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- July 2021
- Case
Supreme: Remaining Cool While Pursuing Growth
By: Jill Avery, Sandrine Crener, Marie-Cecile Cervellon and Ranjit Thind
Following VF Corporation’s acquisition of cult streetwear brand Supreme, consumers and industry pundits were nervous that becoming part of a large, public corporation would put an end to Supreme’s slow and careful growth trajectory as pressure for quarterly results...
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- February 2021 (Revised June 2021)
- Case
Brainlab: Imaging a MedTech Future
By: Regina E. Herzlinger, Gregory P. Licholai and Federica Gabrieli
Can Brainlab, a privately held firm, compete with giants like Medtronic and Amazon in delivering the Digital Operating Room of the future? The CEO is pondering solutions for secure exchange of medical information, pricing a new robotic imaging device, and reorganizing...
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Keywords:
Surgery;
Robotics;
Health Care;
Private Healthcare;
Pricing;
Technology Platform;
Acquisition;
Business Growth and Maturation;
Growth and Development Strategy;
Business Strategy;
Corporate Strategy;
Corporate Entrepreneurship;
Health Care and Treatment;
Health;
Innovation and Invention;
Innovation and Management;
Innovation Strategy;
Technological Innovation;
Software;
Hardware;
Information Technology;
Health Industry;
Europe;
Germany;
Munich
- April 2019 (Revised April 2021)
- Case
Wayfair
By: Jeffrey F. Rayport, Susie L. Ma and Matthew G. Preble
In 2016 Niraj Shah and Steve Conine, founders of online home goods retailer Wayfair, are faced with a decision about how to improve user experience on their e-commerce sites. A key driver of consumer interest and conversion to purchase in the home category is visual...
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- August 2018 (Revised April 2021)
- Case
The Fuji-Xerox Merger
By: Guhan Subramanian and Annie Zhao
In January 2018, Xerox, a well-known American digital document firm, convened its board of directors to decide whether to approve a merger with Japanese imaging company Fujifilm. Activist Xerox shareholders were suing to halt the transaction, and documents unearthed...
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- 2018
- Chapter
The Trust Imperative
By: Richard Edelman, Stephen A. Greyser, E. Bruce Harrison and Tom Martin
CHAPTER SUMMARY: Successful relationships depend on trust—trust between spouses, trust between parent and child, trust between enterprises and their stakeholders. This chapter focuses on the factors that build trust in organizations, as well as the forces that can...
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- March 2016 (Revised June 2016)
- Case
Gotong Royong: Toward Sustainable Palm Oil
By: Rebecca Henderson, Hann-Shuin Yew and Monica Baraldi
In late 2015, Jeff Seabright, chief sustainability officer at Unilever, had to report to Unilever CEO Paul Polman on the effort to transform palm oil cultivation. Historically, palm oil was produced using unsustainable methods that included burning large tracts of...
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- May 2014
- Case
Goldman Sachs: Anchoring Standards After the Financial Crisis
By: Rajiv Lal and Lisa Mazzanti
Goldman Sachs, a longtime venerable financial institution headquartered in New York City, had a partnership culture that was known to value its clients. But when the financial crisis hit in 2008 and Goldman Sachs emerged relatively unscathed, its public image took a...
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- May 2011 (Revised January 2013)
- Case
Nike Football: World Cup 2010 South Africa
By: Elie Ofek and Ryan Johnson
Nike's Football division needs to devise a strategy to excel at the 2010 World Cup games in South Africa. Nike has gone from a niche player in the market for football apparel and footwear in 1994 to a formidable competitor to Adidas in 2008 (with revenues of over $1...
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- May 2011 (Revised March 2012)
- Case
InterfaceRAISE: Sustainability Consulting
By: Michael W. Toffel, Robert G. Eccles and Casey Taylor
InterfaceRAISE is a sustainability management consulting firm created to leverage the capabilities of its parent company Interface Inc., a carpet manufacturer recognized as a global leader in corporate environmental sustainability. This case illustrates the challenges...
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Keywords:
Problems and Challenges;
Integrated Corporate Reporting;
Corporate Social Responsibility and Impact;
Entrepreneurship;
Performance;
Environmental Accounting;
Profit;
Marketing Strategy;
Human Resources;
Business Model;
Leveraged Buyouts;
Salesforce Management;
Consulting Industry;
Manufacturing Industry
- September 2009
- Case
Intel NBI: Image Components Organization
By: Willy C. Shih and Thomas Thurston
The Image Components Organization (ICO) was an internal venture that was part of Intel's New Business Initiatives. It sought to initially develop and sell a high performance integrated CMOS image sensor module for cellular phones. ICO's opening assumptions were that it...
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- Article
Mission-Driven Governance
By: Raymond Fisman, Rakesh Khurana and Edward Martenson
The purpose of this paper is to provide a useful, easily applied theory of governance performance. The existing model is fundamentally adversarial, rooted in the paradigm of principal-agent conflict. At its base is an image of governance as a never-ending struggle... View Details
- May 2008 (Revised August 2009)
- Case
Intel NBI: MXP Digital Media Processor
By: Willy C. Shih and Thomas Thurston
"Gila" was a high-performance image processor project housed in Intel's New Business Initiatives (NBI) group. NBI was an incubator for corporate entrepreneurs, and it had an established methodology for ensuring a degree of autonomy while these ventures got started. But...
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- December 2007 (Revised July 2011)
- Case
Leadership in Energy: Jim Rogers at Cinergy
By: Boris Groysberg, Nitin Nohria, Colleen Kaftan and Geoff Eckman Marietta
Jim Rogers, CEO of the energy company Cinergy, has led the company from the brink of bankruptcy to one of the premier energy companies through selecting a focused strategy, aligning the organization to support it, and mobilizing all the employees to implementation. The...
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- January 2006 (Revised April 2007)
- Case
General Electric Healthcare, 2006
By: Tarun Khanna and Elizabeth Raabe
In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell's shoes as CEO of GE Healthcare, the world's leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham...
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Keywords:
Corporate Entrepreneurship;
Cost vs Benefits;
Growth and Development Strategy;
Mergers and Acquisitions;
Machinery and Machining;
Global Range;
Multinational Firms and Management;
Product Design;
Technological Innovation;
Expansion;
Value Creation;
Business Subsidiaries;
Health Industry;
Medical Devices and Supplies Industry
- December 2002
- Other Article
The Competitive Advantage of Corporate Philanthropy
By: Michael E. Porter and Mark R. Kramer
When it comes to philanthropy, executives increasingly see themselves as caught between critics demanding ever higher levels of "corporate social responsibility" and investors applying pressure to maximize short-term profits. Increasingly, philanthropy is used as a...
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Keywords:
Strategy
- November 2002 (Revised May 2003)
- Case
ConAgra Foods
By: Ray A. Goldberg and Ingrid Vargas
In 2002, ConAgra Foods CEO Bruce Rohde was deliberating the next steps in the process of transforming the company from an agribusiness giant to a value-added food processor. ConAgra had become the second largest food company and number one food service supplier in the...
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- December 1992
- Case
Du Pont: Corporate Advertising for 1992
By: Stephen A. Greyser and Norman Klein
Describes Du Pont's 1992 corporate advertising campaign, and its objectives and key messages. The campaign is set in the context of Du Pont's historical corporate positioning ("better things for better living"). Includes target audiences, budget considerations, and the...
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- March 1991 (Revised June 1993)
- Case
Chevron Corp.: Corporate Image Advertising
By: John A. Quelch
Describes a series of advertising research studies conducted by Chevron to monitor the effectiveness of its corporate advertising. Specific research approaches covered include the McCollum-Spielman and Communications Techniques. The Vals Typology developed by Stanford...
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- February 1991 (Revised July 1993)
- Case
Cultural Change at Nissan Motors
By: John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the...
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- October 1990 (Revised September 1993)
- Case
Changing the Culture at British Airways
By: John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981...
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