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Erik Peterson at Biometra (E)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411035-ELeadership and People ManagementPresents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of t...Starting at €5.74
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Tim Blanchard at Jones Mendel & Co. (Abridged)
Lorsch, Jay W.; Gabarro, John J.Case HBS-913420-ELeadership and People ManagementStarting at €8.20
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Organizational Alignment, Performance, and Change in Professional Service Firms
Gabarro, John J.Case HBS-908416-ELeadership and People ManagementThis note describes the relationship between organizational alignment and performance in professional service firms and how to use McKinsey 7S Alignment to diagnose a firm's or practice's alignment, identify misalignments and determine how to bring about the changes needed to re-align.Starting at €8.20
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Jess Westerly at Kauflauf GmbH, Teaching Note
Gabarro, John J.; Kaftan, ColleenTeaching Note HBS-913528-ELeadership and People ManagementTeaching note for product number 913527.Starting at €0.00
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The Producing Manager: A Double-Barreled Role
Gabarro, John J.; DeLong, Thomas J.Case HBS-908415-EThe purpose of this note is to ground and amplify on the characteristics and challenges of the producing manager role. It is in response to requests from participants for a piece of "take away" material that can be shared with colleagues in professional service firms that is detailed and operational in nature.Starting at €8.20
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When a New Manager Takes Charge (HBR Classic)
Gabarro, John J.Article HBS-R0701K-ELeadership and People ManagementThis article was originally published in May-June 1985 and was republished in January 2007 as an HBR Classic. When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor Joh...Starting at €8.20
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Why Mentoring Matters in a Hypercompetitive World
DeLong, Thomas J.; Gabarro, John J.; Lees, Robert J.Article HBS-R0801H-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Professional service firms (PSFs), like so many other companies, are juggling the modern challenges of global competition, increased regulation, and rapid employee turnover. In a people-oriented industry, attrition has special import. DeLong and Gabarro, of Harvar...Starting at €8.20
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Jamie Turner at MLI, Inc., Teaching Note
Gabarro, John J.; Kaftan, ColleenTeaching Note HBS-4255-EService and Operations ManagementTeaching Note for 4254.Starting at €0.00
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Erik Peterson at Biometra (C)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411033-ELeadership and People ManagementDescribes the outcome of Erik Peterson's meetings over the course of two days with a number of senior executives from the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised and updated version of earlier case 494-007.Starting at €5.74
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Erik Peterson at Biometra (D)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411034-ELeadership and People ManagementImplicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he resign, go directly to his division's executive vice-president to seek relief, or attempt to clarify the situation within the company? A redisguised and updated version of earlier case 494-008.Starting at €5.74