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Strategic M&A Analysis
Bourgeois, L. J. III; Hoeber, HenningTechnical Note DARDEN-S-0224-EStrategyThis note deals with the issues of strategy, the first common source of acquisition failure. An appropriate master plan that links strategy and integration is a critical requirement for this interplay and ensures that the target will improve the acquirer’s overall competitive abilities.Starting at €8.20
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Twenty Questions for Every M&A: Improving Postmerger Integration Performance
Bourgeois, L. J. III; Harvey, AllenTechnical Note DARDEN-S-0226-EStrategyThis note is used in Darden's Postmerger Integration elective. The authors present a guide to help managers prepare for integration challenges and allocate integration resources more efficiently. Although simple at first glance, addressing 20 yes-or-no questions can lead to fruitful in-depth conversations that provide a sound foundation for successful PMI planning and execution. By answering these questions in open dialogue, PMI managers and seni...Starting at €8.20
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Robert E. Rubin (A)
Kaplan, Robert Steven; Nohria, Nitin; Davison, NicoleCase HBS-407064-ELeadership and People ManagementBob Rubin was a businessman given the task of setting up and running the National Economic Council for the Clinton Administration. Unfamiliar with management in a political climate, Rubin worked hard to design, staff, and position the Council to make better economic and policy decisions. Traces the career of Robert E. Rubin from his practice in law to his work at Goldman Sachs and studies how his work experiences prepared him to establish the Nat...Starting at €8.20
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Robert E. Rubin (B)
Kaplan, Robert Steven; Nohria, Nitin; Davison, NicoleCase HBS-407068-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
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Robert E. Rubin (A) and (B), Teaching Note
Kaplan, Robert Steven; Nohria, NitinTeaching Note HBS-407107-ELeadership and People ManagementTeaching note to (407-064) and (407-068). An abstract is not available for this product.Starting at €0.00
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Orascom Telecom Holding (C): Condensed
Bourgeois, L. J. IIICase DARDEN-S-0246 -EStrategyStarting at €5.74
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What Is Leadership: The CEO's Role in Large, Complex Organizations
Porter, Michael E.; Nohria, NitinBook Chapter HBS-6151BC-ELeadership and People ManagementThe job of CEO is one of the most important leadership positions in society, and a better understanding of the job is vital to a better functioning economy. In this chapter, Michael E. Porter and Nitin Nohria present the results of their in-depth study of the CEO's role in the most challenging setting: the large, complex organization. They identify several core functions that the CEO must fulfill in any enterprise: direction, organization, select...Starting at €8.20
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Roma Victor: Europe's First Serial Acquirer
Bourgeois, L. J. III; Hoeber, HenningCase DARDEN-BP-0551-ECorporate GovernanceBesides adopting the tactics and types of arms and armor effectively used by its adversities, the Romans also incorporated superior intangibles such as tactical knowledge of their enemies. This case is used in Darden's "Post-Merger Acquisition" course elective to draw parallels to M & A strategies used by corporations today.Starting at €8.20
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Building the New Bosco-Zeta Pharma (B)
Bourgeois, L. J. III; Hammaker, Paul M.; Powers, John; Mathur, Sudeep; Bose, NandiniCase DARDEN-BP-0536-ECorporate GovernanceThe Bosco chairman realizes that Bosco and Zeta have different work cultures and to make the integration a success, it was imperative to create a new unique identity for the new company Bosco-Zeta Pharma. He decides that the goal is to retain the best elements of the existing social capital from the two separate organizations while improving the new company’s responsiveness to customers, competitors, and the market environment. He requests that a...Starting at €5.74
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Building the New Bosco-Zeta Pharma (A)
Bourgeois, L. J. III; Hammaker, Paul M.; Bose, Nandini; Goswami, Yogesh; Mathur, Sudeep; Powers, JohnCase DARDEN-BP-0525-ECorporate GovernanceAfter Bosco Pharmaceutical’s acquisition of Zeta AG, the Bosco chairman is unsure whether to merge the two firms using only internal resources or accept the help of Deloitte Consulting. Deloitte advocates an overhaul of Bosco’s organizational structure to accommodate Zeta, a company one-fifth Bosco’s size. The chairman is uncertain whether to adopt Zeta’s worldwide product structure or whether Zeta should be required to conform to Bosco’s more ge...Starting at €8.20