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- July 2021
- Teaching Note
Eaton Corporation: Portfolio Transformation and the Cost of Capital
By: Benjamin C. Esty, E. Scott Mayfield and Daniel Fisher
Teaching Note for HBS Case Nos. 221-006 and 221-070.
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- March 2021
- Case
Astralis Group: Determining a Brand Strategy
By: Benjamin C. Esty, Mette Fuglsang Hjortshoej and Emilie Billaud
After launching a Danish esports company in July 2019, and going public in December 2019 with multiple brands associated with different games, the Astralis leadership team was contemplating a shift to a single, corporate brand. While the original arguments for...
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Keywords:
Brand Strategy;
Esports;
Video Games;
Corporate Scope;
Positioning;
Ecosystem;
Brands and Branding;
Strategy;
Business Ventures;
Business Startups;
Entrepreneurship;
Ethics;
Sports;
Competitive Strategy;
Value Creation;
Diversification;
Games, Gaming, and Gambling;
Sports Industry;
Entertainment and Recreation Industry;
Denmark;
Europe
- January 2021 (Revised June 2021)
- Supplement
Eaton Corporation: Portfolio Transformation and The Cost of Capital (Abridged)
By: Benjamin C. Esty, E. Scott Mayfield and Daniel Fisher
In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around “power management” and more recently on “intelligent power,” the use of digitally enabled products and services designed to...
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- January 2021 (Revised June 2021)
- Case
Eaton Corporation: Portfolio Transformation and the Cost of Capital (Abridged)
By: Benjamin C. Esty, E. Scott Mayfield and Daniel Fisher
In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around “power management” and more recently on “intelligent power,” the use of digitally enabled products and services designed to...
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- September 2020 (Revised June 2021)
- Supplement
Eaton Corporation: Portfolio Transformation and The Cost of Capital
By: Benjamin C. Esty, Scott Mayfield and Daniel Fisher
In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around “power management” and more recently on “intelligent power,” the use of digitally enabled products and services designed to...
View Details
- September 2020 (Revised June 2021)
- Case
Eaton Corporation: Portfolio Transformation and The Cost of Capital
By: Benjamin C. Esty, E. Scott Mayfield and Daniel Fisher
In 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around “power management” and more recently on “intelligent power,” the use of digitally enabled products and services designed to...
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- 2019
- Chapter
The Consequences of Mandatory Corporate Sustainability Reporting
By: Ioannis Ioannou and George Serafeim
A key aspect of the governance process inside organizations and markets is the measurement and disclosure of important metrics and information. In this chapter, we examine the effect of sustainability disclosure regulations on firms’ disclosure practices and...
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Keywords:
Mandatory Disclosure;
Mandatory Reporting;
Sustainability;
Corporate Social Responsibility;
Social Impact;
Valuation;
China;
South Africa;
Europe;
Asia;
Regulation;
Corporate Disclosure;
Integrated Corporate Reporting;
Corporate Social Responsibility and Impact;
Governing Rules, Regulations, and Reforms;
Corporate Governance;
China;
Denmark;
Malaysia;
South Africa
- July 2019
- Case
Bjarke Ingels Group
By: Boris Groysberg and Aldo Sesia
Danish-born Bjarke Ingels is regarded as a giant in the field of architecture. He started his firm—the Bjarke Ingels Group (BIG)—in 2005 in Copenhagen. Fourteen years later, the firm has additional offices in New York City, London, and Barcelona and employs over 500...
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Keywords:
Buildings and Facilities;
Design;
Growth Management;
Leadership;
Organizational Culture;
Talent and Talent Management;
Urban Development;
Organizational Change and Adaptation;
Construction Industry;
Service Industry;
Real Estate Industry;
Denmark;
Spain;
United Kingdom;
United States;
New York (city, NY)
- September 2018 (Revised June 2019)
- Case
THE VELUX FOUNDATIONS: Selecting Impact Funds
By: Vikram Gandhi, Caitlin Reimers Brumme and Nathaniel Schwalb
After much internal debate, THE VELUX FOUNDATIONS of Denmark have decided to allocate a small percentage of their investment portfolio to impact investments. Cambridge Associates, one of the leading investment advisory firms in the world, has been engaged to assist...
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- November 2017
- Case
Passion and Strategy: Novozymes' Embrace of the UN Sustainable Development Goals
By: Andy Zelleke and Emilie Billaud
This case explores the sustainability efforts at Novozymes, the world's largest and oldest producer of industrial enzymes. In 2015, the Danish company became the world’s first company known to have crafted a new corporate strategy based on the United Nations...
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Keywords:
Corporate Governance;
Transformation;
Environmental Sustainability;
Corporate Social Responsibility and Impact;
Mission and Purpose;
Business and Shareholder Relations;
Business and Stakeholder Relations;
Business Strategy;
Organizational Culture;
Organizational Change and Adaptation;
Biotechnology Industry;
Europe;
Denmark
- August 2017 (Revised January 2020)
- Case
PFA Pension: Expansion of Alternatives Portfolio
By: Victoria Ivashina, Federica Gabrieli and Jérôme Lenhardt
PFA Pension was the biggest commercial pension provider in Denmark. At the end of 2015, the company had decided to boost its investments into the alternative asset class, an area where it was lagging behind its competitors. The aim was to privilege direct investments...
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- 2017
- Chapter
Entrepreneurship, Policy, and the Geography of Wind Energy
By: Geoffrey Jones
This study examines the geography of the global wind energy industry before 2000. Between 1980 and 2000, the global generating capacity of wind power grew from 13 megawatts to 17,400 megawatts, but two-thirds of that capacity was in Denmark, Germany, Spain, and the...
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- Article
National Image as a Competitive Disadvantage: The Case of the New Zealand Organic Food Industry
By: G. Jones and Simon Mowatt
This article examines why organic agriculture and food consumption developed more strongly in some countries than others between the 1970s and the 2000s. The focus is the limited growth of the New Zealand organic sector, which contrasts with countries such as Denmark,...
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- March 8, 2016
- Article
Cognitive Fatigue Influences Students' Performance on Standardized Tests
By: Hans Henrik Sievertsen, F. Gino and Marco Piovesan
Using test data for all children attending Danish public schools between school years 2009–2010 and 2012–2013, we examine how the time of the test affects performance. Test time is determined by the weekly class schedule and computer availability at the school. We find...
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- February 2016
- Article
Bridging Science and Technology Through Academic-Industry Partnerships
By: Sen Chai and Willy C. Shih
Partnerships that foster the translation of scientific advances emerging from academic research organizations into commercialized products at private firms are a policy tool that has attracted increased interest. This paper examines empirical data from the Danish...
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- October 2015
- Case
The Maine Food Cluster Project
By: Karen Mills and Aldo Sesia
The Libra Foundation is exploring how to grow the food sector in Maine using the strategy of creating a food cluster initiative. Maine is one of the poorest states in the United States and the food sector is one of the largest employers. Multiple efforts in...
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- Article
What to Know About Locating in a Cluster
By: Willy C. Shih and Sen Chai
As a study of two industry clusters in Denmark shows, factors that can make clusters attractive—easy people movement and knowledge spillovers—can also make it harder for individual companies to retain proprietary knowledge.
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Keywords:
Clusters;
Clustering;
Competitiveness;
Life Sciences;
Telecommunications;
Science-based;
Research And Development;
Industry Clusters;
Research;
Innovation Strategy;
Innovation and Management;
Geographic Location;
Pharmaceutical Industry;
Biotechnology Industry;
Telecommunications Industry;
Food and Beverage Industry;
Denmark
- January 2015 (Revised April 2015)
- Case
Lagkagehuset: Building a Bakery Chain
By: Krishna G. Palepu and Emer Moloney
A Danish bakery chain that was acquired by a private equity firm in 2008, and has grown from 3 to 31 stores, plans to address reoccuring operational and organizational issues before growing further.
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- December 2014
- Supplement
Interview with Anders Byriel and Mads Nygård: Kvadrat
By: Boris Groysberg and Sarah L. Abbott
Anders Byriel, CEO of the family-owned Danish textiles company, Kvadrat, and Mads Nygård, SVP of Strategy & Organization at Kvadrat, discuss the challenges and opportunities faced by the company. They elaborate on areas covered in the case including: 1.) Asia; 2.) Soft...
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- December 2014 (Revised February 2016)
- Case
Group Functions at the Maersk Group
By: David Collis and Matthew Shaffer
In 2014, seven years after he was appointed CEO of the Danish shipping and oil conglomerate A.P. Møller Maersk (the Maersk Group), Nils Andersen was reexamining the size and role of corporate headquarters in the company he had reshaped as a "premium conglomerate."...
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