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Perfect Storm over Zurich Airport (A)
Tushman, Michael L.; Kiron, DavidCase HBS-408023-ELeadership and People ManagementJosef Felder, CEO of Zurich Airport, faces several crises as he tries to transform the Airport from a slow-moving, conflict-ridden, government-owned entity into a privatized, world-class airport.Starting at €8.20
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Leadership, Culture, and Transition at lululemon, Teaching Note
Tushman, Michael L.; Kiron, David; Page, RuthTeaching Note HBS-410123-ELeadership and People ManagementTeaching Note for 410705.Starting at €0.00
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Perfect Storm over Zurich Airport (A) & (B), Teaching Note
Tushman, Michael L.; Kiron, DavidTeaching Note HBS-411015-ELeadership and People ManagementTeaching Note for 408023 and 408058.Starting at €0.00
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Ganesh Natarajan: Leading Innovation and Organizational Change at Zensar (B)
Tushman, Michael L.; Kiron, DavidCase HBS-412037-ELeadership and People ManagementAfter Proposing a fourth business unit to help grow the market for zensar's innovative technology, to be led by Dilip Ittyera, CEO Natarajan adopted a new organizational structure focused on industry verticals.Starting at €5.74
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Hema Hattangady and Conzerv (A)
Tushman, Michael L.; Kiron, DavidCase HBS-409022-ELeadership and People ManagementThis case describes the evolution of a fast growing Indian energy firm. It illustrates both leadership change as Hema is evolving as a leader, as well as how organization Architecture (culture, systems, incentives and human resources) is evolving. The case highlights a set of decisions Hema makes to build the firm.Starting at €8.20
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Hema Hattangady and Conzerv (A) & (B), Teaching Note
Tushman, Michael L.; Kiron, DavidTeaching Note HBS-411014-ELeadership and People ManagementTeaching Note for 409022 and 411012.Starting at €0.00
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Ganesh Natarajan: Leading Innovation and Organizational Change at Zensar (A)
Tushman, Michael L.; Kiron, DavidCase HBS-412036-ELeadership and People ManagementIn 2005, Ganesh Natarajan, CEO of Zensar, a Pune, India-based software company, and his senior management team are considering consolidating staff and resources at the firms. Natarajan proposes an additional, possible controversial business unit to the proposed new structure. The additional unit would explore new markets for the firm's promising innovation-Solution BluePrint (SBP). While he knew that some on his team would resist his proposal, he...Starting at €8.20
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Pursuing the Network Strategy (A) (Spanish version)
Tushman, Michael L.; Roberts, Michael J.; Kiron, DavidCase HBS-410S19Leadership and People ManagementDescribes the evolution of USA TODAY Online, the electronic version of the newspaper, within the organizational structure of the newspaper. Describes the tensions and issues that develop and the pressure from the Online division to be spun off. At the same time, CEO Tom Curley sees a greater strategic need for integration. Poses the question of what degree or type of strategic integration is required, what degree of organizational integration thi...Starting at €8.20
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Perfect Storm over Zurich Airport (B)
Tushman, Michael L.; Kiron, DavidCase HBS-408058-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
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Ingrid Johnson and Nedbank Business Banking
Tushman, Michael L.; Kiron, DavidCase HBS-410003-ELeadership and People ManagementThis case discusses the issue of leading change at the business banking division of Nedbank, a prominent South African bank, between 2005 and 2009. (This timeframe, beginning just 11 years after Apartheid's end, covers Ingrid Johnson's leadership of this division during a period of significant change within Nedbank and South Africa). One of the oldest banks in South Africa, Nedbank merged with another South African bank in 2002. Troubles financin...Starting at €8.20