., Rachel Gordon, and John J. Lafkas. "RoboTech: Storming into the U.S. Market." Harvard Business School Brief Case 918-501, August 2017.  View Details
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  5. Teaching Note | HBS Case Collection | April 2017

    Yushan Bicycles: Learning to Ride Abroad (Brief Case)

    Christopher A. Bartlett and Paul S. Myers

    Teaching Note for HBS No. 917-539.

    Citation:

    Bartlett, Christopher A., and Paul S. Myers. "Yushan Bicycles: Learning to Ride Abroad (Brief Case)." Harvard Business School Teaching Note 917-540, April 2017.  View Details
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  6. Case | HBS Case Collection | April 2017

    Yushan Bicycles: Learning to Ride Abroad

    Christopher A. Bartlett and Paul S. Myers

    Yushan Bicycles, one of Taiwan's leading bicycle manufacturers, is pursuing an international expansion strategy by increasing demand for its range of traditional and electric bicycles and shifting its product mix toward higher-margin models sold through specialty bicycle retail shops. However, the manager of its new Australian subsidiary has taken a different approach that focuses on selling lower-priced models through large sporting-goods retailers. The manager's strategy has yielded disappointing financial results so far, and he and company executives disagree on the cause and next steps. The Yushan case was specifically developed for international management and international business courses, but it can also be used in competitive strategy, corporate strategy, and general management programs. It is especially useful for analyzing situations in which issues of strategy, organization, and management converge.

    Keywords: Globalized Firms and Management; Growth and Development Strategy; Competitive Strategy; Conflict Management; Learning; Bicycle Industry; Taiwan; Australia;

    Citation:

    Bartlett, Christopher A., and Paul S. Myers. "Yushan Bicycles: Learning to Ride Abroad." Harvard Business School Brief Case 917-539, April 2017.  View Details
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  7. Teaching Note | HBS Case Collection | November 2016

    Unilever's Lifebuoy in India: Implementing the Sustainability Plan

    Christopher A. Bartlett

    Teaching Note for HBS No. 914-417.

    Citation:

    Bartlett, Christopher A. "Unilever's Lifebuoy in India: Implementing the Sustainability Plan." Harvard Business School Teaching Note 917-401, November 2016.  View Details
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  8. Teaching Note | HBS Case Collection | November 2016

    Global Wine War 2015: New World versus Old

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Global Wine War 2015: New World versus Old." Harvard Business School Teaching Note 917-408, November 2016.  View Details
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  9. Case | HBS Case Collection | June 2016 (Revised March 2017)

    Global Wine War 2015: New World Versus Old

    Christopher A. Bartlett and Sarah McAra

    This case contrasts the tradition-bound Old World wine industry with the market-oriented New World producers in the battle for the Chinese wine market in 2015. China’s wine consumption growth presented a large and fast-growing export target that was extremely attractive both to Old World producers burdened with oversupply and declining demand and to New World winemakers faced with rising costs and a deteriorating image. But changing Chinese market conditions and consumer preferences required both sets of players to devise new strategies to gain share in this fast-growing market. The case allows analysis of the way in which newcomers can change the rules of competitive engagement in a global industry. It also poses the question of how incumbents can respond, especially when constrained by regulation, tradition, and different capabilities than those demanded by changing consumer tastes and market structures.

    Keywords: competition; competitive advantage; consumer behavior; global strategy; Government Regulation; industry analysis; international business; international marketing; Market entry; Exports; Business and Government Relations; China; Europe; France; Australia; Food and Beverage Industry; Trade; Global Strategy; Governing Rules, Regulations, and Reforms; Consumer Behavior; Market Entry and Exit; Competition; Food and Beverage Industry; France; Europe; Australia; China;

    Citation:

    Bartlett, Christopher A., and Sarah McAra. "Global Wine War 2015: New World Versus Old." Harvard Business School Case 916-415, June 2016. (Revised March 2017.)  View Details
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  10. Supplement | HBS Case Collection | March 2016

    Unilever's Lifebuoy in India: Implementing the Sustainability Plan Video Supplement

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Unilever's Lifebuoy in India: Implementing the Sustainability Plan Video Supplement." Harvard Business School Multimedia/Video Supplement 916-803, March 2016.  View Details
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  11. Supplement | HBS Case Collection | March 2016

    Unilever’s New Global Strategy: Competing through Sustainability Video Supplement

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Unilever’s New Global Strategy: Competing through Sustainability Video Supplement." Harvard Business School Multimedia/Video Supplement 916-802, March 2016.  View Details
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  12. Teaching Note | HBS Case Collection | February 2016

    Unilever's New Global Strategy: Competing through Sustainability

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Unilever's New Global Strategy: Competing through Sustainability." Harvard Business School Teaching Note 916-416, February 2016.  View Details
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  13. Case | HBS Case Collection | November 2015 (Revised August 2016)

    Unilever's New Global Strategy: Competing through Sustainability

    Christopher A. Bartlett

    In January 2009, when Paul Polman was appointed CEO of Unilever, he inherited a company in long-term decline at the beginning of a major global financial crisis. As the first outsider ever recruited to lead the company, Polman lost little time in challenging the existing strategy and organization. But the biggest change he made was to introduce the Unilever Sustainable Living Plan (USLP), a commitment that placed three “sustainability” goals at the core of the company’s strategy: to help 1 billion people improve their health, to halve the environmental footprint of making and using Unilever products, and to enhance the livelihood of those in its value chain. The case describes how the new CEO then had to convince skeptical internal and external stakeholders why a struggling company in a tough competitive environment should embrace such bold nonfinancial goals. It then follows how he translated his radically different vision into strategies and priorities that could be implemented by a global company with 170,000 employees. In the process, the case explores how Unilever’s top team had to adapt and adjust its structures, systems, processes, people and culture in order to implement USLP. The case concludes as Polman and and his top team face some key decisions in 2015. Should they double down on their original 2020 US LP objectives? Should they scale back in the face of some strong economic headwinds? Or should they pivot to a new transformational strategic agenda?

    Keywords: Globalized Firms and Management; Corporate Social Responsibility and Impact; Competitive Strategy; Environmental Sustainability; Consumer Products Industry;

    Citation:

    Bartlett, Christopher A. "Unilever's New Global Strategy: Competing through Sustainability." Harvard Business School Case 916-414, November 2015. (Revised August 2016.)  View Details
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  14. Supplement | HBS Case Collection | July 2015 (Revised March 2017)

    Unilever's Lifebuoy in India: Implementing the Sustainability Plan

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Unilever's Lifebuoy in India: Implementing the Sustainability Plan." Harvard Business School Supplement 916-801, July 2015. (Revised March 2017.)  View Details
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  15. Background Note | HBS Case Collection | April 2015

    Key Elements for Excellence in Classroom Cases and Teaching Notes

    James Austin, James Heskett and Christopher Bartlett

    Citation:

    Austin, James, James Heskett, and Christopher Bartlett. "Key Elements for Excellence in Classroom Cases and Teaching Notes." Harvard Business School Background Note 915-417, April 2015.  View Details
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  16. Case | HBS Case Collection | May 2014 (Revised March 2017)

    Unilever's Lifebuoy in India: Implementing the Sustainability Plan

    Christopher A. Bartlett

    Unilever's new Global Brand VP must not only revitalize Lifebuoy soap's sagging market performance, but simultaneously impact the health of one billion people worldwide. The latter challenge comes from Unilever's new CEO who has introduced the Unilever Sustainable Living Program (USLP), a set of bold environmental and social objectives that he has integrated into the heart of the company's global strategy. In contrast to most corporate social responsibility programs, USLP's quantified objectives are clearly defined, tightly specified, and independently audited. And managers are held strictly accountable for their achievement.

    After describing the background of the 100 year old Lifebuoy soap brand which is now sold primarily in developing country markets, the case outlines the steps taken by Samir Singh, Lifebuoy's newly appointed Global Brand VP as he tries to reverse its declining sales and profit performance. The case then focuses on Singh's relationship with Sudir Sitapiti, the category manager for Lifebuoy in India, the brand's largest market worldwide. Although Sitapiti has done a creditable job in turning around sales and profitability, he has fallen behind on his USLP challenge to bring handwashing behavior change to 450 million people in poor, remote Indian villages. The case concludes with some specific marketing investment decisions that Sitapati is considering and that Singh hopes to influence.

    Keywords: multinational management; global strategy; corporate social responsibility; strategy implementation; marketing strategy; mission and purpose; change management; international business; global; fast-moving consumer goods; soap; Corporate Social Responsibility and Impact; Health Care and Treatment; Environmental Sustainability; Global Strategy; Developing Countries and Economies; Beauty and Cosmetics Industry; Health Industry; India;

    Citation:

    Bartlett, Christopher A. "Unilever's Lifebuoy in India: Implementing the Sustainability Plan." Harvard Business School Case 914-417, May 2014. (Revised March 2017.)  View Details
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  17. Case | HBS Case Collection | August 2009 (Revised April 2012)

    Genzyme's CSR Dilemma: How to Play its HAND

    Christopher A. Bartlett, Tarun Khanna and Prithwiraj Choudhury

    Genzyme, a global biotechnology company, launches a program to develop therapies for neglected diseases (e.g., malaria, TB), giving away the intellectual property. This case focuses on the decision of which diseases, which partnerships, and which markets should management decide to fund. But the bigger issue is how this program, developed under the umbrella role Genzyme's corporate social responsibility, fits into its global competitive strategy.

    Keywords: Global Strategy; Health Care and Treatment; Intellectual Property; Corporate Social Responsibility and Impact; Partners and Partnerships; Research and Development; Biotechnology Industry;

    Citation:

    Bartlett, Christopher A., Tarun Khanna, and Prithwiraj Choudhury. "Genzyme's CSR Dilemma: How to Play its HAND." Harvard Business School Case 910-407, August 2009. (Revised April 2012.)  View Details
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  18. Case | HBS Case Collection | February 2012

    Kent Chemical: Organizing for International Growth

    Christopher A. Bartlett and Laura Winig

    In July 2008, Luis Morales, president of Kent Chemical International, is proposing a third reorganization effort after two failed attempts to better align his business with its U.S.-based parent company. With a global expansion strategy placing increasing demands on his organization, a divide forming between Kent's core business and its growth markets, and a global recession looming, Morales knows this time his plan has no room for error.

    Keywords: international business; organizational structure; organizational design; corporate strategy; Organizational change; multinational corporations; Organizational Change and Adaptation; Multinational Firms and Management; Organizational Design; Management Practices and Processes; Organizational Structure; Corporate Strategy; Organizational Culture; Global Strategy; Chemical Industry; United States;

    Citation:

    Bartlett, Christopher A., and Laura Winig. "Kent Chemical: Organizing for International Growth." Harvard Business School Brief Case 124-409, February 2012.  View Details
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  19. Teaching Note | HBS Case Collection | February 2012

    Kent Chemical: Organizing for International Growth (Brief Case)

    Christopher A. Bartlett and Laura Winig

    Teaching Note for Product #4409

    Keywords: international business; organizational structure; organizational design; corporate strategy; Organizational change; multinational corporations; Organizational Change and Adaptation; International Finance; Multinational Firms and Management; Organizational Design; Organizational Structure; Corporate Strategy;

    Citation:

    Bartlett, Christopher A., and Laura Winig. "Kent Chemical: Organizing for International Growth (Brief Case)." Harvard Business School Teaching Note 124-410, February 2012.  View Details
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  20. Case | HBS Case Collection | October 2011

    Levendary Cafe: The China Challenge

    Christopher A. Bartlett and Arar Han

    Just weeks into her new job, Mia Foster, a first time CEO with no international management experience, is faced with a major challenge at Levendary Cafe, a $10 billion US-based fast food chain. Strategically, many of her corporate staff have become concerned that the company's major expansion into China is moving too far from Levendary's well-defined concepts of store design and menu. Organizationally, Foster has been frustrated by the apparent unwillingness of Louis Chen, president of Levendary China, to conform to the company's planning and reporting processes. Meanwhile, financial evidence shows that Chen's efforts have produced strong results and suggests that he knows China far better than U.S headquarters does. The entrepreneurial Chen has resisted attempts by Foster and others to discuss corporate plans for China. As Foster flies to China to meet with Chen she faces a decision that will determine the future of Levendary China and perhaps the entire globalization effort: can she manage Chen at all, and if so, how?

    Keywords: globalization; international management; foreign subsidiaries; entrepreneurship; strategic planning; General managers; strategy; Management Style; Strategic Planning; Business Subsidiaries; Multinational Firms and Management; Adaptation; Entrepreneurship; Relationships; Standards; Cross-Cultural and Cross-Border Issues; Retail Industry; Food and Beverage Industry; China; United States;

    Citation:

    Bartlett, Christopher A., and Arar Han. "Levendary Cafe: The China Challenge." Harvard Business School Brief Case 114-357, October 2011.  View Details
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  21. Teaching Note | HBS Case Collection | October 2011

    Levendary Cafe: The China Challenge (Brief Case)

    Christopher A. Bartlett and Arar Han

    Teaching Note for 4357.

    Citation:

    Bartlett, Christopher A., and Arar Han. "Levendary Cafe: The China Challenge (Brief Case)." Harvard Business School Teaching Note 114-358, October 2011.  View Details
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  22. Case | HBS Case Collection | March 2011

    United Cereal: Lora Brill's Eurobrand Challenge

    Christopher A. Bartlett and Carole Carlson

    The case, set within the European organization of a giant multinational breakfast foods company, describes a launch decision for a new cereal product. As the case evolves, the decision has major strategic and organizational implications for Lora Brill, European VP. The case focuses especially on two important decisions facing Brill: Should Healthy Berry Crunch become the company's first Eurobrand and be introduced in a coordinated manner Europewide? And, from an organizational perspective, should she create Eurobrand Teams to implement her proposed Eurobrand concept?

    Keywords: subsidiaries; organizational structure; organizational design; marketing strategy; Market entry; multinational corporations; strategy; Business Subsidiaries; Managerial Roles; Multinational Firms and Management; Organizational Design; Organizational Structure; Marketing Strategy; Market Entry and Exit; Product Launch; Cross-Cultural and Cross-Border Issues; Retail Industry; Food and Beverage Industry; Europe;

    Citation:

    Bartlett, Christopher A., and Carole Carlson. "United Cereal: Lora Brill's Eurobrand Challenge." Harvard Business School Brief Case 114-269, March 2011.  View Details
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  23. Teaching Note | HBS Case Collection | March 2011

    United Cereal: Lora Brill's Eurobrand Challenge (Brief Case)

    Christopher A. Bartlett and Carole Carlson

    Teaching Note for 4269.

    Keywords: subsidiaries; organizational structure; organizational design; marketing strategy; Market entry; multinational corporations; strategy; Strategy; Business Subsidiaries; Marketing Strategy; Multinational Firms and Management; Organizational Design; Market Entry and Exit; Organizational Structure;

    Citation:

    Bartlett, Christopher A., and Carole Carlson. "United Cereal: Lora Brill's Eurobrand Challenge (Brief Case)." Harvard Business School Teaching Note 114-270, March 2011.  View Details
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  24. Case | HBS Case Collection | May 2010

    Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy

    Christopher A. Bartlett and Benjamin H. Barlow

    Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC industry (heating, ventilation, and air conditioning), with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton's successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm's Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell's challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.

    Keywords: Business Subsidiaries; Multinational Firms and Management; Organizational Structure; Corporate Strategy; Problems and Challenges; Conflict and Resolution; Sales; Cross-Cultural and Cross-Border Issues; Manufacturing Industry; Consumer Products Industry; Wisconsin; Italy; United Kingdom;

    Citation:

    Bartlett, Christopher A., and Benjamin H. Barlow. "Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy." Harvard Business School Brief Case 104-199, May 2010.  View Details
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  25. Teaching Note | HBS Case Collection | May 2010

    Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)

    Christopher A. Bartlett and Benjamin H. Barlow

    Teaching Note for 4199.

    Keywords: organizational behavior; international business; Subsidiaries, Leadership; project management; Labor unions; organizational culture; corporate strategy; multinational corporations; Implementing strategy; Management; International Finance; Leadership; Business Subsidiaries; Multinational Firms and Management; Organizational Structure; Corporate Strategy; Labor Unions; Organizational Culture; Projects;

    Citation:

    Bartlett, Christopher A., and Benjamin H. Barlow. "Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)." Harvard Business School Teaching Note 104-200, May 2010.  View Details
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  26. Supplement | HBS Case Collection | May 2010

    Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy, Spreadsheet Supplement (Brief Case)

    Christopher A. Bartlett and Benjamin H. Barlow

    Citation:

    Bartlett, Christopher A., and Benjamin H. Barlow. "Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy, Spreadsheet Supplement (Brief Case)." Harvard Business School Spreadsheet Supplement 104-201, May 2010.  View Details
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  27. Supplement | HBS Case Collection | May 2010

    Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy, Spreadsheet for Instructors (Brief Case)

    Christopher A. Bartlett and Benjamin H. Barlow

    Keywords: organizational behavior; international business; subsidiaries; leadership; project management; Labor unions; organizational culture; corporate strategy; multinational corporations; Implementing strategy; Leadership; Business Subsidiaries; Behavior; Multinational Firms and Management; Corporate Strategy; Organizations; Labor Unions; Organizational Culture; Product Development;

    Citation:

    Bartlett, Christopher A., and Benjamin H. Barlow. "Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 104-202, May 2010.  View Details
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  28. Supplement | HBS Case Collection | September 2008 (Revised May 2010)

    GE's Imagination Breakthrough: The EVO Project

    Christopher A. Bartlett, Brian J. Hall and Nicole Bennett

    This video features interviews with case protagonists John Dineen, Brett Begole, and Pierre Compte expressing their views on the decision framed by the case. In a second part of the tape the protagonists describe what they decided to do. A third segment features John Dineen describing how he communicated his decision to key managers on different sides of the issue. And a final video segment describes the outcome of the decisions.

    Keywords: Communication Strategy; Decision Choices and Conditions; Innovation and Management; Leading Change; Growth and Development Strategy; Outcome or Result; Green Technology Industry;

    Citation:

    Bartlett, Christopher A., Brian J. Hall, and Nicole Bennett. "GE's Imagination Breakthrough: The EVO Project." Harvard Business School Video Supplement 909-801, September 2008. (Revised May 2010.)  View Details
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  29. Case | HBS Case Collection | February 2010

    Applied Research Technologies, Inc.: Global Innovation's Challenges

    Christopher A. Bartlett and Heather Beckham

    Applied Research Technologies, Inc. (ART) is a diversified technology company which has used its entrepreneurial culture and encouragement of innovation as an ongoing competitive advantage. The case concentrates on the challenges faced by Peter Vyas, the Filtration Unit manager, who must decide whether to request $2 million in project funding from the divisional vice president, Cynthia Jackson. Similar Filtration projects have failed twice before, damaging the credibility of the Filtration Unit and Vyas personally. Jackson has recently been challenged to turn around or shut down the unit. Students must determine a strategy from the perspectives of both a unit manager and a division VP. This two-tier focus provides the opportunity to analyze the management decision process at different levels of the organization. Topics include empowerment, project management, and managing innovation.

    Keywords: Management Style; Managerial Roles; Management Practices and Processes; Reputation; Organizational Culture; Innovation and Management; Competitive Advantage; Entrepreneurship; Management Systems; Cross-Cultural and Cross-Border Issues; Technology Industry;

    Citation:

    Bartlett, Christopher A., and Heather Beckham. "Applied Research Technologies, Inc.: Global Innovation's Challenges." Harvard Business School Brief Case 104-168, February 2010.  View Details
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  30. Teaching Note | HBS Case Collection | February 2010

    Applied Research Technologies, Inc.: Global Innovation's Challenges (Brief Case)

    Christopher A. Bartlett and Heather Beckham

    Teaching Note to 4168

    Citation:

    Bartlett, Christopher A., and Heather Beckham. "Applied Research Technologies, Inc.: Global Innovation's Challenges (Brief Case)." Harvard Business School Teaching Note 104-169, February 2010.  View Details
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  31. Teaching Note | HBS Case Collection | May 2003 (Revised November 2012)

    Silvio Napoli at Schindler India (TN) (A) and (B)

    Christopher A. Bartlett

    Teaching Note for (9-303-086) and (9-302-054).

    Keywords: India; Switzerland;

    Citation:

    Bartlett, Christopher A. "Silvio Napoli at Schindler India (TN) (A) and (B)." Harvard Business School Teaching Note 303-121, May 2003. (Revised November 2012.)  View Details
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  32. Teaching Note | HBS Case Collection | June 1999 (Revised November 2012)

    Jollibee Foods Corporation (A) and (B) (TN)

    Christopher A. Bartlett

    Teaching Note for (9-399-007) and (9-399-113).

    Keywords: Food; Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "Jollibee Foods Corporation (A) and (B) (TN)." Harvard Business School Teaching Note 399-146, June 1999. (Revised November 2012.)  View Details
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  33. Teaching Note | HBS Case Collection | June 2000 (Revised January 2010)

    BRL Hardy: Globalizing an Australian Wine Company (TN)

    Christopher A. Bartlett

    Teaching Note for (9-300-018).

    Keywords: Globalization; Food; Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "BRL Hardy: Globalizing an Australian Wine Company (TN)." Harvard Business School Teaching Note 300-128, June 2000. (Revised January 2010.)  View Details
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  34. Teaching Note | HBS Case Collection | December 1997 (Revised October 2012)

    McKinsey & Company: Managing Knowledge and Learning (TN)

    Christopher A. Bartlett

    Teaching Note for (9-396-357).

    Keywords: Consulting Industry;

    Citation:

    Bartlett, Christopher A. "McKinsey & Company: Managing Knowledge and Learning (TN)." Harvard Business School Teaching Note 398-065, December 1997. (Revised October 2012.)  View Details
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  35. Teaching Note | HBS Case Collection | May 1999 (Revised November 2012)

    Acer, Inc.: Taiwan's Rampaging Dragon (TN)

    Christopher A. Bartlett

    Teaching Note for (9-399-010).

    Keywords: Computer Industry; Taiwan;

    Citation:

    Bartlett, Christopher A. "Acer, Inc.: Taiwan's Rampaging Dragon (TN)." Harvard Business School Teaching Note 399-147, May 1999. (Revised November 2012.)  View Details
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  36. Teaching Note | HBS Case Collection | March 2004 (Revised November 2012)

    P&G Japan: The SK-II Globalization Project (TN)

    Christopher A. Bartlett

    Traces changes in P&G's international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management. In the context of these changes introduced by Durk Jager, P&G's new CEO, Paolo de Cesare is transferred to Japan, where he takes over the recently turned-around beauty care business. Within the familiar Max Factor portfolio he inherits is SK-II, a fast-growing, highly profitable skin care product developed in Japan. Priced at over $100 a bottle, this is not a typical P&G product, but its successful introduction in Taiwan and Hong Kong has de Cesare thinking the brand has global potential. As the case closes, he is questioning whether he should take a proposal to the beauty care global business unit to expand into Mainland China and/or Europe.

    Keywords: Business Subsidiaries; Trade; Globalization; Global Strategy; Innovation Strategy; Business or Company Management; Beauty and Cosmetics Industry; Consumer Products Industry; Hong Kong; Japan; Taiwan; Europe;

    Citation:

    Bartlett, Christopher A. "P&G Japan: The SK-II Globalization Project (TN)." Harvard Business School Teaching Note 304-023, March 2004. (Revised November 2012.)  View Details
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  37. Teaching Note | HBS Case Collection | January 2010 (Revised November 2012)

    Genzyme's CSR Dilemma: How to Play its HAND (TN)

    Christopher A. Bartlett

    Teaching Note for [910407].

    Keywords: Programs; Intellectual Property; Corporate Social Responsibility and Impact; Partners and Partnerships; Multinational Firms and Management; Competitive Strategy; Markets; Biotechnology Industry;

    Citation:

    Bartlett, Christopher A. "Genzyme's CSR Dilemma: How to Play its HAND (TN)." Harvard Business School Teaching Note 910-414, January 2010. (Revised November 2012.)  View Details
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  38. Teaching Note | HBS Case Collection | November 2004 (Revised January 2010)

    World Vision International's AIDS Initiative: Challenging a Global Partnership (TN)

    Christopher A. Bartlett

    Teaching Note to (9-304-105).

    Keywords: Health Disorders;

    Citation:

    Bartlett, Christopher A. "World Vision International's AIDS Initiative: Challenging a Global Partnership (TN)." Harvard Business School Teaching Note 305-040, November 2004. (Revised January 2010.)  View Details
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  39. Supplement | HBS Case Collection | January 2010

    Genzyme's CSR Dilemma: How to Play its HAND - video supplement

    Tarun Khanna and Christopher A. Bartlett

    Keywords: Biotechnology Industry;

    Citation:

    Khanna, Tarun, and Christopher A. Bartlett. "Genzyme's CSR Dilemma: How to Play its HAND - video supplement." Harvard Business School Video Supplement 910-801, January 2010.  View Details
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  40. Teaching Note | HBS Case Collection | December 2009 (Revised November 2012)

    Global Wine War 2009: New World versus Old (TN)

    Christopher A. Bartlett

    Teaching Note for [910405].

    Keywords: Emerging Markets; Governing Rules, Regulations, and Reforms; Segmentation; Competitive Advantage; Globalized Firms and Management; Consumer Behavior; Industry Structures; Food and Beverage Industry; United States;

    Citation:

    Bartlett, Christopher A. "Global Wine War 2009: New World versus Old (TN)." Harvard Business School Teaching Note 910-412, December 2009. (Revised November 2012.)  View Details
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  41. Case | HBS Case Collection | December 2009

    Philips versus Matsushita: The Competitive Battle Continues

    Christopher A. Bartlett

    Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive advantage of the other. The case shows how each is faced to restructure as its competitive advantage erodes.

    Keywords: Competitive Strategy; Competitive Advantage; Organizational Culture; Multinational Firms and Management; Restructuring; Consumer Products Industry; Electronics Industry;

    Citation:

    Bartlett, Christopher A. "Philips versus Matsushita: The Competitive Battle Continues." Harvard Business School Case 910-410, December 2009.  View Details
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  42. Teaching Note | HBS Case Collection | December 2009 (Revised November 2012)

    Philips versus Matsushita: The Competitive Battle Continues (TN)

    Christopher A. Bartlett

    Teaching Note for [910410].

    Keywords: Consumer Products Industry; Electronics Industry;

    Citation:

    Bartlett, Christopher A. "Philips versus Matsushita: The Competitive Battle Continues (TN)." Harvard Business School Teaching Note 910-411, December 2009. (Revised November 2012.)  View Details
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  43. Case | HBS Case Collection | August 2009

    Global Wine War 2009: New World versus Old

    Christopher A. Bartlett

    The case contrasts the tradition-bound Old World wine industry with the market-oriented New World producers, the battle for the US market, the most desirable export target in 2009 due to its large, fast-growing, high-priced market segments. The case allows analysis of the way in which newcomers can change the rules of competitive engagement in a global industry. It also poses the question of how incumbents can respond, especially when constrained by regulation, tradition, and different capabilities than those demanded by changing consumer tastes and market structures.

    Keywords: Trade; Global Strategy; Governing Rules, Regulations, and Reforms; Consumer Behavior; Market Entry and Exit; Competition; Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "Global Wine War 2009: New World versus Old." Harvard Business School Case 910-405, August 2009.  View Details
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  44. Teaching Note | HBS Case Collection | March 2008 (Revised November 2012)

    GE's Imagination Breakthroughs: The Evo Project (TN)

    Christopher A. Bartlett

    Teaching Note for [907048].

    Keywords: Business Conglomerates; Creativity; Consumer Products Industry; Media and Broadcasting Industry;

    Citation:

    Bartlett, Christopher A. "GE's Imagination Breakthroughs: The Evo Project (TN)." Harvard Business School Teaching Note 908-413, March 2008. (Revised November 2012.)  View Details
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  45. Teaching Note | HBS Case Collection | April 1998 (Revised August 2008)

    Lincoln Electric: Venturing Abroad TN

    Christopher A. Bartlett

    Teaching Note for (9-398-095).

    Keywords: Manufacturing Industry; Ohio;

    Citation:

    Bartlett, Christopher A. "Lincoln Electric: Venturing Abroad TN." Harvard Business School Teaching Note 398-124, April 1998. (Revised August 2008.)  View Details
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  46. Case | HBS Case Collection | June 2007 (Revised June 2008)

    GE's Imagination Breakthroughs: The Evo Project

    Christopher A. Bartlett, Brian J. Hall and Nicole Bennett

    In September 2003, Jeff Immelt challenged the business leaders at GE to come up with "Imagination Breakthroughs," innovative new projects that would serve as the centerpiece of GE's organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products -from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a "growth leader" profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project.

    Keywords: Innovation and Management; Leading Change; Growth and Development Strategy; Business Processes; Organizational Change and Adaptation; Organizational Culture; Environmental Sustainability; Green Technology Industry;

    Citation:

    Bartlett, Christopher A., Brian J. Hall, and Nicole Bennett. "GE's Imagination Breakthroughs: The Evo Project." Harvard Business School Case 907-048, June 2007. (Revised June 2008.)  View Details
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  47. Teaching Note | HBS Case Collection | June 2006 (Revised August 2007)

    GE's Growth Strategy: The Immelt Initiative (TN)

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "GE's Growth Strategy: The Immelt Initiative (TN)." Harvard Business School Teaching Note 906-419, June 2006. (Revised August 2007.)  View Details
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  48. Case | HBS Case Collection | September 2006 (Revised May 2007)

    GE's Jeff Immelt: The Voyage from MBA to CEO

    Christopher A. Bartlett and Andrew N. McLean

    GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world, and how he frames and implements his priorities for GE. Describes the processes that guided Immelt's own developments and the strategic changes Immelt adopts in his first year as CEO, when he pulls hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether the changes in place will foster the development of the next generation of GE growth leaders.

    Keywords: Talent and Talent Management; Human Resources; Leadership Development; Leading Change; Business or Company Management; Energy Industry; Technology Industry;

    Citation:

    Bartlett, Christopher A., and Andrew N. McLean. "GE's Jeff Immelt: The Voyage from MBA to CEO." Harvard Business School Case 307-056, September 2006. (Revised May 2007.)  View Details
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  49. Supplement | HBS Case Collection | March 2007

    IKEA's Global Sourcing Challenge

    Christopher A. Bartlett

    Keywords: Problems and Challenges; Supply Chain; Retail Industry; Consumer Products Industry;

    Citation:

    Bartlett, Christopher A. "IKEA's Global Sourcing Challenge." Harvard Business School Video Supplement 907-801, March 2007.  View Details
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  50. Case | HBS Case Collection | May 2006 (Revised November 2006)

    IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)

    Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman

    Traces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the development of IKEA's strong culture and values that include a commitment "to create a better everyday life for many people." Describes how, in response to regulatory and public pressure, IKEA developed a set of environmental policies that grew to encompass a relationship with Greenpeace and WWF on forest management and conservation. Then, in 1994, Marianne Barner, a newly appointed IKEA product manager, is surprised by a Swedish television documentary on the use of child labor by Indian carpet suppliers, including some that supply IKEA's rugs. She immediately implements a strict policy that provides for contract cancellation if any IKEA supplier uses child labor. Then Barner is confronted by a German TV producer who advises her that he is about to broadcast an investigative program documenting the use of child labor in one of the company's major suppliers. How should she react to the crisis? How should the company deal with the ongoing issue of child labor in the supply chain?

    Keywords: Developing Countries and Economies; Moral Sensibility; Policy; Employment; Contracts; Supply Chain Management; Organizational Culture; Natural Environment; Non-Governmental Organizations; Social Issues;

    Citation:

    Bartlett, Christopher A., Vincent Marie Dessain, and Anders Sjoman. "IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)." Harvard Business School Case 906-414, May 2006. (Revised November 2006.)  View Details
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  51. Supplement | HBS Case Collection | May 2006 (Revised November 2006)

    IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (B)

    Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman

    Keywords: Retail Industry; India;

    Citation:

    Bartlett, Christopher A., Vincent Marie Dessain, and Anders Sjoman. "IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (B)." Harvard Business School Supplement 906-415, May 2006. (Revised November 2006.)  View Details
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  52. Teaching Note | HBS Case Collection | November 2006 (Revised December 2012)

    IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (TN) (A) and (B)

    Christopher A. Bartlett

    Keywords: Cross-Cultural and Cross-Border Issues;

    Citation:

    Bartlett, Christopher A. "IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (TN) (A) and (B)." Harvard Business School Teaching Note 907-407, November 2006. (Revised December 2012.)  View Details
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  53. Case | HBS Case Collection | February 2003 (Revised November 2006)

    Silvio Napoli at Schindler India (A)

    Christopher A. Bartlett, Michael Y. Yoshino and Perry Fagan

    A young Italian MBA working for a Swiss multinational is sent to India to establish a subsidiary and implement the strategy he prepared at headquarters as a strategic planner. This case focuses on three core strategic decisions he must make as his plan is challenged by his local Indian management team and Schindler's European plants supplying him. A rewritten version of an earlier case.

    Keywords: Business Subsidiaries; Decisions; Cross-Cultural and Cross-Border Issues; Employees; Management Teams; Strategic Planning; India; Switzerland;

    Citation:

    Bartlett, Christopher A., Michael Y. Yoshino, and Perry Fagan. "Silvio Napoli at Schindler India (A)." Harvard Business School Case 303-086, February 2003. (Revised November 2006.)  View Details
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  54. Case | HBS Case Collection | October 2003 (Revised November 2006)

    GE's Talent Machine: The Making of a CEO

    Christopher A. Bartlett and Andrew N. McLean

    GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company's ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether he should adjust or even overhaul three elements of GE's finely tuned talent machine.

    Keywords: Decision Choices and Conditions; Capital; Selection and Staffing; Leadership Development; Management Succession; Corporate Strategy;

    Citation:

    Bartlett, Christopher A., and Andrew N. McLean. "GE's Talent Machine: The Making of a CEO." Harvard Business School Case 304-049, October 2003. (Revised November 2006.)  View Details
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  55. Case | HBS Case Collection | February 2006 (Revised November 2006)

    GE's Growth Strategy: The Immelt Initiative

    Christopher A. Bartlett

    Follows the actions of GE CEO, Jeff Immelt, as he implements a growth strategy for the $150 billion company in a tough business environment. In four years, he reinvigorates GE's technology, expands its services, develops a commercial focus, pushes developing countries, and backs "unstoppable trends" to realign GE's business portfolio around growth platforms. At the same time, he reorganizes the company, promotes "growth leaders" into top roles, and reorients the culture around innovation and risk taking. Finally, in 2006, he sees signs of growth, but wonders whether it is sustainable.

    Keywords: Transformation; Judgments; Global Strategy; Leadership Style; Growth and Development Strategy; Organizational Structure;

    Citation:

    Bartlett, Christopher A. "GE's Growth Strategy: The Immelt Initiative." Harvard Business School Case 306-087, February 2006. (Revised November 2006.)  View Details
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  56. Teaching Note | HBS Case Collection | December 2002 (Revised October 2006)

    Genzyme's Gaucher Initiative: Global Risk and Responsibility (TN)

    Christopher A. Bartlett

    Teaching Note for (9-303-048).

    Citation:

    Bartlett, Christopher A. "Genzyme's Gaucher Initiative: Global Risk and Responsibility (TN)." Harvard Business School Teaching Note 303-066, December 2002. (Revised October 2006.)  View Details
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  57. Supplement | HBS Case Collection | October 2005 (Revised August 2006)

    GE's Talent Machine: Immelt's Next Steps

    Christopher A. Bartlett

    Keywords: Electronics Industry;

    Citation:

    Bartlett, Christopher A. "GE's Talent Machine: Immelt's Next Steps." Harvard Business School Supplement 306-041, October 2005. (Revised August 2006.)  View Details
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  58. Case | HBS Case Collection | June 2004 (Revised May 2005)

    World Vision International's AIDS Initiative: Challenging a Global Partnership

    Christopher A. Bartlett and Daniel F. Curran

    After 25 years of building a network of interdependent, national organizations delivering relief and development that are responsive to local needs, World Vision's International office is planning to implement a major global HIV/AIDS initiative that challenges the strategic direction, organizational capabilities, and even underlying values of its carefully constructed world partnership. Not only does the new AIDS initiative require much more central direction than is customary in this global partnership of World Vision organizations, each with its own independent board of directors, but it also is acknowledged to have little support among World Vision's donor base and even its internal organization. Involves a trigger decision about whether and how to proceed.

    Keywords: Change Management; Decision Choices and Conditions; Globalized Markets and Industries; Governing and Advisory Boards; Management Systems; Networks; Partners and Partnerships; Welfare or Wellbeing; Adaptation;

    Citation:

    Bartlett, Christopher A., and Daniel F. Curran. "World Vision International's AIDS Initiative: Challenging a Global Partnership." Harvard Business School Case 304-105, June 2004. (Revised May 2005.)  View Details
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  59. Case | HBS Case Collection | April 1999 (Revised May 2005)

    GE's Two-Decade Transformation: Jack Welch's Leadership

    Christopher A. Bartlett and Meg Wozny

    GE is faced with Jack Welch's impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE's heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The "Software" Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.

    Keywords: Transformation; Global Strategy; Leadership Development; Goals and Objectives; Six Sigma; Management Succession; Service Operations; Quality; Corporate Strategy;

    Citation:

    Bartlett, Christopher A., and Meg Wozny. "GE's Two-Decade Transformation: Jack Welch's Leadership." Harvard Business School Case 399-150, April 1999. (Revised May 2005.)  View Details
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  60. Case | HBS Case Collection | April 2002 (Revised May 2005)

    GE's Digital Revolution: Redefining the E in GE

    Christopher A. Bartlett and Meg Glinska

    This case details the implementation of the e-business initiative--the last of Jack Welch's four company-wide strategic thrusts. First, it summarizes the 20-year change process that Welch led, detailing the initiatives he put in place. It then traces how Gerry Podesta, the e-business head in GE Plastics, implemented the new initiative. In doing so, highlights how the "social architecture" (culture and values) and "operating systems" (systems and processes) help the company drive through changes that have it named Internet Week's top e-business of 2000. Ends with questions about the effectiveness of successive pushes on "e-sell," "e-buy," and "e-make" and whether the e-business teams should be broken up and rolled back into the company.

    Keywords: Change Management; Transformation; Decision Choices and Conditions; Leadership Style; Business or Company Management; Organizational Culture; Organizational Structure; Performance Effectiveness; Corporate Strategy; Online Technology;

    Citation:

    Bartlett, Christopher A., and Meg Glinska. "GE's Digital Revolution: Redefining the E in GE." Harvard Business School Case 302-001, April 2002. (Revised May 2005.)  View Details
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  61. Supplement | HBS Case Collection | July 2004

    World Vision International: The AIDS Initiative

    Christopher A. Bartlett

    Management discusses the organizational and governance challenges of operating a global network of partner organizations. Then key managers reflect on the decision World Vision must make on the AIDS Hope Initiative--a new strategic direction that challenges many of the partnership's historic strategic objectives, organizational capabilities, and even core values.

    Keywords: Health Care and Treatment; Goals and Objectives; Corporate Social Responsibility and Impact; Problems and Challenges; Core Relationships; Welfare or Wellbeing; Value; Health Industry;

    Citation:

    Bartlett, Christopher A. "World Vision International: The AIDS Initiative." Harvard Business School Video Supplement 305-701, July 2004.  View Details
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  62. Supplement | HBS Case Collection | July 2003 (Revised June 2004)

    Mercy Corps Interviews with Social Entrepreneurs

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Mercy Corps Interviews with Social Entrepreneurs." Harvard Business School Video Supplement 304-801, July 2003. (Revised June 2004.)  View Details
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  63. Teaching Note | HBS Case Collection | June 2004

    GE's Talent Machine: The Making of a CEO

    Christopher A. Bartlett

    Teaching Note to (9-304-049) and (9-304-804).

    Citation:

    Bartlett, Christopher A. "GE's Talent Machine: The Making of a CEO." Harvard Business School Teaching Note 304-110, June 2004.  View Details
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  64. Case | HBS Case Collection | April 2004 (Revised June 2004)

    Entrepreneurship Goes Global: ResMed's Gamble

    Christopher A. Bartlett, Andrew N. McLean and Meg Glinska

    On the basis of its innovative medical device for treating sleep apnea, CEO Peter Farrell has made Australian-born ResMed a successful global company. But the company is struggling to implement a strategy to expand the device from its focused core market to a much broader market for sufferers of stroke and congestive heart failure-an approach that involves an entirely different business model to sell modified products through new channels. This challenge is exacerbated by an organization in which the key R&D and manufacturing resources are located in Australia while the major markets are in the United States and Europe. At the conclusion of the case, Farrell must decide what action to take on several fronts. Strategically, he must decide whether to continue pursuing this five-year-old market expansion initiative; organizationally, he must decide whether the locus of initiative should be moved from Australia to Germany, the most promising market for the stroke and CHF application; and managerially, he must decide how to deal with the management team that has struggled with this new initiative for so long.

    Keywords: Business Model; Globalization; Innovation and Management; Management; Marketing Channels; Production; Expansion; Medical Devices and Supplies Industry;

    Citation:

    Bartlett, Christopher A., Andrew N. McLean, and Meg Glinska. "Entrepreneurship Goes Global: ResMed's Gamble." Harvard Business School Case 304-051, April 2004. (Revised June 2004.)  View Details
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  65. Supplement | HBS Case Collection | June 2003 (Revised April 2004)

    Mercy Corps: Global Social Entrepreneurship (B)

    Christopher A. Bartlett

    Supplements the (A) case.

    Keywords: Afghanistan; Iraq;

    Citation:

    Bartlett, Christopher A. "Mercy Corps: Global Social Entrepreneurship (B)." Harvard Business School Supplement 303-140, June 2003. (Revised April 2004.)  View Details
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  66. Supplement | HBS Case Collection | July 2002 (Revised April 2004)

    GE's Digital Revolution

    Christopher A. Bartlett

    Presents interviews with Gerry Podesta, VP of GE Plastics Component of General Electric Co., and Gary Reiner, senior VP and CIO of General Electric Co. A revised version of an earlier video.

    Keywords: Leadership; Corporate Strategy; Management Teams; Consumer Products Industry; Technology Industry;

    Citation:

    Bartlett, Christopher A. "GE's Digital Revolution." Harvard Business School Video Supplement 303-801, July 2002. (Revised April 2004.)  View Details
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  67. Teaching Note | HBS Case Collection | April 2004

    GE's Digital Revolution: Redefining the E in GE (TN)

    Christopher A. Bartlett

    Teaching Note to (9-302-001) and (9-303-801).

    Citation:

    Bartlett, Christopher A. "GE's Digital Revolution: Redefining the E in GE (TN)." Harvard Business School Teaching Note 304-022, April 2004.  View Details
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  68. Case | HBS Case Collection | June 2003 (Revised April 2004)

    Mercy Corps: Global Social Entrepreneurship (A)

    Christopher A. Bartlett and Daniel F. Curran

    Neal Keny-Guyer, CEO of Mercy Corps International, built his organization by following the advice of Theodore Roosevelt: "Be smart enough to hire good people and have sense enough to get out of their way." For eight years, Keny-Guyer helped Mercy Corps grow in size and scope and by 2001, delivered $117 million in social programs to people in over 30 countries. Convinced that much of that success had come from empowering front-line managers to lead the agency by pursuing opportunities in the field, he wanted to continue the approach. But, recent experiences in Afghanistan had exposed some weaknesses in Mercy Corps' ability to maintain an entrepreneurial approach in an emergency situation. What had worked so well in an organization of 200 was encountering difficulties now that worldwide staff exceeded 2,000. At a global leadership conference in late October 2002, Keny-Guyer met with his senior leadership team. In addition to wrestling with the political complexities of working in Iraq, he wanted to get their input on how Mercy Corps should respond if they decided it was the right course of action.

    Keywords: Corporate Entrepreneurship; Globalization; Government and Politics; Selection and Staffing; Leadership; Organizational Structure; Opportunities; Afghanistan; Iraq;

    Citation:

    Bartlett, Christopher A., and Daniel F. Curran. "Mercy Corps: Global Social Entrepreneurship (A)." Harvard Business School Case 303-079, June 2003. (Revised April 2004.)  View Details
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  69. Case | HBS Case Collection | March 2003 (Revised March 2004)

    P&G Japan: The SK-II Globalization Project

    Christopher A. Bartlett

    Traces changes in P&G's international strategy and structure, culminating in Organization 2005, a reorganization that places strategic emphasis on product innovation rather than geographic expansion and shifts power from local subsidiary to global business management. In the context of these changes introduced by Durk Jager, P&G's new CEO, Paolo de Cesare is transferred to Japan, where he takes over the recently turned-around beauty care business. Within the familiar Max Factor portfolio he inherits is SK-II, a fast-growing, highly profitable skin care product developed in Japan. Priced at over $100 a bottle, this is not a typical P&G product, but its successful introduction in Taiwan and Hong Kong has de Cesare thinking the brand has global potential. As the case closes, he is questioning whether he should take a proposal to the beauty care global business unit to expand into Mainland China and/or Europe.

    Keywords: Business Subsidiaries; Trade; Globalization; Global Strategy; Innovation Strategy; Business or Company Management; Beauty and Cosmetics Industry; Consumer Products Industry; Hong Kong; Japan; Taiwan; Europe;

    Citation:

    Bartlett, Christopher A. "P&G Japan: The SK-II Globalization Project." Harvard Business School Case 303-003, March 2003. (Revised March 2004.)  View Details
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  70. Supplement | HBS Case Collection | November 2003 (Revised March 2004)

    GE's Talent Machine: The Making of a CEO

    Christopher A. Bartlett

    CEO Jeff Immelt, ex-CEO Jack Welch, and HR Chief Bill Conaty discuss how GE has made talent development a source of sustainable competitive advantage. Immelt describes GE's deeply embedded philosophy around its people and how it has allowed the company to add value managing as a conglomerate. He elaborates on how the HR process works and describes how he manages it. Welch and Immelt discuss the performance-based Vitality Curve, one of the most controversial elements of the GE system. In addition, Welch, Immelt, and Conaty reflect on the philosophy, management, and effectiveness of GE's total HR system and its future. A revised version of an earlier video.

    Keywords: Business Conglomerates; Talent and Talent Management; Human Resources; Business or Company Management; Performance Capacity; Performance Effectiveness; Competitive Advantage; System; Value;

    Citation:

    Bartlett, Christopher A. "GE's Talent Machine: The Making of a CEO." Harvard Business School Video Supplement 304-804, November 2003. (Revised March 2004.)  View Details
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  71. Supplement | HBS Case Collection | November 2003

    P&G Japan: The SK-II Globalization Project

    Christopher A. Bartlett

    Paolo de Cesare and A.G. Lafley review the strategic and organizational challenges they face in deciding whether to make the prestigious Japanese beauty product, SK-II, a global brand. In a three-part videotaped interview, they discuss the challenges, reveal the decision, and outline key lessons for Procter & Gamble.

    Keywords: Globalization; Brands and Branding; Organizational Structure; Strategy; Decision Choices and Conditions; Beauty and Cosmetics Industry; Consumer Products Industry; Japan;

    Citation:

    Bartlett, Christopher A. "P&G Japan: The SK-II Globalization Project." Harvard Business School Video Supplement 304-803, November 2003.  View Details
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  72. Case | HBS Case Collection | December 1999 (Revised October 2003)

    BRL Hardy: Globalizing an Australian Wine Company

    Christopher A. Bartlett

    Two new product launch decisions face Christopher Carson, managing director of BRL Hardy, Europe. Responsible for the European operations of a major Australian wine company, Carson has begun to globalize his strategy beyond selling the parent company's wines. After a difficult joint venture with a Chilean wine source, he is proposing to launch an Italian line of wines. His local team has also developed a new Australian brand that would compete directly with a parent company's global brand rollout.

    Keywords: Global Strategy; Joint Ventures; Product Launch; Brands and Branding; Competitive Strategy; Business Subsidiaries; Negotiation Style; Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "BRL Hardy: Globalizing an Australian Wine Company." Harvard Business School Case 300-018, December 1999. (Revised October 2003.)  View Details
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  73. Case | HBS Case Collection | September 2002 (Revised August 2003)

    Genzyme's Gaucher Initiative: Global Risk and Responsibility

    Christopher A. Bartlett and Andrew N. McLean

    In Egypt, Genzyme's humanitarian commitment to treat all sufferers of the rare Gaucher disease worldwide first confronts its commercial imperative to recoup the huge investment required to bring the drug Cerezyme to market. Here Tomye Tierney must decide how to balance the demands of the sales organization that faces saturating developed markets, but major growth opportunities in developing economies. They believe that as long as the Gaucher Initiative-Genzyme's partnership with Project Hope-is providing free Cerezyme, they will be unable to convince the Egyptian government to authorize reimbursement, which can run from $200,000 to $300,000 per patient annually. CEO Henri Termeer believes Genzyme can hold firm to both the humanitarian commitment and its strong patient-focused commercial objectives. But it is Tierney who is on the front line and negotiates the delicate agreement between Genzyme sales, Project Hope, and Egyptian authorities.

    Keywords: Moral Sensibility; Investment; Emerging Markets; Negotiation; Corporate Social Responsibility and Impact; Business and Government Relations; Sales; Commercialization; Expansion; Value Creation;

    Citation:

    Bartlett, Christopher A., and Andrew N. McLean. "Genzyme's Gaucher Initiative: Global Risk and Responsibility." Harvard Business School Case 303-048, September 2002. (Revised August 2003.)  View Details
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  74. Case | HBS Case Collection | January 1985 (Revised March 2003)

    Conex do Brasil

    Christopher A. Bartlett and John Young

    Describes interactions between Brazilian local, Latin American regional, and USA headquarters staff during the three years after establishing a manufacturing subsidiary in Sao Paulo. In a highly protected national environment, a market entry plan is developed to meet the company's global strategic objectives. The case traces the activities of local, regional, and corporate managers as they establish the operations and try to build a business. Tension emerges between headquarters and the Brazilian subsidiary as results fail to materialize, and the case trigger issue focuses on the changes necessary after the dismissal of the second country subsidiary manager in three years.

    Keywords: Cross-Cultural and Cross-Border Issues; Resignation and Termination; Goals and Objectives; Market Entry and Exit; Operations; Performance Expectations; Opportunities; Corporate Strategy; Latin America; United States; Brazil;

    Citation:

    Bartlett, Christopher A., and John Young. "Conex do Brasil." Harvard Business School Case 385-257, January 1985. (Revised March 2003.)  View Details
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  75. Supplement | HBS Case Collection | March 2003

    Genzyme's Gaucher Initiative: Henri Termeer and Tomye Tierney

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Genzyme's Gaucher Initiative: Henri Termeer and Tomye Tierney." Harvard Business School Video Supplement 303-804, March 2003.  View Details
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  76. Supplement | HBS Case Collection | February 2003

    Silvio Napoli at Schindler India

    Christopher A. Bartlett

    Presents an interview with Silvio Napoli on topics relating to his fit in the new job, his strategic plan for the new subsidiary, and the decision on sourcing and standardization.

    Keywords: Managerial Roles; Strategic Planning; Business Subsidiaries; Supply Chain; Decisions; Personal Development and Career; India;

    Citation:

    Bartlett, Christopher A. "Silvio Napoli at Schindler India." Harvard Business School Video Supplement 303-805, February 2003.  View Details
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  77. Supplement | HBS Case Collection | February 2003

    Silvio Napoli Cross Cultural Management

    Christopher A. Bartlett

    Presents an interview with Silvio Napoli regarding cultural aspects of an Italian manager in a Swiss company opening an Indian subsidiary. Issues range from personal and family adjustment to management style, corporate culture, and differences in national characteristics.

    Keywords: Management Style; Business Subsidiaries; Nationality; Organizational Culture; Personal Characteristics; Business Startups; Cross-Cultural and Cross-Border Issues; Italy; Switzerland; India;

    Citation:

    Bartlett, Christopher A. "Silvio Napoli Cross Cultural Management." Harvard Business School Video Supplement 303-806, February 2003.  View Details
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  78. Class Lecture | 2003

    Managing People for Competitive Advantage

    Christopher A. Bartlett

    Keywords: Competitive Advantage; Management Style;

    Citation:

    Bartlett, Christopher A. "Managing People for Competitive Advantage." Boston: Harvard Business School Publishing Class Lecture, 2003. Electronic. (Faculty Lecture: HBSP Product Number 4198C.)  View Details
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  79. Case | HBS Case Collection | May 1992 (Revised May 2002)

    NIKE in Transition (B): Phil Knight Returns

    Christopher A. Bartlett

    After returning to the CEO/COO job, Phil Knight makes changes to Nike's strategy, organization, and management between 1983 and 1987 aimed at making Nike more responsive to the market place. He takes cost-cutting measures, and experiments with several management and organizational changes. After much strife within the company, Knight ends up with a hybrid matrix, a new group of managers, and a new strategy. Has Knight made the right choices? Has he squashed Nike's entrepreneurial culture? Is Nike poised for recovery?

    Keywords: Change; Entrepreneurship; Cost Management; Growth and Development Strategy; Brands and Branding; Organizational Change and Adaptation; Business Strategy;

    Citation:

    Bartlett, Christopher A. "NIKE in Transition (B): Phil Knight Returns." Harvard Business School Case 392-106, May 1992. (Revised May 2002.)  View Details
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  80. Case | HBS Case Collection | July 1998 (Revised December 2001)

    Jollibee Foods Corporation (A): International Expansion

    Christopher A. Bartlett and Jamie O'Connell

    Noli Tingzon, newly-appointed international division VP at Jollibee, the Philippines-based hamburger chain, is faced with the challenge of expanding fast food operations in Asia in the face of stiff competition. The case describes Jollibee's six-year international expansion history and the lessons the company has learned. Against this background, Noli must decide among expansion opportunities in New Guinea, Hong Kong, and California.

    Keywords: Organizational Change and Adaptation; Motivation and Incentives; Expansion; Global Range; Global Strategy; Food and Beverage Industry; Philippines;

    Citation:

    Bartlett, Christopher A., and Jamie O'Connell. "Jollibee Foods Corporation (A): International Expansion." Harvard Business School Case 399-007, July 1998. (Revised December 2001.)  View Details
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  81. Supplement | HBS Case Collection | December 2001

    Philips of Holland: Cor J. Van Der Klugt, President

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Philips of Holland: Cor J. Van Der Klugt, President." Harvard Business School Video Supplement 302-810, December 2001.  View Details
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  82. Case | HBS Case Collection | June 1983 (Revised November 2001)

    EMI and the CT Scanner (A)

    Christopher A. Bartlett

    Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI's entry into the U.S. market. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.

    Keywords: Governing Rules, Regulations, and Reforms; Technological Innovation; Market Entry and Exit; Industry Structures; Product Development; Medical Devices and Supplies Industry;

    Citation:

    Bartlett, Christopher A. "EMI and the CT Scanner (A)." Harvard Business School Case 383-194, June 1983. (Revised November 2001.)  View Details
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  83. Teaching Note | HBS Case Collection | August 2001

    EnronOnline: Louise Kitchen, Intrapreneur (A) & (B) TN

    Christopher A. Bartlett

    Teaching Note for (9-301-085) and (9-301-102).

    Keywords: Technology Platform; Diversification; Failure; Information Technology Industry; Energy Industry;

    Citation:

    Bartlett, Christopher A. "EnronOnline: Louise Kitchen, Intrapreneur (A) & (B) TN." Harvard Business School Teaching Note 302-011, August 2001.  View Details
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  84. Case | HBS Case Collection | June 1999 (Revised August 2001)

    Jollibee Foods Corporation (B): Global Focus

    Christopher A. Bartlett

    Supplements the (A) case.

    Keywords: Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "Jollibee Foods Corporation (B): Global Focus." Harvard Business School Case 399-113, June 1999. (Revised August 2001.)  View Details
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  85. Teaching Note | HBS Case Collection | July 2001

    Microsoft: Competing on Talent (A) and (B) TN

    Christopher A. Bartlett

    Teaching Note for (9-300-001) and (9-301-135).

    Citation:

    Bartlett, Christopher A. "Microsoft: Competing on Talent (A) and (B) TN." Harvard Business School Teaching Note 302-010, July 2001.  View Details
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  86. Case | HBS Case Collection | March 2000 (Revised July 2001)

    Microsoft: Competing on Talent (A)

    Christopher A. Bartlett and Meg Wozny

    Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and retain first-class talent as it grew from a start-up to a global behemoth. Triggered by high-profile, senior-level departures in 1999, the company must decide if it is time to change its "hard core" culture came to be.

    Keywords: Human Resources; Retention; Recruitment; Competitive Advantage; Motivation and Incentives; Business Startups; Talent and Talent Management;

    Citation:

    Bartlett, Christopher A., and Meg Wozny. "Microsoft: Competing on Talent (A)." Harvard Business School Case 300-001, March 2000. (Revised July 2001.)  View Details
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  87. Case | HBS Case Collection | June 2001

    Acer America: Development of the Aspire

    Christopher A. Bartlett and Anthony St. George

    Keywords: Product Development; Product Launch; Marketing; Global Strategy; Computer Industry;

    Citation:

    Bartlett, Christopher A., and Anthony St. George. "Acer America: Development of the Aspire." Harvard Business School Multimedia/Video Case 301-109, June 2001.  View Details
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  88. Supplement | HBS Case Collection | May 2001

    Microsoft: Competing on Talent (B)

    Christopher A. Bartlett and Meg Glinska

    Supplements the (A) case.

    Citation:

    Bartlett, Christopher A., and Meg Glinska. "Microsoft: Competing on Talent (B)." Harvard Business School Supplement 301-135, May 2001.  View Details
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  89. Supplement | HBS Case Collection | May 2001

    Acer Inc.: Taiwan's Rampaging Dragon

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Acer Inc.: Taiwan's Rampaging Dragon." Harvard Business School Video Supplement 301-806, May 2001.  View Details
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  90. Case | HBS Case Collection | January 1998 (Revised April 2001)

    Acer America: Development of the Aspire

    Christopher A. Bartlett and Anthony St. George

    Follows the development, national launch, and global rollout of the Aspire, Acer's first new product developed outside of Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problems with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical "fast food" business concept and his "client server" organization model?

    Keywords: Global Strategy; Globalized Firms and Management; Organizational Design; Supply Chain; Problems and Challenges; Relationships; Business Subsidiaries; Product Launch; Computer Industry; United States; Taiwan;

    Citation:

    Bartlett, Christopher A., and Anthony St. George. "Acer America: Development of the Aspire." Harvard Business School Case 399-011, January 1998. (Revised April 2001.)  View Details
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  91. Supplement | HBS Case Collection | April 2001

    Acer America: Development of the Aspire

    Christopher A. Bartlett

    Consists of five segments. Segment 1 shows Culver and Pai discussing the tensions between Taiwan and the United States and the resulting performance problems with Aspire; Segment 2 features Culver and Shih describing the changes Acer made as a result of the problems and losses; Segment 3 is Culver's description of his subsequent actions and outcomes; Segment 4 has Shih describing his future plans for Acer's strategy and organization; and Segment 5 is an optional segment on Acer's Internet marketing strategy.

    Keywords: Online Advertising; Transformation; Forecasting and Prediction; Marketing Strategy; Outcome or Result; Problems and Challenges; Hardware; Internet; Computer Industry; Taiwan; United States;

    Citation:

    Bartlett, Christopher A. "Acer America: Development of the Aspire." Harvard Business School Video Supplement 301-805, April 2001.  View Details
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  92. Case | HBS Case Collection | March 2000 (Revised January 2001)

    Microsoft's Vega Project: Developing People and Products

    Christopher A. Bartlett and Meg Wozny

    With a focus on Matt MacLellan and his careful development as a project manager under his boss and mentor, Jim Kaplan, the case describes the evolution of Microsoft's human-resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. It looks at employee development, motivation, and retention efforts in one of Microsoft's product groups. Dissatisfied with his project management role, MacLellan decides to become a developer despite the fact that he has never written code professionally. Kaplan is faced with the decision of whether to support his protege's radical career shift, and if so, how to do it not only to MacLellan's satisfaction but also in the organization's best interest.

    Keywords: Human Resources; Competitive Advantage; Retention; Personal Development and Career; Organizational Design; Information Technology; Motivation and Incentives; Leadership Development;

    Citation:

    Bartlett, Christopher A., and Meg Wozny. "Microsoft's Vega Project: Developing People and Products." Harvard Business School Case 300-004, March 2000. (Revised January 2001.)  View Details
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  93. Case | HBS Case Collection | December 1998 (Revised January 2001)

    Acer, Inc.: Taiwan's Rampaging Dragon

    Christopher A. Bartlett and Anthony St. George

    Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world's second-largest computer manufacturer. Outlines the birth of the company, the painful "professionalization" of its management, the plunge into losses, and the transformation under founder Stan Shih's radical "fast food" business concept and his "client server" organization model, which are put to the test when a young product manager in Acer America develops a radically new multimedia home PC with global potential. Shih must decide whether to give an inexperienced manager in a loss-generating subsidiary the green light.

    Keywords: Organizational Change and Adaptation; Leadership; Competitive Advantage; Global Strategy; Transformation; Computer Industry; Taiwan;

    Citation:

    Bartlett, Christopher A., and Anthony St. George. "Acer, Inc.: Taiwan's Rampaging Dragon." Harvard Business School Case 399-010, December 1998. (Revised January 2001.)  View Details
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  94. Case | HBS Case Collection | October 2000

    GE's Two-Decade Transformation: Jack Welch's Leadership Multimedia Case

    Christopher A. Bartlett and Meg Wozny

    General Electric is faced with Welch's impending retirement, and the question on many minds is whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE's heritage and Welch's transformation of the company's business portfolio in the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The "Software" Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality.

    Keywords: Leadership; Transformation; Organizational Change and Adaptation;

    Citation:

    Bartlett, Christopher A., and Meg Wozny. "GE's Two-Decade Transformation: Jack Welch's Leadership Multimedia Case." Harvard Business School Multimedia/Video Case 301-040, October 2000.  View Details
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  95. Case | HBS Case Collection | August 2000

    Microsoft's Vega Project: Matt MacLellan's Decision

    Christopher A. Bartlett and Meg Glinska

    Supplements the case. Designed as an in-class handout.

    Keywords: Decisions;

    Citation:

    Bartlett, Christopher A., and Meg Glinska. "Microsoft's Vega Project: Matt MacLellan's Decision." Harvard Business School Case 301-002, August 2000.  View Details
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  96. Teaching Note | HBS Case Collection | August 1999 (Revised June 2000)

    GE's Two-Decade Transformation: Jack Welch's Leadership TN

    Christopher A. Bartlett

    Teaching Note for (9-399-150).

    Citation:

    Bartlett, Christopher A. "GE's Two-Decade Transformation: Jack Welch's Leadership TN." Harvard Business School Teaching Note 300-019, August 1999. (Revised June 2000.)  View Details
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  97. Supplement | HBS Case Collection | May 2000

    GE Compilation: Jack Welch 1981-1999

    Christopher A. Bartlett

    Excerpts of videotaped presentations and interviews with Jack Welch in five different time periods from 1981 to 1999. Welch comments on progress on GE's strategic, organizational, and managerial transformation, and his own role in leading that change.

    Keywords: Transformation; Leading Change; Managerial Roles; Organizational Change and Adaptation; Strategy;

    Citation:

    Bartlett, Christopher A. "GE Compilation: Jack Welch 1981-1999." Harvard Business School Video Supplement 300-511, May 2000.  View Details
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  98. Supplement | HBS Case Collection | April 2000

    BRL Hardy: Globalizing an Australian Wine Company

    Christopher A. Bartlett

    Interviews alternating the country subsidiary and corporate headquarters views of Christopher Carson, marketing director of BRL Hardy Europe and Steve Millar, marketing director and CEO of BRL Hardy Ltd. In four segments focusing on the source of headquarters/subsidiary tensions, background for the decision on d'Instinto launch, the Banrock Station versus Kelly's Revenge decision, and the company's actual actions/decision and the reasons for them.

    Keywords: Business Subsidiaries; Business Headquarters; Management Teams; Conflict and Resolution; Agriculture and Agribusiness Industry; Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "BRL Hardy: Globalizing an Australian Wine Company." Harvard Business School Video Supplement 300-506, April 2000.  View Details
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  99. Supplement | HBS Case Collection | April 2000

    GE's Two-Decade Transformation: Interview with Jack Welch, November 1999 (Video)

    Christopher A. Bartlett

    An interview with Jack Welch on his views of the current status of GE's two-decade transformation and his changing role in leading it. Among topics discussed include his views of GE as a learning organization, the process of change that allowed GE's transformation to succeed, his own evolution as a CEO, the legacy he is leaving, and the challenges his successor faces.

    Keywords: Leading Change; Transformation; Organizational Change and Adaptation; Problems and Challenges; Change Management; Management Succession; Managerial Roles;

    Citation:

    Bartlett, Christopher A. "GE's Two-Decade Transformation: Interview with Jack Welch, November 1999 (Video)." Harvard Business School Video Supplement 300-508, April 2000.  View Details
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  100. Case | HBS Case Collection | May 1992 (Revised January 2000)

    Asea Brown Boveri

    Robert L. Simons and Christopher A. Bartlett

    In 1987, two European rivals--Asea AB of Sweden and BBC Brown Boveri Ltd. of Switzerland--merged to form Asea Brown Boveri. The new company employed 150,000 employees in 850 legal entities operating in 140 countries. The case describes the challenges facing Percy Barnevik--the organization's leader--and how he resolved those challenges through staffing, communicating priorities, new structural alignments, and information and reporting systems.

    Keywords: Mergers and Acquisitions; Globalization; Problems and Challenges; Leadership Style; Selection and Staffing; Organizational Structure; Reports;

    Citation:

    Simons, Robert L., and Christopher A. Bartlett. "Asea Brown Boveri." Harvard Business School Case 192-139, May 1992. (Revised January 2000.)  View Details
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  101. Case | HBS Case Collection | June 1996 (Revised January 2000)

    McKinsey & Co.: Managing Knowledge and Learning

    Christopher A. Bartlett

    Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate knowledge among its 3,800 consultants in 69 offices worldwide. Concludes by focusing on three young consultants operating in each dimension of the firm's organization--the local office, the industry practice, and the firm's competence center. Managing director, Rajat Gupta, wonders if the changes he has made are sufficient to maintain the firm's vital knowledge development process.

    Keywords: Management; Managerial Roles; Management Practices and Processes; Competitive Advantage; Global Range; Knowledge Dissemination; Business Processes; Consulting Industry;

    Citation:

    Bartlett, Christopher A. "McKinsey & Co.: Managing Knowledge and Learning." Harvard Business School Case 396-357, June 1996. (Revised January 2000.)  View Details
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  102. Supplement | HBS Case Collection | November 1999

    McKinsey & Company: Managing the Global Knowledge Network Video

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "McKinsey & Company: Managing the Global Knowledge Network Video." Harvard Business School Video Supplement 300-503, November 1999.  View Details
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  103. Teaching Note | HBS Case Collection | October 1999

    Acer America: Development of the Aspire TN

    Christopher A. Bartlett

    Teaching Note for (9-399-011).

    Keywords: Computer Industry; United States; Taiwan;

    Citation:

    Bartlett, Christopher A. "Acer America: Development of the Aspire TN." Harvard Business School Teaching Note 300-035, October 1999.  View Details
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  104. Supplement | HBS Case Collection | September 1999

    Jollibee Foods Corporation: International Expansion

    Christopher A. Bartlett

    Presents interviews with CEO Tony Tan Caktiong and international division VP, Noli Tingzon, elaborating on issues and raising new issues on Jollibee's global strategy and organization.

    Keywords: Managerial Roles; Globalized Firms and Management; Global Strategy; Organizational Design; Expansion; Food and Beverage Industry;

    Citation:

    Bartlett, Christopher A. "Jollibee Foods Corporation: International Expansion." Harvard Business School Video Supplement 300-501, September 1999.  View Details
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  105. Supplement | HBS Case Collection | July 1999

    Jan Eriksson of Novartis Indonesia

    Christopher A. Bartlett and Carin-Isabel Knoop

    A follow-up interview, in Summer 1998, with the protagonist of the Novartis Indonesia case series. He describes ongoing strategy and activities.

    Keywords: Strategy; Pharmaceutical Industry; Indonesia;

    Citation:

    Bartlett, Christopher A., and Carin-Isabel Knoop. "Jan Eriksson of Novartis Indonesia." Harvard Business School Video Supplement 899-509, July 1999.  View Details
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  106. Case | HBS Case Collection | December 1994 (Revised May 1999)

    3M Optical Systems: Managing Corporate Entrepreneurship

    Christopher A. Bartlett and Afroze A Mohammed

    A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager's concerns about the need for discipline and control, setting up a tension that is focused on the launch decision.

    Keywords: Managerial Roles; Decision Choices and Conditions; Corporate Entrepreneurship; Product Launch; Problems and Challenges; Product Development; Consumer Products Industry;

    Citation:

    Bartlett, Christopher A., and Afroze A Mohammed. "3M Optical Systems: Managing Corporate Entrepreneurship." Harvard Business School Case 395-017, December 1994. (Revised May 1999.)  View Details
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  107. Case | HBS Case Collection | July 1993 (Revised April 1999)

    ABB's Relays Business: Building and Managing a Global Matrix

    Christopher A. Bartlett

    Describes the development and management of the relays business area (BA) in ABB's global matrix organization. Focuses on three levels of management--corporate, BA, and operating company. Highlights the roles and responsibilities of individuals at each level as ABB creates a unique, highly successful organization structure and management process that enables it to integrate its disparate worldwide operations while maintaining a highly entrepreneurial front-line environment.

    Keywords: Multinational Firms and Management; Business or Company Management; Business Strategy; Organizational Structure; Managerial Roles; Management Practices and Processes; Employees; Organizational Culture; Success; Manufacturing Industry;

    Citation:

    Bartlett, Christopher A. "ABB's Relays Business: Building and Managing a Global Matrix." Harvard Business School Case 394-016, July 1993. (Revised April 1999.)  View Details
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  108. Case | HBS Case Collection | October 1998 (Revised March 1999)

    Microsoft in Transition: Bill Gates's Leadership

    Christopher A. Bartlett and Takia Mahmood

    Keywords: Leadership; Change Management; Computer Industry;

    Citation:

    Bartlett, Christopher A., and Takia Mahmood. "Microsoft in Transition: Bill Gates's Leadership." Harvard Business School Case 399-057, October 1998. (Revised March 1999.)  View Details
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  109. Teaching Note | HBS Case Collection | March 1983 (Revised January 1999)

    Corning Glass Works International (A), (B1), (B2), (C1), and (C2), Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-381-160--164).

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A. "Corning Glass Works International (A), (B1), (B2), (C1), and (C2), Teaching Note." Harvard Business School Teaching Note 383-150, March 1983. (Revised January 1999.)  View Details
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  110. Supplement | HBS Case Collection | March 1981 (Revised November 1998)

    Corning Glass Works International (C1)

    Christopher A. Bartlett and Michael Y. Yoshino

    Supplements the (A) case.

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (C1)." Harvard Business School Supplement 381-163, March 1981. (Revised November 1998.)  View Details
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  111. Supplement | HBS Case Collection | March 1981 (Revised November 1998)

    Corning Glass Works International (C2)

    Christopher A. Bartlett and Michael Y. Yoshino

    Follows the impact of a change in global strategy on a diversified company's global organization structure. Reviews the company's subsequent performance internationally. Also presents reflections by top management on future possible change in the organization structure.

    Keywords: Global Strategy; Change; Performance; Globalized Firms and Management; Management Teams; Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (C2)." Harvard Business School Supplement 381-164, March 1981. (Revised November 1998.)  View Details
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  112. Teaching Note | HBS Case Collection | January 1998 (Revised October 1998)

    3M Optical Systems: Managing Corporate Entrepreneurship TN

    Christopher A. Bartlett

    Teaching Note for (9-395-017).

    Keywords: Consumer Products Industry;

    Citation:

    Bartlett, Christopher A. "3M Optical Systems: Managing Corporate Entrepreneurship TN." Harvard Business School Teaching Note 398-094, January 1998. (Revised October 1998.)  View Details
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  113. Supplement | HBS Case Collection | February 1981 (Revised October 1998)

    Corning Glass Works International (D)

    Christopher A. Bartlett

    Supplements the (A) case.

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A. "Corning Glass Works International (D)." Harvard Business School Supplement 381-112, February 1981. (Revised October 1998.)  View Details
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  114. Case | HBS Case Collection | March 1981 (Revised October 1998)

    Corning Glass Works International (A)

    Christopher A. Bartlett and Michael Y. Yoshino

    Follows the impact of a change in global strategy on a diversified company's global organization structure. Traces two failed attempts at bringing a business perspective to a geographic organization, and poses the problem of what the international division president can do.

    Keywords: Disruption; Framework; Global Strategy; Organizational Structure; Perspective; Power and Influence;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (A)." Harvard Business School Case 381-160, March 1981. (Revised October 1998.)  View Details
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  115. Supplement | HBS Case Collection | March 1981 (Revised October 1998)

    Corning Glass Works International (B1)

    Christopher A. Bartlett and Michael Y. Yoshino

    Supplements the (A) case.

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (B1)." Harvard Business School Supplement 381-161, March 1981. (Revised October 1998.)  View Details
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  116. Supplement | HBS Case Collection | March 1981 (Revised October 1998)

    Corning Glass Works International (B2)

    Christopher A. Bartlett and Michael Y. Yoshino

    Supplements the (A) case.

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International (B2)." Harvard Business School Supplement 381-162, March 1981. (Revised October 1998.)  View Details
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  117. Case | HBS Case Collection | January 1998 (Revised April 1998)

    Lincoln Electric: Venturing Abroad

    Christopher A. Bartlett and Jamie O'Connell

    Lincoln Electric, a 100-year-old manufacturer of welding equipment and consumables based in Cleveland, Ohio, motivates its U.S. employees through a culture of cooperation between management and labor and an unusual compensation system based on piecework and a large bonus based on individual contribution to the company's performance. Despite opening a few international sales and production ventures in Canada, Australia, and France, Lincoln remained focused on manufacturing in the United States until 1988. At that time, the company's new CEO expanded manufacturing through acquisitions and greenfields in 11 new countries, attempting to transfer its unique management philosophy to each. However, Lincoln was unable to replicate its highly productive system abroad. Operational problems led to a major restructuring in the early 1990s, supervised by Anthony Massaro, a newcomer to the company. In 1996, Massaro was named CEO and set about expanding the company's manufacturing base through a new strategy. The case concludes in Asia, where Lincoln's regional president is trying to decide whether and how to establish a manufacturing presence in Indonesia, and in particular whether to try to transfer Lincoln's unique incentive-driven management system.

    Keywords: Acquisition; Restructuring; Transformation; Construction; Compensation and Benefits; Management; Market Entry and Exit; Labor and Management Relations; Competitive Advantage; Expansion; Manufacturing Industry; Ohio;

    Citation:

    Bartlett, Christopher A., and Jamie O'Connell. "Lincoln Electric: Venturing Abroad." Harvard Business School Case 398-095, January 1998. (Revised April 1998.)  View Details
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  118. Teaching Note | HBS Case Collection | April 1998

    Skandia AFS: Developing Intellectual Capital Globally TN

    Christopher A. Bartlett

    Teaching Note for (9-396-412).

    Citation:

    Bartlett, Christopher A. "Skandia AFS: Developing Intellectual Capital Globally TN." Harvard Business School Teaching Note 398-111, April 1998.  View Details
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  119. Case | HBS Case Collection | June 1996 (Revised March 1998)

    Skandia AFS: Developing Intellectual Capital Globally

    Christopher A. Bartlett and Takia Mahmood

    Focuses on the measurement and management of organizational knowledge as a strategic asset, and on the deployment of information technology, organizational structure, and processes in leveraging that asset.

    Keywords: Global Strategy; Knowledge Sharing; Growth and Development Strategy; Organizational Design; Organizational Structure; Alliances; Competitive Advantage; Information Technology;

    Citation:

    Bartlett, Christopher A., and Takia Mahmood. "Skandia AFS: Developing Intellectual Capital Globally." Harvard Business School Case 396-412, June 1996. (Revised March 1998.)  View Details
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  120. Teaching Note | HBS Case Collection | March 1998

    Komatsu Ltd: Project G's Globalization and Komatsu and Project G (A-C) TN

    Christopher A. Bartlett

    Teaching Note for (9-398-016), (9-395-001), (9-395-002), and (9-395-003).

    Keywords: Manufacturing Industry; Japan;

    Citation:

    Bartlett, Christopher A. "Komatsu Ltd: Project G's Globalization and Komatsu and Project G (A-C) TN." Harvard Business School Teaching Note 398-106, March 1998.  View Details
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  121. Teaching Note | HBS Case Collection | March 1998

    ABB's Relays Business: Building and Managing a Global Matrix TN

    Christopher A. Bartlett

    Teaching Note for (9-394-016).

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A. "ABB's Relays Business: Building and Managing a Global Matrix TN." Harvard Business School Teaching Note 398-117, March 1998.  View Details
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  122. Case | HBS Case Collection | October 1997 (Revised March 1998)

    Komatsu Ltd.: Project G's Globalization

    Christopher A. Bartlett

    This case describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of resources and capabilities into a new, more diverse business base. Details efforts to build and acquire foreign operations, to specialize and integrate overseas units, to expand responsibilities of offshore operations, and to localize management.

    Keywords: Change Management; Construction; Asset Pricing; Investment Portfolio; Global Strategy; Leadership; Resource Allocation; Risk Management; Expansion; Manufacturing Industry; Japan;

    Citation:

    Bartlett, Christopher A. "Komatsu Ltd.: Project G's Globalization." Harvard Business School Case 398-016, October 1997. (Revised March 1998.)  View Details
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  123. Case | HBS Case Collection | September 1994 (Revised May 1997)

    Komatsu Ltd. and Project G (A)

    Christopher A. Bartlett and Robert W. Lightfoot

    Keywords: Projects; Japan;

    Citation:

    Bartlett, Christopher A., and Robert W. Lightfoot. "Komatsu Ltd. and Project G (A)." Harvard Business School Case 395-001, September 1994. (Revised May 1997.)  View Details
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  124. Supplement | HBS Case Collection | May 1992 (Revised August 1996)

    NIKE in Transition (C): A Second COO

    Christopher A. Bartlett

    After two years of stunning financial results, Knight again appoints a new COO, Dick Donahue. Are Knight and Nike ready for a new COO? How does Donahue differ from Woodell? Will his personality, style, and agenda fit with the new Nike Knight has created? Also describes how the matrix organization has changed over two years.

    Keywords: Policy; Growth and Development; Leadership Style; Management Succession; Managerial Roles; Organizational Structure; Strategy; Apparel and Accessories Industry;

    Citation:

    Bartlett, Christopher A. "NIKE in Transition (C): A Second COO." Harvard Business School Supplement 392-107, May 1992. (Revised August 1996.)  View Details
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  125. Case | HBS Case Collection | May 1992 (Revised August 1996)

    NIKE in Transition (A): The Ascendancy of Bob Woodell

    Christopher A. Bartlett

    Explores Bob Woodell's tenure as Nike's first COO. Describes development of Woodell's management style, his attempts to develop the organization, and his responses to unforeseen business problems. Changing market forces, new competitors, a build-up of low-end inventory, and the absence of Phil Knight, the company's founder, in daily operations, make this a difficult time for Nike. Against the backdrop of disappointing financial results and an upcoming shareholders' meeting, students are asked to assess Woodell's performance, whether management is truly in control of the organization and the company's business, and what role Knight should be playing in the organization.

    Keywords: Conferences; Crisis Management; Management Style; Marketing Strategy; Organizational Change and Adaptation; Performance Evaluation; Competition;

    Citation:

    Bartlett, Christopher A. "NIKE in Transition (A): The Ascendancy of Bob Woodell." Harvard Business School Case 392-105, May 1992. (Revised August 1996.)  View Details
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  126. Background Note | HBS Case Collection | July 1996

    The GM's Leadership Challenge: Building a Self-Renewing Institution

    Christopher A. Bartlett and Ashish Nanda

    Highlights the general manager's role in building a self-renewing organization.

    Keywords: Management Skills; Leadership Development; Managerial Roles; Management Teams; Organizational Structure;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "The GM's Leadership Challenge: Building a Self-Renewing Institution." Harvard Business School Background Note 397-023, July 1996.  View Details
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  127. Case | HBS Case Collection | May 1990 (Revised July 1996)

    Ingvar Kamprad and IKEA

    Christopher A. Bartlett and Ashish Nanda

    Traces the development of a Swedish furniture retailer under the leadership of an innovative and unconventional entrepreneur whose approaches redefine the nature and structure of the industry. Traces IKEA's growth from a tiny mail order business to the world's largest furniture dealership. Describes the innovative strategic and organizational changes Kamprad made to achieve success. In particular, focuses on his unique vision and values and the way they have become institutionalized as IKEA's binding corporate culture. The trigger issue revolves around whether this vital "corporate glue" can survive massive expansion into the United States and the Eastern Bloc and Kamprad's replacement as CEO by a "professional manager."

    Keywords: Restructuring; Corporate Entrepreneurship; Growth and Development; Innovation Strategy; Leadership; Management Succession; Distribution; Organizational Change and Adaptation; Expansion; Value; Retail Industry;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Ingvar Kamprad and IKEA." Harvard Business School Case 390-132, May 1990. (Revised July 1996.)  View Details
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  128. Case | HBS Case Collection | July 1996

    Trans National Group

    Christopher A. Bartlett and Takia Mahmood

    Starting as a classic entrepreneur,Steve Belkin, CEO of Trans National (TN), drives the company through two businesses--one in group travel and another in financial services--before deciding to step back and act as a general manager whose focus and attention is on institutionalizing entrepreneurship within his organization. At the end of the case, he is questioning whether to step back further and act more as a venture capitalist and how such a move would affect TN as an organization.

    Keywords: Business or Company Management; Management; Growth Management;

    Citation:

    Bartlett, Christopher A., and Takia Mahmood. "Trans National Group." Harvard Business School Case 397-015, July 1996.  View Details
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  129. Background Note | HBS Case Collection | July 1996

    The GM's Organizational Challenge: Embedding and Leveraging Capability

    Christopher A. Bartlett and Ashish Nanda

    Describes how general managers can build organizational capability in their firms.

    Keywords: Management Skills; Managerial Roles; Management Teams; Organizational Change and Adaptation; Growth and Development Strategy;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "The GM's Organizational Challenge: Embedding and Leveraging Capability." Harvard Business School Background Note 397-011, July 1996.  View Details
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  130. Background Note | HBS Case Collection | May 1996

    The GM's Operational Challenge: Managing Through People

    Christopher A. Bartlett and Ashish Nanda

    Highlights and explores how a general manager adds value to the firm at the operational level by managing through people. Discusses how assumptions about human motivation influence the employment contract that the general manager implicitly enters into with the workers and ends with speculation on how the employment contract is fundamentally changing.

    Keywords: Employee Relationship Management; Selection and Staffing; Contracts; Managerial Roles; Operations; Problems and Challenges; Labor and Management Relations; Motivation and Incentives; Value;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "The GM's Operational Challenge: Managing Through People." Harvard Business School Background Note 396-400, May 1996.  View Details
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  131. Background Note | HBS Case Collection | May 1996

    General Management: A Conceptual Introduction

    Christopher A. Bartlett and Ashish Nanda

    Addresses the following issues at a conceptual level: 1) Who is a general manager? 2) To whom is the general manager responsible? and 3) How do general managers add value?

    Keywords: Leadership; Management; Management Skills; Managerial Roles;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "General Management: A Conceptual Introduction." Harvard Business School Background Note 396-161, May 1996.  View Details
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  132. Case | HBS Case Collection | November 1991 (Revised July 1995)

    Body Shop International

    Christopher A. Bartlett

    Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she took to building her highly successful business (no advertising, simple packaging, non-traditional R&D). After elaborating on the strong values she has imposed on the business, concludes by highlighting questions of the business' transferability to the United States and its survivability as Anita steps back.

    Keywords: Business Startups; Business Growth and Maturation; Leadership Style; Management Succession; Management Teams; Corporate Social Responsibility and Impact; Values and Beliefs; Global Strategy; Beauty and Cosmetics Industry;

    Citation:

    Bartlett, Christopher A. "Body Shop International." Harvard Business School Case 392-032, November 1991. (Revised July 1995.)  View Details
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  133. 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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  134. Teaching Note | HBS Case Collection | June 1995

    Intel Corporation - Leveraging Capabilities for Strategic Renewal TN

    Christopher A. Bartlett and Ashish Nanda

    Teaching Note for (9-394-141).

    Keywords: Information Technology Industry;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Intel Corporation - Leveraging Capabilities for Strategic Renewal TN." Harvard Business School Teaching Note 395-227, June 1995.  View Details
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  135. Teaching Note | HBS Case Collection | February 1995

    Ingvar Kamprad and IKEA TN

    Christopher A. Bartlett and Ashish Nanda

    Teaching Note for (9-390-132).

    Keywords: Retail Industry;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Ingvar Kamprad and IKEA TN." Harvard Business School Teaching Note 395-155, February 1995.  View Details
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  136. Teaching Note | HBS Case Collection | January 1995

    Body Shop International, The TN

    Christopher A. Bartlett

    Teaching Note for (9-392-032).

    Citation:

    Bartlett, Christopher A. "Body Shop International, The TN." Harvard Business School Teaching Note 395-148, January 1995.  View Details
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  137. Case | HBS Case Collection | September 1994 (Revised January 1995)

    Komatsu Ltd. and Project G (C)

    Christopher A. Bartlett and Robert W. Lightfoot

    Keywords: Japan;

    Citation:

    Bartlett, Christopher A., and Robert W. Lightfoot. "Komatsu Ltd. and Project G (C)." Harvard Business School Case 395-003, September 1994. (Revised January 1995.)  View Details
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  138. Case | HBS Case Collection | January 1995

    3M: Profile of an Innovating Company

    Christopher A. Bartlett and Afroze A Mohammed

    Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to nurture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt new policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required.

    Keywords: Organizational Change and Adaptation; Competitive Advantage; Organizational Culture;

    Citation:

    Bartlett, Christopher A., and Afroze A Mohammed. "3M: Profile of an Innovating Company." Harvard Business School Case 395-016, January 1995.  View Details
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  139. Case | HBS Case Collection | September 1994 (Revised December 1994)

    Komatsu Ltd. and Project G (B)

    Christopher A. Bartlett and Robert W. Lightfoot

    Citation:

    Bartlett, Christopher A., and Robert W. Lightfoot. "Komatsu Ltd. and Project G (B)." Harvard Business School Case 395-002, September 1994. (Revised December 1994.)  View Details
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  140. Supplement | HBS Case Collection | December 1994

    3M Optical Systems: Management Interviews, Part 1; Part 2, Videotape

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "3M Optical Systems: Management Interviews, Part 1; Part 2, Videotape." Harvard Business School Video Supplement 395-513, December 1994.  View Details
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  141. Supplement | HBS Case Collection | December 1994

    3M Optical Systems: Management Interviews, Part 1; Part 2, Videotape

    Christopher A. Bartlett

    Keywords: System;

    Citation:

    Bartlett, Christopher A. "3M Optical Systems: Management Interviews, Part 1; Part 2, Videotape." Harvard Business School Video Supplement 395-514, December 1994.  View Details
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  142. Case | HBS Case Collection | October 1993 (Revised September 1994)

    Becton Dickinson: Worldwide Blood Collection Team

    Christopher A. Bartlett and Kathleen Scharf

    Describes Becton Dickinson's evolving attempt to develop products and strategies to meet worldwide competitive and market needs. Traces the evolution of a classic parent company-led product-market strategy to truly transnational product and strategy development. Explores the use of an integrative team as the organizational means of achieving global integration while preserving local flexibility.

    Keywords: Global Strategy; Product Development; Innovation and Management; Competitive Advantage; Multinational Firms and Management;

    Citation:

    Bartlett, Christopher A., and Kathleen Scharf. "Becton Dickinson: Worldwide Blood Collection Team." Harvard Business School Case 394-072, October 1993. (Revised September 1994.)  View Details
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  143. Teaching Note | HBS Case Collection | August 1994

    Becton Dickinson: Worldwide Blood Collection Team TN

    Christopher A. Bartlett

    Teaching Note for (9-394-072).

    Citation:

    Bartlett, Christopher A. "Becton Dickinson: Worldwide Blood Collection Team TN." Harvard Business School Teaching Note 395-021, August 1994.  View Details
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  144. Case | HBS Case Collection | March 1994

    Intel Corp.: Leveraging Capabilities for Strategic Renewal

    Christopher A. Bartlett and Ashish Nanda

    Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management adaptation that was required to ensure the company's survival in a highly volatile industry. Under the leadership of Andy Grove and Gordon Moore, Intel is able to overlay its R&D base with manufacturing and marketing capabilities that allow it to continually adapt to changes and renew itself.

    Keywords: Organizational Change and Adaptation; Adaptation; Management Skills; Management Practices and Processes; Strategy; Organizations; Information Technology Industry;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Intel Corp.: Leveraging Capabilities for Strategic Renewal." Harvard Business School Case 394-141, March 1994.  View Details
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  145. Case | HBS Case Collection | February 1994

    Merging Asea and Brown Boveri

    Christopher A. Bartlett and Dwight B. Crane

    Keywords: Mergers and Acquisitions;

    Citation:

    Bartlett, Christopher A., and Dwight B. Crane. "Merging Asea and Brown Boveri." Harvard Business School Case 394-146, February 1994.  View Details
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  146. Teaching Note | HBS Case Collection | January 1994

    Asea Brown Boveri TN

    Christopher A. Bartlett

    Teaching Note for (9-192-139).

    Citation:

    Bartlett, Christopher A. "Asea Brown Boveri TN." Harvard Business School Teaching Note 394-128, January 1994.  View Details
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  147. Teaching Note | HBS Case Collection | December 1993

    Corning Incorporated: A Network of Alliances TN

    Christopher A. Bartlett and Ashish Nanda

    Teaching Note for (9-391-102).

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Corning Incorporated: A Network of Alliances TN." Harvard Business School Teaching Note 394-018, December 1993.  View Details
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  148. Case | HBS Case Collection | July 1993 (Revised October 1993)

    Brown Boveri Profile

    Christopher A. Bartlett and Robert W. Lightfoot

    Citation:

    Bartlett, Christopher A., and Robert W. Lightfoot. "Brown Boveri Profile." Harvard Business School Case 394-014, July 1993. (Revised October 1993.)  View Details
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  149. Case | HBS Case Collection | July 1993

    ABB Deutschland (Abridged)

    Christopher A. Bartlett

    Focuses in detail on implementing a corporate restructuring program in ABB's German subsidiary. Special attention is given to Germany's unique form of industrial governance. Two major problem areas--power plants and power transformers--are described in detail. ABB's new policies, in terms of strategy, organization, behavior, and financial targets, are portrayed. How should the head of ABB Germany proceed? Will the new ABB policies clash with Germany's national and BBC's corporate culture? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the salesforce make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance?

    Keywords: Restructuring; Energy Generation; Corporate Governance; Factories, Labs, and Plants; Salesforce Management; Policy; Organizational Culture; Energy Industry; Germany;

    Citation:

    Bartlett, Christopher A. "ABB Deutschland (Abridged)." Harvard Business School Case 394-019, July 1993.  View Details
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  150. Case | HBS Case Collection | July 1993

    Asea Profile

    Christopher A. Bartlett and George A. Jenkins Jr.

    Citation:

    Bartlett, Christopher A., and George A. Jenkins Jr. "Asea Profile." Harvard Business School Case 394-015, July 1993.  View Details
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  151. Case | HBS Case Collection | June 1992 (Revised June 1993)

    Hennessy and Harvey-Jones: Two Responses to the Crisis in Chemicals

    Christopher A. Bartlett

    Responding to the crisis in chemicals in the early 1980's, Allied Chemical (U.S.) and ICI (U.K.) appoint new chairmen to revitalize each company's strategy, culture, and organization. Hennessy, an outsider with a background in managing conglomerates, has strong ideas about Allied's proper strategy. He buys and sells businesses at a terrific clip and shakes up Allied's management, culture, and organization. More of a consensus builder than Hennessy and with a less abrasive management style, Harvey-Jones instigates large organizational and strategic changes at ICI. Allows students to compare the effectiveness of different management styles and leadership and to consider the different roles of a general manager.

    Keywords: Transition; Leading Change; Crisis Management; Management Style; Managerial Roles; Organizational Culture; Corporate Strategy;

    Citation:

    Bartlett, Christopher A. "Hennessy and Harvey-Jones: Two Responses to the Crisis in Chemicals." Harvard Business School Case 392-157, June 1992. (Revised June 1993.)  View Details
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  152. Case | HBS Case Collection | May 1992 (Revised June 1993)

    Jan Carlzon: CEO at SAS (A)

    Christopher A. Bartlett

    Describes Jan Carlzon's actions on assuming the CEO's responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become "the world's best businessman's airline." After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his "second wave" can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment.

    Keywords: Communication; Financial Crisis; Employee Relationship Management; Knowledge; Leadership Development; Crisis Management; Motivation and Incentives; Business Strategy; Aerospace Industry;

    Citation:

    Bartlett, Christopher A. "Jan Carlzon: CEO at SAS (A)." Harvard Business School Case 392-149, May 1992. (Revised June 1993.)  View Details
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  153. Supplement | HBS Case Collection | May 1992 (Revised May 1993)

    Jan Carlzon: CEO at SAS (B)

    Christopher A. Bartlett

    Summarizes Carlzon's new focus externally on building alliances and acquiring travel service companies. Describes the financial problems resulting from the recession and the Gulf War crisis. Designed as an in-class handout to highlight the long-term management commitment required to realign and inspire an organization to a new strategic mission. Allows a more balanced appraisal of Carlzon's leadership abilities and limitations.

    Keywords: Acquisition; Financial Crisis; Problems and Challenges; Planning; Leadership; Alliances; Strategy; Air Transportation Industry;

    Citation:

    Bartlett, Christopher A. "Jan Carlzon: CEO at SAS (B)." Harvard Business School Supplement 392-150, May 1992. (Revised May 1993.)  View Details
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  154. Case | HBS Case Collection | May 1992 (Revised September 2019)

    Richardson Sheffield

    Christopher A. Bartlett and Ashish Nanda

    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: human resource management; Human Resource Practices; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Case 392-089, May 1992. (Revised September 2019.)  View Details
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  155. Case | HBS Case Collection | June 1991 (Revised April 1993)

    General Electric: Jack Welch's Second Wave (A)

    Christopher A. Bartlett

    By the mid 1980's Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade. Welch insisted that his business units be number one or number two in their markets, and have the strength of large companies and the leanness and agility of small ones. Yet, although Welch had succeeded restructuring GE the way he wanted, employee morale was low. The case focuses on Welch raising employee productivity by continuing to remove layers of management and by allowing employees to have a greater voice in their own affairs.

    Keywords: Business Conglomerates; Transformation; Employee Relationship Management; Planning; Corporate Strategy;

    Citation:

    Bartlett, Christopher A. "General Electric: Jack Welch's Second Wave (A)." Harvard Business School Case 391-248, June 1991. (Revised April 1993.)  View Details
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  156. Case | HBS Case Collection | November 1986 (Revised December 1992)

    Kentucky Fried Chicken (Japan) Ltd.

    Christopher A. Bartlett

    Describes the internationalization of the Kentucky Fried Chicken (KFC) fast food chain, focusing on KFC's entry into Japan. An entrepreneurial country general manager, Lou Weston, battles numerous problems to establish the business and is eventually highly successful. In doing so, Weston ignores or circumvents policies and control from KFC's headquarters and becomes very upset when more sophisticated planning, coordination, and control systems begin to constrain his freedom. The case presents both the headquarters and subsidiary perspectives and allows discussion of the conflicts between strategic planning and control and entrepreneurial independence in a multinational company.

    Keywords: Business Subsidiaries; Entrepreneurship; Globalized Economies and Regions; Governing Rules, Regulations, and Reforms; Policy; Market Entry and Exit; Strategic Planning; Agency Theory; Perspective; Corporate Strategy; Food and Beverage Industry; Japan;

    Citation:

    Bartlett, Christopher A. "Kentucky Fried Chicken (Japan) Ltd." Harvard Business School Case 387-043, November 1986. (Revised December 1992.)  View Details
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  157. Case | HBS Case Collection | November 1990 (Revised August 1992)

    Corning, Inc.: A Network of Alliances

    Christopher A. Bartlett and Ashish Nanda

    Describes James Houghton's actions in assuming the role of CEO at Corning in the midst of a recession. Not only must he turn around operating performance, he must also revitalize a demoralized organization and set a new, clear strategic direction. In doing so, the case focuses on the changing role of alliances and partnerships in Corning operations. Increasingly, they are moving from a peripheral role in providing market access interchange for technology, to a more central role at the core of Corning's business. The strategic and organizational challenges this presents are highlighted through some specific decision issues facing Houghton.

    Keywords: Business Cycles; Policy; Leading Change; Organizational Change and Adaptation; Performance Expectations; Partners and Partnerships; Business Strategy;

    Citation:

    Bartlett, Christopher A., and Ashish Nanda. "Corning, Inc.: A Network of Alliances." Harvard Business School Case 391-102, November 1990. (Revised August 1992.)  View Details
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  158. Supplement | HBS Case Collection | June 1992

    General Electric: Jack Welch's Second Wave (B)

    Christopher A. Bartlett

    In the annual report, Welch indicates a new priority for the company--developing a cadre of managers who can lead GE in implementing its strategy in a new organizational context. The question facing Welch is whether his bold new human resource vision is realistic and achievable.

    Keywords: Human Resources; Leadership; Growth and Development Strategy; Organizational Design; Competitive Strategy;

    Citation:

    Bartlett, Christopher A. "General Electric: Jack Welch's Second Wave (B)." Harvard Business School Supplement 392-113, June 1992.  View Details
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  159. Teaching Note | HBS Case Collection | February 1992

    Industrias Gessy-Lever Limitada, Teaching Note

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Industrias Gessy-Lever Limitada, Teaching Note." Harvard Business School Teaching Note 392-033, February 1992.  View Details
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  160. Supplement | HBS Case Collection | December 1991

    General Electric: Jack Welch's Second Wave, Video

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "General Electric: Jack Welch's Second Wave, Video." Harvard Business School Video Supplement 392-508, December 1991.  View Details
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  161. Case | HBS Case Collection | June 1991 (Revised October 1991)

    General Electric: Reg Jones and Jack Welch

    Francis Aguilar and Christopher A. Bartlett

    When GE's retiring Reginald Jones turned the job of CEO over to Jack Welch on April 1, 1981, the Wall Street Journal reported that GE had "decided to replace a legend with a live wire." Some wondered if the young dynamo could fill the elder statesman's very large shoes. But Welch had a very powerful and well-articulated vision of where he wanted his company to go. By 1984, he had regrouped GE's sectors, redefined its core businesses, made massive investment and disinvestment decisions, changed the company's approach to planning, and drastically cut personnel. Despite a major recession in the world economy and flat sales, profits rose from $1.5 billion in 1980 to $2.3 billion in 1984. This case chronicles the evolution of GE through the 1970s and early 1980s, focusing particularly on the changes wrought by Reg Jones and the way in which Jack Welch took that heritage and reshaped it to fit the demands of a new decade.

    Keywords: Management Teams; Business or Company Management; Change Management; Leading Change; Restructuring; Investment; Strategic Planning; Organizational Change and Adaptation; Management Succession;

    Citation:

    Aguilar, Francis, and Christopher A. Bartlett. "General Electric: Reg Jones and Jack Welch." Harvard Business School Case 391-144, June 1991. (Revised October 1991.)  View Details
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  162. Supplement | HBS Case Collection | September 1991

    NIKE Series, Video

    Christopher A. Bartlett and Malcolm S. Salter

    Citation:

    Bartlett, Christopher A., and Malcolm S. Salter. "NIKE Series, Video." Harvard Business School Video Supplement 392-504, September 1991.  View Details
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  163. Case | HBS Case Collection | September 1989 (Revised July 1991)

    Caterpillar, Inc.: George Schaefer Takes Charge

    Christopher A. Bartlett

    For over half a century, Caterpillar, Inc. (CAT) had been a world leader in the manufacture of earthmoving and construction machinery. In 1982, just months after it recorded the highest sales and profits in its history, CAT experienced its greatest crisis. Demand fell away, its UAW workers went on strike, and Komatsu began challenging CAT's market position. The company lost almost $1 billion over the next three years. The case focuses on George Schaefer as a general manager and the series of actions he initiated on becoming CEO to restore CAT's position. Details a series of strategic and organizational initiatives that are transforming the company, but also raises some risks and questions Schaefer and the company must face. A rewritten version of an earlier case.

    Keywords: Machinery and Machining; Crisis Management; Labor Unions; Demand and Consumers; Management Teams; Problems and Challenges; Competitive Strategy; Business Strategy; Organizational Change and Adaptation; Manufacturing Industry; Agriculture and Agribusiness Industry; Industrial Products Industry;

    Citation:

    Bartlett, Christopher A. "Caterpillar, Inc.: George Schaefer Takes Charge." Harvard Business School Case 390-036, September 1989. (Revised July 1991.)  View Details
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  164. Case | HBS Case Collection | September 1989 (Revised July 1991)

    Komatsu: Ryoichi Kawai's Leadership

    Christopher A. Bartlett

    Highlights the role played by Ryoichi Kawai in building a company that was able to challenge industry leader Caterpillar. A rewritten version of an earlier case.

    Keywords: Leadership; Management; Growth Management; Competition; Manufacturing Industry;

    Citation:

    Bartlett, Christopher A. "Komatsu: Ryoichi Kawai's Leadership." Harvard Business School Case 390-037, September 1989. (Revised July 1991.)  View Details
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  165. Supplement | HBS Case Collection | June 1991

    Philips Group--1990

    Christopher A. Bartlett

    Describes the strategic and organizational changes introduced by Cor Van Der Klugt as he becomes CEO.

    Keywords: Management Teams; Organizational Change and Adaptation; Strategy;

    Citation:

    Bartlett, Christopher A. "Philips Group--1990." Harvard Business School Supplement 391-245, June 1991.  View Details
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  166. Case | HBS Case Collection | June 1983 (Revised April 1991)

    Dominion Engineering Works

    Christopher A. Bartlett

    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;

    Citation:

    Bartlett, Christopher A. "Dominion Engineering Works." Harvard Business School Case 383-184, June 1983. (Revised April 1991.)  View Details
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  167. Supplement | HBS Case Collection | December 1986 (Revised March 1991)

    Caterpillar-Komatsu in 1986

    Christopher A. Bartlett

    Provides an update to the global competitive interaction between Caterpillar and Komatsu described in companion cases Caterpillar Tractor and Komatsu Ltd. Caterpillar's response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision.

    Keywords: Competition; Currency Exchange Rate; Price; Global Strategy; Policy; Market Participation; Strategy; Manufacturing Industry; Agriculture and Agribusiness Industry; Industrial Products Industry;

    Citation:

    Bartlett, Christopher A. "Caterpillar-Komatsu in 1986." Harvard Business School Supplement 387-095, December 1986. (Revised March 1991.)  View Details
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  168. Teaching Note | HBS Case Collection | February 1991

    Matsushita Electric Industrial (MEI) in 1987, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-388-144).

    Keywords: Electronics Industry;

    Citation:

    Bartlett, Christopher A. "Matsushita Electric Industrial (MEI) in 1987, Teaching Note." Harvard Business School Teaching Note 391-029, February 1991.  View Details
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  169. Supplement | HBS Case Collection | September 1990

    Richardson Sheffield: Bryan Upton and Gordon Bridge, Video

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Richardson Sheffield: Bryan Upton and Gordon Bridge, Video." Harvard Business School Multimedia/Video Supplement 891-506, September 1990.  View Details
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  170. Supplement | HBS Case Collection | June 1990

    Komatsu in 1986

    Christopher A. Bartlett

    Describes the impact of a rising Yen on Komatsu's pricing strategy. Komatsu management seems to be signalling the need for price increases. Asks what Cat's new CEO, George Schaefer, should do in response.

    Keywords: Currency Exchange Rate; Price; Leadership; Management; Strategy;

    Citation:

    Bartlett, Christopher A. "Komatsu in 1986." Harvard Business School Supplement 390-179, June 1990.  View Details
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  171. Case | HBS Case Collection | May 1988 (Revised March 1990)

    Matsushita Electric Industrial (MEI) in 1987

    Christopher A. Bartlett and Sumantra Ghoshal

    Describes the development of Matsushita's international operations and the building of its dominant competitive position in the consumer electronics industry. Picks up the major challenges facing the company in 1987 as both its product focus and geographic posture are brought into question. The president is implementing two projects, Action 86 to shift the business focus from consumer to industrial electronics and Operation Localization to shift more of the value added offshore.

    Keywords: Global Strategy; Goods and Commodities; Product Positioning; Problems and Challenges; Business Strategy; Competitive Strategy; Value; Electronics Industry;

    Citation:

    Bartlett, Christopher A., and Sumantra Ghoshal. "Matsushita Electric Industrial (MEI) in 1987." Harvard Business School Case 388-144, May 1988. (Revised March 1990.)  View Details
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  172. Case | HBS Case Collection | February 1990

    Compania Telefonica Mexicana S.A. (CTM) (Abridged)

    Christopher A. Bartlett and Tomas Otto Kohn

    Keywords: Telecommunications Industry; Mexico;

    Citation:

    Bartlett, Christopher A., and Tomas Otto Kohn. "Compania Telefonica Mexicana S.A. (CTM) (Abridged)." Harvard Business School Case 390-097, February 1990.  View Details
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  173. Case | HBS Case Collection | November 1983 (Revised October 1989)

    Procter & Gamble Europe: Vizir Launch

    Christopher A. Bartlett

    Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first Eurobrand, and managing it in a coordinated Europewide fashion.

    Keywords: Business Subsidiaries; Trade; Business or Company Management; Growth and Development Strategy; Product Launch; Emerging Markets; Organizational Design; Problems and Challenges; Expansion; Europe;

    Citation:

    Bartlett, Christopher A. "Procter & Gamble Europe: Vizir Launch." Harvard Business School Case 384-139, November 1983. (Revised October 1989.)  View Details
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  174. Case | HBS Case Collection | February 1985 (Revised September 1988)

    Caterpillar Tractor Co.

    Christopher A. Bartlett

    Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on developments in the 1960s and 1970s. Describes Caterpillar's strategy in becoming the dominant worldwide competitor (industry market share exceeding 50%). Includes details on CAT's manufacturing, marketing research and development, and organizational policies. Concludes with a description of some environmental changes occurring in the early 1980s, and raises the question of how these might effect Caterpillar Tractor Co.'s record 1981 performance and require changes in its highly successful strategy.

    Keywords: Business Growth and Maturation; Business Strategy; Manufacturing Industry; Agriculture and Agribusiness Industry;

    Citation:

    Bartlett, Christopher A. "Caterpillar Tractor Co." Harvard Business School Case 385-276, February 1985. (Revised September 1988.)  View Details
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  175. Case | HBS Case Collection | February 1985 (Revised September 1988)

    Komatsu Ltd.

    Christopher A. Bartlett

    Reviews and updates the structure and characteristics of the earth-moving equipment industry presented in the companion case, Caterpillar Tractor Co. After revealing that CAT has suffered major financial losses during the period from 1981 through 1984, the case describes how Komatsu grew from a $170 million local manufacturer in 1963 to become CAT's major challenge in the emerging global competitive battle. The case traces the strategy followed by Komatsu in developing its product technology, manufacturing capability, and marketing skills worldwide. The supplement, Caterpillar-Komatsu in 1986, provides an update to the global competitive interaction between Caterpillar and Komatsu. Caterpillar's response to Komatsu's growing market share is outlined, then the impact of rapidly changing dollar/yen exchange rates provides Caterpillar with an interesting pricing decision.

    Keywords: Financial Crisis; Machinery and Machining; Price; Growth and Development; Brands and Branding; Product Development; Production; Competitive Strategy; Global Strategy; Manufacturing Industry; Agriculture and Agribusiness Industry; Industrial Products Industry;

    Citation:

    Bartlett, Christopher A. "Komatsu Ltd." Harvard Business School Case 385-277, February 1985. (Revised September 1988.)  View Details
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  176. Teaching Note | HBS Case Collection | July 1988

    Kentucky Fried Chicken (Japan) Ltd., Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-387-043).

    Keywords: Food and Beverage Industry; Japan;

    Citation:

    Bartlett, Christopher A. "Kentucky Fried Chicken (Japan) Ltd., Teaching Note." Harvard Business School Teaching Note 389-006, July 1988.  View Details
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  177. Teaching Note | HBS Case Collection | May 1988

    Procter & Gamble Europe: Vizir Launch, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-384-139).

    Keywords: Europe;

    Citation:

    Bartlett, Christopher A. "Procter & Gamble Europe: Vizir Launch, Teaching Note." Harvard Business School Teaching Note 388-131, May 1988.  View Details
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  178. Teaching Note | HBS Case Collection | May 1988

    Komatsu Ltd., Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-385-277).

    Keywords: Manufacturing Industry;

    Citation:

    Bartlett, Christopher A. "Komatsu Ltd., Teaching Note." Harvard Business School Teaching Note 388-130, May 1988.  View Details
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  179. Supplement | HBS Case Collection | May 1988

    Conex do Brasil, Video

    Christopher A. Bartlett

    Keywords: Manufacturing Industry; Brazil;

    Citation:

    Bartlett, Christopher A. "Conex do Brasil, Video." Harvard Business School Video Supplement 888-522, May 1988.  View Details
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  180. Case | HBS Case Collection | March 1985 (Revised April 1988)

    Industrias Gessy-Lever Limitada

    Christopher A. Bartlett and John Young

    Keywords: Cross-Cultural and Cross-Border Issues; Management; Brazil;

    Citation:

    Bartlett, Christopher A., and John Young. "Industrias Gessy-Lever Limitada." Harvard Business School Case 385-295, March 1985. (Revised April 1988.)  View Details
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  181. Teaching Note | HBS Case Collection | April 1988

    Caterpillar Tractor Co., Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-385-276).

    Keywords: Agriculture and Agribusiness Industry;

    Citation:

    Bartlett, Christopher A. "Caterpillar Tractor Co., Teaching Note." Harvard Business School Teaching Note 388-129, April 1988.  View Details
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  182. Teaching Note | HBS Case Collection | April 1988

    Merloni Group, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-383-152).

    Keywords: France; Italy;

    Citation:

    Bartlett, Christopher A. "Merloni Group, Teaching Note." Harvard Business School Teaching Note 388-134, April 1988.  View Details
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  183. Background Note | HBS Case Collection | April 1985 (Revised August 1987)

    Global Competition and MNC Managers

    Christopher A. Bartlett

    Keywords: Global Strategy;

    Citation:

    Bartlett, Christopher A. "Global Competition and MNC Managers." Harvard Business School Background Note 385-287, April 1985. (Revised August 1987.)  View Details
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  184. Case | HBS Case Collection | February 1987 (Revised July 1987)

    Compania Telefonica Mexicana (CTM)

    Christopher A. Bartlett and Tomas Otto Kohn

    Keywords: Mexico;

    Citation:

    Bartlett, Christopher A., and Tomas Otto Kohn. "Compania Telefonica Mexicana (CTM)." Harvard Business School Case 387-115, February 1987. (Revised July 1987.)  View Details
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  185. Background Note | HBS Case Collection | April 1985 (Revised March 1987)

    Organizing and Controlling MNCs

    Christopher A. Bartlett

    Keywords: Multinational Firms and Management;

    Citation:

    Bartlett, Christopher A. "Organizing and Controlling MNCs." Harvard Business School Background Note 385-325, April 1985. (Revised March 1987.)  View Details
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  186. Case | HBS Case Collection | April 1982 (Revised September 1986)

    Ideal Standard France: Pat Paterson

    Christopher A. Bartlett

    A newly appointed country subsidiary manager must decide on action for an operation losing $1 million per month. He is constrained by price controls on one hand and sensitive union relations on the other. Furthermore a major loss-contributing plant has recently been converted as a Europe-wide source.

    Keywords: Business Subsidiaries; Transition; Cost Management; Management; Crisis Management; Labor and Management Relations;

    Citation:

    Bartlett, Christopher A. "Ideal Standard France: Pat Paterson." Harvard Business School Case 382-139, April 1982. (Revised September 1986.)  View Details
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  187. Supplement | HBS Case Collection | April 1986

    Procter & Gamble Europe: Vizir Launch--Interview with Wolfgang Berndt, Video

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Procter & Gamble Europe: Vizir Launch--Interview with Wolfgang Berndt, Video." Harvard Business School Video Supplement 886-522, April 1986.  View Details
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  188. Teaching Note | HBS Case Collection | August 1983 (Revised June 1985)

    EMI and the CT Scanner (A) and (B), Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-383-194) and (9-383-195).

    Keywords: Medical Devices and Supplies Industry;

    Citation:

    Bartlett, Christopher A. "EMI and the CT Scanner (A) and (B), Teaching Note." Harvard Business School Teaching Note 384-030, August 1983. (Revised June 1985.)  View Details
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  189. Background Note | HBS Case Collection | April 1985

    Roles and Responsibilities of the Country Manager: MNC Operations from the National Organization's Perspective

    Christopher A. Bartlett

    Keywords: Managerial Roles; Multinational Firms and Management;

    Citation:

    Bartlett, Christopher A. "Roles and Responsibilities of the Country Manager: MNC Operations from the National Organization's Perspective." Harvard Business School Background Note 385-326, April 1985.  View Details
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  190. Supplement | HBS Case Collection | June 1983 (Revised March 1985)

    EMI and the CT Scanner (B)

    Christopher A. Bartlett

    Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI's entry into the U.S. market. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.

    Keywords: Governing Rules, Regulations, and Reforms; Technological Innovation; Market Entry and Exit; Industry Structures; Product Development; Medical Devices and Supplies Industry;

    Citation:

    Bartlett, Christopher A. "EMI and the CT Scanner (B)." Harvard Business School Supplement 383-195, June 1983. (Revised March 1985.)  View Details
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  191. Background Note | HBS Case Collection | March 1985

    MNCs and Host Country Relationships

    Christopher A. Bartlett

    Keywords: Multinational Firms and Management;

    Citation:

    Bartlett, Christopher A. "MNCs and Host Country Relationships." Harvard Business School Background Note 385-299, March 1985.  View Details
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  192. Supplement | HBS Case Collection | February 1985

    Intercon International: Interview with Peter Davis, Video

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Intercon International: Interview with Peter Davis, Video." Harvard Business School Video Supplement 885-508, February 1985.  View Details
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  193. Teaching Note | HBS Case Collection | March 1983 (Revised February 1985)

    Ideal Standard France: Pat Paterson, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-382-139).

    Keywords: France;

    Citation:

    Bartlett, Christopher A. "Ideal Standard France: Pat Paterson, Teaching Note." Harvard Business School Teaching Note 383-151, March 1983. (Revised February 1985.)  View Details
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  194. Background Note | HBS Case Collection | January 1985

    The Challenges, Motivations & Mentalities of MNC Management

    Christopher A. Bartlett

    Keywords: Problems and Challenges; Management;

    Citation:

    Bartlett, Christopher A. "The Challenges, Motivations & Mentalities of MNC Management." Harvard Business School Background Note 385-250, January 1985.  View Details
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  195. Case | HBS Case Collection | March 1983 (Revised January 1984)

    Merloni Group

    Christopher A. Bartlett

    The general manager of the recently-established French subsidiary of an Italian appliance company is in conflict with headquarters about unexpectedly poor financial performance. Headquarters management believes it should be able to exert more control over the subsidiary's strategic decision. The subsidiary general manager feels the Italians are already intervening too much. A change in organization structure is being debated.

    Keywords: Business Subsidiaries; Trade; Organizational Structure; Performance Evaluation; Power and Influence; France; Italy;

    Citation:

    Bartlett, Christopher A. "Merloni Group." Harvard Business School Case 383-152, March 1983. (Revised January 1984.)  View Details
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  196. Case | HBS Case Collection | August 1983

    Brown, Boveri, & Cie. (Condensed)

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Brown, Boveri, & Cie. (Condensed)." Harvard Business School Case 384-027, August 1983.  View Details
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  197. Teaching Note | HBS Case Collection | August 1983

    Questionable Payments Abroad: Gulf in Italy, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-382-080).

    Keywords: Italy;

    Citation:

    Bartlett, Christopher A. "Questionable Payments Abroad: Gulf in Italy, Teaching Note." Harvard Business School Teaching Note 384-028, August 1983.  View Details
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  198. Teaching Note | HBS Case Collection | August 1983

    Dominion Engineering Works, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-383-184).

    Citation:

    Bartlett, Christopher A. "Dominion Engineering Works, Teaching Note." Harvard Business School Teaching Note 384-029, August 1983.  View Details
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  199. Case | HBS Case Collection | July 1983

    Compagnie Internationale pour L'Informatique (Condensed)

    Christopher A. Bartlett

    Citation:

    Bartlett, Christopher A. "Compagnie Internationale pour L'Informatique (Condensed)." Harvard Business School Case 384-026, July 1983.  View Details
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  200. Teaching Note | HBS Case Collection | June 1983

    Note on the Paper Machinery Industry, Teaching Note

    Christopher A. Bartlett

    Teaching Note for (9-383-185).

    Keywords: Pulp and Paper Industry;

    Citation:

    Bartlett, Christopher A. "Note on the Paper Machinery Industry, Teaching Note." Harvard Business School Teaching Note 383-191, June 1983.  View Details
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  201. Background Note | HBS Case Collection | June 1983

    Note on the Paper Machinery Industry

    Christopher A. Bartlett

    Describes the major structural changes taking place in the paper industry in the 1970s: major oil and pulp price increases, pollution legislation, a shift in industry development from OECD countries to LDCs and NICs and the technological revolution in paper making. These factors have led to important changes in the competitive environment, and specifically to the emergence of three companies pursuing "global strategies." Can be used with Dominion Engineering Works.

    Keywords: Engineering; Price; Global Strategy; Growth and Development; Industry Structures; Organizational Change and Adaptation; Pollution and Pollutants; Competition; Pulp and Paper Industry;

    Citation:

    Bartlett, Christopher A. "Note on the Paper Machinery Industry." Harvard Business School Background Note 383-185, June 1983.  View Details
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  202. Supplement | HBS Case Collection | October 1982

    Ideal Standard France: Pat Paterson, Video

    Christopher A. Bartlett

    A two-part taped interview with Pat Paterson. Paterson describes the action he took in dealing with his company's profit problems, then talks about the outcome. His decision to dismiss 1,500 workers may have accelerated the company's bankruptcy.

    Keywords: Decisions; Insolvency and Bankruptcy; Profit; Resignation and Termination; Outcome or Result; Problems and Challenges;

    Citation:

    Bartlett, Christopher A. "Ideal Standard France: Pat Paterson, Video." Harvard Business School Video Supplement 883-512, October 1982.  View Details
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  203. Case | HBS Case Collection | June 1982

    Polaroid in South Africa (A), Supplement

    Christopher A. Bartlett

    Keywords: Corporate Social Responsibility and Impact; Social Issues; South Africa;

    Citation:

    Bartlett, Christopher A. "Polaroid in South Africa (A), Supplement." Harvard Business School Case 382-175, June 1982.  View Details
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  204. Supplement | HBS Case Collection | November 1981

    Corning Glass Works International, Part I, Interviews with Division Managers, Video

    Christopher A. Bartlett and Michael Y. Yoshino

    Presents tapes of interviews with Forrest Behm (previously president of Corning International), Bill Hudson (ex-country manager, international business manager, world board chairman, and current product division manager), and Van Campbell (corporate treasurer). Reflections and lessons on the changes in Corning's international strategy and organization 1975-80.

    Keywords: Globalized Firms and Management; Global Strategy; Consumer Products Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International, Part I, Interviews with Division Managers, Video." Harvard Business School Video Supplement 882-512, November 1981.  View Details
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  205. Supplement | HBS Case Collection | November 1981

    Corning Glass Works International, Part II, Interviews with Top Management, Video

    Christopher A. Bartlett and Michael Y. Yoshino

    Presents tapes of interviews with Tom MacAvoy (Corning Glass president) and James Houghton (Corning Glass vice-chairman).

    Keywords: Management Teams; Manufacturing Industry;

    Citation:

    Bartlett, Christopher A., and Michael Y. Yoshino. "Corning Glass Works International, Part II, Interviews with Top Management, Video." Harvard Business School Video Supplement 882-513, November 1981.  View Details
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  206. Case | HBS Case Collection | November 1981

    Questionable Payments Abroad: Gulf in Italy

    Christopher A. Bartlett

    Gulf Oil in Italy was confronted by the need to increase the authorized capacity at a refinery in the face of substantial opposition. Raises the issue of their use of "facilitating gratuities" to minor officials, payments to influence news reports, and the employment of a consultant to assist in government relations to gain passage of the permit.

    Keywords: Ethics; Energy Industry; Mining Industry; Italy;

    Citation:

    Bartlett, Christopher A. "Questionable Payments Abroad: Gulf in Italy." Harvard Business School Case 382-080, November 1981.  View Details
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