E453
Mark Leslie, Kirk Bowman, Sara Rosenthal
2012
These three short vignettes involve challenges faced by Andrew Markham, the CEO of Sage Networks. In the first, Markham believes that one of his VPs, Robert Salinas, may be having covert discussions with the CEO of a competitive company to discuss the…
SM210
Robert A Burgelman, Robert E Siegel, Tomas Uribe
2012
It was 2005 and David Steiner, CEO of Waste Management (WM), had just received a report from an internal advisory panel created some months before to assess the future of the waste management industry and propose how the company’s strategy should be…
OB45V12
Jeffrey Pfeffer
2012
Gary Loveman, a former assistant professor at Harvard Graduate School of Business Administration, became Chief Operating Officer of Harrah’s Entertainment in 1998. He was an outsider in a very insular business who had no significant administrative or…
SPM49
George Foster, David Hoyt
2012
Thoroughbred horse racing was in decline at the end of the 20th century and beginning of the 21st century. Nearly all metrics, from number of horses and races, to attendance, and amount wagered, was falling. Studies indicated this was likely to continue…
OB83(B)
Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III
2012
Yasuchika Hasegawa, president of Takeda Pharmaceutical Company, had a vision to make Takeda a top tier company in oncology by 2015. In 2008, Takeda acquired Millennium Pharmaceuticals, a respected oncology company with annual sales of $528 million in…
OB83(C)
Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III
2012
In addition to acquiring Millennium Pharmaceuticals in 2008 and Amgen Japan in 2009, Takeda implemented a major reorganization of its global organization. President Yasuchika Hasegawa reorganized Takeda’s business in the U.S. and aggressively expanded…
SPM50
George Foster, David Hoyt
2012
By the early 21st century, the economics of thoroughbred horse racing in the United States was backwards – owners invested about four times as much money into the sport than the total amount of purse money available. Owners raced their horses as early as…
OB85C
David Bradford
2012
This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a…
OB84
Charles O'Reilly III, David Caldwell
2012
In 2011, Cypress Semiconductor was doing well. Their 2010 revenues had grown 32 percent to $884 million, and coupled with diligent cost reduction efforts, their profits before taxes were up nearly 23 percent. In the preceding two years Cypress had…
M345
Jennifer Aaker, Sara Gaviser Leslie, Debra Schifrin
2012
The Business Case for Happiness discusses why it is important for employees and customers to be happy, how happiness positively impacts the bottom line, and how an organization can design for happiness. Research shows that employee happiness leads to…
M343
Jennifer L Aaker, Debra Schifrin
2012
In 2012 the New York-based airline JetBlue served 70 cities with 650 daily flights. JetBlue prided itself on being a fun, low-cost airline with high-quality customer service and popular amenities not found on other airlines. But while it had loyal…
P79C
Saumitra Jha
2012
In 1985, M.C. Mehta, a lawyer and head of his own environmental NGO, filed a public interest litigation (PIL) in the Supreme Court of India to enforce the 1981 Air (Prevention and Control of Pollution) Act in the environs of India’s National Capital…
P78A
Saumitra Jha, Debra Schifrin
2012
Managing Local Political Risk: Parking the Tata Nano highlights the role of political geography in shaping risks to businesses. The case has three parts: an (A) case, (B) case, and (C) case. The (A) case is set in 2006 and discusses the decision Tata…
P79B
Saumitra Jha
2012
In 1985, M.C. Mehta, a lawyer and head of his own environmental NGO, filed a public interest litigation (PIL) in the Supreme Court of India to enforce the 1981 Air (Prevention and Control of Pollution) Act in the environs of India’s National Capital…
M341
Jennifer Aaker, Debra Schifrin
2012
In 2012 BabyCenter was the largest parenting platform and parenting media company in the world. It provided expert advice to pregnant women and new mothers while connecting these women to each other online and in person. The company had 110 employees…
RE137
Douglas Abbey, Chris Mahowald, Max Lamont
2012
In March 2008, a group of investors considered purchasing 8,300 residential lots in 11 states from one of the largest U.S. homebuilders, at a price of 10 cents on the dollar. The deal would also involve purchasing a partially-built condominium complex…
OB83(A)
Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III
2012
In 2007, Takeda was a leading Japanese pharmaceutical company with sales primarily in Japan and the U.S. Although Takeda ranked around 15th in global sales, the pharmaceutical market had been shifting due to major industry consolidation. Yasuchika…
SM204
Robert Burgelman, Martina Ludescher
2012
The case describes the history and transformation of DKSH, a privately-held global trading company headquartered in Zurich, Switzerland, that has been doing business in the Far East for some 150 years. The case focuses on the efforts of CEO Joerg Wolle…
OB85
David Bradford
2012
You can also find this case divided into A, B, and C cases. Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. As…
OB85B
David Bradford
2012
This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor…
OB85A
David Bradford
2012
This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to…
OB81A
Shelley Correll, Debra Schifrin, Sarah Soule
2012
The case is about the San Francisco-based law firm, Paragon Legal, founded by lawyer and entrepreneur Mae O’Malley. Paragon Legal gave high-level attorneys the opportunity to have a flexible schedule and work 10 to 40 hours a week. This was in the context…
OB86
Jeffrey Pfeffer
2012
Reviews the literature on women’s careers, career disadvantages and their sources, and women’s reactions to power, negotiations including salary negotiations and competition. The note is intended to be used as background for a discussion of the obstacles…
P79A
Saumitra Jha
2012
In 1985, M.C. Mehta, a lawyer and head of his own environmental NGO, filed a public interest litigation (PIL) in the Supreme Court of India to enforce the 1981 Air (Prevention and Control of Pollution) Act in the environs of India’s National Capital…
