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Danone: Leading Change by Rejigging Purpose
Tulsi Jayakumar, Surya TahoraCase IVEY-W25287-ELeadership and People ManagementIn March 2021, faced with emphatic calls from a minority group of dissatisfied investors worried about Danone SA’s poor financial performance, Danone’s board of directors asked Emmanuel Faber, Danone’s chair and chief executive officer (CEO), to step down from his leadership position.
Danone had a long history of being a purpose-driven company, and Faber’s personal values mirrored the company’s values. Why did a historically purpose-driven...Starting at €8.20
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Societe Generale (B): The Jerome Kerviel Affair
Brochet, FrancoisCase HBS-110030-EAccounting and ControlThis case illustrates the tension/balance that firms with complex and risky business models must consider in designing their internal controls. It describes the environment in which a derivatives trader engaged in massive directional positions on major European stocks and indexes without being detected for over a year. Although the case could be used to teach the basics of internal controls, it is likely to be more effective by eliciting a debate...Starting at €5.74
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Supera Capital: How to Make the Most of a Portfolio Company's Growth Potential: Balancing the Investment Period Against the Life Cycle of a Private Equity Fund
Liechtenstein, Heinrich; Marti Erfurt, Mark; Kolarova, LenkaCase F-988-EEntrepreneurship, Finance, StrategyPhillipe Cera, Managing Partner, had been with SUPERA CAPITAL, a leading private equity firm in Southern European countries, since 2000. In early February 2021, Phillipe was reviewing the historical performance of Cecilia, a portfolio company producing strollers and baby accessories. Phillipe wanted to make sure that the value created in the company was unlocked at the right moment. There could be potentially a lot of value at stake, given that S...Starting at €8.20
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Supera Capital - Teaching Note: How to Make the Most of a Portfolio Company's Growth Potential: Balancing the Investment Period Against the Life Cycle of a Private Equity Fund
Liechtenstein, Heinrich; Marti Erfurt, Mark; Kolarova, LenkaTeaching Note FT-130-EEntrepreneurship, Finance, StrategyPhillipe Cera, Managing Partner, had been with SUPERA CAPITAL, a leading private equity firm in Southern European countries, since 2000. In early February 2021, Phillipe was reviewing the historical performance of Cecilia, a portfolio company producing strollers and baby accessories. Phillipe wanted to make sure that the value created in the company was unlocked at the right moment. There could be potentially a lot of value at stake, given that S...Starting at €0.00
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John Galliano: Defiant Success (C)
Rodríguez Fernández-Hidalgo, Enriqu; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-289-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThough they had not yet chosen a successor to John Galliano (the company's former creative director), Dior presented its new fantasy jewelry collection, inspired by dance, as the natural continuation of its high-fashion runway show. The dilemma concerning who Galliano's successor at the firm would be was still up in the airStarting at €5.74
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Pricing and people analytics at PSF consulting
Markakis, Mihalis G.; Talluri, Kalyan; Tsoukalas, AngelosCase OIT-37-EService and Operations ManagementMarie Bernard, the recently appointed CEO of PSF Consulting, was determined to leave her mark on the company she had tirelessly served for more than two decades. And while for most of her predecessors that meant relentless growth, expansion into new countries and industries-a need she was certainly aware of-her focus had recently turned inward, to the "inner workings" of the company. Two issues stood out to her from her tenure as Managing Directo...Starting at €8.20
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The Future of BioPasteur
Gavetti, Giovanni; Gino, FrancescaCase HBS-711508-EStrategyThe purpose of this exercise is to let students experience a few biases that can be deleterious to strategic decision-making. In particular, students are induced to fall into a confirmatory trap, and to experience other biases such as anchoring and sampling bias. Although the exercise can be performed individually, it is a better vehicle to explore how some team-level dynamics and structural choices can either increase or reduce the probability o...Starting at €8.20
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Reaching the Rich World's Poorest Consumers
Yunus, Muhammad; Dalsace, Frederic; Menasce, David; Faivre-Tavignot, BenedicteArticle HBS-R1503B-ELeadership and People ManagementAlmost 120 million people in the European Union are classified as at risk of poverty or social exclusion. Although many companies offer low-cost products and services, they have largely ignored the needs of these consumers. In this article the founder of Grameen Bank and his coauthors describe how five leading companies, working through the not-for-profit Action Tank, have developed "social business" models to serve the bottom of the pyramid in F...Starting at €8.20
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Alstom (C): The Joint Venture Dissolution
Vendiola C.; Ariño, AfricaCase DG-1357-EStrategyIn March 1999, Alstom's chairman was reviewing the forecasted results of his company¿s first year of operation and he had plenty of reasons to be proud of the achievements of the company in only oneyear of operation. Alstom was a French giant in the energy and transportation business. Although the results looked very promising, competing in this industry required a strategy. The matter was complicated by GE's unwillingness to continue the license...Starting at €5.74
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BlaBlaCar: The Road Ahead...
Lakhani, Karim R.; Sundararajan, Arun; Billaud, Emilie; Caltagirone, CarolineCase HBS-617050-EService and Operations ManagementIn 2017, the co-founders of BlaBlaCar-the world's largest long-distance carpooling company-reflected on the evolution of their venture and the way forward. BlaBlaCar had reached critical mass and size; yet staying still was not going to be enough to be relevant and competitive in the hyper competitive sharing economy sector. The co-founders felt that the time was now to capitalize on the trust that the platform had built with its members and expl...Starting at €8.20