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PG&E and the First Climate Change Bankruptcy
Gilson, Stuart C.; Abbott, Sarah L.Case HBS-221057-EFinanceIn early 2020, the California-based utility PG&E filed a second amended plan of reorganization. PG&E had filed for Chapter 11 bankruptcy in the face of more than $30 billion of legal claims brought against it for its alleged role in causing California wildfires. The plan had the support of key creditors and shareholders and a court-appointed committee representing the wildfire victims. However, it faced strong opposition from California's governo...Starting at €8.20
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E. I. du Pont de Nemours and Company: El split-off de Conoco (A)
Gilson, Stuart C.; Fagan, Perry L.Case HBS-210S21FinanceDespués de tomar el 30% de su filial pública de petróleo y gas de Conoco en la mayor oferta pública inicial doméstica (OPI) en la historia de EE.UU., la gestión de E. I. du Pont de Nemours and Co. (DuPont) está considerando desprenderse de su participación restante en Conoco. Este objetivo se logrará a través de una transacción relativamente poco común llamada corporativa "escisión", bajo la cual se darán los accionistas de DuPont la opción de in...Starting at €8.20
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The Wolf in Cashmere: LVMH's Bid to Acquire Tiffany
Gilson, Stuart C.; Abbott, Sarah L.Case HBS-222054-EFinanceIn November 2019, the iconic U.S. jeweler Tiffany agreed to be acquired by the luxury goods conglomerate LVMH. The $16.6 billion transaction was scheduled to close in mid-2020. However, in 2020, the global COVID-19 pandemic took a toll on the luxury goods sector. In September 2020 LVMH announced that it was backing out of the deal. Tiffany filed suit against LVMH. LVMH countersued, arguing that the pandemic triggered a material adverse effect (MA...Starting at €8.20
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Eastman Kodak Company: Restructuring a Melting Ice Cube
Gilson, Stuart C.; Dionne, John D.; Abbott, Sarah L.Case HBS-216006-EFinanceIn May 2013, senior managers of GSO Capital Partners, an $80 billion credit-oriented investment firm owned by The Blackstone Group, are considering what to do next with their investment in the senior secured debt of Eastman Kodak Company. Once a great company and an icon of American business, Kodak had fallen on desperately hard economic times as its traditional business of manufacturing cameras and photographic film had all but disappeared with ...Starting at €8.20
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End of Management
Hamel, Gary; Breen, BillBook Chapter HBS-2509BC-EGiven how little the practice of management has changed over the past several decades, it's hardly surprising that most people have a hard time imagining how management might be reinvented. In this chapter, the author considers the evolution of modern management and the challenges managers face in the 21st century, calling for a radical reinvention of management in the years to come. This chapter was originally published as chapter 1 of "The Futu...Starting at €8.20
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BlackRock (B): Acquire MLIM - Teaching Note
Gulati, Ranjay; Gilson, Stuart C.; Sesia, AldoTeaching Note HBS-719431-EStrategyTeaching note to case 717405 and 717485Starting at €0.00
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BlackRock (B): Acquire MLIM
Gulati, Ranjay; Rivkin, Jan W.; Gilson, Stuart C.; Sesia, AldoCase HBS-717405-EStrategyThis B case is a supplement to HBS case no. 717-404 "BlackRock (A): Selling the Systems?"Starting at €5.74
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Becoming a Management Innovator
Hamel, Gary; Breen, BillBook Chapter HBS-2520BC-EWhile most companies have been hard at work reinventing their business processes over the last decade, few have devoted a similar degree of energy and imagination to reinventing their management processes. Proving there are exceptions to the rule, this chapter focuses on IBM and Best Buy, organizations that have turned revolutionary management thinking into practice. This chapter was originally published as chapter 10 of "The Future of Management...Starting at €8.20
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Quest for Resilience
Hamel, Gary; Valikangas, LiisaArticle HBS-R0309C-EStrategyIn less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different--not at their core, not in their essence. Today, getting different is the imperative. It's the challenge facing Coca-Cola as it struggles to raise its "share of throat" in noncarbonated beverages. It's the task that bedevils McDonald's as it tries to restar...Starting at €8.20
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Agenda for Management Innovation
Hamel, Gary; Breen, BillBook Chapter HBS-2511BC-EIn this chapter, the author identifies some roadblocks to innovation, and suggests that in order to maximize the chances for precedent-breaking management innovation, managers should devote themselves to a problem that is consequential and inspiring, essential and laudable. This chapter was originally published as chapter 3 of "The Future of Management."Starting at €8.20