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How Managers' Everyday Decisions Create--or Destroy--Your Company's Strategy
Bower, Joseph L.; Gilbert, ClarkArticle HBS-R0702C-EStrategyThis 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. Senior executives have long been frustrated by the disconnection between the plans and strategies they devise and the actual behavior of the managers throughout the company. This article approaches the problem from the ground up, recognizing that every time a manag...Starting at €8.20
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Goldwind: Merger and Acquisition Integration of Emerging Market Multinational Enterprises in Developed Markets
Yang Cheng, Yiqin Wang, Haibo Hu, William Wei, Etayankara MuralidharanCase IVEY-W34322-EStrategyIn 2008, Goldwind bought 70 per cent of Vensys’ shares through its German subsidiary to obtain a range of strategic assets, including a professional research and development team and associated design capabilities, intellectual property rights of permanent magnet direct drive (PMDD) technology, and corresponding wind turbine designs. Over the years, the post-merger integration (PMI) process of an emerging market multinational enterprise (EMNE) an...Starting at €8.20
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Kyrö Distillery Company: Brutally Finnish in Japan
Miikka J. Lehtonen, Arto Lindblom, Gene ThompsonCase IVEY-W34817-EMarketing, StrategyKyrö Distillery Company (Kyrö), founded in 2012 in Isokyrö, Finland, focused on producing rye whisky from Finnish rye. However, it took an average of three years for one batch of whisky to be produced and ready for sale, so, to cover their costs and stay afloat, the founders decided to start producing gin, which could be produced faster. As luck had it, in 2014, Kyrö’s rye-based Napue Gin was named the best gin in the gin-and-tonic category in th...Starting at €8.20
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Michelin: Building a Digital Service Platform
Gupta, Sunil; Godwin, ChristianCase HBS-520061-EStrategyMichelin, a tire company with over a century of experience, attempts to develop a digital service platform for its fleet and dealer customers. The case focuses on the challenges of bringing a large, well-established company into the digital age. Concerned about the slow growth in the tire market, Florent Menegaux, Michelin's CEO, set out to redefine the company as a mobility company. As part of this growth strategy, Michelin started offering a ho...Starting at €8.20
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Nestle's Creating Shared Value Strategy
Porter, Michael E.; Kramer, Mark R.; Herman, Kerry; McAra, SarahCase HBS-716422-EStrategyThis case considers Nestl 's creating shared value (CSV) strategy, which focused on the three categories of nutrition, water, and rural development. In the packaged food and beverage industry, pressure had mounted since the 1990s to improve supply chain sustainability and provide healthier, more natural foods, leading to consolidation and causing sales to decline in the 2010s. With 150 years' experience in the industry, Nestl had transformed i...Starting at €8.20
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Innovation Flow: Managing Innovation Scouting at Bayer CS
Wim VanhaverbekeCase IVEY-W34822-EStrategyBayer Crop Science AG (Bayer CS) was grappling with the critical issue of how to navigate the landscape of relevant technologies for innovation partnerships. The organization's structure was fragmented, with each business unit operating its own tech screening and sourcing processes. To tackle this, the Innovation Sourcing Team introduced InnovationFlow, a digital platform. This platform formed the core of Bayer CS' scouting network, enabling thei...Starting at €8.20
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PLT Consulting: Navigating Inclusion as a Linguistic Minority
Rebecca Piekkari; Hilla BackCase IVEY-W32298-ELeadership and People Management, StrategyIn 2021, Robert, a highly qualified immigrant from the United Kingdom, had recently joined PLT Consulting (PLT), a multinational management consulting company, as a junior consultant in the Tallinn, Estonia, office. This professional services firm had a strong international brand. However, Robert soon realized that the organization catered both internally and externally to more local demands. In particular, his lack of local language proficiency ...Starting at €8.20
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The Trouble in Streaming: Looking to Disrupt Netflix
Daniel ClarkCase IVEY-W34857-EStrategySusan DeLuca, the chief executive officer of Eurostar Pictures (Eurostar), was under pressure from her board to define a new direct-to-consumer strategy for the company’s video properties. Complicating this decision was the uncertain state of the streaming video on demand (SVOD) industry in 2023. DeLuca charged her team to consider two questions: (1) What was the future of the video streaming business, including new services (potentially spearhea...Starting at €8.20
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Michelin: Building a Digital Service Platform, Teaching Note
Gupta, SunilTeaching Note HBS-521095-EStrategyTeaching note for case 520061.Starting at €0.00
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Astralis Group: Determining a Brand Strategy
Esty, Benjamin C.; Hjortshoej, Mette Fuglsang; Billaud, EmilieCase HBS-721382-EStrategyAfter launching a Danish esports company in July 2019, and going public in December 2019 with multiple brands associated with different games, the Astralis leadership team was contemplating a shift to a single, corporate brand. While the original arguments for multiple, team-based brands were that esports fans differed by game and the holding company structure made it easier to acquire and divest teams, Jakob Lund Christensen, the firm's chief co...Starting at €8.20