Rosabeth M. Kanter - Faculty & Research - Harvard Business School
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Rosabeth M. Kanter

Ernest L. Arbuckle Professor of Business Administration

General Management

Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation, and leadership for change. Her strategic and practical insights guide leaders worldwide through teaching, writing, and direct consultation to major corporations, governments, and start-up ventures. She co-founded the Harvard University-wide Advanced Leadership Initiative, guiding its planning from 2005 to its launch in 2008 and serving as Founding Chair and Director from 2008-2018 as it became a growing international model for a new stage of higher education preparing successful top leaders to apply their skills to national and global challenges. Author or co-author of 20 books, her latest book is Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time.

The former chief Editor of Harvard Business Review, Professor Kanter has been repeatedly named to lists such as the “50 most powerful women in the world” (Times of London), and the “50 most influential business thinkers in the world” (Thinkers 50, and in November 2019 received their biannual Lifetime Achievement Award). She has received 24 honorary doctoral degrees, as well as numerous leadership awards, lifetime achievement awards, and prizes. These include Distinguished Career Awards from the Academy of Management and the American Sociological Association (Organizations, Occupations and Work Section); the World Teleport Association's “Intelligent Community Visionary of the Year” award; the Pinnacle Award for Lifetime Achievement from the Greater Boston Chamber of Commerce; the International Leadership Award from the Association of Leadership Professionals; the Warren Bennis Award for Leadership Excellence; the Everett Rogers Innovation Award from the Norman Lear Center for media and society; and several Harvard Business Review McKinsey Awards for the years’ best articles. Other awards honor her thought leadership and community impact.

Before Think Outside the Building, her previous book, MOVE: Putting America's Infrastructure Back in the Lead, a New York Times Editors’ Choice, is a sweeping look across industries and technologies shaping the future of mobility and the leadership required for transformation. Her book The Change Masters was named one of the most influential business books of the 20th century (Financial Times); SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, one of the ten best business books of the year by Amazon.com; Evolve! Succeeding in the Digital Culture of Tomorrow, one of the five best books of the year by the Toronto Star. Her book Confidence: How Winning & Losing Streaks Begin & End, a New York Times bestseller (also a #1 Business Week bestseller), describes the culture of high-performance organizations compared with those in decline and shows how to lead turnarounds, whether in businesses, schools, sports teams, or countries. Men & Women of the Corporation, winner of the C. Wright Mills award for the best book on social issues and often called a classic, offers insight into the individual and organizational factors that promote success or perpetuate disadvantage for women; a related video, A Tale of ‘O’: On Being Different, is a widely-used tool for diversity training. A related book, Work & Family in the United States, set a policy agenda, honored by a coalition of university centers creating in her honor the Rosabeth Moss Kanter Award for the best work/family research. Another award-winning book, When Giants Learn to Dance, shows how to master the new terms of competition at the dawn of the global information age. World Class: Thriving Locally in the Global Economy identifies the dilemmas of globalization for cities, a theme continuing in her book MOVE.

She advises numerous CEOs and senior executives through her consulting group and also serving as a Senior Advisor for IBM’s Global Citizenship portfolio from 1999-2012. She has served on many business and non-profit boards, such as City Year, the urban “Peace Corps” addressing the school dropout crisis through national service, and on commissions including the Governor’s Council of Economic Advisors, the U.S. Malcolm Baldrige National Quality Award, and others. She speaks widely, and has shared the platform with Presidents, Prime Ministers, and CEOs at major events, such as the World Economic Forum in Davos, Switzerland, and national industry conferences in over 20 countries. Before joining the Harvard Business School faculty, she held tenured professorships at Yale University and Brandeis University and was a Fellow at Harvard Law School, simultaneously holding a Guggenheim Fellowship. Her Ph.D. is from the University of Michigan.

Books
  1. Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time

    Rosabeth Moss Kanter

    Over a decade ago, renowned innovation expert Rosabeth Moss Kanter co-founded and then directed Harvard’s Advanced Leadership Initiative. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to “think outside the building” to overcome establishment paralysis and produce significant innovation for a better world.
    Thinking inside the building"—using the authority of position—can work in corporate settings but not when you have to work with, through, or around people with independent power bases and within challenging cultural and political situations. Kanter's insight into advanced leadership is an important and original contribution, one that transcends conventional practice.
    The book illustrates how purpose-driven people united in their conviction that positive change is possible can have real impact on some of today’s biggest problems, from climate change to gun safety to inequality to racial issues. Kanter provides candid narrative accounts of their successes and near stumbles. A former Trader Joe’s executive, for example, navigated across business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker used the power of persuasion, not position, to find novel financing for improving the health of the oceans. A Washington couple enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist-turned-entrepreneur closed social divides by giving 50 million social media users access to free local education and culture.

    Keywords: Leaders; advanced leadership; Advanced Leadership Initiative; community; change leadership; innovation; problem solving; cross-sector collaboration; institutional change; Leadership; Change; Leading Change; Communication; Innovation Leadership; Collaborative Innovation and Invention; Organizational Change and Adaptation; Business and Community Relations; Civil Society or Community;

  2. MOVE: Putting America's Infrastructure Back in the Lead

    Rosabeth M. Kanter

    Americans are stuck. We live with travel delays on congested roads; shipping delays on clogged railways; and delays on repairs, project approvals, and funding due to gridlocked leadership. These delays affect us all, whether you are a daily commuter, a frequent flyer, an entrepreneur, an online shopper, a job seeker, or a community leader. If people can't move, if goods are delayed, and if information networks can't connect, then economic opportunity deteriorates and social inequity grows. We have been stuck for too long, writes Harvard Business School professor and bestselling author Rosabeth Moss Kanter. In Move, Kanter visits cities and states across the country to tackle our challenges—and reveal solutions—on the roads and rails and in our cities, skies, and the halls of Washington D.C. We meet a visionary engineer and public servant spearheading an underwater tunnel in Miami to streamline port operations and redirect constant traffic from the city center. We see mayors partnering with large corporations and nimble entrepreneurs to unveil parking apps, bike-sharing programs, and seamless wifi networks in greener, more vibrant, more connected cities. And we learn about much-needed efforts—such as dynamic tolls on highways and fees based on vehicle miles traveled—to reduce our dependence on the outmoded gasoline tax in our new electric-car age. It all adds up to a new vision for American mobility, where local leaders shape initiatives without waiting for Congress to act, and ambitious companies partner with governments to tackle projects that serve the public good, create jobs, and improve quality of life while providing healthy sources of investment.

    Keywords: transportation; infrastructure; United States; railroad history; airlines; airline industry; air transportation; passenger transportation; cities; urban planning; freighting; Change; change management; leadership; public policy; entrepreneurship; technological innovation; change leadership; public finance; Infrastructure; Policy; Technological Innovation; Change Management; Leading Change; Urban Development; Project Finance; Entrepreneurship; City; Transportation; Transportation Industry; Shipping Industry; Rail Industry; Air Transportation Industry; United States;

    Citation:

    Kanter, Rosabeth M. MOVE: Putting America's Infrastructure Back in the Lead. New York: W.W. Norton & Company, 2015.  View Details
  3. Supercorp: How Vanguard Companies Create Opportunity, Profits, Growth, and Social Good

    Rosabeth M. Kanter

    Supercorp is based on a 3-year study involving more than 350 interviews in 20 countries to identify the leadership practices and operating methods of major companies seeking profitable growth through innovation that benefits society. For example, when the tsunami and earthquake struck India in 2006, IBM did not just write a check. It used its core competence-expertise in technology-and its skilled people to accomplish what government and relief agencies could not: an information system and supply chain that tracked and managed the flow of relief supplies. Its efforts were crucial in avoiding the all-too-familiar problem in disaster relief-chaos and mobs of desperate people. IBM's actions, as well as many others reported on by Rosabeth Moss Kanter, capture the emerging zeitgeist of business: the vanguard company simultaneously pursuing-and creating synergy between-opportunity, growth, profit, humanistic values and social good. Vanguard companies have a sense of mission enabling them to deliver what their customers want in a way that is significantly better than the competition. As a formula for the future it brings together the necessity of financial success shareholders demand and the social conscience demanded from the new generation moving up the corporate ranks.

    Keywords: Profit; Leadership; Mission and Purpose; Opportunities; Welfare or Wellbeing;

    Citation:

    Kanter, Rosabeth M. Supercorp: How Vanguard Companies Create Opportunity, Profits, Growth, and Social Good. New York: Crown Business, 2009.  View Details
  4. America the Principled: 6 Opportunities for Becoming a Can-Do Nation Once Again

    Rosabeth M. Kanter

    This book draws on the author's multiple research projects and field observations to analyze problems facing the United States in recent years and to create an agenda for renewing American strengths through returning to core American principles—but in new ways suitable to 21st century conditions. On the agenda are six opportunities for action by citizens and policy-makers alike: (1) securing the future through innovation strategies suitable for an emerging "white coat economy" that is discovery-based; (2) pursuing happiness by addressing the connection between work and family life and reinventing work to help women in particular use their talents flexibly; (3) encouraging the growth of good companies that can replace imperial excess with values-based capitalism; (4) restoring respect for government by ending decades of contempt for the public sector and ensuring competence in that vital sector; (5) connecting with the world in a way that fits the new realities of the global economy, fosters leadership, and uses citizen-diplomats to befriend moderates in troubled regions and business networks to ensure success in the major emerging economies; and (6) building community by stressing national and community service for all age groups to bridge social divides and unite citizens in a sense of common purpose. The book offers examples of solutions to address each opportunity and concludes with a call to action.

    Keywords: Values and Beliefs; Policy; Leadership; Civil Society or Community; Cooperation; United States;

    Citation:

    Kanter, Rosabeth M. America the Principled: 6 Opportunities for Becoming a Can-Do Nation Once Again. New York: Crown, 2007.  View Details
  5. Confidence: How Winning Streaks and Losing Streaks Begin and End

    Rosabeth M. Kanter

    Is success simply a matter of money and talent? Or is there another reason why some people and organizations always land on their feet, while others, equally talented, stumble again and again? There's a fundamental principle at work—confidence—that makes the difference between winning and losing in any competition. Based on investigation of success and failure in companies such as Continental Airlines and Verizon and sports teams such as the New England Patriots and Philadelphia Eagles, as well as the arenas of education, health care, and politics, Kanter expores a new theory and pracice of success and provides people in leadership postiions with a prescriptive program for maintaining a winning streak or turning around a downward spiral.

    Keywords: Social Psychology;

    Citation:

    Kanter, Rosabeth M. Confidence: How Winning Streaks and Losing Streaks Begin and End. New York: Three Rivers Press, 2006. (Paperback edition with new Foreword, Epilogue, and Appendix.)  View Details
  6. Confidence: How Winning Streaks and Losing Streaks Begin and End

    Rosabeth Moss Kanter

    Citation:

    Kanter, Rosabeth Moss. Confidence: How Winning Streaks and Losing Streaks Begin and End. New York: Crown Business, 2004. (September) (Also audio-book edition from Random House, e-book editions, and foreign translations: Chinese from Commonwealth; Hebrew from Pecker Publishing; Indonesian from Binarupa; Italian from Guerini; Japanese from Kobunsha; Korean from Golden Bough; Mandarin from Citic; Polish from MT Biznes; Russian from Olymp Business Press; Turkish from BZD Yayincilik; and Spanish from Editorial Norma.)  View Details
  7. Evolve!: Succeeding in the Digital Culture of Tomorrow

    R. M. Kanter

    Keywords: Information Technology; Success;

    Citation:

    Kanter, R. M. Evolve!: Succeeding in the Digital Culture of Tomorrow. Boston: Harvard Business School Press, 2001. (Also audio-book edition and e-book editions. Foreign Translations include Chinese (Complex Characters) Yuan-Lio Publishing Company, Taiwan); Chinese (Simplified characters) (China Machine Press, China); Danish: Borsens Forlag; Dutch: Scriptum Books; German: Financial Times/Prentice Hall Germany; Italian: ETAS Libri; Japanese: Shoeisha Co.: Korean: Sejong Books; Spanish: Ediciones Deusto, SA (Spain; worldwide Spanish); Turkish: BZD YAYINCiLIK.)  View Details
  8. Rosabeth Moss Kanter on the Frontiers of Management

    R. M. Kanter

    Keywords: Management;

    Citation:

    Kanter, R. M. Rosabeth Moss Kanter on the Frontiers of Management. Boston: Harvard Business School Press, 1997. (Spanish, Ediciones Paidos Iberica s.a.; German, Carl Hanser Verlag; Dutch, Uitgeverij Contact; Polish, Business Press Sp. ZO.o, Warsaw; Russian, State University of Management in Moscow. Reprinted as Ch. 25 in The Futurist, June 1998.)  View Details
  9. The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It

    R. M. Kanter, B. Stein and T. D. Jick

    Keywords: Organizational Change and Adaptation; Problems and Challenges;

    Citation:

    Kanter, R. M., B. Stein, and T. D. Jick. The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. New York: Free Press, 1992. (Dutch, Scriptum Books; French, Editions Dunod; Italian, Edizioni Olivares. Selections in Sources: Notable Selections in Sociology, edited by K. Finsterbusch and J.S. Schwartz, Dushkin Publishing, 1995. Other reprinting information available from the publisher.)  View Details
  10. When Giants Learn to Dance: Mastering the Challenges of Strategy, Management, and Careers in the 1990s

    Rosabeth M. Kanter

    Keywords: Business History;

    Citation:

    Kanter, Rosabeth M. When Giants Learn to Dance: Mastering the Challenges of Strategy, Management, and Careers in the 1990s. New York: Simon & Schuster, 1989. (Dutch, Swedish, French, Italian, Spanish, Finnish, Korean, Japanese, Portuguese, Norwegian. Chapters 3 & 4 in Strategic Synergy, edited by S.L. Yeung. London: Butterworth Heinemann, 1982. Chapters 5 & 6 in Planning Review.)  View Details
  11. The Change Masters: Innovation for Productivity in the American Corporation

    Rosabeth M. Kanter

    Keywords: Innovation and Management;

    Citation:

    Kanter, Rosabeth M. The Change Masters: Innovation for Productivity in the American Corporation. New York: Simon & Schuster, 1983. (Translated in Japanese. Reprintings include Chapter 10 in The Political Environment of Public Management, edited by Pollins, 1993. Chapter 9 in Quality and Productivity Management vol. 9, no. 4, 1992, pp. 33-59. Chapter 10 in Contemporary Ideas on Management, edited by J.W. Newstrom and J.L. Pierce. Duluth: University of Minnesota, 1985. Chapter 9 in Readings in Human Resource Management, edited by M. Beer and B. Spector. New York: Free Press, 1985. Chapter 10 in Organizations Close Up, edited by J.L. Gibson, J.M. Ivancevich, and J.H. Donnelly. Plano, TX: Business Publications, Inc., 1985. Chapter 2 in The Handbook of Research on Educational Administration, edited by D. Griffiths. 1985. Chapters 2 and 6 in The Leader Manager, edited by J. Williamson. Eden Prairie, MN: Wilson Learning Corporation, 1984. Portions of Ch. 12 in Directors and Boards, 1984. Ch. 10 in Management Review.)  View Details
  12. Commitment and Community: Communes and Utopias in Sociological Perspective

    R. M. Kanter

    Keywords: Civil Society or Community; Happiness; Science; Perspective;

    Citation:

    Kanter, R. M. Commitment and Community: Communes and Utopias in Sociological Perspective. Boston, MA: Harvard University Press, 1972. (Reprintings: chapter 2 in The Meaning of Sociology, edited by J.M Charn. Palo Alto, Calif.: Mayfield, 1985; portions in Small Groups and Social Interaction, edited by H.H. Blumberg et al., vol. 2. London: Wiley, 1983; portions in Sociology, edited by R. Perrucci. Minneapolis: Wets, 1983; chapter 3 in Perspectives on the American Community, edited by Roland Warren. Chicago: Rand McNally, 1973 and 1976; chapter 1 in The Family: Its Structure and Functions, edited by Rose Coser. New York: St. Martin's, 1974; chapter 1 in Sociology, Society, and People, edited by R.M. Koss. C.V. Mosby, 1975; and selections in Community and Education, edited by Donald Oliver. San Francisco, 1976.)  View Details
Journal Articles
  1. Leading Your Team Past the Peak of a Crisis

    Rosabeth M. Kanter

    In the middle of a crisis, everything looks like a failure. But it’s possible to come out the other end with a strong company—and often with a plan for growth. Companies with a people-first culture can succeed by paying attention to three things: establishing clear accountability in the leadership ranks; developing a nuts-and-bolts, collaborative plan for getting through the crisis; and putting a separate group in charge of defining the “new normal,” when the worst is over.

    Keywords: Crisis Management; Organizational Culture; Corporate Accountability; Collaborative Innovation and Invention;

    Citation:

    Kanter, Rosabeth M. "Leading Your Team Past the Peak of a Crisis." Harvard Business Review (website) (April 30, 2020).  View Details
  2. Evolve (Again)

    Rosabeth M. Kanter

    Frenzy over social networks and interactive media can produce equally overhyped predictions that everything will change, not to mention money-losing investments in silly ventures. Separating enduring strategic lessons from the hype can help avoid a new crash. Hint: the lessons don't include rushing to fund start-ups on the basis of back-of-the-envelope calculations. The tools are changing, but not the rules about change. Encouraging self-organizing networks to let them investigate whatever they want to through company channels can produce new business ideas, as IBM found in the early days of virtualization. When talented employees leave to start ventures, smart companies keep them in the family through seed-capital investments or alumni groups. Experiments with other models, whether internal or with partners, provide experience and readiness for future change. Learning from partners, or from corporate venture capital investments, is a strategic capability.

    Keywords: Business Startups; Venture Capital; Investment; Technological Innovation; Organizational Change and Adaptation; Partners and Partnerships;

    Citation:

    Kanter, Rosabeth M. "Evolve (Again)." Harvard Business Review 89, nos. 7-8 (July–August 2011): 36.  View Details
  3. Enriching the Ecosystem

    Rosabeth Moss Kanter

    To remain a leader in innovation, the United States needs the support of foundational institutions that help seed, grow, and renew enterprises. Historically, these institutions-such as universities, venture creators, labor markets, and job-training programs-have tended to operate in silos. But they are far more effective when they're networked. By collaborating to bridge the gaps between them, business, academic, and policy leaders can help generate more ideas, start-ups, company growth, global competitors, and prosperity. In this article, I outline an agenda for strengthening the links between key institutions. Leaders, I argue, should focus on four goals: 1) linking knowledge creation to venture creation to speed the conversion of ideas into market-ready enterprises; 2) linking small and large enterprises to promote the growth of younger companies and revitalize large corporations through partnerships with innovative SMEs; 3) improving the match between education and employment opportunities, through apprenticeship programs and other education-industry links; and 4) linking leaders across sectors to develop regional strategies and produce scalable models. In all four of these areas, promising models have already begun to emerge. By highlighting the most successful institutions and what can be learned from them, I show how America can create a richer, more competitive business ecosystem.

    Keywords: Innovation and Invention; Organizations; Research and Development; Social and Collaborative Networks; Growth and Development Strategy; United States;

    Citation:

    Kanter, Rosabeth Moss. "Enriching the Ecosystem." Harvard Business Review 90, no. 3 (March 2012).  View Details
  4. How Great Companies Think Differently

    Rosabeth Moss Kanter

    Corporate leaders have long subscribed to the belief that the sole purpose of business is to make money. That narrow view, deeply embedded in the American capitalist system, molds the actions of most corporations, constraining them to focus on maximizing short-term profits and returns to shareholders at the expense of worker safety and health, the environment, and society in general. In this article, I argue that a very different logic informs the practices of most high-performing and sustainable companies: institutional logic. These companies believe that they are more than money-making machines: they are a vehicle for advancing societal goals. They deliver more than just financial returns; they also build enduring institutions. At great companies researched for this article, institutional logic takes its place beside financial logic in managerial decision making. Six facets of institutional logic—a common purpose, a long-term focus, emotional engagement, partnering with the public, innovation, and self-organization—radically alter leadership and corporate behavior and form the building blocks of a more sustainable competitive advantage.

    Keywords: Decision Choices and Conditions; Profit; Leadership; Corporate Social Responsibility and Impact; Business and Shareholder Relations; Behavior; Social Issues; Competitive Advantage;

    Citation:

    Kanter, Rosabeth Moss. "How Great Companies Think Differently." Harvard Business Review 89, no. 11 (November 2011).  View Details
  5. Zoom In, Zoom Out

    Rosabeth Moss Kanter

    Zoom buttons on digital devices let us examine images from many viewpoints. They also provide an apt metaphor for modes of strategic thinking. Some people prefer to see things up close, others from afar. Both perspectives have virtues. But they should not be fixed positions, says Harvard Business School's Kanter. To get a complete picture, leaders need to zoom in and zoom out. A close-in perspective is often found in relationship-intensive settings. It brings details into sharp focus and makes opportunities look large and compelling. But it can have significant downsides. Leaders who prefer to zoom in tend to create policies and systems that depend too much on politics and favors. They can focus too closely on personal status and on turf protection. And they often miss the big picture. When leaders zoom out, they can see events in context and as examples of general trends. They are able to make decisions based on principles. Yet a far-out perspective also has traps. Leaders can be so high above the fray that they don't recognize emerging threats. Having zoomed out to examine all possible routes, they may fail to notice when the moment is right for action on one path. They may also seem too remote and aloof to their staffs. The best leaders can zoom in to examine problems and then zoom out to look for patterns and causes. They don't divide the world into extremes-idiosyncratic or structural, situational or strategic, emotional or contextual. The point is not to choose one over the other but to learn to move across a continuum of perspectives.

    Keywords: Strategy; Cognition and Thinking; Perspective; Leadership; Opportunities; Decisions;

    Citation:

    Kanter, Rosabeth Moss. "Zoom In, Zoom Out." Harvard Business Review 89, no. 3 (March 2011).  View Details
  6. Values, Purpose, Meaning, and Expectations: Why Culture and Context Matter

    Rosabeth M. Kanter

    The "rational person" standard, based on assumptions of economic self-interest, has long prevailed in legal reasoning. But understanding of decision making, behavioral choices, and possibilities for action must be enlarged to include a variety of factors that give meaning to any circumstance and thus shape behavior: past experience, expectations about the future, group membership, and cultural values. This article opens with a series of thought experiments to explore the potential behavioral implications of a hypothetical $1,000 to introduce the idea that context, history, and values shape perceptions and expectations. These phenomena can propel behaviors that can lead to circumstances improving or deteriorating-upward or downward spirals, or winning and losing streaks. Empirical evidence is drawn from research on companies and teams that have sustained success or deteriorated in their performance, as well as research on the leadership and culture in organizations that endure over time. The focus is on complex interactions unfolding over time rather than the reasoning of particular individuals. But the article also shows how individuals behave in concert because of the self-fueling trajectory in which response provokes response, in either positive or negative directions, in what are more popularly termed winning streaks and losing streaks. Upward spirals produce confidence that motivates effort. Because the positive upward cycle is attributed to one's own actions, people begin to believe that it will never end: assertions are made that the laws of the universe have changed, that business cycles have disappeared, and that success is inevitable. Conversely, when things are going down, people start believing they will always go down. Success breeds success, and failure or loss breeds loss. The article argues for a broader explanation of behavior beyond economic instrumentality. It is time to turn again to psychology, sociology, and anthropology to explain and predict human behavior. Then we can understand that rationality also includes things that were once considered irrational, such as altruism or sacrifice in the interest of the greater good.

    Keywords: Standards; Interests; Decision Making; Behavior; Value; Groups and Teams; Performance Expectations; Organizational Culture; Leadership; Business Cycles; Forecasting and Prediction; Motivation and Incentives;

  7. Work Pray Love

    Rosabeth M. Kanter

    This article identifies five problematic issues in the intersection of work and life that create human resource challenges for organizations and their employees. These include work overload, the slow pace of adopting telecommuting, gender-related pay gaps, a household division of labor that still saddles women with a disproportionate share of caretaking chores, and the question of religious expression in the workplace.

    Keywords: Wages; Work-Life Balance; Religion; Technology Adoption; Problems and Challenges; Human Resources; Gender;

    Citation:

    Kanter, Rosabeth M. "Work Pray Love." Harvard Business Review 88, no. 12 (December 2010).  View Details
  8. Powerlessness Corrupts

    Rosabeth M. Kanter

    Powerlessness damages organizations--especially in the middle ranks, says HBR columnist Rosabeth Moss Kanter. Hemmed in by rules and treated as unimportant, people get even with management by overcontrolling their own turf. Kanter urges leaders to give employees opportunities to make meaningful contributions, because small wins along those lines can propel big changes.

    Keywords: Employee Relationship Management; Opportunities; Behavior; Motivation and Incentives; Power and Influence;

    Citation:

    Kanter, Rosabeth M. "Powerlessness Corrupts." Harvard Business Review 88, nos. 7-8 (July–August 2010).  View Details
  9. Block-by-Blockbuster Innovation

    Rosabeth Moss Kanter

    Executives often find themselves debating the merits of incremental innovations versus game-changers, but that's a false dichotomy, says HBR columnist Rosabeth Moss Kanter. Even if a company is lucky enough to come up with the next Kindle, Swiffer, or smartphone, blockbuster products don't spring to life or work in the marketplace without the many small changes that make breakthroughs possible, such as tweaks to processes and market development. Kanter proposes a systemic approach to generating all kinds and levels of innovation.

    Keywords: Innovation and Management; Resource Allocation; Product; Business Processes; Risk and Uncertainty;

    Citation:

    Kanter, Rosabeth Moss. "Block-by-Blockbuster Innovation." Harvard Business Review 88, no. 5 (May 2010): 38.  View Details
  10. What Would Peter Say?

    Rosabeth Moss Kanter

    Heeding the wisdom of Peter Drucker might have helped us avoid - and will help us solve - numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry's failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. If he were still here, a century after his birth, what would he say about the path forward? The essential Drucker can be summarized in three themes: First, management should be a profession, and executives and managers should remember that their primary job is to look out for the long-term health of their organizations. That means taking responsibility for social well-being, not just wealth. Second, knowledge workers cannot be controlled; they must be motivated. Such employees must see a purpose more meaningful than personal profit. And third, nonprofits are necessary ingredients for producing a good society, one in which businesses can thrive. It is critical to invest in them. Drucker was not a revolutionary. He merely asked that we constantly challenge our assumptions. He preached steadiness and vision, recognizing that leading in turbulent times requires foresight about where things are heading as well as judgment about what not to change.

    Keywords: Judgments; Employee Relationship Management; Leadership; Goals and Objectives; Management Practices and Processes; Organizational Change and Adaptation; Business and Community Relations; Business and Government Relations; Business and Shareholder Relations;

    Citation:

    Kanter, Rosabeth Moss. "What Would Peter Say?" Harvard Business Review 87, no. 11 (November 2009).  View Details
  11. Change is Everyone's Job: Managing the Extended Enterprise in a Globally-Connected World

    R. M. Kanter

    Keywords: Change; Jobs and Positions; Management; Global Range; Business Ventures; Networks;

    Citation:

    Kanter, R. M. "Change is Everyone's Job: Managing the Extended Enterprise in a Globally-Connected World." Organizational Dynamics 28, no. 1 (Summer 1999). (Reprintings include The Organizational Behavior Reader, edited by Osland, Kolb, and Rubin. Englewood Cliffs, N.J.: Prentice-Hall, 2000; Annual Editions: Entrepreneurship, Guilford, Conn.: Dushkin/McGraw-Hill, 2000; Harvard-Deusto Business Review, spring 2000. (Spanish translation))  View Details
  12. From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation

    R. M. Kanter

    Keywords: Change; Innovation and Invention; Society;

    Citation:

    Kanter, R. M. "From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation." Harvard Business Review 77, no. 3 (May–June 1999). (Reprinted in Harvard Business Review on Innovation, Boston: Harvard Business School Press, 2001.)  View Details
  13. Global Strategy and Its Impact on Local Operations: Lessons from Gillette Singapore

    Rosabeth M. Kanter and Thomas D. Dretler

    Keywords: Global Range; Strategy; Local Range; Operations; Learning; Production; Consumer Products Industry; Singapore;

    Citation:

    Kanter, Rosabeth M., and Thomas D. Dretler. "Global Strategy and Its Impact on Local Operations: Lessons from Gillette Singapore." Academy of Management Executive 12, no. 4 (November 1998): 60–68. (Reprinted in Cross-Cultural Management, edited by R. Redding and B. Stening. Celtenham, U.K.: Edward Elgar Publishing, 2002.)  View Details
  14. Do Cultural Differences Make a Business Difference? Contextual Factors Affecting Cross-cultural Relationship Success

    R. M. Kanter and R. I. Corn

    Keywords: Culture; Success;

    Citation:

    Kanter, R. M., and R. I. Corn. "Do Cultural Differences Make a Business Difference? Contextual Factors Affecting Cross-cultural Relationship Success." Journal of Management Development 13, no. 2 (1994): 5–23. (Reprintings include: Organizational Development and Organizational Learning for Global Business, edited by J.B. Keys and R.M. Fulmer. Binghamton, N.Y.: International Business Press, 1998; Executive Development and Organizational Learning for the Global Economy, edited by J.B. Keys and R.M. Fulmer. Haworth Press, 1995; Managerial Insights from Literature, edited by S. Puffer. Cambridge, Mass.: Blackwell, 1996.)  View Details
  15. Championing Change: An Interview with Bell Atlantic's CEO Raymond Smith

    R. M. Kanter

    Keywords: Change; Information; Telecommunications Industry;

    Citation:

    Kanter, R. M. "Championing Change: An Interview with Bell Atlantic's CEO Raymond Smith." Harvard Business Review 69, no. 1 (January–February 1991): 118–130. (Reprintings include Leaders on Leadership, edited by W. Bennis. Boston: Harvard Business School Press, 1992; The Challenge of Organizational Change, edited by R.M. Kanter, B.A. Stein, and T.D. Jick. N.Y.: Free Press, 1992.)  View Details
  16. Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: Analog Devices Enterprises

    R. M. Kanter, J. North, A. P. Bernstein and A. Williamson

    Keywords: Design; Entrepreneurship; Business Ventures; Technology;

    Citation:

    Kanter, R. M., J. North, A. P. Bernstein, and A. Williamson. "Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: Analog Devices Enterprises." Journal of Business Venturing 5 (November 1990): 415–427.  View Details
  17. The New Managerial Work

    R. M. Kanter

    Keywords: Management;

    Citation:

    Kanter, R. M. "The New Managerial Work." Harvard Business Review 67, no. 6 (November–December 1989). (Reprintings include: Ultimate Rewards: What Really Motivates People to Achieve, edited by S. Kerr. Boston: Harvard Business School Press, 1997; Managing People and Organizations, edited by J.J. Gabarro. Boston: Harvard Business School Press, 1992.)  View Details
  18. From Status to Contribution: Organizational Implications of the Changing Basis for Pay

    R. M. Kanter

    Keywords: Compensation and Benefits; Change;

    Citation:

    Kanter, R. M. "From Status to Contribution: Organizational Implications of the Changing Basis for Pay." Personnel (January 1987). (Reprinted as "How the New Pay Plans Stack Up." Best of Business Quarterly (fall 1987). Reprintings inlcude: Selected Readings in Strategic Human Resources Management, edited by F.K. Foulkes Englewood Cliffs, N.J.: Prentice-Hall, 1989; Current Approaches to Pay and Benefits, edited by J.N. Matzer Washington, D.C.: International City Management Association, 1988.)  View Details
  19. The Middle Manager as Innovator

    R. M. Kanter

    Keywords: Management; Innovation and Invention;

    Citation:

    Kanter, R. M. "The Middle Manager as Innovator." Harvard Business Review 60, no. 4 (July–August 1982): 95–105. (Reprintings include: Entrepreneurship, Creativity, and Organization, edited by J. Kao. Englewood Cliffs, N.J.: Prentice Hall, 1989; Strategic Management of Technology and Innovation, edited by R. Burgelman and M. Maidique. Homewood, Ill.: Irwin, 1988; The Entrepreneur in Local Government, edited by B.H. Moore. Washington, D.C.: International City Management Association, 1983; Trials and Rewards of the Entrepreneur. Boston: Harvard Business Review Reprint Series, 1983; Strategic Management, edited by Richard G. Hamermesh. N.Y.: Wiley, 1983.)  View Details
  20. Power Failure in Management Circuits

    R. M. Kanter

    Keywords: Management;

    Citation:

    Kanter, R. M. "Power Failure in Management Circuits." Harvard Business Review 57, no. 4 (July–August 1979): 65–75. (Reprintings include Organization Theory: Selected Readings, edited by D.S. Pugh. London: Penguin, 1989; Classics of Organization Theory, edited by J.M. Shafritz. Chicago, Ill.: Dorsey Press, 1986; Harvard Business Review, The Executive Dilemma. N.Y.: Wiley, 1985; The Dynamics of Organization, edited by J.N. Yanouzas 1984; Readings in Organizational Behavior and Performance. Chicago: Scott-Foresman, 1983. Organizational Influence Processes, edited by Porter and Allen. Chicago: Scott-Foresman, 1983; Coping with Difficult Employees. Boston, Mass.: Harvard Business Review Reprint Series, 1983; Perspectives on Public Bureaucracy, edited by F.A. Kramer (Third edition). Cambridge, Mass.: Winthrop, 1981; Executive Success, edited by E.G. Collins N.Y.: Wiley, 1983. McKinsey Award Winners, 1970-1980. Boston: Harvard Business School, 1982.)  View Details
  21. Work in a New America

    R. M. Kanter

    Keywords: Jobs and Positions;

    Citation:

    Kanter, R. M. "Work in a New America." Daedalus 107 (winter 1978): 47–78. (Also in A New American?, edited by S. Graubard. N.Y.: Norton, 1980. Reprintings include: Essential Sociology, edited by R.L. Ellis and M.J. Lipetz. Chicago: Scott-Foresman, 1979; (Italian) Quaderni di Rassegna Syndicale, Journal of the Italian Confederation of Workers (CGIL), (excerpts); Sourcebook on Individual Rights in the Corporation, edited by A. Westin N.Y.: Educational Foundation on Individual Rights, 1979; Individual Rights in the Corporation, edited by A. Westin. N.Y.: Pantheon, 1980.)  View Details
  22. Some Effects on Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women

    R. M. Kanter

    Keywords: Groups and Teams; Gender;

    Citation:

    Kanter, R. M. "Some Effects on Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women." American Journal of Sociology 82 (March 1977): 965–90. (Reprintings include: Representative Bureaucracy, edited by J. Dolan and D. Rosenbloom. M.E. Sharpe, 2002; Readings in Sociology, edited by R. Curtis. Kendall-Hunt Publishing, 1988; Women and Symbolic Interaction, edited by M.J. Deegan and M. Hill. N.Y.: Allen Unwin, 1986; The Gender Gap and Psychotherapy, edited by E. Carmen and P. Ricker. N.Y.: Plenum, 1984; The Substance of Social Deviance, edited by R.A. Farrell and V.L. Swigert. Alfred Publishing, 1978; Sociological Inventory, Vol. 1, 1979; Reader in Complex Organizations, edited by A. Etzioni and E.W. Lehman. N.Y.: Holt, Rinehart & Winston, 1980; Sociology: Contemporary Introductory Readings, edited by J. And A. Stimson. Ithaca, N.Y.: Peacock, 1983.)  View Details
  23. The Job Makes the Person

    R. M. Kanter

    Keywords: Jobs and Positions;

    Citation:

    Kanter, R. M. "The Job Makes the Person." Psychology Today (May 1976). (Reprintings include: Breaking Through, edited by B.D. Smith. Addison Wesley Longman, 2001; Organizational Behavior, edited by. D. Kolb. Englewood Cliffs, N.J.: Prentice-Hall, 1989; Management Pragmatics, edited by R.A. Webber. Homewood, Ill.: Richard D. Irwin, 1979.)  View Details
  24. Comment VI: Research Styles and Intervention Strategies--An Argument for a Social Structural Model

    Rosabeth M. Kanter

    Keywords: Research; Strategy; Society;

    Citation:

    Kanter, Rosabeth M. "Comment VI: Research Styles and Intervention Strategies--An Argument for a Social Structural Model." Signs: Journal of Women in Culture and Society 2 (spring 1976): 282–91. (Also in Women and the Workplace: The Implications of Occupational Segregation, edited by M. Blazall and B. Reagan. Chicago: University of Chicago Press, 1976.)  View Details
  25. Women and the Structure of Organizations: Explorations in Theory and Behavior

    R. M. Kanter

    Keywords: Behavior; Organizations; Theory; Gender;

    Citation:

    Kanter, R. M. "Women and the Structure of Organizations: Explorations in Theory and Behavior." Sociological Inquiry 45, nos. 2-3 (1975). (Also in Another Voice, edited by M. Millman and R.M. Kanter. N.Y.: Doubleday Anchor, 1975; Reprintings include: The Management of Libraries: Basic Readings, edited by B.P. Lynch. Neil Schuman, 1985; The Sociology of Organizations: Basic Studies, edited by O. Grusky and G.A. Miller (Rev. ed.) N.Y.: Free Press, 1980;.)  View Details
  26. Communes

    R. M. Kanter

    Keywords: Relationships;

    Citation:

    Kanter, R. M. "Communes." Psychology Today (July 1970). (Reprintings: Psychologie (France); The Nuclear Family in Crisis, by M. Gordon. N.Y.: Harper and Row, 1972; Readings in Society Today, CRM Books; Sociology and Youth, by P.K. Manning and M. Truzzi. Englewood Cliffs, N.J.: Prentice Hall, 1972; Japanese Psychology Today; SIMSOC: A Manual for Participants, by W.A. Gamson. Second Edition. N.Y.: Free Press.)  View Details
  27. Commitment and Social Organization: A Study of Commitment Mechanisms in Utopian Communities

    R. M. Kanter

    Keywords: Organizations; Society;

    Citation:

    Kanter, R. M. "Commitment and Social Organization: A Study of Commitment Mechanisms in Utopian Communities." American Sociological Review 35 (August 1968): 499–517. (Sociology: Students and Society, by J. Rabow. Los Angeles: Goodyear, 1972; Currents of Unrest: An Introduction to Collective Behavior, by O.E. Klapp. Englewood Cliffs, N.J.: Prentice Hall (Tables); Social Psychology for Sociologists, by D. Field. London: Nelson, 1974; The Sociology of Religion, by S. Bruce. Cheltenham, U.K.: Edward Elgar, 1994.)  View Details
Book Chapters
  1. Understanding Confidence: Its Roots and Role in Performance

    Rosabeth M. Kanter and Daniel Fox

    Keywords: confidence; Performance; failure; ownership; turnarounds; Performance; Ownership; Failure;

    Citation:

    Kanter, Rosabeth M., and Daniel Fox. "Understanding Confidence: Its Roots and Role in Performance." Chap. 4 in Critical Mindfulness: Exploring Langerian Models, edited by Sayyed Mohsen Fatemi, 55–67. Springer, 2016.  View Details
  2. How Leaders Use Values-based Guidance Systems to Create Dynamic Capabilities

    Rosabeth M. Kanter, Matthew Bird, Ethan Bernstein and Ryan Raffaelli

    How do strategic leaders create change-adept organizations? Based on qualitative field research, this chapter argues that well-defined institutionalized purpose, values, and principles act as an organizational guidance system that integrates and strengthens the micromechanisms that enable leaders to build dynamic capabilities and, therefore, change-adept organizations. From empirical case studies, we distill micromechanisms through which organizational guidance systems create fertile soil for dynamic capabilities. The five micromechanisms are values-based decision heuristics; intrinsic motivation with positive emotions; an organizational control system based on entrepreneurial self-organization, self-management, and peer regulation; an organizational identity that (a) fosters a longer-term perspective and (b) widens the firm's scope; and ecosystem creation. While much of the dynamic capabilities literature has focused on testing causal relationships between key performance variables and constructs, our goal here is to "open up" the regression model, provide a closer qualitative inspection of the "how-to" micromechanisms, and thereby advance a multidisciplinary research agenda.

    Keywords: Change; dynamic capabilities; field research; intrinsic motivation; organizational identity; ecosystem; Organizational Change and Adaptation; Mission and Purpose; Motivation and Incentives; Research; Management Systems; Change;

    Citation:

    Kanter, Rosabeth M., Matthew Bird, Ethan Bernstein, and Ryan Raffaelli. "How Leaders Use Values-based Guidance Systems to Create Dynamic Capabilities." Chap. 2 in The Oxford Handbook of Dynamic Capabilities, edited by David J. Teece and Sohvi Leih. Oxford University Press, 2015. Electronic.  View Details
  3. How Purpose-based Companies Master Change for Sustainability: A Systemic Approach to Global Social Change

    Rosabeth Moss Kanter

    Citation:

    Kanter, Rosabeth Moss. "How Purpose-based Companies Master Change for Sustainability: A Systemic Approach to Global Social Change." Chap. 5 in Leading Sustainable Change: An Organizational Perspective, edited by Rebecca Henderson, Ranjay Gulati, and Michael Tushman. Oxford University Press, 2015.  View Details
  4. The Institutional Logic of Great Global Firms

    Rosabeth M. Kanter

    Keywords: management; change management; global organizations; Management; Globalized Firms and Management; Change Management;

    Citation:

    Kanter, Rosabeth M. "The Institutional Logic of Great Global Firms." Chap. 3 in Towards a New Theory of the Firm: Humanizing the Firm and the Management Profession, edited by Joan Enric Ricart Costa and Josep Maria Rosanas Marti, 84–108. Bilbao: Fundación BBVA, 2012.  View Details
  5. Re-Developing Leaders: The Harvard Advanced Leadership Experiment in Even Higher Education

    Rosabeth M. Kanter

    Keywords: Leadership Development; Higher Education; Education Industry;

    Citation:

    Kanter, Rosabeth M. "Re-Developing Leaders: The Harvard Advanced Leadership Experiment in Even Higher Education." In The Handbook for Teaching Leadership: Knowing, Doing, and Being, edited by Scott Snook, Nitin Nohria, and Rakesh Khurana, 507–524. Thousand Oaks, CA: Sage Publications, 2011.  View Details
  6. Leadership in a Globalizing World

    Rosabeth Moss Kanter

    In this chapter, world-renowned business expert, author, and Harvard Business School professor Rosabeth Moss Kanter asks the question, "Is leadership different in a globalizing world--one of broadening horizons and burgeoning sources of ideas and supplies--than in other contexts?" The answer is a resounding yes. Kanter identifies three aspects of globalization--increased uncertainty, complexity, and diversity--that fundamentally reshape the work leaders must perform. Based on field observations of leaders in large global firms, she finds that these forces shape the context of three distinctive tasks leaders face as they guide their organizations and influence the constituencies that surround them: 1) institutional work to deal with uncertainty, 2) integrative work to deal with complexity, and 3) identity work to deal with diversity. With compelling examples of global leadership within international companies such as IBM, Cemex, Procter & Gamble, and Paris-based advertising and communications giant Publicis Groupe, Kanter builds a strong case for making these organizations and their leaders the focus of further research and study.

    Keywords: Risk and Uncertainty; Globalized Firms and Management; Leadership; Research; Complexity; Diversity;

    Citation:

    Kanter, Rosabeth Moss. "Leadership in a Globalizing World." Chap. 20 in Handbook of Leadership Theory and Practice, edited by Nitin Nohria and Rakesh Khurana. Harvard Business Press, 2010.  View Details
  7. Creating Common Ground: Propositions about Effective Intergroup Leadership

    Rosabeth M. Kanter

    Keywords: Groups and Teams; Leadership; Organizational Design;

    Citation:

    Kanter, Rosabeth M. "Creating Common Ground: Propositions about Effective Intergroup Leadership." In Crossing the Divide: Intergroup Leadership in a World of Difference, edited by T. Pittinsky. Harvard Business Press, 2009.  View Details
  8. Position and Emotion: The Significance of Georg Simmel's Structural Theories for Leadership and Organizational Behavior

    Rosabeth Moss Kanter and Rakesh Khurana

    Keywords: Leadership; Rank and Position; Status and Position; Organizational Culture;

    Citation:

    Kanter, Rosabeth Moss, and Rakesh Khurana. "Position and Emotion: The Significance of Georg Simmel's Structural Theories for Leadership and Organizational Behavior." In Oxford Handbook of Sociology and Organization Studies, edited by Paul S. Adler. Oxford, U.K.: Oxford University Press, 2009.  View Details
  9. The Corporate Conduct Continuum: From 'Do No Harm' to 'Do Lots of Good'

    Rosabeth M. Kanter

    Keywords: Ethics; Corporate Social Responsibility and Impact;

    Citation:

    Kanter, Rosabeth M. "The Corporate Conduct Continuum: From 'Do No Harm' to 'Do Lots of Good'." Chap. 14 in The Virtuous Organization: Insights from Some of the World's Leading Management Thinkers, edited by Charles C. Manz, Kim S. Cameron, Karen P. Manz, and Robert D. Marx, 279–286. Singapore, New Jersey, and London: World Scientific, 2008.  View Details
  10. Getting the Best from Best Practices

    Rosabeth M. Kanter

    Keywords: Management Practices and Processes; Practice; Performance Effectiveness;

    Citation:

    Kanter, Rosabeth M. "Getting the Best from Best Practices." Introduction to Best Practice: Ideas and Insights from the World's Foremost Business Thinkers, edited by Tom Brown and Robert Heller. Cambridge, MA: Perseus Publishing, 2003.  View Details
  11. The Politicization of Organizational Life

    R. M. Kanter

    Keywords: Organizational Change and Adaptation; Organizational Culture; Power and Influence;

    Citation:

    Kanter, R. M. "The Politicization of Organizational Life." In Organization Development Classics: The Practice and Theory of Change, edited by D. F. Van Eynde, J. C. Hoy, and C. D. VanEynde. San Francisco: Jossey-Bass, 1997.  View Details
  12. The Imagination to Innovate, the Professionalism to Perform, and the Openness to Collaborate: The Leading the Change-Adept Organization

    Rosabeth M. Kanter

    Keywords: Creativity; Innovation and Invention; Performance Expectations; Cooperation; Leading Change; Organizational Change and Adaptation;

    Citation:

    Kanter, Rosabeth M. "The Imagination to Innovate, the Professionalism to Perform, and the Openness to Collaborate: The Leading the Change-Adept Organization." In Rosabeth Moss Kanter on the Frontiers of Management, by R. M. Kanter. Boston: Harvard Business School Press, 1997.  View Details
  13. Preface

    R. M. Kanter

    Citation:

    Kanter, R. M. "Preface." Preface to Mary Parker Follett--Prophet of Management: A Celebration of Writings from the 1920s , edited by Pauline Graham. Boston: Harvard Business School Press, 1995.  View Details
  14. U.S. Competitiveness and the Aging Workforce: Toward Organizational and Institutional Change

    R. M. Kanter

    Keywords: Organizational Change and Adaptation; Human Capital; Age; Competition; Trade; United States;

    Citation:

    Kanter, R. M. "U.S. Competitiveness and the Aging Workforce: Toward Organizational and Institutional Change." In Aging and Competition: Rebuilding the U.S. Workforce, edited by J. A. Auerbach and J.C. Welch. Washington, D.C.: National Planning Association, 1994.  View Details
  15. Foreword

    R. M. Kanter

    Citation:

    Kanter, R. M. "Foreword." Reach for the Top: Women and the Changing Facts of Work Life, edited by Nancy Nichols. Boston: Harvard Business School Press, 1994.  View Details
  16. Comprehensive Change Strategies: Beyond Piecemeal Projects

    R. M. Kanter

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

    Citation:

    Kanter, R. M. "Comprehensive Change Strategies: Beyond Piecemeal Projects." In Manufacturing Europe 1994: The International Review of Advanced Manufacturing Technology and Management, edited by Peter Dempsey, 167–69. London: Sterling Publications, 1993.  View Details
  17. The View from the 1990s: How the Global Economy is Reshaping Corporate Power and Careers

    R. M. Kanter

    Keywords: Globalized Economies and Regions; Personal Development and Career; Transformation; Power and Influence;

    Citation:

    Kanter, R. M. "The View from the 1990s: How the Global Economy is Reshaping Corporate Power and Careers." In Men and Women of the Corporation, by R. M. Kanter. New York: Basic Books, 1977.  View Details
  18. The Future of Bureaucracy and Hierarchy in Organizational Theory: A Report from the Field

    R. M. Kanter

    Keywords: Organizational Structure; Rank and Position;

    Citation:

    Kanter, R. M. "The Future of Bureaucracy and Hierarchy in Organizational Theory: A Report from the Field." In Social Theory for a Changing Society, edited by P. Bourdieu and J. Coleman. Boulder, CO: Westview Press, 1991. (University of Chicago/Russell Sage Foundation Conference on "Social Theory and Emerging Issues for a Changing Society," April 1989.)  View Details
  19. Improving the Acceptance and Use of New Technology: Organizational and Inter-organizational Challenges

    R. M. Kanter

    Keywords: Technology Adoption; Organizational Change and Adaptation; Organizational Design; Attitudes;

    Citation:

    Kanter, R. M. "Improving the Acceptance and Use of New Technology: Organizational and Inter-organizational Challenges." In Designing for Technological Change, edited by B. Guile, E. Laumann, and G. Nadler. Washington, D.C.: National Academies Press, 1991.  View Details
  20. Banc One Corporation, 1989

    R. M. Kanter

    Keywords: Banking Industry;

    Citation:

    Kanter, R. M. "Banc One Corporation, 1989." In The Service Management Course, by C. Hart, J. Heskett, and W. E. Sasser Jr.. NY: Free Press, 1990. (Reprintings include Leaders on Leadership, edited by W. Bennis. Boston: Harvard Business School Press, 1992; The Challenge of Organizational Change, edited by R.M. Kanter, B.A. Stein, and T.D. Jick. N.Y.: Free Press, 1992.)  View Details
  21. Inter-organizational Bonds and Intra-organizational Behavior: How Alliances and Partnerships Change the Organizations Forming Them

    R. M. Kanter and P. S. Myers

    Keywords: Alliances; Partners and Partnerships; Organizational Change and Adaptation;

    Citation:

    Kanter, R. M., and P. S. Myers. "Inter-organizational Bonds and Intra-organizational Behavior: How Alliances and Partnerships Change the Organizations Forming Them." In Socio-Economics: Toward a New Synthesis, edited by P. R. Lawrence and A. Etzione. Armonk, NY: M.E. Sharpe, 1991.  View Details
  22. Managing Change in Innovative Organizations

    R. M. Kanter

    Keywords: Change Management; Innovation and Management; Organizational Change and Adaptation;

    Citation:

    Kanter, R. M. "Managing Change in Innovative Organizations." In Productivity and Quality Through Science and Technology, edited by Y. K. Shetty and V. M. Buehler. Westport, CT: Quorum Books, 1988. (Reprinted in The Quest for Competitiveness, edited by Y.K. Shetty and V.M. Buehler. Westport, Conn.: Quorum Books, 1991.)  View Details
  23. When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organizations

    R. M. Kanter

    Keywords: Innovation and Management; Organizational Change and Adaptation; Organizational Design;

    Citation:

    Kanter, R. M. "When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organizations." In Research in Organizational Behavior. Vol. 22, edited by B. Staw and R. Sutton. Elsevier Science, 2000. (Reprintings include: The Evolution and Adaptation of Organizations, edited by B. Staw and L.L. Cummings. Greenwich, Conn: JAI Press, 1990; Knowledge Management and Organizational Design, edited by P.S. Myers. Boston: Butterworth-Heinemann, 1996, pp. 93-132; Entrepreneurship: The Social Science View, edited by R. Swedberg. Oxford University Press, 2000.)  View Details
  24. Encouraging Innovation and Entrepreneurs in Bureaucratic Companies

    R. M. Kanter

    Keywords: Innovation and Invention; Corporate Entrepreneurship; Organizational Change and Adaptation; Organizational Design;

    Citation:

    Kanter, R. M. "Encouraging Innovation and Entrepreneurs in Bureaucratic Companies." In Handbook for Creative and Innovative Managers, edited by R. L. Kuhn. New York: McGraw-Hill, 1988.  View Details
  25. Doing Well While Doing Good: Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple Constituency Approach

    R. M. Kanter

    Keywords: Nonprofit Organizations; Performance Evaluation; Performance Productivity;

    Citation:

    Kanter, R. M. "Doing Well While Doing Good: Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple Constituency Approach." In Handbook of Nonprofit Organizations, edited by W. Powell and P. DiMaggio. New Haven: Yale University Press, 1986.  View Details
  26. Providing the Corporate Environment to Foster Innovation

    R. M. Kanter

    Keywords: Innovation and Management; Organizational Design; Organizational Culture;

    Citation:

    Kanter, R. M. "Providing the Corporate Environment to Foster Innovation." In How to Compete beyond the 1980's: Perspectives from High Performance Companies. Westport, CT: Quorum Books, 1985. (edited by the Federal Reserve Bank of Atlanta.)  View Details
  27. Stimulating and Managing Corporate Entrepreneurship: The Auto Industry Connection

    R. M. Kanter

    Keywords: Corporate Entrepreneurship; Leadership; Business or Company Management; Auto Industry;

    Citation:

    Kanter, R. M. "Stimulating and Managing Corporate Entrepreneurship: The Auto Industry Connection." In Entrepreneurship in a "Mature Industry", edited by J. Campbell.Michigan Papers in Japanese Studies. Ann Arbor: University of Michigan, Center for Japanese Studies, 1985. (Keynote address for the U.S.-Japan Auto Industry Conference.)  View Details
  28. Variations in Managerial Career Structures in High Technology Firms: The Impact of Organizational Characteristics on Internal Labor Market Patterns

    R. M. Kanter

    Keywords: Personal Development and Career; Organizational Design; Technology Industry;

    Citation:

    Kanter, R. M. "Variations in Managerial Career Structures in High Technology Firms: The Impact of Organizational Characteristics on Internal Labor Market Patterns." In International Labor Markets, edited by P. Osterman. Cambridge, MA: MIT Press, 1984.  View Details
  29. Managing Transitions in Organizational Culture: The Case of Participative Management at Honeywell

    R. M. Kanter

    Keywords: Organizational Change and Adaptation; Organizational Culture; Change Management; Transition;

    Citation:

    Kanter, R. M. "Managing Transitions in Organizational Culture: The Case of Participative Management at Honeywell." In New Futures: The Challenge of Managing Corporate Transitions, edited by J. Kimberly and R. Quinn. Homewood, IL: Dow Jones-Irwin, 1984.  View Details
  30. Power and Enterprise in Action: Corporate Middle Managers as Entrepreneurs

    R. M. Kanter

    Keywords: Corporate Entrepreneurship; Power and Influence; Business or Company Management;

    Citation:

    Kanter, R. M. "Power and Enterprise in Action: Corporate Middle Managers as Entrepreneurs." In Work and Occupations: Autonomy, Power and Control, edited by M. Cantor and P. Steward. Los Angeles: Sage Publications, 1982.  View Details
  31. Dilemmas of Participation: Issues in Organization Design and Management

    R. M. Kanter

    Keywords: Organizational Design; Management Systems; Decision Making;

    Citation:

    Kanter, R. M. "Dilemmas of Participation: Issues in Organization Design and Management." In Proceedings of the Second National Seminar on Individual Rights in the Corporation, edited by Alan F. Westin and Stephan Salisbury. New York: Educational Fund for Individual Rights, 1979. (Also in National Forum, spring 1982.)  View Details
  32. Changing Organizational Constraints: Toward Promoting Equal Opportunity and Treatment for Women in Public Service Systems

    R. M. Kanter

    Keywords: Organizational Change and Adaptation; Equality and Inequality; Public Sector; Service Operations; Gender;

    Citation:

    Kanter, R. M. "Changing Organizational Constraints: Toward Promoting Equal Opportunity and Treatment for Women in Public Service Systems." In The United Nations and Decision-Making: The Role of Women. Vol. 2, edited by D. Nicol and M. Croke. New York: United Nations Institute for Training and Research (UNITAR), 1978.  View Details
  33. The Context for the Individual Rights Issues: Labor Force Trends and Their Implication

    R. M. Kanter

    Keywords: Rights; Labor and Management Relations; Trends;

    Citation:

    Kanter, R. M. "The Context for the Individual Rights Issues: Labor Force Trends and Their Implication." In Proceedings of the First National Seminar on Individual Rights in the Corporation, edited by Alan F. Westin and Stephan Salisbury. New York: Educational Fund for Individual Rights, 1978.  View Details
Working Papers
  1. The Institutional Logic of Great Global Firms

    Rosabeth Moss Kanter

    Theories of the firm have been dominated by a legacy of ideas from early industrialization that pose zero-sum opposition between capital and labor (or capital and nearly everything else), differentiating the economy from society and often posing irreconcilable conflicts. The search for mathematical models has turned the negotiated order of organizational activities, which necessarily include particularistic elements, into abstract generalizations that favor quantifiable variables. This paper offers another logic, a social or institutional logic, to let practice provoke the creation of new theory. It provides examples that show how social logic guides the practices of widely admired, high-performing companies, and why people and society are not an after-thought to be used or discarded, but core to the purpose and definition of the firm. It builds on in-depth, ongoing global field research on admired companies from four continents, followed in over 20 countries, to derive six propositions about the role of humanistic institutional logic.

    Keywords: Economy; Capital; Globalized Firms and Management; Labor; Corporate Social Responsibility and Impact; Practice; Conflict of Interests; Social Issues; Theory;

    Citation:

    Kanter, Rosabeth Moss. "The Institutional Logic of Great Global Firms." Harvard Business School Working Paper, No. 11-119, May 2011.  View Details
  2. Informed and Interconnected: A Manifesto for Smarter Cities

    Rosabeth Moss Kanter and Stanley S. Litow

    The need for a fresh approach to U.S. communities is more urgent than ever because of the biggest global economic crisis since the Great Depression. Through examination of the barriers to solving urban problems (and the ways they reinforce each other), this paper offers a new approach to community transformation which calls for leaders to use technology to inform and connect people. We need to convert the social safety net into a social safety network through the creation of smarter communities that are information-rich, interconnected, and able to provide opportunities to all citizens. This process has already begun through such programs as Harlem Children's Zone, Baltimore's CitiStat, Elevate Miami, and others. And they can be replicated. But technology alone is not the answer. Realization of the vision requires leaders to invest in the tools, guide their use, and pave the way for transformation. Perhaps the urgency of the current economic crisis can provide the impetus to overcome resistance to change and turn problems into an opportunity to reduce costs, improve services to communities, and make our cities smarter.

    Keywords: Transformation; Investment; Urban Scope; Leadership; Safety; Civil Society or Community; Technology Networks; United States;

    Citation:

    Kanter, Rosabeth Moss, and Stanley S. Litow. "Informed and Interconnected: A Manifesto for Smarter Cities." Harvard Business School Working Paper, No. 09-141, June 2009.  View Details
  3. Moving Higher Education to the Next Stage: A New Set of Societal Challenges, a New Stage of Life, and a Call to Action for Universities

    Rosabeth Moss Kanter, Rakesh Khurana and Nitin Nohria

    Citation:

    Kanter, Rosabeth Moss, Rakesh Khurana, and Nitin Nohria. "Moving Higher Education to the Next Stage: A New Set of Societal Challenges, a New Stage of Life, and a Call to Action for Universities." Harvard Business School Working Paper, No. 06-021, November 2005.  View Details
  4. Formal Systems of Appraisal of Individual Performance: Some Considerations, Critical Issues, and Applications to Non-Profit Organizations

    R. M. Kanter and D. Brinkerhoff

    Citation:

    Kanter, R. M., and D. Brinkerhoff. "Formal Systems of Appraisal of Individual Performance: Some Considerations, Critical Issues, and Applications to Non-Profit Organizations." PONPO Working Paper, No. 10, September 1979. (Yale University, Program on Non-Profit Organizations (PONPO), Institution for Social and Policy Studies.)  View Details
Cases and Teaching Materials
  1. Sesame Workshop (C): Mission Critical Responses to Global and National Crises

    Rosabeth Moss Kanter and Joyce J. Kim

    Teaching Note for Case No. 321-016. Beginning in March 2020, Sesame Workshop navigated a global pandemic, which caused unemployment, businesses shutdowns, school closures, and remote work environments along with a racial justice crisis, with a renewed mission that led to new partnerships and even greater social impact. Dunn and his team responded to the crises with strong leadership vision by communicating values of prioritizing people and mission to their staff. Sesame also partnered with CNN to produce a number of Town Hall specials that addressed the crises for children and their families. In the face of significant crises, Sesame rose to the occasion to be an educational force for good.

    Keywords: leadership; education; pandemic; children;

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Sesame Workshop (C): Mission Critical Responses to Global and National Crises." Harvard Business School Teaching Note 321-042, August 2020.  View Details
  2. Sesame Workshop (B): Celebrating 50 Years of Helping Kids Grow Smarter, Stronger, and Kinder

    Rosabeth Moss Kanter and Joyce J. Kim

    Teaching Note for Case No. 321-015. In 2019, Sesame Workshop celebrated its 50th anniversary while on a winning streak of social impact, innovation, and peak media and financial results. Over the past four years, CEO Jeff Dunn and his turnaround team exhibited values-driven leadership, instituted cultural changes, and pursued opportunities to further Sesame’s mission, including the inaugural MacArthur 100&Change award to tackle the worldwide refugee crisis in partnership with the International Rescue Committee. The $100 million winning project, Ahlan Simsim, was the largest early childhood program created in a humanitarian setting. By early 2020, Sesame had a mission-aligned culture that laid the groundwork to make kids smarter, kinder, and stronger.

    Keywords: social impact; innovation; media; education; television; change management; leadership; children;

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Sesame Workshop (B): Celebrating 50 Years of Helping Kids Grow Smarter, Stronger, and Kinder." Harvard Business School Teaching Note 321-041, August 2020.  View Details
  3. Sesame Workshop (C): Mission Critical Responses to Global and National Crises

    Rosabeth Moss Kanter and Joyce J. Kim

    Beginning in March 2020, Sesame Workshop navigated a global pandemic and racial justice crisis, which caused unemployment, business shutdowns, school closures, and remote work. The CEO and team responded with new partnership using its assets and reinforcing its mission, including allying with CNN to produce free informational TV specials for children and their families and redoubling efforts to provide education to children in refugee camps. Sesame’s culture of confidence helped it support its constituencies through the crises.

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Sesame Workshop (C): Mission Critical Responses to Global and National Crises." Harvard Business School Case 321-016, July 2020.  View Details
  4. Sesame Workshop (B): Celebrating 50 Years of Helping Kids Grow Smarter, Stronger, and Kinder

    Rosabeth Moss Kanter and Joyce J. Kim

    In 2019, Sesame Workshop celebrated its 50th anniversary while on a winning streak of social impact, innovation, and peak media and financial results. Over the past four years, CEO Jeff Dunn and his turnaround team exhibited values-driven leadership, instituted cultural changes, and pursued opportunities to further Sesame’s mission, including the inaugural MacArthur 100&Change award to tackle the worldwide refugee crisis in partnership with the International Rescue Committee. The $100 million winning project, Ahlan Simsim, was the largest early childhood program created in a humanitarian setting. By early 2020, Sesame had a mission-aligned culture that laid the groundwork to make kids smarter, kinder, and stronger.

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Sesame Workshop (B): Celebrating 50 Years of Helping Kids Grow Smarter, Stronger, and Kinder." Harvard Business School Supplement 321-015, July 2020.  View Details
  5. Leadership for Change: Seven Enduring Skills for Experienced and Aspiring Change Leaders

    Rosabeth Moss Kanter

    Leaders use seven leadership skills in conceiving and managing change projects, whether innovations in established organizations, culture and process changes, or entrepreneurial ventures for industry or social change. The skills leaders need are different at various phases of change projects. Offers details and also discusses the rhythm of change and resistance to change. Supported by examples drawn from empirical research.

    Keywords: Change Management; Leading Change; Management Skills;

    Citation:

    Kanter, Rosabeth Moss. "Leadership for Change: Seven Enduring Skills for Experienced and Aspiring Change Leaders." Harvard Business School Background Note 321-019, July 2020.  View Details
  6. Gun Safety in America: Three Leaders Propose Innovative Solutions

    Rosabeth Moss Kanter and Joseph Paul

    This is a teaching note to the original case: Gun violence was a significant problem in America. Three Harvard Advanced Leadership Initiative Fellows Christy Wood, Russell Sternlicht, and Gareth Glaser each decided to do something about gun safety. They each used their professional and leadership experience to identify their own solutions to the issue. Wood created a set of principles for investments funds to pressure gun manufacturers and gun sellers within their portfolios to adopt safety standards. Sternlicht designed a membership-based lobbying and advocacy group in order to harness the power of mass movements to create positive change. And Glaser founded a smart-gun company whose product could help reduce certain types of deaths and injuries. Would any of these three innovations move beyond the historical gridlock on gun safety?

    Keywords: gun violence; guns; advanced leadership; Advanced Leadership Initiative; innovation; innovation & entrepreneurship; social change; social responsibility; Leadership; Change Management; Experience and Expertise; Social Entrepreneurship; Values and Beliefs; Policy; Governing Rules, Regulations, and Reforms; Leading Change; Non-Governmental Organizations; Social Issues; Corporate Social Responsibility and Impact; United States;

    Citation:

    Kanter, Rosabeth Moss, and Joseph Paul. "Gun Safety in America: Three Leaders Propose Innovative Solutions." Harvard Business School Teaching Note 320-005, September 2019.  View Details
  7. Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships

    Rosabeth Moss Kanter and Joyce J. Kim

    Teaching Note for HBS No. 320-012.

    Keywords: social entrepreneurship; entrepreneurship; healthcare; innovation; emerging economies;

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships." Harvard Business School Teaching Note 320-014, July 2019.  View Details
  8. Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships

    Rosabeth Moss Kanter and Joyce J. Kim

    In 2010, Anand Piramal acquired the Health Management Research Institute (HMRI), a healthcare venture, and merged it with his original digital healthcare startup Piramal e-Swasthya (PeS), so that PeS became Piramal Swasthya. After acquiring HMRI, Piramal Swasthya scaled across 20 Indian states and became India’s largest private primary healthcare initiative by implementing public-private partnerships with state governments. In 2012, Anand Piramal stepped down as CEO of Piramal Swasthya, leading to organizational change and a healthcare strategy focused on improving maternal health amongst India’s most vulnerable populations. This case shows how an organization can achieve innovation at scale through cross-sector collaboration.

    Keywords: entrepreneur; healthcare; innovation; emerging economies; scaling; Social Enterprise; Entrepreneurship; Health Care and Treatment; Innovation and Management; Emerging Markets; Growth and Development; Organizational Change and Adaptation; Partners and Partnerships; India;

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships." Harvard Business School Supplement 320-012, July 2019. (Revised May 2020.)  View Details
  9. Piramal e-Swasthya (B): Considering Change

    Rosabeth Moss Kanter and Joyce J. Kim

    From 2008 to 2010 Anand Piramal ran a series of pilots for his digital healthcare startup, Piramal e-Swasthya (PeS) to “democratize healthcare” in rural areas of India. PeS ran into difficulties so Anand Piramal had to decide whether to continue the organization and, if so, how. In 2010, an unexpected opportunity emerged that could have significant implications for PeS’s organizational structure and future prospects. Anand Piramal now faced several options for PeS. He needed to weigh the pros and cons of each option to make the best decision to fulfill his vision of providing quality healthcare services to “bottom-of-the-pyramid” populations. This case exemplifies the strategic decisions an entrepreneur must make to ensure that a social impact venture can be sustainable and scalable.

    Keywords: entrepreneur; healthcare; innovation; emerging economies; Decision Choices and Conditions; Health Industry; India;

    Citation:

    Kanter, Rosabeth Moss, and Joyce J. Kim. "Piramal e-Swasthya (B): Considering Change." Harvard Business School Supplement 320-011, July 2019. (Revised May 2020.)  View Details
  10. Gun Safety in America: Three Leaders Propose Innovative Solutions

    Rosabeth Moss Kanter and Joseph Paul

    Gun violence was a significant problem in America. Three Harvard Advanced Leadership Initiative Fellows Christy Wood, Russell Sternlicht, and Gareth Glaser each decided to do something about gun safety. They each used their professional and leadership experience to identify their own solutions to the issue. Wood created a set of principles for investments funds to pressure gun manufacturers and gun sellers within their portfolios to adopt safety standards. Sternlicht designed a membership-based lobbying and advocacy group in order to harness the power of mass movements to create positive change. And Glaser founded a smart-gun company whose product could help reduce certain types of deaths and injuries. Would any of these three innovations move beyond the historical gridlock on gun safety?

    Keywords: gun violence; guns; advanced leadership; Advanced Leadership Initiative; innovation; innovation & entrepreneurship; social change; social responsibility; Leadership; Change Management; Experience and Expertise; Social Entrepreneurship; Values and Beliefs; Policy; Governing Rules, Regulations, and Reforms; Leading Change; Non-Governmental Organizations; Social Issues; Innovation and Invention; Corporate Social Responsibility and Impact; United States;

    Citation:

    Kanter, Rosabeth Moss, and Joseph Paul. "Gun Safety in America: Three Leaders Propose Innovative Solutions." Harvard Business School Case 320-004, September 2019. (Revised January 2020.)  View Details
  11. Haier in the U.S.: Transforming GE Appliances

    Rosabeth Moss Kanter and Jonathan Cohen

    Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group. Teaching Note for HBS No. 319-044.

    Keywords: iconic brands; appliances; digital; innovation; entrepreneur; microenterprise; Management; Entrepreneurship; Transformation; Innovation and Management; Acquisition; Consumer Products Industry; United States; China;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Haier in the U.S.: Transforming GE Appliances." Harvard Business School Teaching Note 319-093, February 2019.  View Details
  12. Haier in the U.S.: Transforming GE Appliances

    Rosabeth Moss Kanter and Jonathan Cohen

    Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances (GEA) ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

    Keywords: iconic brands; appliances; digital; innovation; entrepreneur; microenterprise; Management; Entrepreneurship; Transformation; Innovation and Management; Acquisition; Consumer Products Industry; United States; China;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Haier in the U.S.: Transforming GE Appliances." Harvard Business School Case 319-044, September 2018.  View Details
  13. City Year at 30: Toward Long-Term Impact

    Rosabeth Moss Kanter and Jonathan Cohen

    This teaching note assists in the classroom instruction of the HBS No. 318-089, “City Year at 30: Toward Long-Term Impact.” It offers to instructors a case summary and analysis, along with student preparation questions and a guide for classroom discussion of the case. The teaching note helps explain teaching objectives of the case, including lessons on how to manage the growth and evolution of not-for-profit social enterprises and how to pursue even bigger societal change.

    Keywords: scaling; Education Entrepreneurship; Education; Service Operations; Nonprofit Organizations; Growth and Development Strategy; Performance Efficiency; Resource Allocation; Change Management; Social Entrepreneurship; Middle School Education; Secondary Education; Philanthropy and Charitable Giving; Human Capital; Growth Management; Service Delivery; Organizational Design; Social Enterprise; Poverty; United States;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "City Year at 30: Toward Long-Term Impact." Harvard Business School Teaching Note 319-040, September 2018.  View Details
  14. Verizon 2018

    Rosabeth Moss Kanter and Jonathan Cohen

    Teaching Note for HBS No. 318-114. In 2018, CEO Lowell McAdam led efforts to transform Verizon through digital innovation, media acquisitions and integration, and changes to the company culture. He sought to manage change at the company as growth in traditional areas slowed, and position it as a leader in a 5G world. This Teaching Note assists classroom instructors in the teaching of Verizon 2018, a Harvard Business School case about the company's transformation.

    Keywords: Change; change leadership; management; change management; innovation; digital; Management; Leading Change; Innovation and Management; Acquisition; Integration; Organizational Culture; Telecommunications Industry; Media and Broadcasting Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Verizon 2018." Harvard Business School Teaching Note 319-031, July 2018.  View Details
  15. Sandra Brown Goes Digital

    Rosabeth Moss Kanter and Jonathan Cohen

    As a middle manager at a biotechnology company, Sandra Brown harnessed digital tools and social media to engage others and build campaigns for change in the company. This Teaching Note presents strategies for teaching the Sandra Brown case series, which follows Brown's career at NIN Biotech and describes the challenges she faced as a change agent, working to promote gender equality and improve quality within the company and build a movement around a new drug developed to fight cancer externally. Teaching Note for HBS Nos. 318-082, 318-083, and 318-084.

    Keywords: change leadership; change management; digital; engagement; stakeholder engagement; grassroots movement; Organizational Change and Adaptation; quality; health care industry; management; career path; innovation; Leading Change; Management; Innovation and Management; Personal Development and Career; Organizational Change and Adaptation; Quality;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Sandra Brown Goes Digital." Harvard Business School Teaching Note 318-156, June 2018.  View Details
  16. Publicis Groupe 2016: Maurice and the Millennials

    Rosabeth Moss Kanter and Jonathan Cohen

    This Teaching Note assists classroom instructors in teaching HBS case, “Publicis Groupe 2016: Maurice and the Millennials,” (HBS No. 316-127), which describes Levy's efforts to transform the Groupe.

    Keywords: digital; marketing; advertising; managing change; collaboration; synergies; mergers and acquisitions; Integration; transformation; millennials; restructuring; innovation & entrepreneurship; Organizational Change and Adaptation; Technology; Change Management; Restructuring; Marketing; Mergers and Acquisitions; Transformation; Innovation and Management;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Publicis Groupe 2016: Maurice and the Millennials." Harvard Business School Teaching Note 318-144, April 2018.  View Details
  17. Miami's Tech Future (Abridged): Entrepreneurial Ecosystems and Leadership Challenges

    Rosabeth Moss Kanter

    By the middle of the 1990s, Miami’s reputation was changing. An influx of Spanish-speaking immigrants and major investments in the airport and seaport had changed the image of a sleepy southern city to the de facto business center of Latin America, a center for commerce connecting the Americas. But going into the millennium, Miami and South Florida were still known primarily as seasonal tourist destinations, with all the economic and occupational challenges that entailed. Then, between 2000 and 2010, an activist Miami mayor, Manny Diaz, and a handful of civic leaders including foundation heads, undertook investments that began a significant transformation, improving Miami’s economy and quality of life, making residents feel that it was more than a region for tourists. The question in 2011 was what needed to be done to further the transformation, especially in light of fears about what new technology would mean for jobs. What should be the theme or main focus? Who should lead change? This case series begins with data on the situation in 2000, discusses progress between 2000 and 2010, and identifies a possible new regional initiative that is just an idea in 2011. Is it the right direction? And what would it take to have impact on Miami’s future?

    Keywords: Change; Leadership; Business and Community Relations; Strategic Planning; Technology Industry; Miami; Florida;

    Citation:

    Kanter, Rosabeth Moss. "Miami's Tech Future (Abridged): Entrepreneurial Ecosystems and Leadership Challenges." Harvard Business School Case 318-141, April 2018.  View Details
  18. Haier: Incubating Entrepreneurs in a Chinese Giant

    Rosabeth Moss Kanter and Jonathan Cohen

    This Teaching Note helps instructors teach the HBS case, “Haier: Incubating Entrepreneurs in a Chinese Giant,” (HBS No. 318-104) presenting analysis of the case and a teaching plan to guide classroom discussions.

    Keywords: entrepreneurial ecosystems; entrepreneurs; entrepreneurial ventures; innovation; Innovation and Management; scaling; Global corporate cultures; global; cultural context; mainstream; platform strategies; ecosystem; digital; Internet of Things; Business Model; Change Management; Disruption; Global Strategy; Entrepreneurship; Innovation and Invention; Innovation and Management; Innovation Strategy; Leading Change; Business Strategy; China;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Haier: Incubating Entrepreneurs in a Chinese Giant." Harvard Business School Teaching Note 318-140, April 2018. (Revised May 2018.)  View Details
  19. City Year at 30: Toward Long-Term Impact

    Rosabeth Moss Kanter and James Weber

    In 2018, City Year was a 30-year-old nonprofit that recruited and organized teams of young-adult “volunteers” (corps teams) to provide a year of citizen service. It had 3,100 corps members serving in 327 schools located in 28 U.S. cities. In its early decades, City Year provided a variety of services to a variety of organizations in need. Over its most recent decade, City Year had pivoted to having all corps members serve in low-income public schools to keep students on track to graduation in an effort to reduce the nation’s high school dropout rate. City Year also worked with partners to help schools transform themselves to better meet the needs of low-income students as well as with policy makers and elected officials to promote the value of national citizen service. In 2012, City Year launched a Long Term Impact strategy (LTI) aimed at making a substantial improvement in high school graduation rates. The LTI required City Year to transform itself over time to create an organization capable of delivering its ambitious impact strategy. The case explores City Year’s history and its efforts to align its organization with its strategy. In March 2018, City Year CEO Michael Brown must examine the state of his organization and its strategy to determine the next steps to achieving its LTI goals.

    Keywords: Education; Service Operations; Nonprofit Organizations; Growth and Development Strategy; Performance Efficiency; Resource Allocation; Change Management; Social Entrepreneurship; Middle School Education; Secondary Education; Philanthropy and Charitable Giving; Human Capital; Growth Management; Service Delivery; Organizational Design; Social Enterprise; Poverty; United States;

    Citation:

    Kanter, Rosabeth Moss, and James Weber. "City Year at 30: Toward Long-Term Impact." Harvard Business School Case 318-089, March 2018. (Revised June 2018.)  View Details
  20. Verizon 2018

    Rosabeth Moss Kanter and Jonathan Cohen

    In 2018, CEO Lowell McAdam led efforts to transform Verizon through digital innovation, media acquisitions and integration, and changes to the company culture. He sought to manage change at the company as growth in traditional areas slowed and position it as a leader in a 5G world.

    Keywords: Change; change leadership; management; change management; innovation; digital; Management; Leading Change; Innovation and Management; Acquisition; Integration; Telecommunications Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Verizon 2018." Harvard Business School Case 318-114, March 2018. (Revised April 2018.)  View Details
  21. Haier: Incubating Entrepreneurs in a Chinese Giant

    Rosabeth Moss Kanter and Nancy Hua Dai

    CEO Zhang Ruimin must plan how to accelerate the growth of self-managed microenterprises. Platforms were Haier’s business platforms operating in five major sectors: white goods transformation, investment and incubation, financial holdings, real estate, and cultural industry. Platform owners incubated microenterprises on their platforms with the resources Haier had, but they were not the supervisors of microenterprises. His goal was to tear down the walls between the organization, shortening the time the company took to respond to users’ needs, with the ultimate goal of “zero distance” between employees and users. Haier had engaged in a series of organizational changes since 2005, the most recent of which started in 2012. His latest experimentation was turning Haier into a platform for entrepreneurship. Employees and those outside Haier could set up microenterprises on Haier’s platforms. Zhang thought Haier was on the right track, but the model had to prove itself in practice. He set a timetable: the microenterprises must reach the tipping point by September 20, 2018, which meant the microenterprise would have become a platform to which all resource providers would flock and stay loyal. There was no precedent of transformation like this anywhere. Would Haier succeed? What could Haier do to push the microenterprises to get to the tipping point?

    Keywords: China; microenterprise; entrepreneurship; appliances; platform; Change; innovation; leadership; Opportunities; Entrepreneurship; Market Platforms; Transformation; Innovation and Invention; Leadership; Growth and Development Strategy; China;

    Citation:

    Kanter, Rosabeth Moss, and Nancy Hua Dai. "Haier: Incubating Entrepreneurs in a Chinese Giant." Harvard Business School Case 318-104, February 2018. (Revised May 2018.)  View Details
  22. Still Leading (B1): Hon. Bob McDonald—Profiting from Purpose

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    This case is included in the Still Leading series, which is part of an opening series of cases used in the Advanced Leadership Initiative at Harvard University. This case can also be taught as a standalone case as it is rich with many key leadership lessons that fall outside the series objective. McDonald’s career exemplifies a commitment to values. Throughout his career and life, he consistently maintained a set of values despite the changing context and periods of transition. His values seem to anchor him, especially during uncertain times. Teaching Note for HBS No. 318-050.

    Keywords: Leadership; Personal Development and Career; Values and Beliefs; Transition;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Still Leading (B1): Hon. Bob McDonald—Profiting from Purpose." Harvard Business School Teaching Note 318-102, January 2018.  View Details
  23. Still Leading Series—Issues in Transitioning to New Forms of Service Later in Life

    Rosabeth Moss Kanter, Rakesh Khurana, James Honan and Ai-Ling Jamila Malone

    The Still Leading case series includes an introductory note, “Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life” and 10 supplementary cases that cover the transition of highly accomplished and prolific leaders (Hon. Robert McDonald, Hon. Mike Bloomberg, Gerry House, Lee Iacocca, General Claudia Kennedy, Sherry Lansing, Dr. Evelyn Murphy, Paul Newman, Hon. Colin Powell, and Louis Gossett Jr.). The Still Leading cases are part of an opening series of cases used in the Advanced Leadership Initiative at Harvard University. The cases document a number of individual’s lifetime personal and professional trajectories. They focus on the nature of career processes and transitions. The materials offer an opportunity for readers to inductively reason about the structure of significant career transitions and the developmental patterns across different arenas. The cases also create a context for participants to engage in introspection by asking them to reflect on patterns of development in their own career histories.

    Keywords: Leadership; Personal Development and Career; Transition;

    Citation:

    Kanter, Rosabeth Moss, Rakesh Khurana, James Honan, and Ai-Ling Jamila Malone. "Still Leading Series—Issues in Transitioning to New Forms of Service Later in Life." Harvard Business School Teaching Note 318-101, February 2018.  View Details
  24. Sandra Brown Goes Digital (C): Raising Quality in a Healthcare Company

    Rosabeth Moss Kanter and Jonathan Cohen

    Using digital and social media tools and lessons learned from prior change campaigns as a middle manager in a large biotech company, Sandra Brown continued in a new role in the quality division, engaging staff in a quality movement at the company. She had found a new executive who valued her ability to engage and develop new ideas, and together they pushed efforts that encouraged participation and grassroots idea development to further quality improvement.

    Keywords: digital; quality; grassroots movement; managing change; career path; stakeholder engagement; social media; engagement; health care industry; Quality; Leading Change; Performance Improvement; Personal Development and Career; Health Industry;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Sandra Brown Goes Digital (C): Raising Quality in a Healthcare Company." Harvard Business School Supplement 318-084, March 2018.  View Details
  25. Sandra Brown Goes Digital (B): The Commitment Decision

    Rosabeth Moss Kanter and Jonathan Cohen

    Sandra Brown, a middle manager at a biotech company who has led internal and external movements for change over the last few years, faces a decision. Whether to continue to work for change at the company or move on to pursue new opportunities elsewhere, where her new ideas and innovative approach might be better received.

    Keywords: digital; stakeholder engagement; management; managing change; career path; health care industry; quality; Leading Change; Management; Organizational Change and Adaptation; Personal Development and Career; Decision Choices and Conditions;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Sandra Brown Goes Digital (B): The Commitment Decision." Harvard Business School Supplement 318-083, March 2018.  View Details
  26. Sandra Brown Goes Digital (A): The Promise and Perils of Social Movements in a Healthcare Company

    Rosabeth Moss Kanter and Jonathan Cohen

    As a middle manager at a biotechnology company, Sandra Brown harnessed digital tools and social media to engage others and build campaigns for change in the company. This case follows her career at the company and describes the challenges she faced as a change agent, working to promote gender equality within the company and a new drug developed to fight cancer externally.

    Keywords: digital; engagement; stakeholder engagement; grassroots movement; Organization change and adaptation; quality; health care; health care industry; management; career path; Leading Change; Management; Innovation and Management; Personal Development and Career; Organizational Change and Adaptation; Biotechnology Industry; Health Industry;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Sandra Brown Goes Digital (A): The Promise and Perils of Social Movements in a Healthcare Company." Harvard Business School Case 318-082, March 2018.  View Details
  27. Miami's Tech Future (D): Developing New Leadership

    Rosabeth Moss Kanter

    Traditional establishment leadership of Miami is increasingly challenged by a rising millennial generation that is more diverse and brings more innovative and entrepreneurial “outside-the-building” approaches, including impatience for change. Leadership succession is already underway, with examples of increased activism and cross-sector collaboration, as well as a new millennial mayor of the central city who declares entrepreneurship to be Miami’s strength and national advantage. But there is a consensus that Miami is only a short way along its path to transformation to become the city of future opportunity. Is it essential that networks become more open and inclusive, to find new sources of leadership talent?

    Keywords: Leaders; leadership; civic innovation; Change; change leadership; Startup; diversity; Scaling and Growth; jurisdictional disputes; communication; community impact; Community Relations; Leadership; Leading Change; Attitudes; Performance Expectations; Business and Community Relations; Miami; Florida;

    Citation:

    Kanter, Rosabeth Moss. "Miami's Tech Future (D): Developing New Leadership." Harvard Business School Supplement 318-036, November 2017. (Revised December 2017.)  View Details
  28. Miami's Tech Future (C): Reaching Another Miami

    Rosabeth Moss Kanter

    The effects of Miami’s startup scene have not reached many “left-behind” lower-income Black communities, which are disproportionately affected by problems such as segregation and racial discrimination, lack of transportation access, crime, education quality, government incompetence, and climate change. Leaders such as mayors, real estate developers, civic entrepreneurs, and community activists are offering solutions to the systemic problems faced by Miami’s lower-income Black communities. Can more innovative thinking and the entrepreneurial spirit help move such areas into the tech economy/green jobs future?

    Keywords: technology; diversity; Change; transformation; Progress; scaling; Startup; community engagement; community impact; Community Relations; future; income inequality; business; Diversity; Equality and Inequality; Social Issues; Technology; Business and Community Relations; Miami; Florida;

    Citation:

    Kanter, Rosabeth Moss. "Miami's Tech Future (C): Reaching Another Miami." Harvard Business School Supplement 318-035, November 2017. (Revised December 2017.)  View Details
  29. Miami's Tech Future (B): Building the Entrepreneurial Ecosystem

    Rosabeth Moss Kanter

    In 2017, the Miami-Ft. Lauderdale metropolitan area was ranked first in the nation for startup activity. It had been number one in 2013 based on 2012 date and remained in the top three for subsequent years. The intentional shaping of an entrepreneurial ecosystem was well underway, facilitated by a range of incubators and accelerators that supported new ventures as well as an entrepreneurial culture and a new set of community connections.

    Keywords: scaling; Growth; Startup; entrepreneurship; community engagement; community impact; Community Relations; Business Startups; Entrepreneurship; Business and Community Relations; Higher Education; Miami; Florida;

    Citation:

    Kanter, Rosabeth Moss. "Miami's Tech Future (B): Building the Entrepreneurial Ecosystem." Harvard Business School Supplement 318-034, November 2017. (Revised December 2017.)  View Details
  30. Miami's Tech Future (A): Twenty-first Century Changes and Challenges

    Rosabeth Moss Kanter

    By the middle of the 1990s, Miami’s reputation was changing. An influx of Spanish-speaking immigrants and major investments in the airport and seaport had changed the image of a sleepy southern city to the de facto business center of Latin America, a center for commerce connecting the Americas. But going into the millennium, Miami and South Florida were still known primarily as seasonal tourist destinations, with all the economic and occupational challenges that entailed. Then, between 2000 and 2010, an activist Miami mayor, Manny Diaz, and a handful of civic leaders including foundation heads, undertook investments that began a significant transformation, improving Miami’s economy and quality of life, making residents feel that it was more than a region for tourists. The question in 2011 was what needed to be done to further the transformation, especially in light of fears about what new technology would mean for jobs. What should be the theme or main focus? Who should lead change? This case series begins with data on the situation in 2000, discusses progress between 2000 and 2010, and identifies a possible new regional initiative that is just an idea in 2011. Is it the right direction? And what would it take to have impact on Miami’s future?

    Keywords: Change; Leadership; Business and Community Relations; Strategic Planning; Technology Industry; Miami; Florida;

    Citation:

    Kanter, Rosabeth Moss. "Miami's Tech Future (A): Twenty-first Century Changes and Challenges." Harvard Business School Case 318-033, November 2017. (Revised December 2017.)  View Details
  31. Still Leading (B10): Louis Gossett Jr.— A New Role Erasing Racism

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    Louis (Lou) Gossett Jr.’s exemplary life included a groundbreaking career in entertainment and a bold and audacious goal to erase racism. From the Broadway stage to television and the movie screen, Gossett earned major accolades in his field, notably becoming the first African American man to win an Oscar (Academy Award) for Best Supporting Actor for his moving portrayal as Sergeant Emil Foley in An Officer and a Gentleman in 1982. Despite his accomplished Hollywood career, as an African-American male he was subjected to constant discrimination in the industry and in society. Amidst the duality of success and distress in his life, Gossett forged a meaningful life path, marked by resilience and perseverance. In 2006, his desire to make an even greater impact led him to create the Eracism Foundation. Eracism was defined as “the removal from existence of the belief that one race, one culture, one people is superior to another.”

    Keywords: leadership; Advanced Leadership Initiative; advanced leadership; entrepreneurship; Change; Transition; Entrepreneurship; Social Entrepreneurship; Philanthropy and Charitable Giving; Prejudice and Bias;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Still Leading (B10): Louis Gossett Jr.— A New Role Erasing Racism." Harvard Business School Case 318-053, October 2017.  View Details
  32. Still Leading (B1): Hon. Bob McDonald – Profiting from Purpose

    Rosabeth Moss Kanter and Marcus Millen

    Robert (Bob) A. McDonald just completed his service as the 8th United States Secretary of Veterans Affairs (VA), successfully leading the beginnings of a transformation for one of the nation’s most scrutinized departments. Reflecting back, McDonald looked to the lessons he learned as a West Point Cadet, Army Officer, Chief Executive Officer at The Procter & Gamble Company (P&G), and Secretary of the VA to drive his approach to transitioning into the next challenge in his career.

    Keywords: leadership; Leadership; Personal Development and Career; Transition;

    Citation:

    Kanter, Rosabeth Moss, and Marcus Millen. "Still Leading (B1): Hon. Bob McDonald – Profiting from Purpose." Harvard Business School Case 318-050, October 2017.  View Details
  33. IBM Transforming, 2012–2016: Ginni Rometty Steers Watson

    Rosabeth Moss Kanter and Jonathan Cohen

    Ginni Rometty, who became IBM CEO in 2012, led efforts to transform the company around cognitive computing and the AI platform Watson. This Teaching Note helps instructors understand and teach the Harvard Business School case “IBM Transforming, 2012–2016: Ginni Rometty Steers Watson,” which examines Rometty’s leadership of systemic change at a large company confronted with significant strategic, operational, and cultural challenges. Lessons include how to improvise and find the best business strategy in uncertain times, how to manage internal tensions between mainstream businesses and newer ventures, ways to orient and align organizational elements to meet new business goals, when and how to use hard and soft power as a leader, and what role a CEO can play in the large-scale transformation of a big company.

    Keywords: digital; technological innovation; technological change; artificial intelligence; data; IBM; Watson; Internet of Things; Innovation and Invention; Management; Sales; Technology; Technological Innovation; Transformation;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "IBM Transforming, 2012–2016: Ginni Rometty Steers Watson." Harvard Business School Teaching Note 317-126, June 2017.  View Details
  34. IBM and the Reinvention of High School (A): Proving the P-TECH Concept

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    IBM's Corporate Citizenship office created a social and organizational innovation in public education through a business-school partnership. IBM's Stanley Litow was the key architect in designing Pathways in Technology Early College High School, known as P-TECH. The open enrollment high school located in New York City's Brooklyn was launched in 2011 through a joint partnership between IBM, City University of New York (CUNY), and the New York City Department of Education (NYCDOE). The innovative design incorporated Career and Technical Education (CTE), STEM (Science, Technology, Engineering, and Math), and early college. Students could graduate with an associate's degree (essentially two free years of college) and be "first in line" for jobs at IBM. The school was already seeing remarkable results; one third of the inaugural class entered P-TECH below grade level and nearly all students were promoted to the 10th grade and more than half of them took college courses before the end of their sophomore year. This case explores the motivation behind P-TECH (a growing skills gap), how it was developed along with the challenges, and the attention generated by the unique school design.

    Keywords: leadership; education; innovation; partnerships; Leadership; Partners and Partnerships; Education; Business and Community Relations; Change; Innovation and Invention; Education Industry;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "IBM and the Reinvention of High School (A): Proving the P-TECH Concept." Harvard Business School Case 314-049, September 2013. (Revised June 2017.)  View Details
  35. Sesame Workshop: Bringing Big Bird Back to Health (Abridged)

    Rosabeth Moss Kanter, Ryan Raffaelli, Ai-Ling Jamila Malone and Jonathan Cohen

    Sesame Workshop was in the middle of a turnaround in 2016. CEO Jeff Dunn had reorganized and shifted the iconic institution to respond to digital disruption and a consensus culture. This Teaching Note helps instructors teach the abridged and full-length versions of “Sesame Workshop: Bringing Big Bird Back to Health.” The cases examine Dunn's efforts to turn Sesame around. Teaching Note for HBS No. 317-094.

    Keywords: turnaround; NGO; non-profit; transformation; organization alignment; identity; managing change; philanthropy; media; television; reorganization; Talent; innovation; risk aversion; Organizational Change and Adaptation; Change Management; Restructuring; Identity; Transformation; Education Industry; Media and Broadcasting Industry;

    Citation:

    Kanter, Rosabeth Moss, Ryan Raffaelli, Ai-Ling Jamila Malone, and Jonathan Cohen. "Sesame Workshop: Bringing Big Bird Back to Health (Abridged)." Harvard Business School Teaching Note 317-118, April 2017.  View Details
  36. Uber and Stakeholders: Managing a New Way of Riding

    Rosabeth Moss Kanter and Daniel Fox

    By 2015, technological innovations—the smartphone and the advanced data connectivity that enabled it—created new opportunities for people to move around cities quickly and conveniently without owning a car, via car-sharing services like Zipcar or new ride-sharing services. Uber, a five-year-old startup, enabled users to order private rides via a smartphone app. In mid-2015, the company had achieved pre-IPO market valuation of $50 billion, with operations in 311 cities in 58 countries. Despite its scale and success, Uber often found itself embroiled in controversy, with resistance from a broad range of unhappy stakeholders—regulators, competitors, drivers, and even some customers and partners—across the U.S. and the world. Could Uber continue on this route?

    Keywords: Uber; Ride-sharing; sharing economy; Transportation Network Company; Leadership and Change Management; stakeholder management; managing change; leadership; regulation; Smartphones; Web-enabled application; disruptive technology; transportation; startup management; Entrepreneurship; Business and Stakeholder Relations; Transportation; Mobile Technology; Transportation Industry; Technology Industry;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Uber and Stakeholders: Managing a New Way of Riding." Harvard Business School Case 315-139, June 2015. (Revised February 2017.)  View Details
  37. IBM Transforming, 2012–2016: Ginni Rometty Steers Watson

    Rosabeth Moss Kanter and Jonathan Cohen

    To transform IBM for the next technology wave, Ginni Rometty, who became CEO in 2012, led divestment of declining businesses, made acquisitions in digital innovation and cloud computing, formed partnerships with former competitors such as Apple and tech startups, and invested in internally developed cognitive computing/AI platform Watson, a big bet directed at applications for healthcare, education, and cybersecurity. Revenues declined, criticism grew, and challenges of change remained. Watson businesses were new, unproven, and required change in nearly every aspect of legacy operations and culture. To increase speed and agility, Rometty used methods such as online Think Academy, design thinking, and startup contests. In mid-2016, questions remained about the pace and magnitude of change, the scale-up and profitability of Watson, and Rometty’s leadership of change. What was left to do?

    Keywords: digital; technological innovation; technological change; artificial intelligence; data; IBM; Watson; Internet of Things; Innovation and Invention; Management; Sales; Technology; Technological Innovation; Transformation;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "IBM Transforming, 2012–2016: Ginni Rometty Steers Watson." Harvard Business School Case 317-046, January 2017. (Revised March 2017.)  View Details
  38. Bridj and the Business of Urban Mobility (B): A New Model in Kansas City

    Rosabeth Moss Kanter and Jonathan Cohen

    In late 2016, Bridj was expanding its digital platform to help address urban mobility problems faced by cities across the country and the world. Its founder and CEO, Matt George, weighed up several possible strategies for growth as he aimed to responsibly build the company. George continued to engage with key stakeholders, and had decided to work in partnerships with Kansas City and Ford to expand Bridj's reach to the midwest. This B case on Bridj allows for a discussion of the company's new options given its public-private partnership with Kansas City, and provides additional examples of how George's strategy to engage with key stakeholders has helped Bridj to grow.

    Keywords: mobility; transportation; digital; mobile app; mobile; data; platform; organization; Startup; Start-up growth; startup management; responsibility; corporate responsibility; Entrepreneurship; Technology; Transportation; Business and Stakeholder Relations; Growth and Development Strategy; United States; District of Columbia; Massachusetts; Kansas; Mexico;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Bridj and the Business of Urban Mobility (B): A New Model in Kansas City." Harvard Business School Supplement 317-047, January 2017. (Revised April 2017.)  View Details
  39. Sesame Workshop: Bringing Big Bird Back to Health

    Rosabeth M. Kanter, Ryan Raffaelli and Jonathan Cohen

    Sesame Workshop was transforming in 2016. CEO Jeff Dunn had reorganized and shifted the iconic institution to respond to digital disruption and a consensus culture. This case examines his efforts to turn Sesame Workshop around. It notes Sesame's storied history and the underlying financial troubles that Dunn confronted upon taking over in 2014. It shows how Dunn's leadership changes, increased communication, new partnership deals, and a focus on digital, sought speed, innovation, and accountability to better fulfill Sesame's educational mission. By 2016, Sesame was in the middle of its change, and Dunn contemplated how best to position the organization for success in the future.

    Keywords: Restructuring; Organizational Change and Adaptation; Leadership; Technology; Education; Education Industry;

    Citation:

    Kanter, Rosabeth M., Ryan Raffaelli, and Jonathan Cohen. "Sesame Workshop: Bringing Big Bird Back to Health." Harvard Business School Case 317-086, January 2017. (Revised January 2017.)  View Details
  40. Publicis Groupe 2016: Maurice and the Millennials

    Rosabeth Moss Kanter and Jonathan Cohen

    Having built Publicis Groupe through acquisitions maintained as separate brands, CEO Maurice Lévy wanted to transform the advertising and marketing firm to an integrated digital-ready enterprise to address industry changes. In early 2016, following a reorganization, he faced questions of how to change the culture and use digital capabilities more effectively than competitors. Lévy turned to millennials within the Groupe and technology entrepreneurs outside the Groupe for innovations in order to create platforms for clients rather than simply react to existing social media platforms. As he increasingly focused on a new generation, questions remained about who would succeed this CEO of 31 years.

    Keywords: managing change; Transformations; digital; millennials; Change; innovation; Acquisitions; Merger; culture; advertising agency; marketing; reorganization; Organizational Change and Adaptation; Technology; Change Management; Restructuring; Management Succession; Marketing; Mergers and Acquisitions; Transformation; Innovation and Invention; Advertising Industry;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Publicis Groupe 2016: Maurice and the Millennials." Harvard Business School Case 316-127, June 2016.  View Details
  41. IBM and the Reinvention of High School (C): Toward P-TECH's Rapid National Expansion

    Rosabeth Moss Kanter and Kelsi Stine-Rowe

    This teaching note accompanies the third case in a 3-case series on P-TECH and the Reinvention of High School. The case focuses on the development and early diffusion of organizational innovation—how to create pilot projects for significant innovation that are then replicated elsewhere to lay the groundwork for taking them to scale and changing the institutional context. The teaching note is designed to assist instructors when teaching the case in teaching students about leading complex institutional change using a cross-sector, multi-stakeholder approach, examine a new model for secondary education in the United States, scaling social ventures, analyze public sector innovation involving multiple partners, and how businesses can leverage core competencies to positively impact society.

    Keywords: IBM; P-TECH; Stanley Litow; Robin Wilner; Cuomo; Change; scaling; innovation; education; New York State; New York City; Business Model; Innovation Strategy; Innovation Leadership; Education; Business and Community Relations; Change; Technology Industry;

    Citation:

    Kanter, Rosabeth Moss, and Kelsi Stine-Rowe. "IBM and the Reinvention of High School (C): Toward P-TECH's Rapid National Expansion." Harvard Business School Teaching Note 316-172, April 2016. (Revised April 2016.)  View Details
  42. Whither the Weather (Company): Forecasting 2016

    Rosabeth Moss Kanter and Jonathan Cohen

    This Note was created for the purpose of aiding classroom instructors in the use of the Harvard Business School case, "Whither the Weather (Company): Forecasting 2016." As chairman and CEO, David Kenny guided the Weather Company's transformation from a cable television company to a big data technology company from 2012 until January 2016, when IBM acquired the Weather Company's digital business. Within that context, instructors may use this Teaching Note to help students examine how to guide transformative strategies at an established company, including how to evaluate and adjust strategies to meet unexpected challenges encountered in the transformation process. It may also help instructors teach students how to effectively manage competing interests and tensions between mainstream and new stream segments of a company, the importance of having the right team and structures in place to execute a transformative strategy, and the potential benefits and costs of forming partnerships with other companies.

    Keywords: Weather Company; IBM; transformation; digital; technology; David Kenny; television; Weather Channel; legacy business; mainstream; newstream; reorganization; Acquisitions; consolidation; Transformation; Technology; Television Entertainment; Acquisition; Consolidation; Change; Leadership;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Whither the Weather (Company): Forecasting 2016." Harvard Business School Teaching Note 316-161, April 2016.  View Details
  43. Bridj and the Business of Urban Mobility (A): Introducing a New Model

    Rosabeth Moss Kanter and Jonathan Cohen

    This note is for the purpose of aiding classroom instructors in the use of the Harvard Business School case "Bridj and the Business of Urban Mobility: Introducing a New Model." Instructors may use it to help students understand the challenges that come with disrupting an entrenched industry, stress the importance of identifying stakeholders and building a network from the start, offer strategies and tactics for dealing with resistance, and discuss the rationale for obeying current laws and regulations even when they don’t necessarily apply to disruptive startups for whom rules have not yet been written.

    Keywords: Startup; startup management; transportation; big data; smart transit; stakeholder engagement; stakeholder management; urban vehicle; entrepreneurship; technological innovation; mobility; mass transit; Uber; government relations; Technological Innovation; Data and Data Sets; Entrepreneurship; Business and Stakeholder Relations; Business Startups; Transportation; Business and Government Relations; Transportation Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Bridj and the Business of Urban Mobility (A): Introducing a New Model." Harvard Business School Teaching Note 316-155, March 2016. (Revised April 2017.)  View Details
  44. Akın Öngör's Journey

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    The case of Akın Öngör's Journey describes a highly successful former CEO with stellar leadership skills, who transformed a bank in Turkey into one of the world's best, steered it to contribute to his country's social agenda, influenced business practices of other companies, and became one of Turkey's most admired people. As part of his post-career activities, he has introduced new crops to a rural area where he also established a girls' industrial school (at his wife's urging). But Öngör has struggled with realizing a bigger dream: forming an international leadership institute for the Eastern Mediterranean that would help bring peace and prosperity to a conflict-ridden region. The institute idea seems a simple way to contribute to peace via educational workshops and relationship-building for a new generation of emerging leaders from many countries. But despite Öngör's impressive "social capital" (reputation and significant connections), he hits roadblocks and setbacks in the middle of the planning, for institutional as well as individual reasons. This case may be used for courses on leadership, social enterprise, and change management.

    Keywords: Leadership; Change Management; Social Entrepreneurship; Business and Community Relations; Turkey;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Akın Öngör's Journey." Harvard Business School Teaching Note 316-062, February 2016.  View Details
  45. IBM and the Reinvention of High School (C): Toward P-TECH's Rapid National Expansion

    Rosabeth Moss Kanter and Kelsi Stine-Rowe

    In early 2016, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, made his travel arrangements for still another flight from New York to discuss possibilities for application of a new model for high school called P-TECH, for Pathways in Technology Early College High School, the name of the first school in Brooklyn. In the past month alone, he had flown to Little Rock, Arkansas, to meet with Republican governor Asa Hutchinson and to Providence, Rhode Island, to meet with Democratic governor Gina Raimondo to discuss bringing a P-TECH model to their states.

    Keywords: IBM; P-TECH; Stanley Litow: Robin Willner; Cuomo; Change; scaling; innovation; education; New York State; New York City; Business Model; Innovation Strategy; Innovation Leadership; Education; Business and Community Relations; Change; Growth and Development; Technology Industry;

    Citation:

    Kanter, Rosabeth Moss, and Kelsi Stine-Rowe. "IBM and the Reinvention of High School (C): Toward P-TECH's Rapid National Expansion." Harvard Business School Supplement 316-130, March 2016. (Revised June 2017.)  View Details
  46. Whither the Weather (Company): Forecasting 2016

    Rosabeth Moss Kanter and Jonathan Cohen

    CEO David Kenny led the transformation of the Weather Company from a television business to a Big Data technology company from 2012 until 2016, when IBM acquired its digital assets. This case discusses major decisions taken by Kenny starting in 2014 as he sought to reorient the company amidst changes in media, digital, and mobile technologies. Kenny balances promoting new stream digital business growth with managing difficult legacy television industry realities. He faces key strategic decisions about whether to integrate businesses or separate them completely; whether to pursue business partners, and if so, what those partners should look like; and whether IBM, a large, established technology company, is the right partner for Weather Company. Finally, how would Weather Company’s fast, innovative culture fit at giant IBM?

    Keywords: Weather Company; IBM; transformation; digital; technology; David Kenny; television; Weather Channel; legacy business; mainstream; newstream; reorganization; Acquisitions; consolidation; Transformation; Technology; Television Entertainment; Acquisition; Consolidation; Change; Leadership;

    Citation:

    Kanter, Rosabeth Moss, and Jonathan Cohen. "Whither the Weather (Company): Forecasting 2016." Harvard Business School Case 316-143, January 2016. (Revised March 2016.)  View Details
  47. Bridj and the Business of Urban Mobility (A): Developing a New Model

    Rosabeth Moss Kanter and Daniel Fox

    Bridj, a Boston startup that provides Big Data-powered, "pop-up" bus routes that respond to transportation demand, has been in operation for a little over a year and has recently launched service in Washington, D.C., its second market. Despite media acclaim and positive relations with a wide range of stakeholders, Bridj faces challenges controlling costs, driving adoption, and improving its technology.

    Keywords: Startup; startup management; big data; smart transit; stakeholder engagement; stakeholder management; urban vehicle; mobility; mass transit; Uber; government relations; Technological Innovation; Data and Data Sets; Entrepreneurship; Business and Stakeholder Relations; Transportation; Business Startups; Business and Government Relations; Transportation Industry; Boston; District of Columbia;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Bridj and the Business of Urban Mobility (A): Developing a New Model." Harvard Business School Case 316-025, August 2015. (Revised February 2017.)  View Details
  48. Uber and Stakeholders: Managing a New Way of Riding

    Rosabeth Moss Kanter and Daniel Fox

    This case provides a vehicle to analyze stakeholder relations as a company grows, particularly in the context of new business models that challenge established industries. It introduces the dilemmas posed by rapid growth, new technologies, regulatory uncertainty, and the resistance of ecosystems that have developed around older industries. By following Uber's evolving relationships with various stakeholder groups, the case introduces questions about the short- and long-term wisdom of various stakeholder management strategies.

    Keywords: Business Model; Business or Company Management; Entrepreneurship; Business and Stakeholder Relations; Innovation and Invention; Transportation Industry;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Uber and Stakeholders: Managing a New Way of Riding." Harvard Business School Teaching Note 316-004, July 2015. (Revised March 2016.)  View Details
  49. The State of U.S. Public Health: Challenges and Trends

    Rosabeth M. Kanter, Howard Koh and Pamela Yatsko

    The World Health Organization defines health as "a state of complete physical, mental, and social well-being and not merely the absence of disease and infirmity." For many Americans, the World Health Organization's definition of true health seems unattainable, given the multitude of complex problems plaguing the U.S. health system. The United States over the last 50 years has focused most of its health resources on providing medical care for individuals after they fall ill. It has placed far less emphasis on the non-medical determinants of health and the prevention of disease for the lives of its citizens. The result: an infamously expensive "sick care system" that does not perform as well as other wealthy countries across key measures. Americans of all socioeconomic stripes experience poorer health outcomes than their rich country peers. Such trends undermine U.S. international competitiveness. This background note digs deeper into these trends and their origins, the barriers hindering change, and past and current reforms, including the 2010 Affordable Care Act. If fully implemented, the controversial act will help the United States push beyond its myopic sick care focus towards the WHO's true health vision by creating a health system that integrates medical care with public health and prevention for all Americans.

    Keywords: public health; Public Sector; Health Care and Treatment; Health Industry; United States;

    Citation:

    Kanter, Rosabeth M., Howard Koh, and Pamela Yatsko. "The State of U.S. Public Health: Challenges and Trends." Harvard Business School Background Note 316-001, July 2015.  View Details
  50. Transforming Verizon 2015: Going Above the Network

    Rosabeth Moss Kanter and Daniel Fox

    Teaching note for the Rosabeth Moss Kanter and Daniel Fox, "Transforming Verizon 2015: Going Above the Network," HBS No. 315-068, Feb. 2015.

    Keywords: general management; Leadership and Change Management; organizational change and transformation; reorganization; transformation; Wireless technologies; telecommunications; network organizations; innovation; product development strategy; Telecommunications Industry; Technology Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Transforming Verizon 2015: Going Above the Network." Harvard Business School Teaching Note 315-115, April 2015.  View Details
  51. Transforming Verizon 2015: Going Above the Network

    Rosabeth Moss Kanter and Daniel Fox

    In 2015, the Chairman and CEO of Verizon Communications reflects on his four years leading the company and considers strategic repositioning for the future. Meanwhile, a rising leader within the organization, Marni Walden, leads change with a new, company-wide product development organization. Walden's group holds promise but must overcome cultural, structural, and technical barriers to innovating in a giant telecom. In the midst of change, executives debate the wisdom of Verizon's push into developing products and services that leverage its dominance in connectivity. Should Verizon go "above the network"?

    Keywords: Verizon; Lowell McAdam; Marni Walden; Verizon Wireless; Innovation Leadership; telecommunications; wireless communications; organizational change and transformation; organizational culture; corporate strategy; corporate structure; reorganization; positioning; transformation; leadership; managing change; Organizational Change and Adaptation; Communication Technology; Innovation Leadership; Wireless Technology; Telecommunications Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Transforming Verizon 2015: Going Above the Network." Harvard Business School Case 315-068, February 2015.  View Details
  52. Troubled Marriages

    Rosabeth Moss Kanter and Daniel Fox

    Compilation of articles looking at merger integration strategies: "business marriages." Problems of culture, management style, and business goals are revealed.

    Keywords: Mergers and Acquisitions; Goals and Objectives; Management Style; Mission and Purpose; Organizational Culture; Problems and Challenges;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Troubled Marriages." Harvard Business School Background Note 315-058, December 2014. (Revised January 2018.)  View Details
  53. Advanced Leadership in Public Education: Tools for Tackling Change from Outside the Building In

    Rosabeth Moss Kanter and Pamela Yatsko

    If you want to create change in public education but are not a school principal or other traditional public education leader, what do you need to do? This long, integrated background note examines the inspiring models and stories of individuals who are improving outcomes for low-income students through innovative social ventures. It shows how small innovations that start outside the traditional public education establishment get off the ground and overcome obstacles; how, if properly set up and tended, they can scale to multiple sites to move inside the "school building" for greater impact. They demonstrate the advanced leadership skills, tools, and principles that courageous education innovators everywhere can use to guide their thinking from outside the school building in.

    Keywords: education; education reform; social entrepreneurship; Advanced Leadership Initiative; Social Issues; Social Entrepreneurship; Education; Leadership; Education Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Pamela Yatsko. "Advanced Leadership in Public Education: Tools for Tackling Change from Outside the Building In." Harvard Business School Background Note 315-019, October 2014. (Revised January 2015.)  View Details
  54. The Weather Company

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    New CEO David Kenny transformed The Weather Company in less than two years from a primary identity as a cable television channel to a multi-platform digital company innovating in the uses of weather data. He assesses progress and considers strategic choices and organizational challenges ahead. He created a new narrative for the company in the era of Big Data, putting science at the center (great forecasts) and stressing services, stories (the ability to communicate the data to users), and safety (preparation for severe weather, including using social media). Now he has questions about how much to invest in the declining but still important television business; how to build and hold audiences beyond severe weather events, when audiences spike; how to stay ahead of growth of digital platforms, especially mobile, when current partners (such as Google) could easily turn into competitors; and how to build organizational capabilities, culture, and talent to be ready for ongoing and future change, including global growth. Kenny grapples with a number of strategic tensions: between innovations and the traditional business, between global and local, and about increased partnering or proprietary advantages. He must continue to lead and develop the team to support a vision that is still unfolding.

    Keywords: leadership; change management; strategic change; technology; digital; weather; Organizational Change and Adaptation; Technology Platform; Change Management; Leading Change; Growth and Development Strategy; Information Industry; Service Industry; Media and Broadcasting Industry;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "The Weather Company." Harvard Business School Teaching Note 314-125, March 2014.  View Details
  55. The Information Superhighway Meets the Highway: Technology and Mobility Trends and Opportunities

    Rosabeth Moss Kanter and Kevin Rosier

    Technological innovation is considered a competitive strength for America, but the nation does not score as high in deploying its technology. U.S. transportation systems are in need of repair and renewal, and the sector is at the cusp of a technological revolution. The Information Superhighway could reinvent the highway—and airways, railroads, vehicles, and more—by making aspects of the system "smarter" and more connected, cost-effective, fuel-efficient, safer, and more convenient for consumers, businesses, and communities. This paper discusses five trends in technology-enabled transportation innovation: connected vehicles; connected roads; big data analytics in air transportation; Intelligent Transportation Systems; and innovation in information infrastructure.

    Keywords: technology; transportation; infrastructure; Technology; Infrastructure; Transportation;

    Citation:

    Kanter, Rosabeth Moss, and Kevin Rosier. "The Information Superhighway Meets the Highway: Technology and Mobility Trends and Opportunities." Harvard Business School Background Note 314-093, February 2014. (Revised June 2014.)  View Details
  56. Finding the Money: An Overview of Infrastructure Finance Challenges and Opportunities

    Rosabeth Moss Kanter and Daniel Fox

    This overview describes how the United States funds and finances infrastructure investment to maintain its economic competitiveness. It considers the roles of taxpayers, users, government allocators and lenders, and private investors in the infrastructure funding system and shows that there are creative tools that can be used. It focuses on five major areas: the problematic state of fuel taxes; the increasing promise of user fees; innovations in debt financing; the challenges of privatization; and the promise (and challenges) of public-private partnerships, with particular attention to a model project in Miami, the Port Tunnel. The overview concludes with a call for cross-sector coalitions to develop strategies with long-term impact goals and short-term visible improvements for users.

    Keywords: finance; infrastructure; technology; United States;

    Citation:

    Kanter, Rosabeth Moss, and Daniel Fox. "Finding the Money: An Overview of Infrastructure Finance Challenges and Opportunities." Harvard Business School Background Note 314-094, February 2014. (Revised May 2014.)  View Details
  57. Flying High, Landing Low: Strengths and Challenges for U.S. Air Transportation

    Rosabeth Moss Kanter, Aditi Jain and Ai-Ling Jamila Malone

    The U.S. air transportation system flies high on some indicators, mostly involving capacity to take to the air, but lands low on others, mostly involving ground facilities and processes. This note provides an overview of the history and current state of air transportation in the U.S., covering industry costs; types of airlines, including passenger and cargo (e.g., Delta, Southwest, Alaska, and Frontier); airport issues; and the role of technology. It reviews some opportunities for innovation that will solve the pain points and bottlenecks facing the system and outlines high-priority policy areas. It becomes clear that individual airlines have often been managed back to health and focus on innovation, but the overall system itself and its governmental connections need attention, including the desire for NextGen air traffic control and revisiting Open Skies agreements.

    Citation:

    Kanter, Rosabeth Moss, Aditi Jain, and Ai-Ling Jamila Malone. "Flying High, Landing Low: Strengths and Challenges for U.S. Air Transportation." Harvard Business School Background Note 314-098, February 2014. (Revised May 2014.)  View Details
  58. Dr. Benjamin Hooks and Children's Health Forum

    Rosabeth Moss Kanter and Ai-Ling Malone

    The case includes law, business, and public health perspectives on an African American leader's social entrepreneurship and leadership in other social movements. Later in his life, Dr. Benjamin Hooks championed the eradication of lead poisoning. Prior to that Hooks travelled down several distinct career paths as a pioneering civil rights activist. His positions ranged from lawyer, judge, preacher, entrepreneur to the first African American commissioner of the Federal Communications Commission (FCC) to the head of the National Association for the Advancement of Colored People (NAACP) to the co-founder of the non-profit Children's Health Forum (CHF). CHF's mission was to eradicate lead poisoning in children in the United States, which involved a complex web of interactions of different sectors and different interests including real estate developers, paint manufacturers, landlords, healthcare providers, and more. The case provides an overview of lead poisoning in the U.S., including how it is measured, its causes, and legislation enacted to prevent it. It reflects on Hooks' leadership and choices. It explores why Hooks, as a lawyer and judge, did not chose litigation as his vehicle to tackle the issue of lead poisoning and why he chose to get involved. This case may be used for courses related to leadership, management for change, and social enterprise.

    Keywords: Leading Change; Health Disorders; Social Entrepreneurship; Personal Development and Career; Social Issues; United States;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Malone. "Dr. Benjamin Hooks and Children's Health Forum." Harvard Business School Teaching Note 314-092, January 2014.  View Details
  59. Rail Transportation in the United States

    Rosabeth Moss Kanter and Matthew Guilford

    In the 20th century, automobiles and airlines pushed rail into the background as an often-troubled and neglected mode. After a review of the long history of rail in the U.S., this paper examines the situation in the 21st century, including the rail market structure, and discusses key players like BNSF, CSX, and Norfolk Southern. Today, by most measures, freight rail is doing better than ever, while passenger rail faces significant challenges—though it is clear that numerous pain points and bottlenecks interfere with optimal use of rail to move both people and goods. This note offers a structured way of thinking through the issues facing rail transportation and discusses three recent freight rail infrastructure projects that hold promise for the future: the National Gateway, the Keystone Corridor, and the CREATE decongestion project in Chicago.

    Keywords: railroad history; History; Rail Transportation; Rail Industry;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Guilford. "Rail Transportation in the United States." Harvard Business School Background Note 314-084, January 2014. (Revised May 2014.)  View Details
  60. The Weather Company

    Rosabeth Moss Kanter

    New CEO David Kenny transformed The Weather Company in less than two years from a primary identity as a cable television channel to a multi-platform digital company innovating in the uses of weather data. He assesses progress and considers strategic choices and organizational challenges ahead. He created a new narrative for the company in the era of Big Data, putting science at the center (great forecasts) and stressing services, stories (the ability to communicate the data to users), and safety (preparation for severe weather, including using social media). Now he has questions about how much to invest in the declining but still important television business; how to build and hold audiences beyond severe weather events, when audiences spike; how to stay ahead of growth of digital platforms, especially mobile, when current partners (such as Google) could easily turn into competitors; and how to build organizational capabilities, culture, and talent to be ready for ongoing and future change, including global growth. Kenny grapples with a number of strategic tensions: between innovations and the traditional business, between global and local, and about increased partnering or proprietary advantages. He must continue to lead and develop the team to support a vision that is still unfolding.

    Keywords: innovation; strategy; strategic change; change management; weather; Change Management; Expansion; Weather; Growth and Development Strategy; Innovation and Invention; Technology Industry;

    Citation:

    Kanter, Rosabeth Moss. "The Weather Company." Harvard Business School Case 314-083, January 2014.  View Details
  61. Rethinking Cities: Chicago on the Move

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    It is impossible to discuss national competitiveness without considering cities and the regions they anchor. Cities are transportation hubs, centers of commercial exchange, and the locus of lives. They thrive by the ways they connect to the world. Demographic changes in recent years—such as the decreasing popularity of cars and increasing urban populations—have implications for 21st century transportation and infrastructure. This is apparent in the case of Chicago, a global city in the vanguard of change. This paper focuses on five major 21st century transportation and infrastructure projects in Chicago: rail decongestion; airport modernization; mass transit modernization; a complete streets plan; and an infrastructure trust as a financing innovation. It also discusses leadership by Mayor Rahm Emanuel to create an integrated strategy that includes technology and education, and how he executes on it.

    Keywords: innovation; management; strategy; infrastructure; Management; Strategy; Infrastructure; Innovation and Invention; Chicago;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Rethinking Cities: Chicago on the Move." Harvard Business School Case 314-079, January 2014. (Revised May 2014.)  View Details
  62. Teaching Note IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners

    Rosabeth M. Kanter and Ai-Ling Jamila Malone

    Keywords: education; innovation; Organizational Change and Adaptation; Leading Change; Education; Innovation and Invention; Education Industry; United States;

    Citation:

    Kanter, Rosabeth M., and Ai-Ling Jamila Malone. "Teaching Note IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners." Harvard Business School Teaching Note 314-063, October 2013.  View Details
  63. Teaching Note IBM and the Reinvention of High School (A): Proving the P-TECH Concept

    Rosabeth M. Kanter and Ai-Ling Jamila Malone

    Keywords: innovation; Organizational Change and Adaptation; Leading Change; Education; Innovation and Invention; Education Industry; United States;

    Citation:

    Kanter, Rosabeth M., and Ai-Ling Jamila Malone. "Teaching Note IBM and the Reinvention of High School (A): Proving the P-TECH Concept." Harvard Business School Teaching Note 314-062, October 2013.  View Details
  64. IBM and the Reinvention of High School (A): Proving the P-TECH Concept Video Supplement

    Rosabeth M. Kanter and Ai-Ling Jamila Malone

    Video supplement includes P-TECH principal, staff, a parent, and a student.

    Citation:

    Kanter, Rosabeth M., and Ai-Ling Jamila Malone. "IBM and the Reinvention of High School (A): Proving the P-TECH Concept Video Supplement." Harvard Business School Video Supplement 314-702, October 2013.  View Details
  65. IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    IBM's Corporate Citizenship office created an innovation in public education through a business-school partnership for widespread replication and diffusion. In 2012, while P-TECH (Pathways in Technology Early College High School) was still in its first year operating, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, found himself overwhelmed by interested parties who wanted to replicate the model. Chicago Mayor Emanuel, the J.A. and Kathryn Albertson Foundation in Idaho, the New York City Department of Education, and New York Governor Cuomo were all in various stages of implementing the concept. Chicago launched five schools in 2012 that were inspired by the P-TECH model, with IBM partnering with one school. New York City developed five more schools; two were scheduled to open in fall 2013 and three more in fall 2014. New York launched a Request for Proposal with plans to open 16 of these schools in fall 2014. Meanwhile IBM remained engaged at the federal level to help accelerate the replication through policy changes. This case explores the challenges and complications of replication.

    Keywords: leadership; social enterprise; partnerships; innovation; entrepreneurship; Organizational Change and Adaptation; Leadership; Partners and Partnerships; Social Entrepreneurship; Education; Business and Community Relations; Innovation and Invention; Growth Management; Chicago; Idaho;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners." Harvard Business School Supplement 314-050, September 2013. (Revised June 2017.)  View Details
  66. Grupo ABC and Nizan Guanaes's Path from Brazil to the World

    Rosabeth Moss Kanter, Gustavo Herrero and Ricardo Reisen De Pinho

    Internationally recognized Brazilian Nizan Guanaes, co-founder of Grupo ABC, a rapidly growing global advertising firm ranked 18th in 2011, had aspirations to be in the top 10 by 2015. Grupo ABC thrived by identifying national (Brazilian) challenges and incorporating them in creative messages. Guanaes steered the group toward thinking big while acting locally, tackling societal challenges and building partnerships, as he entered the world stage; serving as an informal ambassador for Brazil; playing important roles in international forums as the Clinton Global Initiative, UNESCO, and the Cannes Lions Advertising Festival. Guanaes needed to determine the best growth strategy, how to seize opportunities, and/or how to adapt to meet his ambitious goal.

    Keywords: management; global business; advertising agency; Opportunities; Globalized Firms and Management; Advertising; Global Strategy; Business Strategy; Advertising Industry; Brazil;

    Citation:

    Kanter, Rosabeth Moss, Gustavo Herrero, and Ricardo Reisen De Pinho. "Grupo ABC and Nizan Guanaes's Path from Brazil to the World." Harvard Business School Case 313-095, March 2013.  View Details
  67. Monique Leroux: Leading Change at Desjardins

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    Monique Leroux led a major transformation, overcoming resistance, at a large Canadian financial cooperative based in Quebec that competed with top Canadian banks. Leroux was elected in 2008 as Chairman, President, and CEO of Desjardins Group. In order to compete effectively in a demanding and changing financial services industry and survive the global financial crisis, Desjardins needed to integrate, consolidate, and determine how to preserve traditional values while preparing for the future and emerging as a less provincial financial group. In 2012 she reflected on the change efforts and the opportunities and challenges ahead.

    Keywords: change management; change barriers; leadership; women and leadership; Cooperatives; transformation; social enterprise; financial firms; communication; Communication strategy; Change Management; Transformation; Communication; Financial Services Industry; Canada;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Monique Leroux: Leading Change at Desjardins." Harvard Business School Case 313-107, February 2013. (Revised April 2013.)  View Details
  68. Hillary Clinton & Partners: Leading Global Social Change from the U.S. State Department

    Rosabeth M. Kanter and Ai-Ling Jamila Malone

    As U.S. Secretary of State, Hillary Rodham Clinton acted on a long-standing interest in public-private partnerships to elevate and activate an Office of Global Partnerships reporting directly to her. One major initiative that also addressed her interest in women's empowerment was to create an alliance for clean cookstoves, a significant environmental and public health issue in developing countries. This case examines the change process within the State Department and across the federal government as well as the process of developing partnerships, and looks at what happens on the ground to deploy resources. It raises the question of whether the alliances are sustainable when Sec. Clinton leaves office.

    Keywords: leadership; collaboration; partnerships; global collaboration; innovation; Leadership; Leading Change;

    Citation:

    Kanter, Rosabeth M., and Ai-Ling Jamila Malone. "Hillary Clinton & Partners: Leading Global Social Change from the U.S. State Department." Harvard Business School Case 313-086, November 2012.  View Details
  69. The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (B)

    Rosabeth M. Kanter and Olivia Leskinen

    Keywords: innovation; New Orleans;

    Citation:

    Kanter, Rosabeth M., and Olivia Leskinen. "The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (B)." Harvard Business School Supplement 313-027, November 2012. (Revised April 2013.)  View Details
  70. The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (A)

    Rosabeth M. Kanter and Olivia Leskinen

    Law Professor Ronald Sullivan was asked to lead a turnaround of the Orleans Public Defenders as a one-year assignment following Hurricane Katrina in 2005. The office was underfunded and had perverse incentives embedded throughout the system. Sullivan's new vision to rectify the challenges was not readily accepted by judges and lawyers who benefitted from the flawed system and put up resistance. The case follows Sullivan and his team in their efforts to bring about positive systemic change to the Orleans Public Defenders and at a minimum live up to the principles provided by the American Bar Association.

    Keywords: innovation; Management; New Orleans;

    Citation:

    Kanter, Rosabeth M., and Olivia Leskinen. "The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (A)." Harvard Business School Case 313-026, November 2012. (Revised June 2013.)  View Details
  71. Milwaukee (A): Making of a World Water Hub

    Rosabeth Moss Kanter and Matthew Bird

    Starting in 2007 Milwaukee leaders from different areas (large established companies, civic organizations, public sector, academia, and entrepreneurs) negotiated a path for converting the region into a global water hub to address economic and environmental concerns. The leaders with various stakes in the change managed to work together to re-arrange and support existing pieces to maximize the collective potential. Their actions exemplified "advanced leadership" in a complex social system such as a community or region. There was no central leader; instead there was a collection of coalitions and collaborative activities that contributed to the end result.

    Keywords: Change Management; Growth Management; Business or Company Management; Leading Change; Wisconsin;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (A): Making of a World Water Hub." Harvard Business School Case 313-057, August 2012. (Revised May 2013.)  View Details
  72. Evergreen Natural Markets 2012

    Rosabeth M. Kanter and Paul S. Myers

    Evergreen Natural Markets is a successful food retailer located in the Rocky Mountain region of the U.S. Having grown through acquisition, it has a reputation for improving the companies it purchases while retaining previous management. This strategy has succeeded due to the Evergreen formula of community knowledge, common core values, carefully developed control measures, and consistent operating principles. In April 2012, Evergreen makes its first purchase outside its home territory: a seven-store natural foods chain in Las Vegas, Nevada. CEO Kathleen Norton wonders whether the model will remain effective outside the Evergreen base or if this newest acquisition will seriously test her leadership skills and, in particular, her ability to swiftly convert the new chains’ managers, employees, and systems to the Evergreen way.

    Keywords: United States; operating systems; organizational culture; business processes; Acquisitions; strategy; human resource management; consolidations; retail trade; food; Food; Growth Management; Organizational Culture; Consolidation; Acquisition; Business Processes; Retail Industry; Food and Beverage Industry; Las Vegas; Western United States;

    Citation:

    Kanter, Rosabeth M., and Paul S. Myers. "Evergreen Natural Markets 2012." Harvard Business School Brief Case 124-450, May 2012.  View Details
  73. Pierre Frankel in Moscow (A): Unfreezing Change

    Rosabeth Moss Kanter and Matthew Bird

    A young and upcoming French executive in a global technology company is sent to Moscow as deputy managing director to turn around the Russia subsidiary. He must report to the subsidiary's managing director (a large reason for the organization's underperformance) and to corporate. In his first three months, he had taken steps to prepare the organization for change. Yet the lack of more tangible actions and results left him open to criticism from subsidiary employees and pressure from corporate executives. How could the young executive unfreeze the situation and get movement?

    Keywords: Organizational Change and Adaptation; Selection and Staffing; Change Management; Restructuring; Cross-Cultural and Cross-Border Issues; Moscow;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Pierre Frankel in Moscow (A): Unfreezing Change." Harvard Business School Case 312-070, December 2011. (Revised April 2012.)  View Details
  74. Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond

    Rosabeth M. Kanter and Matthew Bird

    Anand Piramal and his team sought to "democratize healthcare" in India through the development of a new service delivery model. If Henry Ford could build and deliver cars to everyone in the United States, Piramal thought, then why can't India deliver healthcare to the 70% of its citizens who lack access to it? They began pilots in 2008 but soon ran into unexpected difficulties. After a second round of pilots in early 2010, they had to decide whether to proceed and if so how.

    Keywords: Health Care and Treatment; Service Delivery; Social Entrepreneurship; Change Management; Emerging Markets; Health Industry; India;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond." Harvard Business School Case 310-134, June 2010. (Revised December 2019.)  View Details
  75. City Year: The Journey

    Rosabeth Moss Kanter and James Weber

    Throughout its first two decades, City Year, a non-profit organization, was dedicated to recruiting young adults to give a year of public service. It had passed through several growth phases but by 2010 a new challenge, and opportunity, had arisen when City Year and its partners in a school turnaround collaboration – Diplomas Now – won a prestigious Department of Education Investing in Innovation grant. This accelerated City Year's role in turning around low performing schools, but added pressure on the organization. New systems and practices had been developed, but more needed to be done to ensure that City Year became efficient in deploying its limited resources, in maintaining its funding sources, and employing the right interventions in schools. In November 2011, Jim Balfanz, City Year President, and Michael Brown, CEO and co-founder, wondered what else the changes would mean for City Year.

    Keywords: Education; Service Operations; Nonprofit Organizations; Growth and Development Strategy; Performance Efficiency; Resource Allocation;

    Citation:

    Kanter, Rosabeth Moss, and James Weber. "City Year: The Journey." Harvard Business School Case 311-080, April 2011. (Revised May 2012.)  View Details
  76. Transforming Verizon: A Platform for Change

    Rosabeth Moss Kanter and Matthew Bird

    A new CEO steps into the shoes of his long-time predecessor who had created the U.S. telecommunications giant via a series of acquisitions and, before departing, had initiated the company's strategic repositioning. The new CEO reflected on Verizon's recent successes, some of which he led, and considered how to ensure the team would continue to rise to new challenges. He knew change was both energizing and difficult, and that every victory had to be followed by the next play. He paused in his New York City office to think about how his team had handled recent challenges and whether the culture was in place to continue Verizon's transformation from a traditional telecommunications provider to a global services and technology firm.

    Keywords: Organizational Change and Adaptation; Organizational Culture; Globalized Firms and Management; Groups and Teams; Telecommunications Industry;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Transforming Verizon: A Platform for Change." Harvard Business School Case 312-082, December 2011. (Revised April 2012.)  View Details
  77. PepsiCo Peru Foods: More than Small Potatoes

    Rosabeth M. Kanter, Rakesh Khurana, Rajiv Lal and Matthew Bird

    The regional head of supply chain for PepsiCo South America Foods and his team had worked for 10 years to realize their dream of creating an agricultural research center in Peru that could provide more productive and healthier varieties of potatoes for the Frito-Lay businesses not only in Peru but also throughout the tropical regions where much of its future growth would come. They were denied several times but kept the idea alive through other projects until conditions presented themselves, aligning their work with the company's "Performance with Purpose" growth strategy. But now that they had secured initial funding for the center, the hard work would begin. Was the project too long-term to succeed? How could they ensure success as the company faced shorter-term pressures?

    Keywords: Food; Supply Chain; Planning; Growth and Development Strategy; Leading Change; Agriculture and Agribusiness Industry; Peru;

    Citation:

    Kanter, Rosabeth M., Rakesh Khurana, Rajiv Lal, and Matthew Bird. "PepsiCo Peru Foods: More than Small Potatoes." Harvard Business School Case 311-083, February 2011. (Revised April 2012.)  View Details
  78. PepsiCo, Performance with Purpose, Achieving the Right Global Balance

    Rosabeth Moss Kanter, Rakesh Khurana, Rajiv Lal and Eric Baldwin

    Keywords: Corporate Strategy; Globalized Firms and Management; Strategic Planning; Food and Beverage Industry;

    Citation:

    Kanter, Rosabeth Moss, Rakesh Khurana, Rajiv Lal, and Eric Baldwin. "PepsiCo, Performance with Purpose, Achieving the Right Global Balance." Harvard Business School Case 412-079, October 2011. (Revised January 2012.)  View Details
  79. Pierre Frankel in Moscow (B): Plowing Ahead

    Rosabeth Moss Kanter and Matthew Bird

    After several months into his turnaround of a global technology company's Russia subsidiary, a young and upcoming French executive reflected on how to institutionalize the subsidiary's transformation by further driving cultural change and breaking down internal silos. He realized that to complete the change he may need to continue into a second year. Yet the physical separation from his family had begun to take a toll. Had the executive done enough to institutionalize change or was it still too dependent on his personal relationships and the ability to build an internal coalition and exchange favors?

    Keywords: Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Business Subsidiaries; Leadership; Manufacturing Industry; Russia;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Pierre Frankel in Moscow (B): Plowing Ahead." Harvard Business School Supplement 312-071, December 2011. (Revised January 2012.)  View Details
  80. Pierre Frankel in Moscow (C): Results

    Rosabeth Moss Kanter and Matthew Bird

    After 18 months as the deputy managing director of a global technology company's Russia subsidiary, a young and upcoming French executive prepared to hand over leadership. The executive reflected on what he had achieved and how as he considered next steps. He wanted to return to his native France, but the company requested that he go turn around another emerging market subsidiary. Should he go to India, ask for another assignment, or look at other opportunities outside the company?

    Keywords: Management Succession; Personal Development and Career; Manufacturing Industry; Technology Industry; Moscow;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Pierre Frankel in Moscow (C): Results." Harvard Business School Supplement 312-072, December 2011. (Revised January 2012.)  View Details
  81. Cancer Treatment Centers of America: Scaling the Mother Standard of Care

    Rosabeth Moss Kanter and Matthew Bird

    The CEO of a private and growing national network of specialty care hospitals focusing on advanced-stage and complex cancer treatments reflected on the firm's past phase of growth before meeting with the company's Chairman and founder to discuss how to further scale what they called the Mother Standard of Care and, in the process, change the face of cancer care.

    Keywords: Health Care and Treatment; Business Growth and Maturation; Medical Specialties; Service Delivery; Innovation and Invention; Health Industry;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Cancer Treatment Centers of America: Scaling the Mother Standard of Care." Harvard Business School Case 312-073, December 2011. (Revised December 2011.)  View Details
  82. IBM Values and Corporate Citizenship

    Rosabeth M. Kanter

    IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong culture and a commitment to fairness and social responsibility. As IBM entered its second century, it was appropriate to take a fresh look at its values while remaining unwavering in ethics, integrity, and-to use the twenty-first century word-the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of businesses and geographies also wanted the company to do even more. Members of the fifth Integration and Values Team (IVT5) pondered this and other global citizenship possibilities, reviewing how people were developed and worked as the transition to the GIE was underway .

    Keywords: Values and Beliefs; Globalized Firms and Management; Technological Innovation; Leading Change; Corporate Social Responsibility and Impact; Organizational Change and Adaptation; Organizational Culture; Integration;

    Citation:

    Kanter, Rosabeth M. "IBM Values and Corporate Citizenship." Harvard Business School Case 308-106, March 2008. (Revised December 2011.)  View Details
  83. IBM Values and Corporate Citizenship (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [308106].

    Keywords: Corporate Social Responsibility and Impact; Transformation; Fairness; Innovation and Invention; Value; Global Range; Organizational Culture; Information Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "IBM Values and Corporate Citizenship (TN)." Harvard Business School Teaching Note 310-007, September 2009. (Revised December 2011.)  View Details
  84. PepsiCo India: Performance with Purpose

    Rosabeth M. Kanter, Rakesh Khurana, Rajiv Lal and Natalie Kindred

    In 2010, PepsiCo India's management is working to translate PepsiCo's new mission, "Performance with Purpose," into practice in the India market. The mission calls for continued financial performance and market leadership, as well as greater emphasis on healthy products, natural resource management, and employee empowerment. PepsiCo India and other regional PepsiCo business units have significant discretion over how to implement Performance with Purpose in their local markets. PepsiCo India has made progress under the mission but continues to be challenged by the inherent tension between short-term financial performance and long-term investments in socially responsible initiatives.

    Keywords: Corporate Strategy; Mission and Purpose; Food and Beverage Industry; India;

    Citation:

    Kanter, Rosabeth M., Rakesh Khurana, Rajiv Lal, and Natalie Kindred. "PepsiCo India: Performance with Purpose." Harvard Business School Case 512-041, December 2011.  View Details
  85. Gillette Singapore: Managing Global Business Integration on the Ground (A)

    Rosabeth M. Kanter and Thomas Dretler

    The general manager of Gillette Singapore faces issues of managing change during the company's global integration with Parker Pen.

    Keywords: Mergers and Acquisitions; Change Management; Multinational Firms and Management; Integration; Retail Industry; Singapore;

    Citation:

    Kanter, Rosabeth M., and Thomas Dretler. "Gillette Singapore: Managing Global Business Integration on the Ground (A)." Harvard Business School Case 897-102, March 1997. (Revised April 2011.)  View Details
  86. Gillette Singapore: Managing Global Business Integration on the Ground (B)

    Rosabeth M. Kanter and Thomas Dretler

    Supplements the (A) case.

    Keywords: Mergers and Acquisitions; Change Management; Cross-Cultural and Cross-Border Issues; Problems and Challenges; Singapore;

    Citation:

    Kanter, Rosabeth M., and Thomas Dretler. "Gillette Singapore: Managing Global Business Integration on the Ground (B)." Harvard Business School Supplement 897-116, March 1997. (Revised April 2011.)  View Details
  87. Gillette Singapore: Managing Global Business Integration on the Ground (C)

    Rosabeth M. Kanter and Thomas Dretler

    Supplements the (A) case.

    Keywords: Globalization; Integration; Singapore;

    Citation:

    Kanter, Rosabeth M., and Thomas Dretler. "Gillette Singapore: Managing Global Business Integration on the Ground (C)." Harvard Business School Supplement 897-117, March 1997. (Revised April 2011.)  View Details
  88. Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading

    Rosabeth M. Kanter and Rakesh Khurana

    Large-scale societal issues increasingly appear on the agenda of business leaders, including poverty, health, education, business-government relations, and the degradation of the environment. These problems are not entirely new, but the forces of globalization and the economic crisis have made them more visible and increase their urgency. They share several characteristics that signal the need for new kinds of societal leadership and academic scholarship. From the perspective of leadership, one common characteristic of these global problems is that they include both technical and political components. The political context surrounding any problem must be understood and managed, and a variety of institutions across sectors must be mobilized before technical solutions can be applied. Along similar lines, technical knowledge of solutions alone is not enough to scale successful demonstration projects that address these complex problems. That step involves resources and skills centered on forging appropriate systemic connections to effectively distribute solutions. Thus, these challenges cannot be dealt with by one profession or institution acting alone; indeed, effective action most often occurs at the intersections of professional and institutional fields. Holistic solutions, however, can be difficult to implement because of the complex interactions (or failures to interact) among many participants who deal with just one piece of an issue. Finally, solutions to these problems require concurrent actions at several system levels and/or among many stakeholders. This means that social capital as well as financial capital is required to forge relationships, influence opinion leaders and gatekeepers, and ensure cultural appropriateness. This note incorporates these concepts under the rubric of institutional leadership. This introductory note covers the following: (1) key dimensions of the institutional environment surrounding organizations, including the role of stakeholders and the need for new collaborations in creating new markets and solving critical societal problems; (2) the core assumptions of the institutional perspective on organizations and markets, especially in contrast to assumptions of neoclassical economics; and (3) managerial implications—analytics, skills, and success factors.

    Keywords: Change Management; Framework; Global Range; Leadership; Business and Stakeholder Relations; Social Enterprise; Social Issues; Complexity;

    Citation:

    Kanter, Rosabeth M., and Rakesh Khurana. "Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading." Harvard Business School Background Note 410-076, January 2010. (Revised August 2010.)  View Details
  89. IBM: The Corporate Service Corps

    Christopher Marquis and Rosabeth M. Kanter

    Describes the conception, development, and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees were deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines, and Vietnam. The case provides data for students to assess the first year of operation and recommend what changes IBM should make to the program moving forward. Also considered is how the CSC fits into IBM's broader corporate citizenship portfolio and IBM's globalization strategy.

    Keywords: Developing Countries and Economies; Global Strategy; Corporate Social Responsibility and Impact; Mission and Purpose; Organizational Structure; Partners and Partnerships; Non-Governmental Organizations;

    Citation:

    Marquis, Christopher, and Rosabeth M. Kanter. "IBM: The Corporate Service Corps." Harvard Business School Case 409-106, March 2009. (Revised July 2010.)  View Details
  90. Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good

    Rosabeth M. Kanter and Matthew Bird

    James Musyoki, Lemmy Mutahi, and Ken Kariuki, all from East African Breweries Limited (EABL), a subsidiary of London-based Diageo, heard the disheartening news in the first week of December 2008. For the second time in six months, the Kenyan Finance Ministry had raised excise taxes on alcoholic beverages in an effort to plug the country's budget deficit; the bill was awaiting the President's signature. The price increase would put EABL's Allsops, Citizen, and President Beers out of the reach of their target markets, and Musyoki, Kariuki, and Mutahi hoped that the increase would not affect the excise-exempt Senator Keg lager - a lower-income brew which had created significant social and economic gains in Kenya since its launch in 2004. What would it take to save Senator Beer?

    Keywords: Change Management; Innovation and Management; Emerging Markets; Taxation; Price; Food and Beverage Industry; Kenya; United Kingdom;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good." Harvard Business School Case 310-010, July 2009. (Revised December 2009.)  View Details
  91. Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [310010].

    Keywords: Food and Beverage Industry; Kenya; United Kingdom;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good (TN)." Harvard Business School Teaching Note 310-020, December 2009.  View Details
  92. IBM in the 21st Century: The Coming of the Globally Integrated Enterprise

    Rosabeth M. Kanter

    Members of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and Director of Research, the IVT5's focus was on "the global IBMer"—define and develop global leaders; make the "globally integrated enterprise" relevant to all employees through corporate citizenship initiatives reflective of the company's values; and help IBM compete globally by ensuring market access. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions as systems thinkers committed to innovation, the team knew it was necessary to stand back and look at the big picture—to see how IBM worked now and operate at its best in order to understand the gaps, dilemmas, and opportunities.

    Keywords: Global Strategy; Multinational Firms and Management; Innovation and Management; Leadership Development; Management Teams; Organizational Culture; Integration;

    Citation:

    Kanter, Rosabeth M. "IBM in the 21st Century: The Coming of the Globally Integrated Enterprise." Harvard Business School Case 308-105, March 2008. (Revised October 2009.)  View Details
  93. IBM in the 21st Century: The Coming of the Globally Integrated Enterprise (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [308105].

    Keywords: Opportunities; Value; Competition; System; Innovation and Invention; Multinational Firms and Management; Leadership Development; Information Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "IBM in the 21st Century: The Coming of the Globally Integrated Enterprise (TN)." Harvard Business School Teaching Note 310-006, September 2009.  View Details
  94. CEMEX (A): Building the Global Framework (1985-2004)

    Rosabeth M. Kanter, Pamela Yatsko and Ryan Raffaelli

    CEMEX grew through acquisitions from a Latin American to a global company under the leadership of a CEO who believed in the importance of a "one enterprise" culture and benchmarking against world standards. As the CEO ponders an acquisition that would double the company's size and take it to new geographies, he wonders if the right capabilities are in place for what should be changed to manage the integration process effectively.

    Keywords: Mergers and Acquisitions; Competency and Skills; Globalized Firms and Management; Growth and Development Strategy; Organizational Change and Adaptation; Integration; Latin America;

    Citation:

    Kanter, Rosabeth M., Pamela Yatsko, and Ryan Raffaelli. "CEMEX (A): Building the Global Framework (1985-2004)." Harvard Business School Case 308-022, July 2007. (Revised September 2009.)  View Details
  95. CEMEX's Foundations for Sustainability

    Rosabeth M. Kanter, Pamela Yatsko and Ryan Raffaelli

    Keywords: Multinational Firms and Management; Competitive Strategy; Change Management; Emerging Markets; Construction Industry; Mexico; Egypt; United States;

    Citation:

    Kanter, Rosabeth M., Pamela Yatsko, and Ryan Raffaelli. "CEMEX's Foundations for Sustainability." Harvard Business School Case 308-024, July 2007. (Revised September 2009.)  View Details
  96. IBM's Dynamic Workplace

    Rosabeth M. Kanter

    IBM already competed for talent by being a best workplace. It was one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources portfolio included a full array of progressive policies and programs. There was increasing flexibility in how people were employed, including alumni. But in its quest to become a globally integrated enterprise, IBM needed to continue to develop new ways of working. The company's response to the Asian Tsunami showed it at its best-values-driven, self-organizing, able to move at lightning speed connecting global and local resources. This was the kind of global leadership and citizenship the fifth Integration and Values Team (IVT5) was charged with enhancing. But how could IBM provide a tsunami-relief-like experience to everyone, without a disaster?

    Keywords: Values and Beliefs; Globalized Firms and Management; Leading Change; Corporate Social Responsibility and Impact; Organizational Culture; Social Enterprise;

    Citation:

    Kanter, Rosabeth M. "IBM's Dynamic Workplace." Harvard Business School Case 308-107, May 2008. (Revised September 2009.)  View Details
  97. Procter & Gamble in the 21st Century (A): Becoming Truly Global

    Rosabeth M. Kanter and Matthew Bird

    Since the 1980s, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operations, and guide decision making in all facets of the business. But the Gillette acquisition posed a new challenge.

    Keywords: Mergers and Acquisitions; Values and Beliefs; Globalized Firms and Management; Leading Change; Growth Management; Mission and Purpose; Organizational Change and Adaptation;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (A): Becoming Truly Global." Harvard Business School Case 309-030, October 2008. (Revised September 2009.)  View Details
  98. Procter & Gamble in the 21st Century (B): Welcoming Gillette

    Rosabeth M. Kanter and Matthew Bird

    A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger that sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?

    Keywords: Mergers and Acquisitions; Change Management; Decision Choices and Conditions; Management Skills; Organizational Change and Adaptation; Integration;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (B): Welcoming Gillette." Harvard Business School Supplement 309-031, October 2008. (Revised September 2009.)  View Details
  99. Procter & Gamble in the 21st Century (C): Integrating Gillette

    Rosabeth M. Kanter and Matthew Bird

    P&G had used its purpose, values, and principles (PVP) to prepare for the physical integration of Gillette prior to the change of control. The execution of these plans posed numerous challenges in global business units as well as in individual country organizations. While managers sought to maintain business momentum during the transition, corporate leaders were intent on continuing to use Gillette as a catalyst of change.

    Keywords: Mergers and Acquisitions; Change Management; Globalized Firms and Management; Organizational Change and Adaptation; Conflict and Resolution; Business Strategy; Corporate Strategy; Integration;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (C): Integrating Gillette." Harvard Business School Supplement 309-032, October 2008. (Revised September 2009.)  View Details
  100. Procter & Gamble in the 21st Century (A): Becoming Truly Global (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [309030].

    Keywords: Mission and Purpose; Value; Multinational Firms and Management; Change Management; Mergers and Acquisitions; Problems and Challenges; Decision Making; Consumer Products Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (A): Becoming Truly Global (TN)." Harvard Business School Teaching Note 310-009, August 2009.  View Details
  101. Procter & Gamble in the 21st Century (C): Integrating Gillette (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [309032].

    Keywords: Integration; Mission and Purpose; Value; Problems and Challenges; Transition; Business Units; Governance Controls; Multinational Firms and Management; Consumer Products Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (C): Integrating Gillette (TN)." Harvard Business School Teaching Note 310-019, August 2009.  View Details
  102. Procter & Gamble in the 21st Century (B): Welcoming Gillette (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [309031].

    Keywords: Leadership Style; Mergers and Acquisitions; Mission and Purpose; Value; Problems and Challenges; Integration; Success; Governance Controls; Consumer Products Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (B): Welcoming Gillette (TN)." Harvard Business School Teaching Note 310-018, August 2009.  View Details
  103. Dr. Benjamin Hooks and Children's Health Forum

    Rosabeth Moss Kanter, Charles J. Ogletree Jr, Howard Koh, Abbye Atkinson, Carmel Salhi and Aldo Sesia

    "Dr. Benjamin Hooks and Children's Health Forum" charts the many different career paths of Hooks, a civil rights activist and pioneer. Hooks' positions ranged from lawyer, judge, preacher, entrepreneur to the first African American commissioner of the Federal Communications Commission (FCC) and to the head of the National Association for the Advancement of Colored People (NAACP) to the co-founder of the non-profit Children's Health Forum (CHF). CHF's mission was to eradicate lead poisoning in children in the United States. The case provides an overview of lead poisoning in the U.S., including how it is measured, its causes, and legislation enacted to prevent it. The case asks students to reflect on Hooks' leadership choices and his decision to launch CHF. How would they assess Hooks as a leader? What made him a strong leader? Given Hooks' past experiences, do they think that Hooks made the right decision to focus on lead poisoning after leaving the NAACP? Is this an area where he could have the most impact?

    Keywords: Decision Choices and Conditions; Health Care and Treatment; Leadership; Corporate Social Responsibility and Impact; Personal Development and Career; Nonprofit Organizations; Social Issues;

    Citation:

    Kanter, Rosabeth Moss, Charles J. Ogletree Jr, Howard Koh, Abbye Atkinson, Carmel Salhi, and Aldo Sesia. "Dr. Benjamin Hooks and Children's Health Forum." Harvard Business School Case 309-111, April 2009. (Revised January 2015.)  View Details
  104. Publicis Groupe 2009: Toward a Digital Transformation

    Rosabeth M. Kanter and Matthew Bird

    After a series of acquisitions, Maurice Levy, the Chairman and CEO of Publicis Groupe, had created the fourth largest marketing and communications company in the world. His next major challenge was managing the firm's digital transformation. In December 2006, the company acquired Boston-based Digitas, a leading digital agency headed by David Kenny. After the initial merger, which included the unbundling of Digitas capabilities and the global expansion of its agency network, Publicis Groupe launched VivaKi, a new company-wide digital platform, to spearhead the firm's total transformation. But since the June 2008 launch, the global economy had taken a turn for the worse. Could Levy, Kenny, and other leaders change the holding company quickly and effectively enough to make the new model work?

    Keywords: Mergers and Acquisitions; Transformation; Financial Crisis; Globalized Firms and Management; Leading Change; Organizational Change and Adaptation; Expansion; Information Technology; Advertising Industry; Communications Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Publicis Groupe 2009: Toward a Digital Transformation." Harvard Business School Case 309-085, February 2009. (Revised March 2009.)  View Details
  105. Publicis Groupe 2009: Toward a Digital Transformation (TN)

    Rosabeth M. Kanter and Matthew Bird

    Teaching Note for [309085].

    Keywords: Transition; Mergers and Acquisitions; Problems and Challenges; Globalization; Expansion; Organizational Change and Adaptation; Business Model; Advertising Industry;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Publicis Groupe 2009: Toward a Digital Transformation (TN)." Harvard Business School Teaching Note 309-099, March 2009.  View Details
  106. Omron: Sensing Society

    Rosabeth M. Kanter and Ethan S Bernstein

    "Leading profitable growth is only part of the goal. We cannot live without breathing, but we do not live in order to take a breath,” said Omron's President and CEO, Hisao Sakuta, in 2008. Omron, a $7B global supplier of sensors, control system components, advanced electronics, and related services, had thrived on its ability to spot social needs and innovate. By May 10, 2008 (Omron's 75th Anniversary), Sakuta had led Omron out of a difficult time and into 6 years of consistently strong results, on the foundation of Omron's unique, socially-focused values: "At work for a better life, a better world for all." His goal now was “continuing to lead profitable, globally-distributed growth” in spite of major shifts in Omron's markets: from components to systems; from products to solutions; from standardized to ‘mass customized' products; from longer-cycle to shorter-cycle technologies; from home-country dominated innovation to distributed innovation mediated by the center; and from ‘quality' meaning producing a quality input for the next step of the value chain to being held responsible for the quality of the final product (end-to-end responsibility). In each case, management believed customers no longer felt that they were just buying a product. Rather, they were buying expectations of Omron's commitment to solving their problems. In part, they were buying Omron's philosophy. And, Sakuta reflected, “As the company grows larger with a larger number of employees on a global scale, people tend to have more tenuous recognition of who Omron is or why Omron exists.” On Omron's 75th anniversary, Sakuta celebrated Omron's past, but also recognized that successfully addressing Omron's next challenges involved a further journey along Omron's current path of change. How could Omron maintain the core Principles of the past while making them applicable to the glob

    Keywords: Change Management; Transformation; Competitive Advantage; Leadership; Goals and Objectives; Globalized Firms and Management; Innovation and Invention; Values and Beliefs; Mission and Purpose; Electronics Industry;

    Citation:

    Kanter, Rosabeth M., and Ethan S Bernstein. "Omron: Sensing Society." Harvard Business School Case 309-066, November 2008. (Revised February 2009.)  View Details
  107. Publicis Groupe: Leading Creative Acquisitions

    Rosabeth M. Kanter and Ryan Raffaelli

    The CEO of a French-based advertising agency network led a series of high-profile acquisitions that created the world's 4th largest global communications company, after a failed strategic alliance taught him lessons about leadership and business relationships.

    Keywords: Mergers and Acquisitions; Leadership; Management Succession; Partners and Partnerships; Cooperation; Integration; France;

    Citation:

    Kanter, Rosabeth M., and Ryan Raffaelli. "Publicis Groupe: Leading Creative Acquisitions." Harvard Business School Case 506-010, November 2005. (Revised February 2009.)  View Details
  108. Gillette Company (E): Procter & Gamble

    Rosabeth M. Kanter and Matthew Bird

    After arriving in 2001 as the first outsider Chairman and CEO in Gillette history, Jim Kilts led a remarkable turnaround. But by late 2004 he had to make a difficult decision. To better position the 104-year-old, Boston-based company, he opted to sell it to Cincinnati-based Procter & Gamble. How should Kilts lead the transition?

    Keywords: Mergers and Acquisitions; Decision Choices and Conditions; Leading Change; Growth and Development Strategy; Managerial Roles; Organizational Change and Adaptation;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Gillette Company (E): Procter & Gamble." Harvard Business School Supplement 309-033, October 2008. (Revised December 2008.)  View Details
  109. Procter & Gamble in the 21st Century (B): Welcoming Gillette (Abridged)

    Rosabeth M. Kanter and Matthew Bird

    A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?

    Keywords: Mergers and Acquisitions; Integration; Mission and Purpose; Values and Beliefs; Change Management; Organizational Change and Adaptation;

    Citation:

    Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (B): Welcoming Gillette (Abridged)." Harvard Business School Supplement 309-084, December 2008.  View Details
  110. Banco Real: Banking on Sustainability

    Rosabeth M. Kanter and Ricardo Reisen de Pinho

    ABN AMRO REAL made corporate social responsibility central to its brand, adding to customer focus and reflecting its values. Leaders developed the Bank of Value theme and implemented it through activities such as microfinance in poor communities, environmentally oriented lending products, socio-environmental screening of customers and suppliers, employee diversity, and reduction of waste and recycling. Now the fourth largest private bank in Brazil, its top leaders are assessing the first four years and wondering what to do next, as competitors adopt similar practices, reducing its competitive advantage, and as it wants to ensure its impact on social change in a country with daunting social problems.

    Keywords: Brands and Branding; Corporate Social Responsibility and Impact; Competitive Strategy; Competitive Advantage;

    Citation:

    Kanter, Rosabeth M., and Ricardo Reisen de Pinho. "Banco Real: Banking on Sustainability." Harvard Business School Case 305-100, April 2005. (Revised November 2008.)  View Details
  111. Shinhan Financial Group (A)

    Rosabeth M. Kanter and Ryan Raffaelli

    Mr. Young Hwi Choi, president and CEO of Shinhan Financial Group, embarked on an unconventional post-merger integration strategy with recently acquired Chohung Bank. The strategy focused on integrating traditional operations while attending to employees' reactions to change, especially the unionized workers at Chohung, an older bank that had recently fallen into decline, compared with the success of younger, more entrepreneurial Shinhan Bank. Once complete, the new bank would make Shinhan Financial Group the second largest bank in South Korea. Managing change involved a period called "dual bank" in which Shinhan and Chohung operated in parallel while undergoing an "emotional integration."

    Keywords: Mergers and Acquisitions; Change Management; Employees; Leading Change; Organizational Change and Adaptation; Organizational Culture; Emotions; Integration; South Korea;

    Citation:

    Kanter, Rosabeth M., and Ryan Raffaelli. "Shinhan Financial Group (A)." Harvard Business School Case 305-075, February 2005. (Revised March 2008.)  View Details
  112. Innovation at Timberland: Thinking Outside the Shoe Box (TN)

    Rosabeth Moss Kanter and Matthew Bird

    Teaching Note for [306064].

    Keywords: Innovation and Invention; Organizational Culture; Sales; Customer Value and Value Chain; Brands and Branding; Expansion; Growth and Development Strategy; Apparel and Accessories Industry;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Innovation at Timberland: Thinking Outside the Shoe Box (TN)." Harvard Business School Teaching Note 308-099, February 2008.  View Details
  113. Innovation at Timberland: Thinking Outside the Shoe Box

    Rosabeth M. Kanter and Ryan Raffaelli

    Innovation was linked to Timberland's heritage. In 2005, CEO Jeff Swartz and COO Ken Pucker hoped the Invention Factory, an advanced concept lab, would develop new breakthrough products and reinvigorate the company's culture of innovation. Since the 1960s, Timberland had relied on innovation, developing the world's first waterproof boot and, in the 1980s, category-defining boat shoes and day hiking boots. Creating variations of these core products, along with expansion into apparel, had sustained Timberland's business for more than 30 years. Timberland's growth in the past six years was due to increased international sales and new customer segments. As Timberland's leaders looked to the future, they hoped Doug Clark, a biomechanist, and his Invention Factory team would bring a scientific approach toward building the next generation of Timberland products and ideas. The team had to convince those in the mainstream business to accept their new ideas and integrate them back into the product line.

    Keywords: Innovation and Management; Growth and Development Strategy; Product Development; Organizational Culture; Science-Based Business;

    Citation:

    Kanter, Rosabeth M., and Ryan Raffaelli. "Innovation at Timberland: Thinking Outside the Shoe Box." Harvard Business School Case 306-064, January 2006. (Revised February 2015.)  View Details
  114. Shinhan Financial Group (B)

    Rosabeth Moss Kanter and Matthew J. Morgan

    By 2007, there were many signs that the merger of Chohung and Shinhan banks to form the Shinhan Financial Group in 2003 had met its goals. Shinhan Financial Group's stock price had increased from $31 a share at its opening on the New York Stock Exchange in September 2003, soon after the merger had been announced, to $91 in April 2006 after the legal merger occurred. Employees were also exhibiting increasing identification with the new bank. Looking into the future, the financial group hopes to expand overseas. In addition to pursuing opportunities in regional Asian markets, European and former Soviet markets as well as the large Korean immigrant community in the United States provide valuable expansion possibilities. The successful Chohung merger was an important first step in Shinhan's plans to become a global player in the financial services industry.

    Keywords: Mergers and Acquisitions; Global Strategy; Expansion; Markets; Strategic Planning; South Korea;

    Citation:

    Kanter, Rosabeth Moss, and Matthew J. Morgan. "Shinhan Financial Group (B)." Harvard Business School Supplement 308-095, February 2008.  View Details
  115. Procter & Gamble Brazil (A): 2 1/2 Turnarounds

    Rosabeth Moss Kanter and Matthew Bird

    Juliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creation of lower-cost versions of two premium products which reached BOP (bottom of the pyramid) consumers--an approach not considered then as a company strategy. The case follows Azevedo and Farahat through their steps in helping to conceive the change, sell it to senior management, and implement it. The true test comes when the subsidiary wants to extend the model to its third and largest category, laundry care, which had also struggled. But Azevedo did not oversee that business in Brazil, and Farahat worked in another category in Caracas. Her country colleagues go to her to learn more about the success of the first two products. Now the question is whether this is a one-time wonder or an innovation that should be diffused to other products and geographies.

    Keywords: Innovation and Management; Growth and Development Strategy; Brands and Branding; Demand and Consumers; Product Development; Organizational Change and Adaptation; Expansion; Consumer Products Industry; Caracas;

    Citation:

    Kanter, Rosabeth Moss, and Matthew Bird. "Procter & Gamble Brazil (A): 2 1/2 Turnarounds." Harvard Business School Case 308-081, January 2008.  View Details
  116. Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life

    Rosabeth Moss Kanter and Lance Pierce

    Identifies the challenges for experienced leaders who transition from their primary income-earning careers to a next phase of public service or social-purpose work, based on interviews and published sources.

    Keywords: Leadership Development; Personal Development and Career; Transition; Social Entrepreneurship; Social Enterprise; Society;

    Citation:

    Kanter, Rosabeth Moss, and Lance Pierce. "Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life." Harvard Business School Case 308-047, September 2007. (Revised October 2017.)  View Details
  117. Still Leading (B2): Hon. Michael Bloomberg—From Mogul to Mayor

    Rosabeth Moss Kanter and Lance Pierce

    Describes how New York Mayor Michael Bloomberg took his leadership skills from the business world to the challenges of government.

    Keywords: Leadership; Leading Change; Personal Development and Career; Government and Politics; Transition; New York (city, NY);

    Citation:

    Kanter, Rosabeth Moss, and Lance Pierce. "Still Leading (B2): Hon. Michael Bloomberg—From Mogul to Mayor." Harvard Business School Case 308-043, September 2007. (Revised October 2017.)  View Details
  118. Still Leading (B3): Gerry House—Impact of a Different Scale

    Rosabeth Moss Kanter and Lance P. Pierce

    Describes how Gerry House made the transition from head of a large school district to leader of a small nonprofit.

    Keywords: Transition; Teaching; Secondary Education; Leading Change; Nonprofit Organizations; Transformation; Personal Development and Career; Education Industry;

    Citation:

    Kanter, Rosabeth Moss, and Lance P. Pierce. "Still Leading (B3): Gerry House—Impact of a Different Scale." Harvard Business School Case 308-038, September 2007.  View Details
  119. Still Leading (B4): Lee Iacocca—Driving Impact

    Rosabeth Moss Kanter and Lance P. Pierce

    Lee Iacocca, a successful CEO of an auto company, devoted himself after retirement to several social causes. Describes issues in the transition.

    Keywords: Transition; Transformation; Retirement; Work-Life Balance; Problems and Challenges; Civil Society or Community; Auto Industry;

    Citation:

    Kanter, Rosabeth Moss, and Lance P. Pierce. "Still Leading (B4): Lee Iacocca—Driving Impact." Harvard Business School Case 308-046, September 2007.  View Details
  120. Still Leading (B5): General Claudia Kennedy—In Command of Life

    Rosabeth Moss Kanter and Lance P. Pierce

    Describes the transition issues for General Kennedy after she left the army and tried to apply her leadership to social causes.

    Keywords: Transition; Problems and Challenges; Social Issues; Personal Development and Career; Leadership; Public Administration Industry;

    Citation:

    Kanter, Rosabeth Moss, and Lance P. Pierce. "Still Leading (B5): General Claudia Kennedy—In Command of Life." Harvard Business School Case 308-037, September 2007.  View Details
  121. Still Leading (B6): Sherry Lansing—Producing Social Change

    Rosabeth Moss Kanter and Lance Pierce

    Sherry Lansing, head of a Hollywood studio, left to start a foundation. Describes the issues in her transition.

    Keywords: Transition; Problems and Challenges; Personal Development and Career; Nonprofit Organizations; Motion Pictures and Video Industry;

    Citation:

    Kanter, Rosabeth Moss, and Lance Pierce. "Still Leading (B6): Sherry Lansing—Producing Social Change." Harvard Business School Case 308-036, September 2007. (Revised October 2017.)  View Details
  122. Still Leading (B7): Dr. Evelyn Murphy—The Next Campaign

    Rosabeth Moss Kanter and Lance P. Pierce

    Describes how a former public official became an advocate who started a nonprofit organization after losing her campaign for governor.

    Keywords: Government and Politics; Personal Development and Career; Nonprofit Organizations; Transition;

    Citation:

    Kanter, Rosabeth Moss, and Lance P. Pierce. "Still Leading (B7): Dr. Evelyn Murphy—The Next Campaign." Harvard Business School Case 308-040, September 2007.  View Details
  123. Still Leading (B8): Paul Newman—Newman's Own Script

    Rosabeth Moss Kanter and Lance P. Pierce

    Well known actor Paul Newman started a business to give profits to charity. Summarizes his experience in making the transition from one kind of leadership to another.

    Keywords: Transition; Philanthropy and Charitable Giving; Social Entrepreneurship; Food and Beverage Industry;

    Citation:

    Kanter, Rosabeth Moss, and Lance P. Pierce. "Still Leading (B8): Paul Newman—Newman's Own Script." Harvard Business School Case 308-045, September 2007.  View Details
  124. Still Leading (B9): Hon. Colin Powell—A Portfolio for Powerful Impact

    Rosabeth Moss Kanter and Lance P. Pierce

    Describes the post-career leadership issues for former General and Secretary of State Colin Powell.

    Keywords: Personal Development and Career; Transition; Leadership; Public Administration Industry;

    Citation:

    Kanter, Rosabeth Moss, and Lance P. Pierce. "Still Leading (B9): Hon. Colin Powell—A Portfolio for Powerful Impact." Harvard Business School Case 308-041, September 2007.  View Details
  125. ABN AMRO Bank N.V.: Global Change Agents

    Rosabeth M. Kanter, Lance P. Pierce and Ryan Leo Raffaelli

    ABN AMRO Global Banking Group developed its risk management function in response to expansion, and increasingly focused on environmental and social risks. The head of the function needed to influence policies and business decisions in a highly decentralized context in which major country business units such as Brazil, India, and the United States operated relatively independently. Highlights the history of environmental and social responsibility at the bank, links to business performance, and the leadership skills required for a corporate staff head to influence change.

    Keywords: Risk Management; Banks and Banking; Expansion; Change; Governing and Advisory Boards; Social Enterprise; Leadership Development; History; Banking Industry; Service Industry; Brazil; India; United States;

    Citation:

    Kanter, Rosabeth M., Lance P. Pierce, and Ryan Leo Raffaelli. "ABN AMRO Bank N.V.: Global Change Agents." Harvard Business School Case 307-050, April 2007.  View Details
  126. Akin Ongor's Journey

    Rosabeth M. Kanter

    A retired bank CEO, one of Turkey's most admired leaders, wants to start a leadership institute to develop emerging leaders in the eastern Mediterranean region. Describes his biography and values, the models he established for excellent financial performance and corporate social and environmental responsibility at the bank, and his attempt to partner with an American university to establish the institute. His first approach did not work; what should he do now?

    Keywords: Leadership Development; Values and Beliefs; Partners and Partnerships; Corporate Social Responsibility and Impact; Business Startups; Environmental Sustainability; Retirement; Education Industry; Turkey; United States;

    Citation:

    Kanter, Rosabeth M. "Akin Ongor's Journey." Harvard Business School Case 306-072, January 2006. (Revised May 2006.)  View Details
  127. "The Case of Leadership Inertia"

    Rosabeth Moss Kanter

    The CEO of an international bank has raised the bank's performance by emphasizing a new culture of leadership that empowers people at all levels. Managers are rated both on their business results and their leadership—how they model new behaviors—but 12 senior managers with good business results have yet to embrace the new culture. The CEO is concerned that their inertia will undermine the culture change, especially as the bank is about to consummate a major merger and a new strategic alliance. He solicits proposals from three consultancies with different approaches to change to determine which might help him solve the problem presented by the 12 laggards. A fictional case based on real situations.

    Keywords: Organizational Culture; Leadership Style; Leading Change; Performance Evaluation; Employee Relationship Management;

    Citation:

    Kanter, Rosabeth Moss. The Case of Leadership Inertia"." Harvard Business School Case 303-125, April 2006. (Revised April 2020.)  View Details
  128. Medical Innovation Beyond MedStar: Mobilizing for National Impact

    Rosabeth M. Kanter, Ryan Raffaelli and Michelle Heskett

    Dr. Craig Feied, director of MedStar Health's Medical Informatics programs, wanted his innovations to influence national health care. Since joining Washington Hospital Center's Emergency Department in 1995 with Dr. Mark Smith, their information system had become the world's largest real-time data system. The September 11, 2001 terrorist attack on the Pentagon had highlighted the system's potential national impact, garnering attention from senior White House officials. Now Feied had to ask several questions about how he could effect an even bigger change: What organization vehicle should they use to manage his innovations? How can he take the projects to scale beyond MedStar? Taking the system to scale would require finding a new path involving a complex matrix of parties involved in medicine, government, and the private sector.

    Keywords: Collaborative Innovation and Invention; Innovation Strategy; Technological Innovation; Policy; Government and Politics; Innovation and Management; Projects; Corporate Social Responsibility and Impact; Medical Devices and Supplies Industry; Health Industry; Washington (state, US);

    Citation:

    Kanter, Rosabeth M., Ryan Raffaelli, and Michelle Heskett. "Medical Innovation Beyond MedStar: Mobilizing for National Impact." Harvard Business School Case 306-096, April 2006.  View Details
  129. First Community Bank (A)

    Rosabeth M. Kanter

    First Community Bank, a bank-within-a-bank at Bank of Boston, was established in 1990 as a unique venture to serve urban communities. By 1995 it has achieved profitability but must manage relationships with the mainstream at Bank of Boston, serve as a change agent and role model, and face the challenge of reexamining its mission and structure.

    Keywords: Banks and Banking; Business Ventures; Business and Community Relations; Agency Theory; Change Management; Leadership; Balanced Scorecard; Mission and Purpose; Organizational Structure; Problems and Challenges; Banking Industry; Boston;

    Citation:

    Kanter, Rosabeth M. "First Community Bank (A)." Harvard Business School Case 396-202, January 1996. (Revised December 2005.)  View Details
  130. Garanti Bank: Transformation in Turkey

    Rosabeth M. Kanter, Maximilian Martin and Daniel Galvin

    Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey's premier financial institutions.

    Keywords: Banks and Banking; Private Ownership; Restructuring; Business Divisions; Organizational Change and Adaptation; Organizational Culture; Culture; Change Management; Expansion; Corporate Strategy; Problems and Challenges; Projects; Banking Industry; Financial Services Industry; Turkey;

    Citation:

    Kanter, Rosabeth M., Maximilian Martin, and Daniel Galvin. "Garanti Bank: Transformation in Turkey." Harvard Business School Case 300-114, April 2000. (Revised December 2005.)  View Details
  131. British Broadcasting Corporation (A): One BBC

    Rosabeth M. Kanter and Douglas A Raymond

    Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies?

    Keywords: Change Management; Media; Organizational Change and Adaptation; Organizational Culture; Leadership Development; Competition; Creativity; Relationships; Media and Broadcasting Industry; United Kingdom;

    Citation:

    Kanter, Rosabeth M., and Douglas A Raymond. "British Broadcasting Corporation (A): One BBC." Harvard Business School Case 303-075, February 2003. (Revised July 2005.)  View Details
  132. British Broadcasting Corporation (B): Making it Happen

    Rosabeth M. Kanter and Douglas A Raymond

    Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism within the organization and allowed the employees of the BBC to create a shared set of objectives for the change effort. After 10 months, employees feel that things are changing and that the culture of the BBC has improved. However, there are signs of change fatigue and Dyke must decide how much further to go while ensuring that the gains that have been made will not be lost.

    Keywords: Change Management; Media; Organizational Change and Adaptation; Organizational Culture; Leadership Development; Competition; Creativity; Relationships; Media and Broadcasting Industry; United Kingdom;

    Citation:

    Kanter, Rosabeth M., and Douglas A Raymond. "British Broadcasting Corporation (B): Making it Happen." Harvard Business School Case 303-076, February 2003. (Revised July 2005.)  View Details
  133. Even Bigger Change: A Framework for Getting Started at Changing the World

    Rosabeth M. Kanter

    Presents a framework for leading change in institutions or society, showing leaders how to manage political, economic, or social change by mapping their targets (policy, programs, or people/culture) and choice of action vehicle (single organizations or coalitions of organizations).

    Keywords: Change Management; Leading Change; Society;

    Citation:

    Kanter, Rosabeth M. "Even Bigger Change: A Framework for Getting Started at Changing the World." Harvard Business School Background Note 305-099, March 2005. (Revised May 2005.)  View Details
  134. Gillette Company (A): Pressure for Change

    Rosabeth M. Kanter and James Weber

    After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do during his first day and week on the job.

    Keywords: Business History; Performance Consistency; Product Positioning; Selection and Staffing; Change Management; Leading Change; Competitive Strategy; Planning; Retail Industry;

    Citation:

    Kanter, Rosabeth M., and James Weber. "Gillette Company (A): Pressure for Change." Harvard Business School Case 303-032, August 2002. (Revised February 2005.)  View Details
  135. Gillette Company (B): Leadership for Change

    Rosabeth M. Kanter and James Weber

    Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company.

    Keywords: Business Strategy; Policy; Change Management; Leading Change; Motivation and Incentives; Strategic Planning; Retail Industry;

    Citation:

    Kanter, Rosabeth M., and James Weber. "Gillette Company (B): Leadership for Change." Harvard Business School Case 303-033, August 2002. (Revised February 2005.)  View Details
  136. Gillette Company (C): Strategies for Change

    Rosabeth M. Kanter and James Weber

    Examines the strategic change agenda set by a new CEO as the initial priorities in the turnaround of this leading global consumer products company.

    Keywords: Business History; Global Strategy; Competitive Advantage; Competitive Strategy; Leading Change; Change Management; Retail Industry;

    Citation:

    Kanter, Rosabeth M., and James Weber. "Gillette Company (C): Strategies for Change." Harvard Business School Case 303-034, August 2002. (Revised February 2005.)  View Details
  137. Gillette Company (D): Implementing Change

    Rosabeth M. Kanter

    How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.

    Keywords: Business History; Competitive Strategy; Strategic Planning; Change Management; Organizational Design; Organizational Culture; Organizational Change and Adaptation; Behavior; Leading Change; Retail Industry;

    Citation:

    Kanter, Rosabeth M. "Gillette Company (D): Implementing Change." Harvard Business School Case 303-035, August 2002. (Revised February 2005.)  View Details
  138. The Making of Verizon

    Rosabeth M. Kanter, Douglas A Raymond and Ryan Raffaelli

    Through a series of mergers, Ivan Seidenberg, Verizon chairman and CEO, successfully shared the co-CEO title twice while building the largest telecom company in the United States. The strong and complementary cultures of the companies that Seidenberg and a key group of executives had merged was a major factor in their success. However, in the steps leading up to this, decreased revenues in their traditional wireline business intensified their dependence on the growth of wireless and broadband services. As Verizon moved into this less familiar territory, the culture that had sustained them through change would have to be evaluated as they embarked on a new wave of growth. As the future of Verizon become more dependent on business in areas that bore little resemblance to the Baby Bells, were the lessons from past successful mergers less applicable?

    Keywords: Mergers and Acquisitions; Change Management; Transition; Leading Change; Organizational Culture; Risk Management; Telecommunications Industry; United States;

    Citation:

    Kanter, Rosabeth M., Douglas A Raymond, and Ryan Raffaelli. "The Making of Verizon." Harvard Business School Case 303-131, February 2004.  View Details
  139. Driving Change at Seagate

    Rosabeth M. Kanter, Douglas A Raymond and Lyn Baranowski

    A new CEO, Steve Luczo, together with COO Bill Watkins, have led a turnaround of Seagate, raising productivity dramatically and increasing innovation through teamwork, cross-functional collaboration, and other transformations in the culture of this manufacturer of disk drives for computers. After going private as part of the turnaround, Seagate executed a successful public offering in 2002. Several months later, the CEO wonders how to convince investors that the capabilities built in Seagate's turnaround will help the company flourish and innovate in a demanding technology industry.

    Keywords: Growth and Development; Transformation; Business and Shareholder Relations; Collaborative Innovation and Invention; Groups and Teams; Performance Productivity; Initial Public Offering; Going Public; Information Technology Industry;

    Citation:

    Kanter, Rosabeth M., Douglas A Raymond, and Lyn Baranowski. "Driving Change at Seagate." Harvard Business School Case 304-002, September 2003.  View Details
  140. Nelson Mandela, Turnaround Leader

    Rosabeth M. Kanter and Euvin Naidoo

    Nelson Mandela was the first democratically elected president of South Africa. He had to shift the culture of a country after the end of the apartheid regime, which enforced separation of the races and stifled freedom of the press. He established more open dialogue, encouraged communication about past abuses without taking revenge, created new relationships among people, and focused on economic empowerment for the black majority. Data on South Africa's economic and social performance can be used to weigh the accomplishments of this leader and leadership style.

    Keywords: Leadership; Government and Politics; Governance; Policy; Political Elections; Culture; Communication Intention and Meaning; Relationships; Leadership Style; Welfare or Wellbeing; South Africa;

    Citation:

    Kanter, Rosabeth M., and Euvin Naidoo. "Nelson Mandela, Turnaround Leader." Harvard Business School Case 304-035, September 2003.  View Details
  141. Peabody Elementary School (B)

    Rosabeth M. Kanter and Kevin Morris

    After six months as principal of the school, Marty Pettigrew has commenced a series of reform initiatives to improve its academic performance and culture. As the school year ends, he must assess his progress and decide on his strategies for the following year. He deliberates about how quickly he is able to push his reform agenda.

    Keywords: Governing Rules, Regulations, and Reforms; Performance Improvement; Middle School Education; Personal Development and Career; Strategy; Education Industry;

    Citation:

    Kanter, Rosabeth M., and Kevin Morris. "Peabody Elementary School (B)." Harvard Business School Case 303-135, June 2003. (Revised September 2003.)  View Details
  142. Union City Schools: Sustaining The Turnaround

    Rosabeth M. Kanter and Ryan Raffaelli

    Under the leadership of Superintendent Thomas Highton, Union City Schools, New Jersey, underwent a 14-year turnaround. In 1989, the Union City School District was the second-worst-performing district in New Jersey. As Mr. Highton prepared to retire, 2002 student test scores had increased to the point where Union City was the highest among New Jersey cities with a population of 50,000 or more. Teachers, parents, and administrators pondered whether his district would be able to sustain the changes after his departure.

    Keywords: Leadership; Leading Change; Performance Consistency; Change Management; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ryan Raffaelli. "Union City Schools: Sustaining The Turnaround." Harvard Business School Case 303-137, June 2003. (Revised July 2003.)  View Details
  143. Booker T. Washington High School

    Rosabeth M. Kanter and Michelle Heskett

    For over a decade, Principal Elsie Bailey has led a turnaround of this inner-city high school in Memphis. Although she's made progress, some problems have arisen for this "school of last resort" that deals with some of the more difficult student populations, and changes in district leadership and approach have posed additional challenges.

    Keywords: Secondary Education; Social Issues; Social Psychology; Policy; Problems and Challenges; Education Industry; Tennessee;

    Citation:

    Kanter, Rosabeth M., and Michelle Heskett. "Booker T. Washington High School." Harvard Business School Case 303-136, June 2003.  View Details
  144. Peabody Elementary School (A)

    Rosabeth M. Kanter and Kevin Morris

    A new principal, Marty Pettigrew, has just joined this inner-city optional school--which offers special programs in international studies to attract children from all over the city. Entering mid-way through the school year, he observes a number of areas of concern, including declining student academic achievement. In December 2002, a week or so into his term, he has to determine a plan of action to lead a turnaround.

    Keywords: Change Management; Leading Change; Early Childhood Education; Education Industry;

    Citation:

    Kanter, Rosabeth M., and Kevin Morris. "Peabody Elementary School (A)." Harvard Business School Case 303-134, June 2003.  View Details
  145. Memphis City Schools

    Rosabeth M. Kanter and Kevin Morris

    Associate Superintendent Marieta Harris needs a plan for continuing the momentum of systemic change in this urban school district while facing shifts of leadership and curriculum philosophy, uneven progress on reforms, new tests that put a high proportion of schools on the list of low performers, and political controversy. She must determine which elements of system change need attention and how to get stakeholder support in the eight months before the superintendent is selected.

    Keywords: Curriculum and Courses; Leading Change; Transition; Education Industry;

    Citation:

    Kanter, Rosabeth M., and Kevin Morris. "Memphis City Schools." Harvard Business School Case 303-133, June 2003.  View Details
  146. Cynthia Hogan and the Birth of Novartis

    Rosabeth M. Kanter

    An American woman heads an integration office for merger transition activities between two giant Swiss pharmaceutical companies. She needed to develop an implementation plan to shape the new global powerhouse.

    Keywords: Mergers and Acquisitions; Global Strategy; Organizational Design; Strategic Planning; Pharmaceutical Industry; Switzerland; United States;

    Citation:

    Kanter, Rosabeth M. "Cynthia Hogan and the Birth of Novartis." Harvard Business School Case 897-126, December 1996. (Revised June 2003.)  View Details
  147. Deloitte & Touche (A): A Hole in the Pipeline

    Rosabeth M. Kanter and Jane Roessner

    Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan change.

    Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (A): A Hole in the Pipeline." Harvard Business School Case 300-012, September 1999. (Revised May 2003.)  View Details
  148. Deloitte & Touche (B): Changing the Workplace

    Rosabeth M. Kanter and Jane Roessner

    Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different needs and aspirations, and the firm's global offices had not yet embraced this U.S. initiative.

    Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (B): Changing the Workplace." Harvard Business School Case 300-013, September 1999. (Revised May 2003.)  View Details
  149. Management and Creativity in Television Broadcasting

    Rosabeth M. Kanter and Douglas A Raymond

    Management and creativity are sometimes assumed to be unrelated or even conflicting concepts. In the best cases, management controls enable artistic success by gathering resources and providing discipline. However, if pushed too far, the same discipline can stifle creativity. The best managers in the industry have learned to strike a fine balance between the need for operational control and respect for their employees' artistic freedom.

    Keywords: Governance Controls; Leadership Development; Management; Managerial Roles; Creativity;

    Citation:

    Kanter, Rosabeth M., and Douglas A Raymond. "Management and Creativity in Television Broadcasting." Harvard Business School Background Note 303-108, March 2003.  View Details
  150. Teaching Old Companies New Tricks: The Challenge of Managing New Streams Within the Mainstream

    Rosabeth Moss Kanter

    Describes the challenge of starting new ventures or new activities in established companies, especially if they diverge from the mainstream of ongoing commitments. Fledgling ventures require a different kind of management that acknowledges their uncertainty, intensity, and need/desire for freedom from mainstream constraints. One challenge is how integrated or not the new activity should be with the rest of the organization. Provides criteria for making this choice and offers some examples.

    Keywords: Business Units; Teaching; Entrepreneurship; Corporate Entrepreneurship; Business or Company Management; Organizations; Problems and Challenges; Risk and Uncertainty; Corporate Strategy;

    Citation:

    Kanter, Rosabeth Moss. "Teaching Old Companies New Tricks: The Challenge of Managing New Streams Within the Mainstream." Harvard Business School Background Note 303-083, December 2002. (Revised December 2017.)  View Details
  151. Washington Hospital Center (A): Rescuing Emergency Medicine

    Rosabeth M. Kanter and Michelle Heskett

    Dr. Craig Feied and Dr. Mark Smith, recruited to turn around the Washington Hospital Center Emergency Department, prepare to roll out their most revolutionary change yet--an information system that could radically improve the practice of emergency medicine. A review of the process and philosophical changes they have brought to the department provides the context for considering how to overcome institutional and cultural resistance to innovation and new technologies.

    Keywords: Change Management; Health Care and Treatment; Nonprofit Organizations; Medical Specialties; Organizational Culture; Crisis Management; Technological Innovation; Higher Education; Health Industry; District of Columbia;

    Citation:

    Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (A): Rescuing Emergency Medicine." Harvard Business School Case 303-019, July 2002. (Revised August 2002.)  View Details
  152. Washington Hospital Center (B): The Power of Insight

    Rosabeth M. Kanter and Michelle Heskett

    Dr. Craig Feied considers how to take a major technical innovation beyond his own department into a large hospital system. Reviews how proprietary information systems became indispensable in the department of emergency medicine and what it took to introduce the change in that area of the hospital successfully.

    Keywords: Change Management; Health Care and Treatment; Nonprofit Organizations; Medical Specialties; Organizational Culture; Crisis Management; Technological Innovation; Higher Education; Adoption; Health Industry; District of Columbia;

    Citation:

    Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (B): The Power of Insight." Harvard Business School Case 303-020, July 2002. (Revised August 2002.)  View Details
  153. Washington Hospital Center (C): Progress and Prospects, 1995-2001

    Rosabeth M. Kanter and Michelle Heskett

    Dr. Craig Feied and Dr. Mark Smith have already transformed a "worst-in-area" emergency medicine department into the best in the area. Industry-wide and hospital system-specific challenges remain, including their newest project of national importance--creating an all-risks-ready emergency room. This case describes the successful philosophical, process, personnel, and technological changes and how they were introduced; it then asks how these could apply to the industry and system dilemmas. Will the same tools and approaches work, or do the problems require a fundamentally different approach?

    Keywords: History; Higher Education; Organizational Culture; Medical Specialties; Technological Innovation; Change Management; Nonprofit Organizations; Expansion; Crisis Management; Health Care and Treatment; Health Industry; District of Columbia;

    Citation:

    Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (C): Progress and Prospects, 1995-2001." Harvard Business School Case 303-021, July 2002. (Revised August 2002.)  View Details
  154. Washington Hospital Center (D): Emergency Medicine After September 11

    Rosabeth M. Kanter and Michelle Heskett

    The all-risks-ready emergency room prototype project becomes widely accepted as a need after September 11, 2001. The already operational medical informatics system, Insight, comes under heavy demand after its strong performance during crises and is noticed by various agencies and officials involved in emergency management. This case considers how to support rapid, wide-scale adoption of a successful technological innovation across the boundaries of private and public organizations, including huge government agencies.

    Keywords: Change Management; Health Care and Treatment; Nonprofit Organizations; Medical Specialties; Organizational Culture; Crisis Management; Technological Innovation; Higher Education; Performance Productivity; Health Industry; District of Columbia;

    Citation:

    Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (D): Emergency Medicine After September 11." Harvard Business School Case 303-022, July 2002. (Revised August 2002.)  View Details
  155. MassEnvelopePlus

    Rosabeth M. Kanter, Brooke Bartletta and Michelle Heskett

    Describes the challenges Steve Grossman, a fourth-generation owner of a small commercial printing company, must face amid industry consolidation, technological changes, and his own run for public office.

    Keywords: Family Business; Family Ownership; Problems and Challenges; Leadership; Change Management; Technology; Personal Development and Career; Service Delivery; Service Industry; Massachusetts;

    Citation:

    Kanter, Rosabeth M., Brooke Bartletta, and Michelle Heskett. "MassEnvelopePlus." Harvard Business School Case 302-103, August 2002.  View Details
  156. CNBC (A): NBC and Its Startup Friends

    Rosabeth M. Kanter

    NBC expands further on to the Internet with CNBC.com. NBC's Internet strategy, supported by corporate parent General Electric, involves numerous investments as well as new ventures like CNBC.com. Soon after CNBC.com is launched in 1999, NBC brings in a new CEO, Pamela Thomas-Graham, who must manage a start-up within a corporate giant.

    Keywords: Business Startups; Change Management; Management Teams; Corporate Strategy; Leadership Development; Internet; Expansion; Media; Media and Broadcasting Industry; Telecommunications Industry;

    Citation:

    Kanter, Rosabeth M. "CNBC (A): NBC and Its Startup Friends." Harvard Business School Case 300-090, December 1999. (Revised May 2002.)  View Details
  157. Garanti Bank: Transformation in Turkey (Abridged)

    Rosabeth M. Kanter, Daniel Galvin and Maximilian Martin

    Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey's premier financial institutions.

    Keywords: Banks and Banking; Restructuring; Organizational Change and Adaptation; Change Management; Cross-Cultural and Cross-Border Issues; Banking Industry; Turkey;

    Citation:

    Kanter, Rosabeth M., Daniel Galvin, and Maximilian Martin. "Garanti Bank: Transformation in Turkey (Abridged)." Harvard Business School Case 302-117, May 2002. (Revised May 2002.)  View Details
  158. IBM's Reinventing Education (B): West Virginia

    Rosabeth M. Kanter and Daniel Galvin

    Describes IBM's ongoing Reinventing Education initiative to improve K-12 public education via information technology developed by IBM's engineers and consultants. Focuses on one site, West Virginia, to reveal how IBM and the state created a mutually beneficial partnership that provided the basis for the next step of the initiative--Reinventing Education 3.

    Keywords: Programs; Partners and Partnerships; Information Technology; Education; Business and Community Relations; Information Technology Industry; Education Industry; West Virginia;

    Citation:

    Kanter, Rosabeth M., and Daniel Galvin. "IBM's Reinventing Education (B): West Virginia." Harvard Business School Case 302-076, January 2002.  View Details
  159. iSteelAsia (A)

    Rosabeth M. Kanter and Pamela A. Yatsko

    The chairman of a Hong Kong-based steel distributor starts an online Asian steel trading portal and contemplates different paths to profitability and growth. Barriers include industrial culture, weakened markets in the spring of 2000, and vulnerability to takeover by O.S. players.

    Keywords: Commercialization; Distribution Channels; Business Growth and Maturation; Horizontal Integration; Transformation; Corporate Strategy; Business Strategy; Mergers and Acquisitions; Steel Industry; Hong Kong;

    Citation:

    Kanter, Rosabeth M., and Pamela A. Yatsko. "iSteelAsia (A)." Harvard Business School Case 301-025, November 2000. (Revised December 2001.)  View Details
  160. IBM's Reinventing Education (A)

    Rosabeth M. Kanter

    Describes IBM's national innovation strategy to transform K-12 public education through new solutions developed by IBM engineers and consultants using information technology. Examples are: data warehousing in Broward County, FL schools, tracking software for the Cincinnati schools, and teacher development networks in San Jose and Philadelphia.

    Keywords: Social Enterprise; Innovation Strategy; Information Technology; Education; Business and Community Relations; Information Technology Industry; Education Industry; San Jose; Philadelphia; Ohio; Florida;

    Citation:

    Kanter, Rosabeth M. "IBM's Reinventing Education (A)." Harvard Business School Case 399-008, September 1998. (Revised September 2001.)  View Details
  161. Digitas (A): Strategic Interactive Group

    Rosabeth M. Kanter, David Lane and Courtenay Sprague

    Kathy Biro, president of Digitas, an e-strategy consulting firm, has successfully grown out of the company's roots in the strategic interactive group. Her challenges now include managing the integration of the SIG with Digitas's other component, direct marketing firm Bronner Slosberg Humphrey (BSH), while at the same time differentiating the new firm from its competitors, strengthening the business model, and expanding geographically.

    Keywords: Change Management; Business Strategy; Internet; Integration; Expansion; Business or Company Management; Business Model; Organizational Design; Consulting Industry; Massachusetts;

    Citation:

    Kanter, Rosabeth M., David Lane, and Courtenay Sprague. "Digitas (A): Strategic Interactive Group." Harvard Business School Case 301-052, October 2000. (Revised May 2001.)  View Details
  162. Bell Atlantic and the Union City Schools (C2): Project Explore

    Rosabeth M. Kanter and Ellen Pruyne

    The fourth in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Describes Bell Atlantic's planning, implementing, supporting, and assessing elements of the partnership, with special attention to the issues involved in making the partnership succeed and meeting the technology objectives of both partners. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

    Keywords: Education; Technology Adoption; Strategic Planning; Partners and Partnerships; Projects; Telecommunications Industry; Education Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (C2): Project Explore." Harvard Business School Case 399-066, January 1999. (Revised March 2001.)  View Details
  163. First Community Bank (B): Community Banking Group

    Rosabeth M. Kanter and Daniel Galvin

    After nine years of leading First Community Bank (FCB), BankBoston's unique venture targeting low- to moderate-income communities, and finally gaining recognition and respect for her efforts, Gail Snowden must once again faces the challenge of justifying FCB's value, this time, as part of the umbrella group, Community Banking Group (CBG), formed in 1996 due to a merge with BayBank, she must justify it to a new parent company, Fleet Bank. To successfully integrate CBG/FCB into the mainstream organization, Snowden faces many organizational and cultural hurdles.

    Keywords: Mergers and Acquisitions; Valuation; Organizational Change and Adaptation; Problems and Challenges; Business and Community Relations; Banking Industry;

    Citation:

    Kanter, Rosabeth M., and Daniel Galvin. "First Community Bank (B): Community Banking Group." Harvard Business School Case 301-086, January 2001.  View Details
  164. Bell Atlantic and the Union City Schools (B): Education Reform in Union City TN

    Rosabeth M. Kanter and Ellen Pruyne

    Teaching Note for (9-399-043).

    Keywords: Telecommunications Industry; Education Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (B): Education Reform in Union City TN." Harvard Business School Teaching Note 301-077, December 2000.  View Details
  165. Reuters Greenhouse Fund

    Rosabeth M. Kanter and Daniel Galvin

    Reuters Greenhouse Fund had successfully invested in a portfolio of 79 companies working in areas relevant to Reuters Group's strategic interests. It had itself facilitated a powerful network among the companies and become a respected global venture capital firm. Funding requirements for 2001 had grown beyond Reuters Group's expectations, and CEOs John Taysom and David Lockwood must decide on the best funding strategy.

    Keywords: Venture Capital; Investment; Investment Portfolio; Corporate Entrepreneurship; Financial Strategy; Organizational Change and Adaptation; Transition; Partners and Partnerships; Networks; Internet; Financial Services Industry; Media and Broadcasting Industry;

    Citation:

    Kanter, Rosabeth M., and Daniel Galvin. "Reuters Greenhouse Fund." Harvard Business School Case 301-012, November 2000.  View Details
  166. Lucent Technologies New Ventures Group

    Rosabeth M. Kanter and Michelle Heskett

    Lucent Technologies' successful New Ventures Group must present company executives with a strong case for continuing corporate venturing activities despite a troubled financial performance in difficult market conditions.

    Keywords: Corporate Entrepreneurship; Business or Company Management; Management Teams; Business Ventures; Venture Capital; Financial Condition; Change Management; Wireless Technology; Financial Services Industry; Computer Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Michelle Heskett. "Lucent Technologies New Ventures Group." Harvard Business School Case 300-085, January 2000. (Revised November 2000.)  View Details
  167. E-commerce at Williams-Sonoma

    Rosabeth M. Kanter and Daniel Galvin

    Describes Williams-Sonoma's development of a third channel of business on the Internet. Describes the strategies for managing changes in the organizational, operational, and technological structure of the company. The new e-commerce division confronts challenges posed by the company's traditional dual-channel (retail and catalog) approach.

    Keywords: Change Management; Internet; Trade; Corporate Strategy; Organizational Change and Adaptation; Operations; Information Technology; Technological Innovation; Information Technology Industry; Retail Industry; California;

    Citation:

    Kanter, Rosabeth M., and Daniel Galvin. "E-commerce at Williams-Sonoma." Harvard Business School Case 300-086, February 2000. (Revised October 2000.)  View Details
  168. Lockheed Martin IMS: Making a Contribution and a Profit

    Rosabeth M. Kanter and Courtney Purrington

    Examines Lockheed Martin's attempt to move from its traditional reliance on defense/aerospace contracts into providing outsourced government services in the social sector. The protagonist reflects on the past 24 years of rapid growth in the company and the myriad challenges associated with welfare reform, devising an effective strategy that capitalizes on the company's core capabilities, partnerships with nonprofits, meeting different local needs, politics, and achieving economies of scale and profitability.

    Keywords: Social Enterprise; Partners and Partnerships; Diversification; Performance Effectiveness; Job Cuts and Outsourcing; Welfare or Wellbeing; Private Ownership; Public Ownership; Privatization; Strategic Planning; United States;

    Citation:

    Kanter, Rosabeth M., and Courtney Purrington. "Lockheed Martin IMS: Making a Contribution and a Profit." Harvard Business School Case 399-018, October 1998. (Revised December 1999.)  View Details
  169. Sun Microsystems, Inc. (A): An Enterprise of Change

    Rosabeth M. Kanter and Jane Roessner

    In 1999, Sun Microsystems, Inc., was claiming a leadership position in the burgeoning world of e-commerce and networking computers. Its goal: "to dot-com the world." What was it about Sun's culture that made it so conducive to innovation and entrepreneurship? And how could a $12 billion company with 30,000 employees and offices in 150 countries retain the spirit of the four computer guys who founded it 18 years earlier?

    Keywords: Business Ventures; Leading Change; Innovation Leadership; Technology Networks; Corporate Entrepreneurship; Business Growth and Maturation; Growth and Development Strategy; Global Strategy; Experience and Expertise; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A): An Enterprise of Change." Harvard Business School Case 300-074, December 1999.  View Details
  170. Sun Microsystems, Inc. (A1): "Dot-comming" the World: Philip Nenon on a Billion Dollar Bet

    Rosabeth M. Kanter and Jane Roessner

    A group at Sun Microsystems, Inc. proposed that a recent acquisition that made fault-tolerant computers for telecommunications was a major opportunity for Sun. If the board provided funding to expand the acquisition's portfolio of products and make them part of the mainstream Sun product line, it could generate a billion dollars within three to five years.

    Keywords: Acquisition; Corporate Entrepreneurship; Governing and Advisory Boards; Motivation and Incentives; Expansion; Technology Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. Sun Microsystems, Inc. (A1): "Dot-comming" the World: Philip Nenon on a Billion Dollar Bet. Harvard Business School Case 300-075, December 1999.  View Details
  171. Sun Microsystems, Inc. (A2): Network Visions: Mike Clary on the Product that Hid in HR

    Rosabeth M. Kanter and Jane Roessner

    Chief scientist Bill Joy of Sun Microsystems, Inc. had a vision for a new product called "Jini": a network computing piece of infrastructure that would reinforce Sun's leadership role in the industry for helping define how the Internet and networking technology happens. The plan was to start by telling the Jini story directly to the popular press, then create the product to fit that story.

    Keywords: Technological Innovation; Technology; Technology Networks; Internet; Media; Product Development; Communication; Innovation and Management; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A2): Network Visions: Mike Clary on the Product that Hid in HR." Harvard Business School Case 300-076, December 1999.  View Details
  172. Sun Microsystems, Inc. (A3): Network Computer: Robert Gianni on Answering the Skeptics

    Rosabeth M. Kanter and Jane Roessner

    The concept behind the network computer (NC) at Sun Microsystems, Inc. was simple: bringing workstation performance to the desktop. Recent technological breakthroughs and changes in the marketplace made the NC project timely. But internal and external skeptics wondered if the NC would be seen as a throwback to the old days of mainframe computing.

    Keywords: Technology Networks; Technology Adoption; Fluctuation; Risk and Uncertainty; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A3): Network Computer: Robert Gianni on Answering the Skeptics." Harvard Business School Case 300-077, December 1999.  View Details
  173. Sun Microsystems, Inc. (A4): Sun Peak: Helen Yang and Mark Walden on "Running Sun on Sun"

    Rosabeth M. Kanter and Jane Roessner

    SunPeak was the largest project Sun Microsystems, Inc. had ever undertaken: shifting Sun's entire business transaction system from a mainframe-based enterprise resource planning (ERP) system to a Sun-based system. Making the shift would be complicated and financially risky. But the benefits would be substantial: not only would the system give Sun a robust, flexible, and scaleable platform for the rapidly growing company, it would also mean that "Sun was running on Sun."

    Keywords: Projects; Transformation; Organizational Structure; Business Strategy; Complexity; Risk and Uncertainty; Success; Information Technology; Search Technology; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. Sun Microsystems, Inc. (A4): Sun Peak: Helen Yang and Mark Walden on "Running Sun on Sun". Harvard Business School Case 300-078, December 1999.  View Details
  174. Sun Microsystems, Inc. (A6): Enterprise 250: Mark Canepa on the Newcomer as Change Agent

    Rosabeth M. Kanter and Jane Roessner

    Coming to Sun Microsystems after 20 years with Hewlett-Packard (HP), Mark Canepa brought a highly organized leadership style more characteristic of HP than Sun. His goal was to use the development of a new workstation product to build a disciplined, process-oriented, cost-conscious organization. Teaching Purpose: How to encourage and support change.

    Keywords: Management Practices and Processes; Organizational Change and Adaptation; Organizational Structure; Cost Management; Leadership Style; Product Development; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A6): Enterprise 250: Mark Canepa on the Newcomer as Change Agent." Harvard Business School Case 300-080, December 1999.  View Details
  175. Sun Microsystems, Inc. (B): Nurturing Entrepreneurs and Change Agents

    Rosabeth M. Kanter and Jane Roessner

    Thirty-one "change agents" at Sun Microsystems, Inc. told the story of their most recent significant change project: its origins and goals, the project team, the chronology of the work, the challenges, results, and lessons learned. Their stories answer two questions: What skills does an individual need to be an effective change agent? What is it about the corporate context that makes innovation easier or harder?

    Keywords: Change Management; Projects; Problems and Challenges; Outcome or Result; Learning; Experience and Expertise; Independent Innovation and Invention; Corporate Entrepreneurship; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (B): Nurturing Entrepreneurs and Change Agents." Harvard Business School Case 300-081, December 1999.  View Details
  176. E-Business at Honeywell International (A): AlliedSignal 1999

    Rosabeth M. Kanter

    AlliedSignal develops its e-business and merges with Honeywell, Inc. Throughout 1999 CEO Larry Bossidy leads activities to educate managers about e-business and the Internet, then requires strategic plans. This case looks at the planning process, barriers, and ideas in three business units. Implications for the Honeywell merger for the change to e-business are considered.

    Keywords: Mergers and Acquisitions; Executive Education; Leadership; Strategic Planning; Business Model; Change Management; Internet; Industrial Products Industry;

    Citation:

    Kanter, Rosabeth M. "E-Business at Honeywell International (A): AlliedSignal 1999." Harvard Business School Case 300-088, December 1999.  View Details
  177. Sun Microsystems, Inc. (A5): Solaris 7: Rich Green on Product Strategy and Culture Change

    Rosabeth M. Kanter and Jane Roessner

    Solaris, Sun Microsystems' version of the UNIX operating system, was an amorphous collection of capabilities that had accumulated over the years, a product the company vaguely wished it could market and sell better. Developing and marketing Solaris 7 would help reposition Sun as a powerful software company, not just a hardware company, but doing so required changing the established culture of the Solaris organization.

    Keywords: Technology Platform; Software; Organizational Change and Adaptation; Product Positioning; Growth and Development Strategy; Organizational Culture; Success; Change; Diversification; Technology Industry; Computer Industry;

    Citation:

    Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A5): Solaris 7: Rich Green on Product Strategy and Culture Change." Harvard Business School Case 300-079, December 1999.  View Details
  178. IBM Ireland: Reinventing Education Crosses the Atlantic

    Rosabeth M. Kanter and John R. R Scannell

    IBM has just launched an innovation partnership with the Irish Ministry of Education to bring information technology to Irish schools. Wired for Learning was developed in the United States; how well will it be applied in Ireland?

    Keywords: Technological Innovation; Partners and Partnerships; Innovation Strategy; Education; Technology Adoption; Government and Politics; Technology Industry; Education Industry; United States; Republic of Ireland;

    Citation:

    Kanter, Rosabeth M., and John R. R Scannell. "IBM Ireland: Reinventing Education Crosses the Atlantic." Harvard Business School Case 300-034, November 1999.  View Details
  179. Electronic Data Systems (EDS)

    Rosabeth M. Kanter and Thomas Dretler

    Explores a global program of Electronic Data Systems (EDS) called "Global Volunteer Day" and examines the activities and business situation of the company in four countries. Asks students to address whether American values like "volunteerism" can be exported.

    Keywords: Cross-Cultural and Cross-Border Issues; Globalized Firms and Management; Corporate Social Responsibility and Impact; Business and Community Relations; Information Technology Industry; United States;

    Citation:

    Kanter, Rosabeth M., and Thomas Dretler. "Electronic Data Systems (EDS)." Harvard Business School Case 398-072, March 1998. (Revised October 1999.)  View Details
  180. Electronic Data Systems (EDS)Supplement: A Personal Diary of A GVD Experience, Mexico City, October 4, 1997

    Rosabeth M. Kanter and Thomas Dretler

    Supplements the case.

    Keywords: Information Technology Industry; Mexico;

    Citation:

    Kanter, Rosabeth M., and Thomas Dretler. "Electronic Data Systems (EDS)Supplement: A Personal Diary of A GVD Experience, Mexico City, October 4, 1997." Harvard Business School Supplement 398-075, March 1998. (Revised September 1999.)  View Details
  181. Business as Stakeholder in Public Education: A History of Business Efforts to Improve Public Schools in the United States

    Rosabeth M. Kanter

    Explores seven roles businesses and business leaders have played with respect to U.S. public education reform historically and today: "owners" helping set the agenda; "investors" donating funds; "customers" hiring graduates; "experts" contributing management know-how; "suppliers" selling goods and services; "competitors" running private schools; and "partners" in joint ventures for education improvement.

    Keywords: Business Model; Education; Performance Improvement; Business and Community Relations; United States;

    Citation:

    Kanter, Rosabeth M. "Business as Stakeholder in Public Education: A History of Business Efforts to Improve Public Schools in the United States." Harvard Business School Background Note 399-062, November 1998. (Revised July 1999.)  View Details
  182. "Friendly Skies, The": Welfare-to-Work at United Airlines

    Rosabeth M. Kanter and Ellen Pruyne

    In 1997 United CEO Gerald Greenwald was appointed chairman of the national Welfare-to-Work Partnership by President Clinton and committed United to hiring from the welfare rolls. A welfare-to-work recruitment program was rapidly established and soon followed by a mentoring program. These programs were successful--United surpassed its welfare-to-work hiring targets and attained higher retention rates. With a decreasing supply of employable welfare recipients, however, the question was whether Greenwald and United could continue to provide corporate leadership in the welfare-to-work arena.

    Keywords: Programs; Selection and Staffing; Retention; Employees; Recruitment; Welfare or Wellbeing; Air Transportation Industry;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Friendly Skies, The": Welfare-to-Work at United Airlines. Harvard Business School Case 399-013, October 1998. (Revised May 1999.)  View Details
  183. Bell Atlantic and the Union City Schools (D): Results and Replication

    Rosabeth M. Kanter and Ellen Pruyne

    The last in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Reviews the various outcomes of the partnership called Project Explore, from the perspective of Bell Atlantic managers and students, teachers, parents, and administrators in the Union City school system. Also describes efforts to replicate or expand the project. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

    Keywords: Wireless Technology; Strategic Planning; Change Management; Leadership Development; Outcome or Result; Horizontal Integration; Partners and Partnerships; Trends; Education; Technological Innovation; Telecommunications Industry; Education Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (D): Results and Replication." Harvard Business School Case 399-084, January 1999.  View Details
  184. Bell Atlantic and the Union City Schools (C1): Project Explore

    Rosabeth M. Kanter and Ellen Pruyne

    The third in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Describes Bell Atlantic's efforts to identify an appropriate site for testing emerging telecommunications technology and its eventual decision to approach the Union City School System as a potential technology in education partner. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

    Keywords: Partners and Partnerships; Education; Business and Community Relations; Wireless Technology; Education Industry; Telecommunications Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (C1): Project Explore." Harvard Business School Case 399-065, January 1999.  View Details
  185. Bell Atlantic and the Union City Schools (A): The Intelligent Network

    Rosabeth M. Kanter and Ellen Pruyne

    The first in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Provides an overview of the telecommunications industry in general and Bell Atlantic in particular, with special attention to technology trends and developments, the changing marketplace, regulatory issues, heightened merger activity, and strategy and leadership within Bell Atlantic. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

    Keywords: Wireless Technology; Strategic Planning; Change Management; Leadership Development; Horizontal Integration; Partners and Partnerships; Trends; Education; Technological Innovation; Telecommunications Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (A): The Intelligent Network." Harvard Business School Case 399-029, December 1998.  View Details
  186. Bell Atlantic and the Union City Schools (B): Education Reform in Union City

    Rosabeth M. Kanter and Ellen Pruyne

    The second in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Reviews the education reform efforts planned and implemented in the school system, which coincided with the partnership and facilitated the incorporation of telecommunications and computer technology in the classroom. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

    Keywords: Middle School Education; Secondary Education; Change Management; Partners and Partnerships; Information Technology; Education Industry; Telecommunications Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (B): Education Reform in Union City." Harvard Business School Case 399-043, December 1998.  View Details
  187. Welfare-to-Work Information and Statistics

    Rosabeth M. Kanter and Ellen Pruyne

    Summarizes information on the national issue of hiring people from the welfare roles. Organized by topics relevant to business, this note reviews research findings and statistics and poses questions to assist business decision-makers in assessing a company's current or planned involvement in welfare-to-work hiring.

    Keywords: Decision Choices and Conditions; Recruitment; Risk Management; Planning; Programs; Research; Welfare or Wellbeing;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Welfare-to-Work Information and Statistics." Harvard Business School Background Note 399-064, October 1998.  View Details
  188. "Pathways to Independence": Welfare-to-Work at Marriott International

    Rosabeth M. Kanter and Ellen Pruyne

    In 1991 Marriott International established a program called Pathways to Independence to recruit and train people from the welfare rolls. The program graduated over 1,000 people in eight years and retained about 20% more of its participants than regular hires. Now the program director wished to double the program size. The questions: Was this feasible with a decreasing supply of employable welfare recipients? Could the quality control required at Marriott be maintained with such a large and rapid expansion?

    Keywords: Recruitment; Retention; Training; Expansion; Quality; Poverty; Programs;

    Citation:

    Kanter, Rosabeth M., and Ellen Pruyne. "Pathways to Independence": Welfare-to-Work at Marriott International. Harvard Business School Case 399-067, October 1998.  View Details
  189. Cleveland Tomorrow, Video

    James E. Austin and Rosabeth M. Kanter

    As part of Cleveland's turnaround, Cleveland Tomorrow creates new investment funds to stimulate new business development. This development is designed to earn a profit and bring new benefits to the community. Part of the HBS Social Enterprise Video Series on Business Leadership in the Social Sector (BLSS).

    Keywords: Investment Funds; Leadership; Growth and Development Strategy; Business and Community Relations; Social Enterprise;

    Citation:

    Austin, James E., and Rosabeth M. Kanter. "Cleveland Tomorrow, Video." Harvard Business School Video Supplement 399-507, August 1998.  View Details
  190. Bell Atlantic in Union City

    Rosabeth M. Kanter

    In this pioneering project to wire a school for the Internet and put computers in students' homes, Bell Atlantic combined its need for a beta site for a technology trial with the school reform efforts of the Union City, New Jersey public schools, under the leadership of Chairman Raymond Smith. Part of the HBS Social Enterprise Video Series on Business Leadership in the Social Sector (BLSS). Created in connection with the 1998 BLSS national leadership forum, the videos focus on a new model of business involvement in the social sector, viewing social needs as opportunities for developing and testing innovation. The videos provide a springboard for extensive discussion and highlight a diverse group of business/community projects in three interconnected domains that contribute to urban economic prosperity: public education, welfare to work, and urban investment. Viewers will receive practical information about applying the best lessons from these models, whether they are business leaders thinking about the role of their companies or community leaders considering partnerships with business.

    Keywords: Business Model; Social Enterprise; Internet; Education; Business and Community Relations; Education Industry; New Jersey;

    Citation:

    Kanter, Rosabeth M. "Bell Atlantic in Union City." Harvard Business School Video Supplement 399-501, July 1998.  View Details
  191. COMCO Holding AG (B): COMCO Martech

    Rosabeth M. Kanter

    COMCO Martech was a new breed of joint venture for COMCO Holding, a mid-sized Swiss-German company that had grown over a five-year period through tie-ups with small, start-up companies. Whereas a typical COMCO venture provided services to a large German retailer, was based in a German-speaking country of Europe, and granted COMCO Holding clear management control, COMCO Martech was managed on a 50-50 basis with an American partner, was active in Eastern Europe, and supplied decontamination services to non-retail related clients. The venture got off to a rocky start. This case looks at the difficulties that arise in managing cross-boundary collaboration; the characteristics that promote compatibility between partners; and the factors that account for successful international partnerships.

    Keywords: Joint Ventures; Business Startups; Trade; Operations; Environmental Sustainability; Business or Company Management; Multinational Firms and Management; Partners and Partnerships; Switzerland; United States; Europe;

    Citation:

    Kanter, Rosabeth M. "COMCO Holding AG (B): COMCO Martech." Harvard Business School Case 393-143, June 1993. (Revised April 1998.)  View Details
  192. Elsie Y. Cross Associates, Inc. and CoreStates Financial Corp.

    Rosabeth M. Kanter and Thomas Dretler

    A consulting firm specializing in diversity and organizational change assists an 18,000-employee bank with a massive culture change effort.

    Keywords: Change; Size; Organizational Change and Adaptation; Organizational Culture; Diversification; Consulting Industry; Financial Services Industry;

    Citation:

    Kanter, Rosabeth M., and Thomas Dretler. "Elsie Y. Cross Associates, Inc. and CoreStates Financial Corp." Harvard Business School Case 897-065, January 1997. (Revised February 1998.)  View Details
  193. Institutional Perspective on Management

    Rosabeth M. Kanter

    Discusses the dimensions of the institutional environment surrounding business, including the role of stakeholders and the need for new collaborations in emerging markets; the key assumptions of the institutional perspective on businesses and markets, especially in contrast to assumptions of neoclassical economics; and managerial implications--analytics, skills, and success factors.

    Keywords: Economics; Management Analysis, Tools, and Techniques; Management Skills; Emerging Markets; Business and Stakeholder Relations; Perspective;

    Citation:

    Kanter, Rosabeth M. "Institutional Perspective on Management." Harvard Business School Background Note 897-185, May 1997.  View Details
  194. Change Agent Program at Siemens Nixdorf, The

    Rosabeth M. Kanter, John F. McGuire and Afroze A Mohammed

    To change its culture, the German computer giant Siemens Nixdorf Information Systems launched a program to train 21 "change agents" who would lead entrepreneurial projects designed to get results and to serve as models of a new style.

    Keywords: Change Management; Organizational Culture; Training; Leadership Development; Programs; Human Resources; Corporate Entrepreneurship; Business Model; Computer Industry; Germany;

    Citation:

    Kanter, Rosabeth M., John F. McGuire, and Afroze A Mohammed. "Change Agent Program at Siemens Nixdorf, The." Harvard Business School Case 396-203, March 1996. (Revised February 1997.)  View Details
  195. Northern Telecom and Tong Guang Electronics (C): Future Challenges

    Rosabeth M. Kanter and Pamela A. Yatsko

    This case considers the future challenges facing the Northern Telecom joint venture in China with Tong Guang Electronics. Asks how well the start-up and transition have been managed and whether the right foundation has been laid for the future.

    Keywords: Joint Ventures; Growth Management; Business Startups; Change Management; Transition; Corporate Strategy; Telecommunications Industry; Electronics Industry; Canada; China;

    Citation:

    Kanter, Rosabeth M., and Pamela A. Yatsko. "Northern Telecom and Tong Guang Electronics (C): Future Challenges." Harvard Business School Case 395-084, June 1995. (Revised November 1996.)  View Details
  196. Wainwright Industries (A): Beyond the Baldrige

    Rosabeth M. Kanter and Norman Klein

    Traces the growth of Wainwright, a small automotive supply company, focusing on its commitment to quality in 1981 and the evolution of its quality culture. Breakthrough programs that stress "trust and belief" in the workforce and commitment to customers result in Wainwright winning the Malcolm Baldrige Award in 1994.

    Keywords: Quality; Customer Satisfaction; Customer Relationship Management; Ethics; Business or Company Management; Standards; Machinery and Machining; Organizational Change and Adaptation; Organizational Culture; Auto Industry; Missouri;

    Citation:

    Kanter, Rosabeth M., and Norman Klein. "Wainwright Industries (A): Beyond the Baldrige." Harvard Business School Case 396-219, February 1996. (Revised November 1996.)  View Details
  197. Andy Chew at Siemens Nixdorf: Change from the Middle

    Rosabeth M. Kanter and John F. McGuire

    Andy Chew, a British manager reassigned to Germany by a large German computer company, is in the middle of carrying out a project as a designated "change agent" in a program to reshape the culture toward one that is more entrepreneurial for success as a nimble global competitor. He is still uncertain of his support.

    Keywords: Change Management; Corporate Entrepreneurship; Organizational Culture; Information Technology; Technological Innovation; Business or Company Management; Projects; Computer Industry; Electronics Industry; Germany;

    Citation:

    Kanter, Rosabeth M., and John F. McGuire. "Andy Chew at Siemens Nixdorf: Change from the Middle." Harvard Business School Case 396-204, March 1996. (Revised April 1996.)  View Details
  198. Note on Management of Crisis

    Rosabeth M. Kanter

    Intended to be used in cases dealing with crisis management and gives students a more theoretical perspective on leadership during volatile periods of business activity. Written to accompany the Lucky Stores case series.

    Keywords: Crisis Management; Leadership; Management; Theory;

    Citation:

    Kanter, Rosabeth M. "Note on Management of Crisis." Harvard Business School Case 389-054, November 1988. (Revised January 1996.)  View Details
  199. Northern Telecom and Tong Guang Electronics (A1): Getting to Know Each Other

    Rosabeth M. Kanter and Pamela A. Yatsko

    In its second year of operation, the joint venture between Northern Telecom (Nortel) of Canada and Tong Guang Electronics of China to manufacture telecommunications equipment in China has hit a crisis. The Chinese partner has asked Northern Telecom to replace its managing director and most of the Nortel-appointed management team. The Nortel representatives to the board must respond.

    Keywords: Wireless Technology; Joint Ventures; Change Management; Organizational Culture; Crisis Management; Financial Crisis; Job Cuts and Outsourcing; Leadership; Telecommunications Industry; Manufacturing Industry; Canada; China;

    Citation:

    Kanter, Rosabeth M., and Pamela A. Yatsko. "Northern Telecom and Tong Guang Electronics (A1): Getting to Know Each Other." Harvard Business School Case 395-081, June 1995.  View Details
  200. Northern Telecom and Tong Guang Electronics (A2): Getting to Know Each Other

    Rosabeth M. Kanter and Pamela A. Yatsko

    Reviews subsequent events.

    Keywords: Telecommunications Industry; Manufacturing Industry; Canada; China;

    Citation:

    Kanter, Rosabeth M., and Pamela A. Yatsko. "Northern Telecom and Tong Guang Electronics (A2): Getting to Know Each Other." Harvard Business School Supplement 395-082, June 1995.  View Details
  201. Northern Telecom and Tong Guang Electronics (B): Building Success

    Rosabeth M. Kanter and Pamela A. Yatsko

    This case continues the story of the joint venture in China between Northern Telecom (Nortel) of Canada and Tong Guang Electronics of China. It shows how North Americans learned to operate in a very different cultural environment in China and provides an opportunity to identify and assess requirements for managing change in a different cultural setting.

    Keywords: Wireless Technology; Joint Ventures; Change Management; Organizational Culture; Leadership; Cross-Cultural and Cross-Border Issues; Culture; Telecommunications Industry; Manufacturing Industry; Canada; China;

    Citation:

    Kanter, Rosabeth M., and Pamela A. Yatsko. "Northern Telecom and Tong Guang Electronics (B): Building Success." Harvard Business School Case 395-083, June 1995.  View Details
  202. Northern Telecom and Netas (A): Turkey's Telecommunications Team

    Rosabeth M. Kanter, Kalman D. Applbaum and Pamela A. Yatsko

    The Turkish general manager of a successful telecommunications equipment-manufacturing joint venture between the Canadian company Northern Telecom and local partners in Turkey reviews the solutions to a crisis in 1989 and wonders whether the company will be able to handle another problem situation following Turkey's local elections in 1993.

    Keywords: Joint Ventures; Wireless Technology; Crisis Management; Problems and Challenges; Change Management; Developing Countries and Economies; Political Elections; Telecommunications Industry; Manufacturing Industry; Turkey; Canada;

    Citation:

    Kanter, Rosabeth M., Kalman D. Applbaum, and Pamela A. Yatsko. "Northern Telecom and Netas (A): Turkey's Telecommunications Team." Harvard Business School Case 395-087, June 1995.  View Details
  203. Northern Telecom and Netas (B): Transferring Technology to Central Asia

    Rosabeth M. Kanter, Kalman D. Applbaum and Pamela A. Yatsko

    In the early 1990s, the Turkish telecommunications firm, Netas, established joint ventures in Azerbaijan and Kazakhstan as miniature replications of Netas's own experience on the receiving end of technology transfer with Netas's 51% owner, Northern Telecom. This case explores the issues involved in technology transfer to countries even less developed than Turkey.

    Keywords: Joint Ventures; Wireless Technology; Change Management; Transition; Developing Countries and Economies; Organizational Change and Adaptation; Learning; Technology Adoption; Telecommunications Industry; Turkey; Kazakhstan; Azerbaijan;

    Citation:

    Kanter, Rosabeth M., Kalman D. Applbaum, and Pamela A. Yatsko. "Northern Telecom and Netas (B): Transferring Technology to Central Asia." Harvard Business School Case 395-088, June 1995.  View Details
  204. FCB and Publicis (B): Managing Client and Country Diversity

    Rosabeth M. Kanter

    Discusses FCB and Publicis, partners in a global advertising agency alliance, working together with their clients to provide excellent service. May be used with FCB and Publicis (A): Forming the Alliance and (C): The German-Led Network.

    Keywords: Customer Relationship Management; Alliances; Cooperation; Globalized Firms and Management; Partners and Partnerships; Marketing Strategy; Advertising; Diversity; Advertising Industry; France; Germany; United States;

    Citation:

    Kanter, Rosabeth M. "FCB and Publicis (B): Managing Client and Country Diversity." Harvard Business School Case 393-100, January 1993. (Revised November 1993.)  View Details
  205. FCB and Publicis (A): Forming the Alliance

    Rosabeth M. Kanter

    Two of the largest ad agencies form a partnership to be able to offer their clients global capabilities. After five years, how is the alliance faring? May be used with FCB and Publicis (B): Managing Client and Country Diversity and (C): The German-Led Network.

    Keywords: Alliances; Partners and Partnerships; Globalized Firms and Management; Advertising; Global Strategy; Marketing Strategy; Customer Focus and Relationships; Market Timing; Outcome or Result; Advertising Industry; United States; France; Germany;

    Citation:

    Kanter, Rosabeth M. "FCB and Publicis (A): Forming the Alliance." Harvard Business School Case 393-099, January 1993. (Revised November 1993.)  View Details
  206. FCB and Publicis (C): The German-Led Network

    Rosabeth M. Kanter and Pamela A. Yatsko

    After U.S.-based Foote, Cone & Belding (FCB) and Publicis of France established an international advertising alliance in May 1988, alliance leaders set out to merge offices in Europe. They were confronted with a particularly tricky situation in Germany, which, if handled poorly, could have harmed BMZ, a highly regarded agency in Dusseldorf that FCB had acquired six months earlier. The case looks at how alliance managers resolved the dilemma by forming a second agency network in Europe; how that network, which was composed of advertising agencies from six European countries, was working; and how agencies from different cultural backgrounds were dealing with diversity. May be used with FCB and Publicis (A): Forming the Alliance and (B): Managing Client and Country Diversity.

    Keywords: Joint Ventures; Alliances; Globalized Firms and Management; Partners and Partnerships; Advertising; Cross-Cultural and Cross-Border Issues; Diversity; Communications Industry; Advertising Industry; France; Germany; United States; Europe;

    Citation:

    Kanter, Rosabeth M., and Pamela A. Yatsko. "FCB and Publicis (C): The German-Led Network." Harvard Business School Case 394-079, November 1993.  View Details
  207. Wertheim Schroder/Schroders

    Rosabeth M. Kanter, Kalman D. Applbaum, Lisa Gabriel and Pamela A. Yatsko

    In 1986, Wertheim & Co. of New York entered into a joint venture with Schroders plc of London to form the investment bank Wertheim Schroder. By 1993, there were numerous successes as the partners pursued joint opportunities, but there were also areas in which integration had not taken place. The CEO wondered how to create greater integration.

    Keywords: Joint Ventures; Investment Banking; Partners and Partnerships; Alliances; Horizontal Integration; Outcome or Result; Balanced Scorecard; New York (city, NY); London;

    Citation:

    Kanter, Rosabeth M., Kalman D. Applbaum, Lisa Gabriel, and Pamela A. Yatsko. "Wertheim Schroder/Schroders." Harvard Business School Case 394-053, October 1993.  View Details
  208. European Retail Alliance: (Ahold--The Netherlands, Argyll--United Kingdom, Casino--France)

    Rosabeth M. Kanter

    Keywords: Alliances; Retail Industry; Netherlands; United Kingdom; France;

    Citation:

    Kanter, Rosabeth M. "European Retail Alliance: (Ahold--The Netherlands, Argyll--United Kingdom, Casino--France)." Harvard Business School Case 392-096, February 1992. (Revised December 1992.)  View Details
  209. Banc One Corp.--1989

    Rosabeth M. Kanter

    Banc One Corp., an innovative and financially successful super-regional bank holding company, has a track record of upgrading performance of acquisitions while retaining previous management--doing better with the same people. In June 1989 Banc One made its first acquisition out of its home base region by purchasing McCorp's insolvent Bridge Bank in Texas, with assets almost half that of the entire Banc One system. Banc One is now much larger and operating on new territory at a time when its decentralized operating philosophy is already strained by growth and innovation. Chairman John B. McCoy, who describes himself as "chief personnel officer," has been active as a general manager in developing and upgrading people through a variety of means. What should he do to meet the performance challenges of the future?

    Keywords: Business Growth and Maturation; Banks and Banking; Private Ownership; Human Resources; Mergers and Acquisitions; Performance Evaluation; Management Teams; Banking Industry; United States;

    Citation:

    Kanter, Rosabeth M. "Banc One Corp.--1989." Harvard Business School Case 390-029, September 1989. (Revised April 1990.)  View Details
  210. Moving Ideas into Action: Mastering the Art of Change

    Rosabeth M. Kanter

    Discusses elements in organizing a large scale change effort: defining a shared vision, coalition building, management structure and process, communication and education, local participation and innovation, standards and measures, and symbols and signals.

    Keywords: Change Management; Communication; Policy; Innovation and Invention; Standards; Organizational Change and Adaptation; Strategy;

    Citation:

    Kanter, Rosabeth M. "Moving Ideas into Action: Mastering the Art of Change." Harvard Business School Background Note 388-002, October 1987. (Revised October 1989.)  View Details
  211. Mastering the Art of Change: Managing Convergence and Upheaval

    Rosabeth M. Kanter and Leonard A. Schlesinger

    Outlines the differences between convergent change, which is a process of incremental innovation and continuous improvement, and divergent change, which involves revolutionary changes. Discusses how to manage each type of change and the consequences associated with each. Organizational evolution typically involves longer periods of convergent change that are punctuated by short periods of divergent change in which managers realign the firm and react to external opportunities and challenges.

    Keywords: Change Management; Change;

    Citation:

    Kanter, Rosabeth M., and Leonard A. Schlesinger. "Mastering the Art of Change: Managing Convergence and Upheaval." Harvard Business School Background Note 389-168, June 1989.  View Details
Advanced Leadership Pathways
  1. Advanced Leadership Pathways: Alberto Mora and the Costs and Consequences of Torture

    Rosabeth M. Kanter and Benjamin Summers

    Alberto Mora's time as General Counsel of the Navy from 2001–2006 greatly influenced his mission to illuminate the policy consequences of torture. Mora's drive to restore the nation's awareness and conscience against torture was gaining traction. Prominent stakeholders, including leaders in the military, government, NGOs and academia, supported his project. Moving forward, Mora knew that he still faced a number of critical challenges. What vehicles could he use to increase the project's reach and restore the nation's understanding of the costs and consequences of torture? How could he ensure that his project would survive the fluidity of public opinion? Perhaps most challenging, he had to collect meaningful data, which meant soliciting politically sensitive information.

    Keywords: leadership skills; torture; costs and consequences; humane; restraint; human dignity; treatment of prisoners; prison; repression; opposition; revolution; democracy; communism; international affairs; public service; September 11; War on Terror; Operation Enduring Freedom; Guantanamo; Cuba; coalition; working group; cruelty; interrogation; memorandum; American law; authority; authoritative; Quadrennial Defense Review; National Defense Authorization Act; public engagement; advocacy; law; accountability; center for the victims of torture; human rights; public policy; legality; Morality; legal system; tactical military operations; west point; NGO; human rights first; american civil liberties union; human rights watch; amnesty international; constitution project; center for constitutional rights; strategic military effect; national security; weapon; terrorism; prisoners of war; abu ghraib; pentagon; Ethics; Moral Sensibility; Leadership; Rights; Policy; Public Opinion; United States;

    Citation:

    Kanter, Rosabeth M., and Benjamin Summers. "Advanced Leadership Pathways: Alberto Mora and the Costs and Consequences of Torture." Harvard Business School Case 316-054, 2016. (Harvard Advanced Leadership Initiative.)  View Details
  2. Advanced Leadership Pathways: Beatriz Cardoso and Education in Brazil

    Rosabeth M. Kanter, Daniella Suarez and Ai-Ling Jamila Malone

    Beatriz Cardoso, founder of Laboratório de Educação (Education Laboratory) had a dream to propel Brazilian education. However challenges in fundraising made it difficult to scale up her project, based on helping adults help children improve their literacy skills. To succeed in her goals, Cardoso had to build partnerships, raise funds, and expand the reach of Laboratório de Educação.

    Keywords: Latin America; South America; Brazil; Sao Paulo; education; education startup; education technology; child education; literacy; blog; technology; school districts; public schools; fundraising; sponsorship; leadership; leadership skills; Education; Early Childhood Education; Blogs; Online Technology; Leadership; Education Industry; Latin America; South America; Brazil; Sao Paulo;

    Citation:

    Kanter, Rosabeth M., Daniella Suarez, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Beatriz Cardoso and Education in Brazil." Harvard Business School Case 316-055, November 2015.  View Details
  3. Advanced Leadership Pathways: David Weinstein and Write the World

    Rosabeth Moss Kanter, Juliane Calingo Schwetz and Patricia Bissett Higgins

    David Weinstein, a lawyer and former Chief Administrative Officer of mutual fund giant Fidelity Investments, launched Write the World, a proprietary online platform that included a writing curriculum, essay prompts in distinct subject matter, and access to expert reviewers. By July 2013, Weinstein had completed his first writing competition in partnership with a school, where students submitted essays through Write the World. While Weinstein was eager to host future competitions, he also considered a number of other models to expand the program.

    Keywords: Technology Platform; Online Technology; Expansion; Social Entrepreneurship; Education; Business Startups; Philanthropy and Charitable Giving;

    Citation:

    Kanter, Rosabeth Moss, Juliane Calingo Schwetz, and Patricia Bissett Higgins. "Advanced Leadership Pathways: David Weinstein and Write the World." Harvard Business School Case 314-030, September 2013.  View Details
  4. Advanced Leadership Pathways: David Weinstein and Write the World

    Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

    Following a successful career as a lawyer, Chief Administrative Officer of Fidelity Investments, and law school instructor, David Weinstein became a 2011 Advanced Leadership Fellow at Harvard University. During his Advanced Leadership Fellowship he conceived an idea to promote opportunities for students to engage in identity exploration and skill development through his venture, Write the World. This online platform provides opportunities for individuals to submit pieces of writing for evaluation and feedback from online reviewers. This case provides an overview of Weinstein's personal and professional experiences, his process in exploring the topic, developing ideas, and recruiting a team to contribute to the product's development. This case may be used for courses related to change management, leadership, social enterprise, and entrepreneurship.

    Keywords: education; Student evaluation; feedback; online; leadership; change management; social enterprise; entrepreneurship; Education; Leadership Development; Knowledge Sharing; Performance Evaluation; Secondary Education; Middle School Education;

    Citation:

    Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: David Weinstein and Write the World." Harvard Business School Teaching Note 316-037, February 2016.  View Details
  5. Advanced Leadership Pathways: Doug Rauch and the Daily Table

    Rosabeth Moss Kanter, Peter Zimmerman and Penelope Rossano

    Former Trader Joe’s President Doug Rauch developed an innovative idea to address the challenge of food insecurity, food waste, and nutrition. His concept was a new retail grocery model, offering nutritious affordable food to a food insecure population in the inner city using excess inventory. His path was not an easy one, but by April 2015, Rauch was celebrating the upcoming launch of his Boston pilot and flagship store, Daily Table. Daily Table would be able to test its operating model and impact, better understand its customer base, and establish community partnerships. After further expansion to other sites in Boston, Daily Table planned to expand nationally. But there were questions about whether acceptance by one community would transfer to others and what could Rauch do to prepare himself and his team.

    Keywords: food waste; Poverty; health; food security; nutrition; food labeling; nonprofit; Food; Social Entrepreneurship; Social Enterprise; Nonprofit Organizations; Nutrition; Health;

    Citation:

    Kanter, Rosabeth Moss, Peter Zimmerman, and Penelope Rossano. "Advanced Leadership Pathways: Doug Rauch and the Daily Table." Harvard Business School Case 316-105, March 2016.  View Details
  6. Advanced Leadership Pathways: General Gale Pollock and Services for the Vision Impaired

    Rosabeth M. Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

    Following a successful military career as an Army Nurse, achieving rank as Major General, becoming the first female Acting Surgeon General of the Army, and the 22nd Chief of the Army Nurse Corps, Pollock developed a vested interest in improving the lives of the visually impaired. Pollock learned that debilitating physical, occupational, and emotional effects often faced by visually impaired individuals were likely to occur more and more, due to aging and the increase of type-2 diabetes. She became further impassioned to develop an accessible system of support and education so that afflicted individuals were able to recognize their full human potential. As a 2011 Harvard Advanced Leadership Fellow, Pollock developed the concept behind Elevivo, a disease management software program specifically designed for visually impaired persons. This case provides an overview of Pollock's professional and personal experiences, and discusses how these experiences shaped the development of the Elevivo concept. This case may be used for courses related to change management, social enterprise, leadership, and entrepreneurship.

    Keywords: Health;

    Citation:

    Kanter, Rosabeth M., Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: General Gale Pollock and Services for the Vision Impaired." Harvard Business School Teaching Note 316-036, February 2016.  View Details
  7. Advanced Leadership Pathways: Gilberto Dimenstein and Community Empowerment in Brazil

    Rosabeth Moss Kanter, Alexandre Naghirniac, Ai-Ling Jamila Malone and Daniella Suarez

    In 2011, Gilberto Dimenstein, a well-known Brazilian journalist, created a new model that connected disparate resources to revitalize Sao Paulo. He wanted his model to expand across Brazil and the world. Dimenstein covered many of the social issues facing Brazil as a journalist and became determined to create solutions. Dimenstein started two social ventures, ANDI and Escola Aprendiz, before creating and developing Catraca Livre (meaning "open turnstile" in Portuguese) while he was an Advanced Leadership fellow at Harvard. Dimenstein pursued his idea of "learning neighborhoods", which meant a localized, low cost and effective way to leverage the existing available resources as educational opportunities. The resources were underutilized because of a lack of awareness. He believed that education should not be limited to the classroom and instead should be expanded to the entire city. Catraca Livre enabled Sao Paulo's residents to utilize untapped resources by aggregating all of the available resources and disseminating the information through multiple avenues including a website, subways, restaurants, workplaces, and more. This case shows how Dimenstein spearheads his solution to improve his city and offers a model for revitalizing cities around the world.

    Keywords: leadership; social change; social entrepreneurship; websites; education; awareness; marketing communication; city innovation; Leadership; Social Enterprise; Social Entrepreneurship; Web Sites; Marketing; City; Brazil;

    Citation:

    Kanter, Rosabeth Moss, Alexandre Naghirniac, Ai-Ling Jamila Malone, and Daniella Suarez. "Advanced Leadership Pathways: Gilberto Dimenstein and Community Empowerment in Brazil." Harvard Business School Case 313-116, April 2013. (Revised November 2015.)  View Details
  8. Advanced Leadership Pathways: Harvey Freishtat and Conversations about End-of-Life Care

    Rosabeth Moss Kanter, Ai-Ling Jamila Malone and Oludamilola Aladesanmi

    Former law firm chairman/CEO Harvey Freishtat was actively involved in the formation of The Conversation Project, a national public engagement campaign to promote earlier end-of-life care discussions among loved ones and then with providers to ensure that end-of-life care wishes were both expressed and respected. The Conversation Project's media campaign and three-pronged strategy of targeting people where they live, work, and pray, was beginning to yield results. However, questions still remained. Would the health care industry create the mechanisms needed to follow people's end-of-life wishes? Was The Conversation Project taking the right steps to fulfill its mission of culture change?

    Keywords: health care education; health care reform; health care policy; Health; Health Care and Treatment; Leadership; Health Industry;

    Citation:

    Kanter, Rosabeth Moss, Ai-Ling Jamila Malone, and Oludamilola Aladesanmi. "Advanced Leadership Pathways: Harvey Freishtat and Conversations about End-of-Life Care." Harvard Business Publishing Case 316-050, 2016. (Harvard Advanced Leadership Initiative.)  View Details
  9. Advanced Leadership Pathways: Inge Skjelfjord and the Cacao Supply Chain

    Rosabeth Moss Kanter and Ai-Ling Jamila Malone

    Inge Skjelfjord, with a long career in international finance focused on agribusiness projects, had a vision to build a cacao research center that would help smallholder cacao farmers, who benefited the least from the chocolate value chain. He aimed to support the farmers’ well-being, while meeting the growing demand for cacao and solving the challenges that plagued the industry. Having encountered barriers in establishing an education facility in Ecuador, he had to figure out where and how to focus his efforts for his project to materialize.

    Keywords: Agribusiness; Agribusiness Industry; Agriculture and Agribusiness Industry; research; Farming; farm; education; policy; change management; economic growth; innovation; supply chain; supply chain management; Agribusiness; Education; Economic Growth; Research; Supply Chain; Supply Chain Management; Agriculture and Agribusiness Industry; Ecuador;

    Citation:

    Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Inge Skjelfjord and the Cacao Supply Chain." Harvard Business School Teaching Note 316-122, March 2016.  View Details
  10. Advanced Leadership Pathways: Junko Yoda and Her Collaboration to Address Sex Trafficking in Asia

    Rosabeth Moss Kanter, Ai-Ling Jamila Malone and Tessa Natanay Hamilton

    Following a successful career as the first female Vice President of Goldman Sachs in Asia, Junko Yoda became a 2010 Advanced Leadership Fellow at Harvard University. During her fellowship, she set out to promote awareness, and prevent and alleviate the effects of human sex trafficking on women and children. Yoda launched CLinked, a venture that functioned "to reduce commercial exploitation of women and children by linking communities through education, health, and economic development partners to innovate local solutions." This case provides an overview of Yoda's professional experiences, exploration of the topic, and development and implementation of programs. This case may be used for courses related to social enterprise, change management, leadership, and entrepreneurship.

    Keywords: leadership; change management; crime; Crime and Corruption; social entrepreneurship; business and community; community impact; communities; economic development; innovation; Leadership; Change Management; Crime and Corruption; Social Entrepreneurship; Business and Community Relations; Gender; Asia;

    Citation:

    Kanter, Rosabeth Moss, Ai-Ling Jamila Malone, and Tessa Natanay Hamilton. "Advanced Leadership Pathways: Junko Yoda and Her Collaboration to Address Sex Trafficking in Asia." Harvard Business School Teaching Note 316-038, April 2016.  View Details
  11. Advanced Leadership Pathways: Laurent Adamowicz and Bon'App

    Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

    After a successful career as Chairman and CEO of Paris-based luxury food company, Fauchon, Laurent Adamowicz sought to provide a solution to a large scale complex problem. Ultimately, Adamowicz created a mobile application to provide consumers with more accessible and interpretable knowledge about the food they were eating to improve health outcomes. Adamowicz recognized that Harvard's Advanced Leadership Initiative would provide him with resources, industry connections, and interdisciplinary collaboration to make a product that could address and/or prevent the type of continued excess caloric consumption that had contributed to the American obesity crisis. Collaboration with Harvard students and other fellows motivated Adamowicz to pursue the creation and development of a best-in-class smart phone application. Despite Adamowicz's focus on promoting healthful and informed eating habits, many choices still lay ahead of him in deciding how to develop a platform and database, the type of business model that would best support his goals, and the types of collaboration and marketing techniques that would get his idea off the ground. This case may be used for courses on entrepreneurship, social enterprise, leadership, and change management.

    Keywords: Leadership; Change Management; Social Entrepreneurship; Nutrition; Business and Community Relations;

    Citation:

    Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Laurent Adamowicz and Bon'App." Harvard Business School Teaching Note 316-035, March 2016.  View Details
  12. Advanced Leadership Pathways: Mahendra Bapna and Technology Education in India

    Rosabeth Moss Kanter and Pamela Yatsko

    Keywords: india; technology; education; higher education; leadership; leadership skills; technology education; Tata Motors; outcome-based technology education; OBTE; Indian Institute of Technology; IIT; engineering college; global management consulting; University-21; Federation of Indian Chambers of Commerce and Industry; FICCI; Indian economy; information technology; tertiary education system; university; university level; colleges; institutes of technology; academia; academia-industry; technical institutes; Indian Institute of Technology Jodhpur; IITJ; IIT Rajasthan; Infrastructure development; senior student syndrome; Industry Immersion Program; Technology; India;

    Citation:

    Kanter, Rosabeth Moss, and Pamela Yatsko. "Advanced Leadership Pathways: Mahendra Bapna and Technology Education in India." Harvard Business Publishing Case 316-163, 2016. (Harvard Advanced Leadership Initiative.)  View Details
  13. Advanced Leadership Pathways: Mike Critelli and Dossia Service Corporation

    Rosabeth Moss Kanter and Patricia Bissett Higgins

    In 2010, Mark Critelli was a well-seasoned corporate executive who had recently transitioned from being the CEO of a Fortune 500 company to that of a startup called Dossia. As an AL Fellow, he knew that despite believing in Dossia’s mission to empower individuals with personalized health records, he would face many challenges that would make his efforts look like failures. He wondered how he could adapt his Fortune 500 leadership approach to this new entrepreneurial paradigm and ensure Dossia would prevail against its current challenges and fulfill its mission.

    Keywords: health and wellness; health care; health care education; health care entrepreneurship; health care industry; health care investment; health care outcomes; health care quality; health care reform; health care services; health costs; preventive care; insurance companies; insurance industry; Employee compensation; empoylee wellness programs; patient reported outcome measures; patient satisfaction; data; Data Analytics; entrepreneurs; entrepreneurial organizations; entrepreneurial ventures; start-up; leadership; leadership skills; disruptive change; Health; Insurance; Employees; Leadership; Disruptive Innovation; Health Care and Treatment; Employment; Entrepreneurship; Business Startups; Technology; Data and Data Sets; Health Industry; United States;

    Citation:

    Kanter, Rosabeth Moss, and Patricia Bissett Higgins. "Advanced Leadership Pathways: Mike Critelli and Dossia Service Corporation." Harvard Business Publishing Case 316-053, 2015. (Harvard Advanced Leadership Initiative.)  View Details
  14. Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge

    Rosabeth Moss Kanter, Rakesh Khurana and Daniel Penrice

    Raymond Jetson, an inner-city pastor, former Louisiana state legislator, and 2010 Harvard University Advanced Leadership Fellow, has embarked on a new career as a social entrepreneur. The case charts Jetson's career in public life and the ministry, his experience as an Advanced Leadership Fellow, and his efforts to establish and grow a nonprofit organization, MetroMorphosis, with a mission "to develop and mobilize a critical mass of citizens in inner-city neighborhoods to design and implement sustainable solutions to persistent community challenges." As he approaches 60 and contemplates his future and that of his organization, Jetson must consider how to position MetroMorphosis for maximum impact now and over the long term.

    Keywords: MetroMorphosis; Raymond Jetson; Advanced Leadership Initiative; ALI; social entrepreneurship; Louisiana; Baton Rouge; Social Entrepreneurship; Nonprofit Organizations; Louisiana; North America; United States;

    Citation:

    Kanter, Rosabeth Moss, Rakesh Khurana, and Daniel Penrice. "Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge." Harvard Business School Case 315-057, December 2014.  View Details
  15. Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge

    Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

    Building on his successes as a politician and preacher in Baton Rouge, Louisiana, Rev. Raymond Jetson sought to empower Baton Rouge citizens to innovate solutions for their community challenges. After stepping down as the head of the Louisiana Family Recovery Corps, Jetson became interested in the Advanced Leadership Initiative (ALI) at Harvard University. When his ALI cohort expressed interest in visiting his hometown of Baton Rouge, Jetson arranged an innovation summit that allowed his cohort members to engage in discussions with Baton Rouge citizens about the challenges facing the community and develop innovative solutions to address them. These conversations led to the establishment of an initiative called Better Baton Rouge, which later became part of a nonprofit organization called MetroMorphosis. This case provides an overview of Jetson's personal and professional experiences, how the surrounding environment shaped these experiences, and how Jetson's convening power transformed a community. This case may be used for courses related to change management, social enterprise, leadership, and entrepreneurship.

    Keywords: social entrepreneurship; leadership; health & wellness; communities; community impact; farm; Agriculture; Leading Change; Change Management; Social Entrepreneurship; Business and Community Relations; Louisiana;

    Citation:

    Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge." Harvard Business School Teaching Note 316-033, February 2016.  View Details
  16. Advanced Leadership Pathways: Richard Fahey and Robert Saudek – Lighting Liberia

    Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

    After successful careers as lawyers and Fellows in Harvard's Advanced Leadership Initiative, Richard Fahey and Robert Saudek set out to tackle a large-scale infrastructure challenge in a complex environment by ultimately using advanced leadership skills to increase Liberian citizens' access to lighting solutions. They developed the Liberian Energy Network, which aimed to distribute solar light fixtures to citizens across the country, including some of the most remote regions. This case provides an overview of Fahey and Saudek's professional experiences, exploration of the topic, and development/implementation of a lighting distribution program. This case may be used for courses related to social enterprise, change management, leadership, and entrepreneurship.

    Keywords: Energy;

    Citation:

    Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Richard Fahey and Robert Saudek – Lighting Liberia." Harvard Business School Teaching Note 316-034, March 2016.  View Details
  17. Advanced Leadership Pathways: Robert Meaney and Technology for Agriculture in Sub-Saharan Africa

    Rosabeth Moss Kanter and Renee Vuillaume

    Two Valmont Industries (an international leader in infrastructure products and services) colleagues, Robert (Bob) Meaney and Richard Berkland hoped to improve the lives of small and medium-sized farmers in the developing world through modern irrigation technology. In October 2015, they had already launched three pilot projects in Africa, each with a unique model of engaging local and global actors around center pivot irrigation technology. They were eager to understand the impact each model had on agricultural yields, water resource management, and farmer income, to create a model adaptable to different regions around the world.

    Keywords: developing world; farm; Farming; small-scale farmers; Agriculture; agricultural production; water management; Water; leadership skills; Agribusiness; Technology; Technology Adoption; Leadership; Development Economics; Developing Countries and Economies; Agriculture and Agribusiness Industry; Africa; Ghana; Tanzania; Rwanda;

    Citation:

    Kanter, Rosabeth Moss, and Renee Vuillaume. "Advanced Leadership Pathways: Robert Meaney and Technology for Agriculture in Sub-Saharan Africa." Harvard Business Publishing Case 316-059, 2015. (Harvard Advanced Leadership Initiative.)  View Details
  18. Advanced Leadership Pathways: Shelly London and Ethics Education

    Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

    Teaching Note for Case 313-028. Following a successful career as a Senior Vice President, Vice President, and Chief Communications Officer at two large corporate companies, Shelly London became a Harvard Advanced Leadership Fellow. During her fellowship she set out to promote opportunities for young people to practice the ethical decision making that she had found integral for success in the corporate world. She developed a portfolio of initiatives that would expand opportunities for young people to be exposed to ethical dilemmas through familial interaction, computer games, and additional media outlets. This case provides an overview of London's process in exploring the topic, developing ideas for solutions, and successfully leading project development. This case may be used for courses related to change management, social enterprise, and leadership.

    Keywords: Ethics; Education; Moral Sensibility; Behavior; Decision Making; Leadership; Innovation and Management; Change Management; Social Enterprise; Education Industry; Service Industry; North and Central America;

    Citation:

    Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Shelly London and Ethics Education." Harvard Business Publishing Teaching Note, 2016. (Harvard Advanced Leadership Initiative.)  View Details
  19. Advanced Leadership Pathways: Torsten Thiele and the Global Ocean Trust

    Rosabeth Moss Kanter and Brian Hoffstein

    Following a successful career in finance, Torsten Thiele devoted himself full-time to the challenging cause of ocean conservation and stewardship. In August 2015, Thiele had already come a long way in spearheading initiatives towards the protection of the ocean: from building meaningful connections, to starting the non-profit Global Ocean Trust aiming to protect the ocean, and drafting a proposed system for a Global Ocean Bank for Sustainability and Development (OBSD). But Thiele still struggled to identify the best approach to advance the OBSD at the upcoming Conference of the Parties (COP21) meeting, where he could finally get closer toward a legally-binding universal agreement for countries to consciously protect the ocean.

    Keywords: environment; Natural Environment; Environmental Sustainability; Pollutants; Science-Based Business; Climate Change; Social Enterprise; Leadership;

    Citation:

    Kanter, Rosabeth Moss, and Brian Hoffstein. "Advanced Leadership Pathways: Torsten Thiele and the Global Ocean Trust." Harvard Business Publishing Case 316-039, 2015. (Harvard Advanced Leadership Initiative.)  View Details
Presentations
  1. The New Workforce Meets the Changing Workplace: Strains, Dilemmas, and Contradictions in Attempts to Implement Participative and Entrepreneurial Management

    R. M. Kanter

    Keywords: Employees; Entrepreneurship; Problems and Challenges;

    Citation:

    Kanter, R. M. "The New Workforce Meets the Changing Workplace: Strains, Dilemmas, and Contradictions in Attempts to Implement Participative and Entrepreneurial Management." Paper presented at the American Sociological Association Annual Meeting, Washington, DC, August 01, 1985. (Reprintings include: Human Resource Management, vol. 25 (Winter 1986); The Nature of Work: Sociological Perspectives, edited by K.T. Erikson and S.P. Vallas. New Haven: Yale University Press, 1990; Creative Personnel Practices, edited by J.N. Matzer. Washington, D.C.: International City Management Association, 1988.)  View Details
  2. Ensuring Minority Achievement in Corporations: The Importance of Structural Theory and Structural Change

    R. M. Kanter

    Keywords: Diversity; Success; Organizational Structure; Organizational Change and Adaptation;

    Citation:

    Kanter, R. M. "Ensuring Minority Achievement in Corporations: The Importance of Structural Theory and Structural Change." Paper presented at the Rutgers Conference on Minorities in Business, September 01, 1984. (Reprinted in Ensuring Minority Success in Corporate Management, edited by N. DiTomaso. N.Y.: Plenum, 1987.)  View Details
  3. Frontiers for Strategic Human Resource Planning and Management

    R. M. Kanter

    Keywords: Planning; Management; Human Resources; Strategy;

    Citation:

    Kanter, R. M. "Frontiers for Strategic Human Resource Planning and Management." Paper presented at the Conference on Strategic Management of Human Resources, University of Michigan, January 01, 1983. (Reprinted in Human Resource Management, vol. 22 (spring/summer 1983), pp. 9-21.)  View Details
  4. The Development and Transmission of New Workplace Structures: Organizational and Market Characteristics of Innovating Corporations

    R. M. Kanter

    Keywords: Markets; Innovation and Invention; Business Ventures; Communication; Organizations;

    Citation:

    Kanter, R. M. "The Development and Transmission of New Workplace Structures: Organizational and Market Characteristics of Innovating Corporations." Paper presented at the American Sociological Association Annual Meeting, Toronto, August 01, 1981.  View Details
  5. Contemporary Organizations

    R. M. Kanter

    Keywords: Organizations;

    Citation:

    Kanter, R. M. "Contemporary Organizations." Paper presented at the Common Learning: A Carnegie Colloquium on General Education, University of Chicago, April 01, 1981. (Reprinted in Common Learning: A Carnegie Colloquium on General Education, edited by E. Boyer. Washington, D.C.: Carnegie Foundation, 1981, pp. 74-93.)  View Details
  6. Value Change and the Public Workforce: Labor Force Trends and the Salience of Opportunity and Power

    R. M. Kanter and B. A. Stein

    Keywords: Labor; Power and Influence;

    Citation:

    Kanter, R. M., and B. A. Stein. "Value Change and the Public Workforce: Labor Force Trends and the Salience of Opportunity and Power." Paper presented at the Public Management Research Conference, U.S. Office of Personnel Management, Washington, DC, November 01, 1980. (Also in The Changing Character of the Public Workforce. Washington, D.C.: U.S. Office of Personnel Management, 1981, pp. 66-80 (with B.A. Stein). Reprintings include Current Issues in Public Administration, edited by F.S. Lane. N. Y.: St. Martins, 1982; Developing Organizational and Human Resources in the Turbulent 1980s, edited by D.B. Gutknecht and J. Loorum. University Press of America, 1984.)  View Details
  7. Organizational Locations as a Link between Structure and Behavior: General Considerations and the Case of Opportunity and Power

    R. M. Kanter

    Keywords: Organizations; Social Psychology; Behavior; Power and Influence;

    Citation:

    Kanter, R. M. "Organizational Locations as a Link between Structure and Behavior: General Considerations and the Case of Opportunity and Power." Paper presented at the American Sociological Association Annual Meeting, Boston, MA, August 01, 1979. (Thematic (Invited) Session on Complex Organizations, Boston, August 1979. Also in Developing Organizational and Human Resources in the Turbulent 1980s, edited by D.B. Gutknecht and J. Loorum University Press of America, 1984.)  View Details
  8. Can Industrial Workers Reform Their Own Work? A Sociologically-Oriented Quality-of-Worklife Project in an Electronics Factory

    R. M. Kanter, B. A. Stein, D. Brinkerhoff and Daniel J. Isenberg

    Keywords: Employees; Working Conditions; Change; Electronics Industry;

    Citation:

    Kanter, R. M., B. A. Stein, D. Brinkerhoff, and Daniel J. Isenberg. "Can Industrial Workers Reform Their Own Work? A Sociologically-Oriented Quality-of-Worklife Project in an Electronics Factory." Paper presented at the American Sociological Association Annual Meeting, Boston, MA, August 01, 1979. (Published as "Building Participatory Democracy within a Conventional Corporation." In Workplace Democracy, edited by J. Rothschild-Whitt and F. Lindenfield, Boston: Porter Sargent, 1982.)  View Details
  9. The Impact of Organizational Structure: Models and Methods for Change

    R. M. Kanter

    Keywords: Organizational Structure; Change;

    Citation:

    Kanter, R. M. "The Impact of Organizational Structure: Models and Methods for Change." Paper presented at the International Conference on Implementing Equal Pay and Equal Opportunity, Wellesley College, Center for Research on Women, May 01, 1978. (Also in Equal Opportunity Policy for Women, edited by R.S. Ratner. Philadelphia: Temple University Press, 1979.)  View Details
  10. The Changing Shape of Work: Psychosocial Trends in America

    R. M. Kanter

    Keywords: Social Issues;

    Citation:

    Kanter, R. M. "The Changing Shape of Work: Psychosocial Trends in America." Paper presented at the American Association for Higher Education Annual Meeting, Chicago, March 1, 1978. (Also in Current Issues in Higher Education: 1978 National Conference Series. Washington, D.C.: American Association for Higher Education, 1978.)  View Details
  11. Working and Loving America: Work Systems as a Source of Constraints on Families

    R. M. Kanter

    Keywords: Family and Family Relationships; Labor; United States;

    Citation:

    Kanter, R. M. "Working and Loving America: Work Systems as a Source of Constraints on Families." Paper presented at the Smithsonian International Symposium, Washington, DC, June 17, 1977. (Published as "Jobs and Families: Impact of Working Roles on Family Life." Children Today (HEW Children's Bureau of Publication), vol. 7 (March-April 1978), pp. 11-16. Reprintings include: Structure and Process: Readings for Introductory Sociology, edited by R.A. Peterson and C.A. Vaughan. Belmont, Calif.: Wadsworth, 1985; The Adult Years: Continuity and Change. College Park, Md: International University Consortium, 1984; new edition, 1992.)  View Details
  12. Access to Opportunity and Power: Measuring Racism/Sexism inside Organizations

    R. M. Kanter

    Keywords: Power and Influence; Organizational Culture; Demographics;

    Citation:

    Kanter, R. M. "Access to Opportunity and Power: Measuring Racism/Sexism inside Organizations." Paper presented at the Research Symposium on Social Indicators in Institutional Racism/Sexism, April 01, 1977. (Also published as "Differential Access to Opportunity and Power" in Discrimination in Organizations, edited by R. Alvarez and K.G. Lutterman, Jossey-Bass, 1979.)  View Details
  13. The Impact of Hierarchial Structures on the Work Behavior of Women and Men

    R. M. Kanter

    Keywords: Behavior; Gender; Organizational Structure;

    Citation:

    Kanter, R. M. "The Impact of Hierarchial Structures on the Work Behavior of Women and Men." Paper presented at the American Sociological Association Annual Meeting, San Francisco, September 01, 1975. (Also in Social Problems, vol. 23 (April 1976), pp. 425-30. Reprintings include: Industrial Relations in a New Age, edited by C. Kerr and P.D. Staudohar. San Francisco: Jossey Bass, 1986; Sex and Gender Reader, edited by L. Richardson and V.A. Taylor Lexington. Mass.: Heath, 1981; Women and Work: Problems and Perspectives, edited by R. Kahn-Hut, et al. N.Y.: Oxford, 1982.)  View Details
  14. Coupling, Parenting, and the Presence of Others: Intimate Relationships in Communal Households

    R. M. Kanter, D. K. Weisberg and D. T. Jaffe

    Keywords: Family and Family Relationships; Society;

    Citation:

    Kanter, R. M., D. K. Weisberg, and D. T. Jaffe. "Coupling, Parenting, and the Presence of Others: Intimate Relationships in Communal Households." Paper presented at the Society for the Study of Social Problems Annual Meeting, Montreal, September 01, 1974. (Also presented at the 1974 meetings of the American Psychological Association, New Orleans, pp. 433-52 (with D.K. Weisberg and D.T. Jaffe). Reprinted in Family Relationships, edited G.K. Phelen. Minneapolis: Burgess, 1978.)  View Details
  15. Urban Communes and Family History

    R. M. Kanter

    Keywords: Family and Family Relationships; Civil Society or Community; Urban Scope;

    Citation:

    Kanter, R. M. "Urban Communes and Family History." Paper presented at the Organization of American Historians Annual Meeting, Denver, April 01, 1974. (Published as "Roots versus Restlessness: Cooperative Households, The City, and Recurrent Issues in American Family Life." Massachusetts Review 17 (summer 1976):331-53.)  View Details
  16. Women in Organizations: Change Agent Skills

    R. M. Kanter

    Keywords: Gender; Change; Organizations;

    Citation:

    Kanter, R. M. "Women in Organizations: Change Agent Skills." Paper presented at the New Technology in Organization Development Conference, New Orleans, February 01, 1974. (Also in Current Issues and Strategies in Organization Development, edited by W.R. Burke. N.Y.: Behavioral Publications, 1976; Portions published as "On Ending Female Tokenism in T-Groups," Social Change, vol. 5 (1975), pp. 1-3. Reprinted in Sensitivity Training and the Laboratory Approach, edited by R.T. Golembiewski and A. Blumberg. Third Edition. Itasca, IL: Peacock, 1977.)  View Details
  17. De-Housewifing Women, Domesticating Men: Equality between the Sexes in Urban Communes

    R. M. Kanter and M. Halter

    Keywords: Gender; Urban Scope;

    Citation:

    Kanter, R. M., and M. Halter. "De-Housewifing Women, Domesticating Men: Equality between the Sexes in Urban Communes." Paper presented at the Annual Convention of the American Psychological Association, Montreal, August 01, 1973. (Also in Marriage and Family Interaction, edited by J. Heiss. Second Edition. Chicago: Rand McNally, 1976. (with M. Halter); Reprinted in Modern Sociology: Introductory Readings, edited by P. Worsley London: Penguin, 1978.)  View Details
  18. Prospectus for a New City, 1970

    R. M. Kanter, G. Alperovitz, H. Cox, C. Hampden-Turner, J. Lynch, J. Morey and C. S. Jencks

    Citation:

    Kanter, R. M., G. Alperovitz, H. Cox, C. Hampden-Turner, J. Lynch, J. Morey, and C. S. Jencks. "Prospectus for a New City, 1970." In Getting it All Together: Some Group Issues in Communes. Paper presented at the Annual Meeting of the American Orthopsychiatric Association, Washington, DC, March 01, 1971. (Published in the American Journal of Orthopsychiatry, vol. 42 (July 1972), pp. 632-43. Reprintings include The Future of the Family, by L.K. Howe N.Y.: Simon & Schuster, 1972. Also Touchstone Books; Intimacy, Family and Society, and The Family in Transition, by A. Skolnick and J. Skolnick. Second Edition. Little, Brown; Doing Unto Others, by Z. Rubin. Englewood Cliffs, N.J.: Prentice Hall, 1984.)  View Details
  19. The Organization Child: Experience Management in a Nursery School

    R. M. Kanter

    Keywords: Management; Early Childhood Education;

    Citation:

    Kanter, R. M. "The Organization Child: Experience Management in a Nursery School." Paper presented at the American Sociological Association Annual Meeting, Miami Beach, FL, August 01, 1966. (Working Paper No. 16, University of Michigan, Center for Research on Social Organization Also in Sociology of Education, vol. 45 (spring 1972), pp. 186-212. Reprinted in The Hidden Curriculum and Moral Education, edited by Purpel and H.A. Giroux. Berkeley, Calif.: McCutchan, 1982.)  View Details
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