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HBS Cases: The Battle for San Francisco

by Michael Blanding

In San Francisco, tech companies are hoping to make the world a better place—but the fabric of the city is changing in the process. A new case by Clayton Rose explores this clash of cultures, and the role of business in promoting the right balance. Open for comment; 0 Comments.

Marketing Marijuana

by Michael Blanding

Forget Big Tobacco—is the era of "Big Marijuana" that far off? As Harvard Business School marketing professor John A. Quelch reports, the Mile High City is taking on new meaning as a laboratory for the marketing of marijuana in Colorado—and across the country. Open for comment; 0 Comments.

How Restaurants in Lima and Copenhagen Became Best in the World

by Michael Blanding

Harvard Business School professors Anat Keinan, Mukti Khaire, and Michael I. Norton deconstruct ground grasshoppers, upscale Peruvian cuisine, and other surprising elements that create the perfect culinary experience. Open for comment; 0 Comments.

Starbucks Reinvented

by Julia Hanna

Nancy Koehn's new case on the rebirth of Starbucks under Howard Schultz "distills 20 years of my thinking about the most important lessons of strategy, leadership, and managing in turbulence." Closed for comment; 0 Comments.

The Business of Behavioral Economics

by Michael Blanding

Leslie John and Michael Norton explore how behavioral economics can help people overcome bad habits and change for the better. Open for comment; 0 Comments.

Marketing Obamacare

by Michael Blanding

HBS Professor John Quelch contends that the success of the Affordable Care Act depends more on marketing than it does on policy. And in Connecticut, he's got just the state to prove it. Open for comment; 0 Comments.

Are Electronic Cigarettes a Public Good or Health Hazard?

by Michael Blanding

A new case study by John Quelch charts the growing popularity of electronic cigarettes and how tobacco companies and regulators are responding. Open for comment; 0 Comments.

Decommoditizing the Canned Tomato

by Maggie Starvish

Most commodity producers look to cut costs aggressively. So why is Mutti S.p.a, an Italian producer of tomato products, paying farmers more than competitors? Mary Shelman discusses her case study. Closed for comment; 0 Comments.

Stressing Safety in South Africa’s Platinum Mines

by Carmen Nobel

Gautam Mukunda discusses why and how he teaches a case study about Cynthia Carroll, the first woman and non-South African to serve as chief executive of mining giant Anglo American. Open for comment; 0 Comments.

HBS Cases: What Warren Buffett Saw in Newspapers

by Deborah Blagg

When Warren Buffett made a bid for troubled Media General's newspapers, analysts wondered whether the legendary investor had lost his fastball. Hardly, as Benjamin Esty's case reveals. Closed for comment; 0 Comments.

Lessons from the Lance Armstrong Cheating Scandal

by Michael Blanding

Clayton S. Rose's recent case study looks at the behavior of teammates who were swept up in Lance Armstrong's cheating scandal. When do followers need to break away from their leader? Closed for comment; 0 Comments.

D’O: Making a Michelin-Starred Restaurant Affordable

by Carmen Nobel & Joanie Tobin

Under the leadership of Chef Davide Oldani, the Italian restaurant D'O balances Michelin-star-level quality with affordable prices. In the following story and video, Professor Gary Pisano explains how Oldani does it. Open for comment; 0 Comments.

HBS Cases: LEGO

by Maggie Starvish

LEGO toys have captivated children and their parents for 80 years. But managing the enterprise has not always been fun and games. Professor Stefan H. Thomke explains the lessons behind a new case on the company. Closed for comment; 0 Comments.

HBS Cases: Against the Grain

by Martha Lagace

Dealing with pervasive, institutionalized corruption is tough but not impossible. A new case study on Tanzania joins a series of cases in professor Karthik Ramanna's research that explore the deep-seated problems of corruption as well as multiple entrepreneurial paths to combat it. Closed for comment; 0 Comments.

HBS Cases: Sir Alex Ferguson--Managing Manchester United

by Sean Silverthorne

For almost three decades, Sir Alex Ferguson has developed the Manchester United soccer club into one of the most recognized sports brands in the world. Professor Anita Elberse discusses the keys to Sir Alex's long-time success. Closed for comment; 0 Comments.

HBS Cases: Branding Yoga

by Kim Girard

As yoga's popularity has grown into a $6 billion business, a cast of successful entrepreneurs has emerged with their own styles of the ancient practice. Yet yoga's rise underscores a larger question for Professor Rohit Deshpandé: Is everything brandable? Closed for comment; 0 Comments.

HBS Cases: A Startup Takes On the Credit Ratings Giants

by Maggie Starvish

Moody's, Fitch, and Standard & Poor's dominated the credit ratings industry for decades. Could the recession weaken their hold? Professor Bo Becker discusses his case on super startup Kroll. Open for comment; 0 Comments.

HBS Cases: Overcoming the Stress of ‘Englishnization’

by Kim Girard

CEOs of global companies increasingly mandate that their employees learn English. The problem: these workers can experience a loss of status and believe they aren't as effective in their learned language, says Assistant Professor Tsedal Neeley. Closed for comment; 0 Comments.

HBS Cases: Clocky, the Runaway Alarm Clock

by Carmen Nobel

There had not been an innovative breakthrough in alarm clock design since the snooze button until entrepreneur Gauri Nanda created Clocky. Her runaway hit has been the inspiration for several cases written by Professor Elie Ofek. Closed for comment; 0 Comments.

HBS Cases: Making Lincoln Center Cool Again

by Kim Girard

When Reynold Levy took over as president of New York's Lincoln Center for the Performing Arts, he faced challenges ranging from crumbling buildings to an aging customer base. How could the venerable institution get its high notes back? Key concepts include: The case teaches about budgets in tight fiscal times, managing challenging groups of constituents and board members, using technology wisely, and planning for a future in the digital world. It also shows that there are alternative paths for a CEO to take—and that a strong organizational leader can make up for many organizational shortcomings. Open for comment; 0 Comments.