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The Battle at JPMorgan Chase
George, William W.Case HBS-414017-ELeadership and People ManagementStarting at €8.20
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Unilever's Paul Polman: Developing Global Leaders
George, William W.; Palepu, Krishna G.; Knoop, Carin-Isabel; Preble, MatthewCase HBS-413097-ELeadership and People ManagementStarting at €8.20
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Leading by Values: Sam Palmisano and IBM
George, William W.Case HBS-411097-ELeadership and People ManagementNo abstract.Starting at €8.20
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Andrea Jung: Empowering Avon Women (B)
George, William W.Case HBS-408036-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
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Novartis: Leading a Global Enterprise
George, William W.; Palepu, Krishna G.; Knoop, Carin-IsabelCase HBS-413096-ENovartis, the world's leading healthcare company, was formed in 1996 out of a merger of two very different, mid-tier Switzerland-based pharma companies. The case traces the company's evolution over the past 17 years, as it transformed into a truly global enterprise with 127,000 employees of 153 nationalities in 140 countries generating $56.7 billion in 2012 revenues and $9.6 billion in net income, making the firm one of the world's largest and mo...Starting at €8.20
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Andrea Jung: Empowering Avon Women (A)
George, William W.Case HBS-408035-ELeadership and People ManagementIn October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price--the biggest test of her leadership since she became CEO in 2000.Starting at €8.20
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David Neeleman: Flight Path of a Servant Leader (B)
George, William W.; Breitfelder, Matthew D.Case HBS-409038-ELeadership and People ManagementDavid Neeleman (B) traces the events subsequent to the (A) case.Starting at €5.74
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Philip McCrea: Once an Entrepreneur ... (B)
George, William W.Case HBS-409025-ELeadership and People ManagementPhilip McCrea is dealing with the aftermath of the move of his company and family from San Francisco to New Jersey (from the A case). Although the move goes well from a family perspective, his business runs into challenges when he merges it into a Canadian company and winds up with 30% ownership. McCrea eventually resigns and has to deal with his role in the failure of the company, and the transition to the next step in his career.Starting at €5.74
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Medtronic: Making the Big Leap Forward (A)
George, William W.; Baraldi, MonicaCase HBS-317031-EStrategyIn 2014, Medtronic was about to execute a $50 billion acquisition of Ireland-based Covidien. Medtronic CEO Omar Ishrak was committed to building the largest medical technology company in the world while broadening its ability to fulfill its mission of "alleviating pain, restoring health, and extending life" for millions more patients every year. The acquisition plan might change when, in September 2014, U.S. Secretary Jacob Lew issued new rules f...Starting at €8.20
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Kent Thiry: "Mayor" of DaVita
George, William W.; Kindred, NatalieCase HBS-410065-ELeadership and People ManagementKent Thiry, CEO of dialysis provider DaVita, is considering how to integrate employees from recently acquired Gambro Healthcare without damaging DaVita's robust, unconventional internal culture. When Thiry joined DaVita in 1999, breaking an important promise to his family in order to do so, he was determined to create a differentiated company with a community-like culture. Over six years, he had engineered an impressive financial turnaround and s...Starting at €8.20