HBS Case
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- 31 Oct 2006
- HBS Case
Governing Sumida Corporation
In a new Harvard Business School case, Professor Lynn Paine and her colleagues explore the nature of corporate governance systems by studying Japanese electronics components maker Sumida Corp. CEO Shigeyuki Yawata looks to create a governance structure that would be transparent to investors and stakeholders worldwide. Closed for comment; 0 Comment(s) posted.
- 14 Aug 2006
- HBS Case
On Managing with Bobby Knight and “Coach K”
Bobby Knight and Mike Krzyzewski are arguably the two most successful college basketball coaches in the country. But their leadership styles could not be more different. Professor Scott Snook wonders: Is it better to be loved or feared? Closed for comment; 0 Comment(s) posted.
- 20 Feb 2006
- HBS Case
Oprah: A Case Study Comes Alive
Writing a business case on the icon of daytime television and chief executive of a major media empire was challenge enough for HBS professor Nancy Koehn and colleagues. Oprah Winfrey's visit to campus to talk with graduating students made it ample reward. Closed for comment; 0 Comment(s) posted.
- 30 Jan 2006
- HBS Case
The Case of the Mystery Writer’s Brand
A look behind how professor John Deighton developed a case study of mystery writer James Patterson. From the HBS Alumni Bulletin. Closed for comment; 0 Comment(s) posted.
- 15 Aug 2005
- HBS Case
Classic Cases Live On at HBS
Harvard Business School is famous for its case method of classroom teaching. Here is a look at some of the classic cases that have been taught to business leaders worldwide—and are still in use today. Closed for comment; 0 Comment(s) posted.
The Challenge of Managing National Security
What can we learn from mistakes made in managing national intelligence before 9/11? Professor Jan Rivkin discusses the difficulties of integrating a highly differentiated organization, and the dangers of overcentralizing decision making. From HBS Alumni Bulletin. Key concepts include: The issues around managing national security provide an extreme example of the challenges faced by organizations that break into specialized parts yet must get the parts to work together. While private sector organizations can roll out complex changes over time, the intelligence community must change quickly—it must be patient and impatient at the same time. In the highly turbulent field of national security, a single "intelligence czar" could be quickly overwhelmed by informational burdens, and oversight groups can bury talented individuals under bureaucracy. The Director of National Intelligence should serve as a centralized provider of leadership and infrastructure that allows both decentralized and coordinated action. Closed for comment; 0 Comment(s) posted.