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- November 2020
- Case
Wilderness Safaris: Responses to the COVID-19 Crisis
By: James E. Austin, Megan Epler Wood and Herman B. "Dutch" Leonard
This case is an epilogue to “Wilderness Safaris: Impact Investing and Ecotourism Conservation in Africa” (2-321-020), which ends with the emergence of the pandemic in March 2020. The final discussion area for that case can be “What should Wilderness Safari CEO Keith...
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- September 2020
- Case
Lojas Americanas: Project DNA and the 'People Machine'
By: Boris Groysberg, Eric Lin and Sarah L. Abbott
Lojas Americanas (“Americanas”) was one of the largest retailers in Brazil. Via its stores, digital platform and Innovation Engine, the company served more than 38 million people. In recent years, Americanas had enjoyed rapid growth; growing from 98 stores in 2001 to...
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- March–April 2020
- Article
Building A Culture of Experimentation
By: Stefan Thomke
Why don’t organizations test more? After examining this question for several years, I can tell you that the central reason is culture. As companies try to scale up their experimentation capacity, they often find that the obstacles are not tools and technology but...
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- 2020
- Book
Teaching by Heart: One Professor's Journey to Inspire
By: Thomas J. DeLong
The best teachers are leaders, and the best leaders are teachers. Teaching by Heart summarizes the author's key insights gained from more than 40 years of teaching and managing. It illustrates how teachers can both lift people up and let them down. It proposes...
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- October 2019 (Revised February 2020)
- Case
Thermax—Changing of the Guard
By: Christina R. Wing and Inakshi Sobti
Thermax is an engineering company in India that provides integrated solutions in energy, environment, and chemicals. The Aga family along with family trusts owns 62% of the company. Post a restructuring exercise in 2000, Thermax transforms itself from a small family...
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- October 2018 (Revised July 2019)
- Technical Note
The Brand Management of Places
By: E. Ofek and Nathaniel Schwalb
The brand management of places, such as countries, cities and regions, has received increasing attention in recent years. The associations, impressions and reputations that people have of a certain place can have a big impact in a number of areas – from tourism, to...
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- January–February 2018
- Article
The Leader's Guide to Corporate Culture: How to Manage the Eight Critical Elements of Organizational Life
By: Boris Groysberg, Jeremiah Lee, Jesse Price and J. Yo-Jud Cheng
Executives are often confounded by culture, because much of it is anchored in unspoken behaviors, mindsets, and social patterns. But when properly managed, culture can help them achieve change and build organizations that will thrive in even the most trying times. In...
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- January 26, 2017
- Article
Executives and Salespeople Are Misaligned—and the Effects Are Costly
By: Frank V. Cespedes and Christopher Wallace
This article discusses the results of a survey of senior executives, middle managers, and sales people from companies across a variety of industries. The survey focused on questions about how well their companies’ strategies informed six critical elements of their...
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- October 2016
- Case
Turkasset: Bringing Customer-Centricity to Debt Collection
By: Dennis Campbell and Gamze Yucaoglu
In December 2014, in preparation for the year-end board presentation, Hilmi Guvenal (PMD 1993), shareholder and CEO of Turkasset, and Ilker Yoney, COO, sat down to discuss Turkasset’s five- and ten-year strategic plans. Since taking leadership of the company in 2009,...
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Keywords:
Customer Satisfaction;
Customer Experience;
Customer Service;
Customer-centric;
Emerging Market;
Customer Focus;
Employee Empowerment;
Employee Engagement;
Employee Training;
Staffing;
Operations Management;
Quality Management;
Service Management;
Service Quality;
Continuous Improvement;
Turkasset;
Collections Agency;
Npl;
Call Center;
Financial Services;
Borrowing and Debt;
Customer Focus and Relationships;
Organizational Culture;
Operations;
Management;
Service Operations;
Quality;
Competitive Advantage;
Cost vs Benefits;
Financial Services Industry;
Turkey
- September 2016 (Revised May 2018)
- Case
Zurich Insurance: Talent Pipeline
By: Boris Groysberg and Katherine Connolly
Zurich Insurance was undergoing organizational change after implementing five new people practices focused on manager development, diversity and inclusion, job model and data analytics, recruitment, and talent pipeline. The case “Zurich Insurance: Fostering Key People...
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- September 2016
- Article
Bounded Awareness: Implications for Ethical Decision Making
By: Max Bazerman and Ovul Sezer
In many of the business scandals of the new millennium, the perpetrators were surrounded by people who could have recognized the misbehavior, yet failed to notice it. To explain such inaction, management scholars have been developing the area of behavioral ethics and...
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Keywords:
Ethics
- February 2016
- Teaching Note
Akın Öngör's Journey
By: 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...
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- 2016
- Teaching Note
Advanced Leadership Pathways: Shelly London and Ethics Education
By: 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...
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- April 2014
- Case
Merrimack Pharmaceuticals, Inc. (A)
By: Amy C. Edmondson, Bethany S. Gerstein and Melissa Valentine
In 2006, Merrimack Pharmaceuticals was a fast-growing biotechnology company. Its leadership team was divided over whether to keep R&D organized in functional departments or transition to interdisciplinary teams. As a small company, Merrimack's R&D organization had...
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- 2014
- Book
Accelerate: Building Strategic Agility for a Faster-Moving World
By: John P. Kotter
Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter. It's a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and...
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- January 2014
- Teaching Note
Dr. Benjamin Hooks and Children's Health Forum
By: 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...
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- September 2013
- Article
Great Leaders Who Make the Mix Work
By: Boris Groysberg and Katherine Connolly
Business leaders send a powerful message when they make a commitment to diversity that goes beyond rhetoric. But what motivates them to do so, and how do they actually create inclusive cultures? To find out, the authors interviewed 24 CEOs whose firms were known for...
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- May 2013
- Case
Bridgewater Associates
By: Jeffrey T. Polzer and Heidi K. Gardner
Bridgewater Associates was the world's largest hedge fund with approximately $120 billion in assets under management in mid-2012, and its leaders attribute its record-beating performance to the firm's culture of "radical transparency." The founder, Ray Dalio, was...
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- 2012
- Chapter
Social Entrepreneurs, Socialization Processes, and Social Change: The Case of Sekem
By: Tomislav Rimac, Johanna Mair and Julie Battilana
How can application of a positive lens to understanding social change and organizations enrich and elaborate theory and practice? This is the core question that inspired this book. It is a question that brought together a diverse and talented group of researchers...
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- March 2011
- Article
The New Path to the C-Suite
By: Boris Groysberg, L. Kevin Kelly and Bryan MacDonald
Job requirements at the top of corporations have changed. Companies have come to expect much more from their C-level executives, who need new and different skills to deal with today's business realities. Exactly what abilities do firms want in their leaders—now and in...
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