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Innovation and Growth at Actelion Ltd.
Pisano, Gary P.; Beyersdorfer, Daniela; Dittrich, RuthCase HBS-611065-ELeadership and People ManagementIn late 2010, Jean-Paul Clozel, CEO of the Swiss biotech pharmaceuticals firm Actelion, looks back on a successful decade. The small venture that he had started with a few of his scientist colleagues in the late 1990s to discover novel medicine in a research-driven organisation had grown into one of Europe's largest biotech firms by revenues. Their success was mainly founded on their orphan indication drug Tracleer, which Actelion sold and market...Starting at €8.20
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Hewlett Packard Enterprise: The Dandelion Program
Pisano, Gary P.; Austin, Robert D.Case HBS-617016-ELeadership and People ManagementThis case describes Hewlett Packard Enteprise's "Dandelion Program," which has developed a new service offering for the company's clients by drawing on the special talents of people with autism. The company has deployed "pods" organized around 8 or 9 employees with autism, to function as high performance mini-ecosystems, which have turned out to be 30% more effective than average service teams (in some areas). The case centers around questions of...Starting at €8.20
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Scaling Well by Doing Good: Motivating Talent at b.good, Teaching Note
Gino, Francesca; Pisano, Gary P.; Rohe, AlexanderTeaching Note HBS-921030-ELeadership and People ManagementTeaching note for case 916031.Starting at €0.00
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Why Leaders Don't Learn from Success (Spanish version)
Gino, Francesca; Pisano, Gary P.Article HBS-R1104DLeadership and People ManagementWhat causes so many companies that once dominated their industries to slide into decline? In this article, two Harvard Business School professors argue that such firms lose their touch because success breeds failure by impeding learning at both the individual and organizational levels. When we succeed, we assume that we know what we are doing, but it could be that we just got lucky. We make what psychologists call fundamental attribution errors, ...Starting at €8.20
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The Hard Truth About Innovative Cultures
Pisano, Gary P.Article HBS-R1901C-ELeadership and People ManagementInnovative cultures are generally depicted as pretty fun. They're characterized by a tolerance for failure and a willingness to experiment. They're seen as being psychologically safe, highly collaborative, and nonhierarchical. And research suggests that these behaviors translate into better innovative performance. But despite the fact that innovative cultures are desirable, and that most leaders claim to understand what they entail, they are hard...Starting at €8.20
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When Outsourcing Goes Awry (HBR Case Study and Commentary)
Peisch, Richard; Alvares, Ken; Kovner, Anthony R.; Comerford, Joellin; Puryear, Rudy; Hovey, Vaughn; Chapman, Tom; Pisano, Gary P.Article HBS-95309-ELeadership and People ManagementGrant Newman, CEO of Regional Medical Center (RMC), expected the worst from the meeting that was scheduled to begin in less than an hour. The anesthesiologists were at the end of their rope, and the hospital's surgeons and obstetricians were pretty riled up too. Eighteen months earlier, Newman had made the decision to outsource RMC's anesthesia services, and he had signed a contract with Physicians Development Services (PDS), a contract managemen...Starting at €8.20
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SAP SE: Autism at Work
Pisano, Gary P.; Austin, Robert D.Case HBS-616042-ELeadership and People ManagementThis case describes SAP's "Autism at Work" program, which integrates people with autism into the company's workforce. The company has a stated objective of making 1% of its workforce people with autism by 2020. SAP's rationale for the program is based on the belief that "neurodiversity" contributes to the company's overall innovative capabilities ("We believe that innovation comes from the edges.") Thus, the program is not viewed as a subsidized ...Starting at €8.20
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Why Leaders Don't Learn from Success
Gino, Francesca; Pisano, Gary P.Article HBS-R1104D-ELeadership and People ManagementWhat causes so many companies that once dominated their industries to slide into decline? In this article, two Harvard Business School professors argue that such firms lose their touch because success breeds failure by impeding learning at both the individual and organizational levels. When we succeed, we assume that we know what we are doing, but it could be that we just got lucky. We make what psychologists call fundamental attribution errors, ...Starting at €8.20