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FIJI Water: Carbon Negative
Gino, Francesca; Toffel, Michael W.; van Sice, StephanieCase HBS-611049-EService and Operations ManagementSeeking to go beyond global best practices in reducing environmental impacts, FIJI Water, a premium artesian bottled water company in the United States, launched a Carbon-Negative campaign that would offset more greenhouse gas emissions than were released by the company's operations and products. The case examines the controversies surrounding this program as well as the program's impacts on the environment and FIJI Water's brand image. The compa...Starting at €8.20
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FIJI Water: Carbon Negative, Teaching Note
Toffel, Michael W.; Gino, FrancescaTeaching Note HBS-612051-EService and Operations ManagementTeaching Note for 611-049Starting at €0.00
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Poles apart on PZU (A)
Gino, Francesca; Dessain, Vincent; Misztal, Karol; Khayyat, MichaelCase HBS-912013-EIn October 2008, Andrzej Klesyk, CEO of Poland's largest insurer PZU, reflected on possible ways of resolving a decade-long cross-border shareholder conflict at his company. Owned 55% by the Polish State Treasury and 33% by the Dutch insurer Eureko as of October 2008, PZU was a highly profitable company and Poland's biggest asset holder. Eureko aimed at majority ownership of PZU as the building block of its Eastern European expansion strategy. Th...Starting at €8.20
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Leaders as Decision Architects (Spanish version)
Beshears, John; Gino, FrancescaArticle HBS-R1505CLeadership and People Management(1) Understand the kinds of systematic errors people make and the factors that affect motivation. (2) Define the problem to determine whether behavioral issues are at play. (3) Diagnose the specific underlying causes. (4) Design a way to tweak the environment to reduce or mitigate the negative impact of cognitive biases and insufficient motivation on decisions. (5) Rigorously test the proposed solution.Starting at €8.20
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Leaders as Decision Architects
Beshears, John; Gino, FrancescaArticle HBS-R1505C-ELeadership and People ManagementEveryone from CEOs to frontline workers commit preventable mistakes--from underestimating how long it will take to finish a project to focusing too much on information that supports their current view. It is extraordinarily difficult to rewire the human brain to undo the patterns that lead to such mistakes. But there is another approach: Alter the environment in ways that encourage people to make decisions that lead to good outcomes. Leaders can ...Starting at €8.20
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Can You Fix a Toxic Culture Without Firing People (HBR Case Study)
Gino, FrancescaArticle HBS-R1806X-ELeadership and People ManagementFB Holdings had made it through the financial crisis of 2008 without losing money, but Franklin, its automotive climate control systems division, had not fared as well. It had the unfortunate distinction of having been the group's poorest-performing unit for nearly a decade. As CFO, Noelle Freeman was, of course, concerned about the numbers. But after spending time in Little Rock, she worried they might be facing a bigger problem. She knew the pl...Starting at €8.20
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Can You Fix a Toxic Culture Without Firing People (Commentary for HBR Case Study)
Gino, FrancescaArticle HBS-R1806Z-ELeadership and People ManagementFB Holdings had made it through the financial crisis of 2008 without losing money, but Franklin, its automotive climate control systems division, had not fared as well. It had the unfortunate distinction of having been the group's poorest-performing unit for nearly a decade. As CFO, Noelle Freeman was, of course, concerned about the numbers. But after spending time in Little Rock, she worried they might be facing a bigger problem. She knew the pl...Starting at €8.20
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Can You Fix a Toxic Culture Without Firing People? (HBR Case Study and Commentary)
Gino, FrancescaArticle HBS-R1806M-ELeadership and People ManagementFB Holdings had made it through the financial crisis of 2008 without losing money, but Franklin, its automotive climate control systems division, had not fared as well. It had the unfortunate distinction of having been the group's poorest-performing unit for nearly a decade. As CFO, Noelle Freeman was, of course, concerned about the numbers. But after spending time in Little Rock, she worried they might be facing a bigger problem. She knew the pl...Starting at €8.20
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Curiosity
Gino, Francesca; Kashdan, Todd B; Disabato, David J.; Goodman, Fallon R.; Naughton, Carl; Fernandez-Araoz, Claudio; Roscoe, Andrew; Aramaki, KentaroArticle HBS-R1805B-ENew research shows that curiosity is vital to an organization's performance: Among other things, it improves engagement and collaboration and helps people make better choices. But although leaders might say they value inquisitive minds, in reality most stifle curiosity, fearing it will increase risk and inefficiency. The lead Spotlight article elaborates on the benefits of and common barriers to curiosity in the workplace and offers five strategi...Starting at €8.20
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RBC: Transforming Transformation (B)
Bernstein, Ethan S.; Gino, Francesca; Sesia, AldoCase HBS-920045-ELeadership and People ManagementIn 2017, the Royal Bank of Canada (RBC), a Canadian financial icon, mandated a swat team of "enablers of collaboration" (their job description) to support the personal and commercial bank in the enterprise-wide RBC Cultural Transformation initiative. HisStarting at €5.74