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Is the Rookie Ready? (HBR Case Study and Commentary)
Green Carmichael, SarahArticle HBS-R0912B-ELeadership and People ManagementA week before Christmas, Tim O'Connell, a manager at Driscoll Software, gets a call from Hybara Casinos. The former client's system has crashed, and the company wants to be rescued by New Year's Day. The project will generate much-needed revenue, but it involves six weeks' worth of work crammed into two - and over the holidays, no less. Tim's star programmer, Alessandra Sandoval, quit several months earlier, and the rookie Kristen Hammersmith has...Starting at €8.20
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Overpromoted and Over His Head (HBR Case Study and Commentary)
Roche, EileenArticle HBS-R1001N-ELeadership and People ManagementDan Sestak has had a charmed career path at packaged-foods giant NutriSelect. But when the CEO unexpectedly passes away just months after Dan is tapped as his successor, he finds himself thrust into the role before he feels ready. Two experts comment on this fictional case study in R1001N and R1001Z. Commentator Bruce Chizen, former CEO of Adobe, remembers what it's like to step into big shoes and advises Dan to acknowledge his weaknesses and rea...Starting at €8.20
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Authenticity: Is It Real or Is It Marketing? (HBR Case Study and Commentary)
Weinberger, DavidArticle HBS-R0803A-ELeadership and People ManagementMarty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an aut...Starting at €8.20
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Very Model of a Modern Senior Manager (HBR Case Study and Commentary)
Morrison, Mike; Mark, Reuben; Ray, Rebecca; Manderlink, George; Ulrich, DaveArticle HBS-R0701B-ELeadership and People ManagementA leadership crisis has erupted at Barker Foods. Doug Lothian, the national sales director of the chocolates and confections division, was just fired for making some bad marketing choices, engaging in questionable selling behaviors, and, ultimately, losing the confidence of his customers and his staff. As a result, there's a schism in Sales. Senior managers are wondering whether a competency model would help the company replace Doug with the righ...Starting at €8.20
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Riding the Celtic Tiger (HBR Case Study and Commentary)
Roche, Eileen; Kondur, Raj; Haslberger, Arno; Esarey, Sharman; Treacy, Maurice; Citrin, James M.Article HBS-R0511A-ELeadership and People ManagementJohn Dooley, BioSol's vice-president of strategic research, has been making a name for himself at the biotechnology company's offices in Ireland. He's been doing so well, in fact, that the firm has offered him a promotion to director of strategy at headquarters--in California. He's lived abroad before. In the 1980s, making a living in Ireland was tough: Jobs were scarce and unemployment was high. So John and his wife, Fiona, moved to Massachusett...Starting at €8.20
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Bob's Meltdown (HBR Case Study and Commentary)
Carr, Nicholas G.Article HBS-R0201A-ELeadership and People ManagementAnnette Innella is just coming into the lunchroom at Concord Machines when Bob Dunn starts screaming at her. After throwing his lunch tray against the wall, he stomps out, leaving Annette stunned. Naturally, Annette, the new senior VP for knowledge management, is beside herself. She knows her proposal to establish a cross-functional knowledge management committee is progressive thinking for this old-line manufacturer, but Bob's reaction is totall...Starting at €8.20
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Wendell Weeks at Corning Inc. (B): Valor Glass and the COVID-19 Pandemic
Raffaelli, Ryan L.; Sesia, AldoCase HBS-421078-ELeadership and People ManagementThe (B) case offers a detailed account of Wendell Weeks's innovation strategy at Corning, and how his approach played a critical role in the COVID-19 pandemic. It illustrates the company's philosophy of making long-term investments in promising new technologies and products well before others believed their time was ripe.Starting at €5.74
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Social Salary Setting at Spiber, Teaching Note
Whillans, Ashley V.; Beshears, JohnTeaching Note HBS-921014-ELeadership and People ManagementThis case tells the story of Spiber, a Japanese technology start-up company. To reflect the company's values, the leadership team implemented a new and unique salary-setting process: each employee had the authority to choose their own salary. In the couStarting at €0.00
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Negotiating a Salary or Raise in a Tough Economic Climate
Gordon, MarkArticle HBS-U0807C-ELeadership and People ManagementIn this interview, Mark Gordon, director and cofounder of the Boston-based negotiation consultancy Vantage Partners and senior adviser to the Harvard Negotiation Project, offers practical strategies for negotiating a starting salary or raise. Gordon has sStarting at €8.20
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Using Conflict as a Catalyst for Change
Lehman, Karen; Linsky, MartyArticle HBS-U0804E-ELeadership and People ManagementDeep organizational change inevitably produces conflict. Those who lead change often try to suppress conflict in an effort to maintain positive energy and forward movement. Yet, as this article by Karen Lehman and Marty Linsky of Cambridge Leadership AssoStarting at €8.20