This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Whole of Enterprise: An Atomic E-Business Model
Weill, Peter; Vitale, Michael R.Book Chapter HBS-4949BC-EInformation TechnologiesThe use of multiple business models across an organization can create confusion among customers, who may be required to navigate not just different computer systems, but also different ways of doing business. This chapter describes the benefits of adopting an integrated whole-of-enterprise e-business model. This chapter is excerpted from "Place to Space: Migrating to eBusiness Models."Starting at €8.20
-
Pierre Foods Acquisition of Advanced Foods (E-2): Employment Agreement - Employee Perspective
Subramanian, Guhan; Harmon, MikeCase HBS-919030-ESupplement to case 919022Starting at €8.20
-
Pierre Foods Acquisition of Advanced Foods (E-1): Employment Agreement - Employer Perspective
Subramanian, Guhan; Harmon, MikeCase HBS-919029-ESupplement to case 919022Starting at €8.20
-
Pierre Foods Acquisition of Advanced Foods (A)
Subramanian, Guhan; Harmon, MikeCase HBS-919022-EThis case (A), and its related cases (B-E), establish a setting to discuss an M&A transaction and some of the key legal contracts that are associated with it. In 2010, private equity backed food manufacturer Pierre Foods is contemplating the acquisition of a key competitor, Advance Foods. The acquisition would be debt financed, and would involve the "rollover" of an equity stake by the selling shareholders. There are five key documents to be n...Starting at €8.20
-
Progress Energy and Duke Energy (A)
Subramanian, Guhan; Krontiris, CharlotteCase HBS-914011-EJust as Duke Energy and Progress Energy announce their merger-forming the largest utility company in the United States, to be led by the current Progress CEO-a nuclear reactor owned by Progress suffers major damage and must be taken offline. While Progress grapples with the scope of the repairs and an increasingly skeptical insurance provider, the Duke board begins to doubt their choice for the leader of the combined companies.Starting at €8.20
-
Allocating Decision Rights & Accountability: Elements of Effective IT Governance
Weill, Peter; Ross, Jeanne W.Book Chapter HBS-3595BC-EService and Operations ManagementEvery firm, at some level, needs a digitized platform, or integrated set of electronic business processes, to operate effectively. The only way to deliver a digitized platform--and superior business value from IT--is to design IT decision rights and accountabilities so that daily decisions about IT support the firm's strategic goals. In this chapter, the authors explain the importance of transparency in IT governance and describe how a firm's gov...Starting at €8.20
-
Leading an IT-Savvy Firm: The Critical Role of Senior Management in Making IT a Strategic Asset
Weill, Peter; Ross, Jeanne W.Book Chapter HBS-3597BC-EService and Operations ManagementBeing IT savvy places your company in a position to take advantage of future business opportunities. To maintain the upper hand, all senior managers must make it a constant priority to ensure their digitized platform is being exploited successfully. But how IT savvy is your firm? In this chapter, Weil and Ross first ask you to assess your firm's IT savvy. They then summarize key IT leadership roles within the organization and provide information ...Starting at €8.20
-
Fairstar Heavy Transport (A)
Subramanian, Guhan; Ghosh, RheaCase HBS-911036-ETo maximize their effectiveness, color cases should be printed in color. In 2009, the small heavy marine transport company Fairstar entered into bidding on one of the largest contracts in the history of the industry. Chronicles the company's year-long tendering process, leading up to a final make-or-break meeting.Starting at €8.20
-
Lazard LLC
Subramanian, Guhan; Sherman, EliotCase HBS-907046-ELeadership and People ManagementDescribes Lazard's situation in 2001, and supplies context for the subsequent negotiation between its Chairman and his hand-picked successor. In 2001 Lazard, the last of the great investment houses to remain both private and in the control of its founding family, is in a state of decline. Infighting throughout the 1990s led to a defection of talent that left many wondering if Lazard could compete with the diversified financial behemoths of the 21...Starting at €8.20
-
The K-Dow Petrochemicals Joint Venture
Subramanian, Guhan; Sebenius, James K.; Andrews, Phillip; Ghosh, Rhea; Krontiris, CharlotteCase HBS-912002-EIn 2007, the Dow Chemical Company and the Kuwait Petroleum Corporation announced plans to launch a multibillion-dollar joint venture. Later known as K-Dow Petrochemicals, it would be one of the largest manufacturers of chemicals and plastics in the world. Analysts widely hailed the planned joint venture as a game-changing deal for both companies. Shortly after the announcement, cable network CNBC requested an interview with Andrew Liveris, Dow's ...Starting at €8.20