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Gillette Company (E): Procter & Gamble
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-309033-EAfter arriving in 2001 as the first outsider Chairman and CEO in Gillette history, Jim Kilts had led a remarkable turnaround. But by late 2004 he had to make a difficult decision. To better position the 104-year-old, Boston-based company, he opted to sell it to Cincinnati-based Procter & Gamble. How should Kilts lead the transition?Starting at €5.74
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Piramal e-Swasthya (B): Considering Change, Teaching Note
Kanter, Rosabeth Moss; Kim, Joyce J.Teaching Note HBS-320013-ETeaching note for case 320011.Starting at €0.00
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Gillette Company (A), (B), (C), (D), and (E), Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-312114-ELeadership and People ManagementTeaching Note for 303032, 303033, 303034, 303035, 309033.Starting at €0.00
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-310134-EKnowledge and CommunicationAnand Piramal and his team sought to "democratize healthcare" in India through the development of a new service delivery model. If Henry Ford could build and deliver cars to everyone in the United States, Piramal thought, then why can't India deliver healStarting at €8.20
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Piramal e-Swasthya (C): A New Name, Bigger Scope, and Public-Private Partnerships, Teaching Note
Kanter, Rosabeth Moss; Kim, Joyce J.Teaching Note HBS-320014-EEntrepreneurshipTeaching note for case 320012.Starting at €0.00
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond, Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-311132-ETeaching Note for 311132.Starting at €0.00
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Ethical Product Design Framework
Leiner, Benjamin; Parmar, Bidhan L.Technical Note DARDEN-E-0502-EBusiness Ethics and Corporate Social ResponsibilityTechnologists, particularly product managers, do not make design choices in a vacuum. Often, they have quantitative objectives they hope to achieve as part of their quarterly goals. But purely pursuing those objectives without considering risks to various stakeholders—for example, erosion of users' attention or users becoming politically radicalized—may result in considerable harm for not only the product's users but also for the organization. Th...Starting at €8.20
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Using a Framework to Create Better Choices
Parmar, Bidhan L.; Freeman, R. Edward; Wicks, Andrew C.; Harris, Jared D.; Mead, JennyTechnical Note DARDEN-E-0407-EBusiness Ethics and Corporate Social ResponsibilityIntuition can be a good guide for decision making when the current situation generally matches the situations in which the intuition was formed. But for novel or ambiguous situations, relying only on intuition can blind us to possible negative consequences by focusing our attention only on data that support our intuition. To reduce the likelihood of these errors and to better imagine and prepare for the outcomes of our choices, we use a decision-...Starting at €8.20
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Ethical Product Design Framework
Leiner, Benjamin; Parmar, Bidhan L.Technical Note DARDEN-E-0502Business Ethics and Corporate Social ResponsibilityTechnologists, particularly product managers, do not make design choices in a vacuum. Often, they have quantitative objectives they hope to achieve as part of their quarterly goals. But purely pursuing those objectives without considering risks to various stakeholders—for example, erosion of users' attention or users becoming politically radicalized—may result in considerable harm for not only the product's users but also for the organization. Th...Starting at €8.20
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Trek-ation - Teaching Note
Parmar, Bidhan L.; Mead, JennyTeaching Note DARDEN-E-0412TN-EBusiness Ethics and Corporate Social ResponsibilityTeaching note for product E-0412Starting at €0.00