Is it time to throw out the creative director and rely on big data to predict what consumers want to wear next? Assistant Professor Ayelet Israeli discusses how Gap CEO Art Peck considers this bold idea to boost sales.
Professor Bill Kerr discusses how Vodafone, one of the largest companies in the telecommunications space, incorporated technological advancements like big data, automation, and artificial intelligence to improve productivity while ensuring new opportunities were created for the next generation of workers.
Oakland Athletics General Manager Billy Beane brought a data driven and unconventional approach to winning baseball games. By setting strategy and articulating the metric to evaluate and acquire the players who would ultimately implement his strategy on the field, Beane’s sabermetrics approach brought about a cultural shift in baseball from the players and managers to coaches and scouts. Professor Srikant Datar discusses how strategy and metrics work hand-in-hand, and how Beane’s story provides companies with important lessons in data science.
Professor Geoffrey Jones examines the career of Ernesto Tornquist, a cosmopolitan financier considered to be the most significant entrepreneur in Argentina at the end of the 19th century. He created a diversified business group, linked to the political elite, integrating Argentina into the trading and financial networks of the first global economy. The case, Ernesto Tornquist: Making a Fortune on the Pampas, provides an opportunity to understand why Argentina was such a successful economy at this time, and to debate whether its very success laid the basis for the country’s subsequent poor economic performance.
American President Donald Trump pulled out of the 2015 Paris agreement on climate change just over a year ago. What does that mean for the role of United States companies and business leaders in confronting climate change challenges? Assistant Professor Vincent Pons looks at the historical debate and what the road ahead looks like for the role of business in improving the environment.
Coming out of the financial crisis, Wells Fargo was one of the world’s largest and most successful banks, viewed as a role model in how to manage in times of crisis. The news of its sales misconduct – opening more than 2 million fake accounts – in 2016 rocked consumer confidence and inundated the news. Professor Suraj Srinivasan discusses how sales culture, leadership, board oversight, and risk management all played a role.
In early 2015, Amy Hood, CFO of Microsoft, and the rest of the senior leadership team faced a set of fundamental choices. The firm had opportunities to serve customers in ways that would be associated with higher growth but lower margin. Professor Fritz Foley discusses how leaders faced these difficult decisions, and worked to get investors and employees on board.
The Los Angeles Philharmonic Orchestra faced real challenges, as all U.S. orchestras did: an aging subscriber base, disinterest from younger audiences, and development of a pipeline of donors for the future. Professor Rohit Deshpande discusses how protagonist Deborah Borda positioned the orchestra for continued success, building on healthy financials, a celebrity music director (Gustavo Dudamel), the beautiful Walt Disney Concert Hall, and the development of a youth orchestra.
The Chase Sapphire Reserve credit card was one of the hottest product launches in 2016 enthusiastically received by millennial consumers, a group that had previously eluded JPMorgan Chase and its competitors. Shelle Santana discusses how protagonists Pam Codispoti and Eileen Serra shifted their focus to retaining customers attracted by the one-time signup bonus of 100,000 reward points and on acquiring new customers now that the bonus had been reduced.
Ride-hailing service Careem, the “Uber of the Middle East,” experienced expansion so dramatic that it monitored its growth target every 15 minutes. Was this a fabled startup unicorn? But doubling the size of the company every six months took its toll. Professor Shikhar Ghosh discusses how the founders approached a number of critical organizational and cultural issues to keep its 4 million customers satisfied.
Riccardo Zacconi was the co-founder and CEO of King Digital Entertainment, the video game company that had quickly established itself as the world’s leading maker of casual games for mobile devices after the sensational success of its game “Candy Crush Saga.” He’s faced with the central question of whether and how to scale the company through an astronomical period of growth. Jeffrey Rayport discusses whether a single creative studio can scale to manage a portfolio of almost 200 games, when one of them is the mammoth hit Candy Crush.
JPMorgan Chase is working with local economic- and workforce-development organizations, small businesses, philanthropies, and the mayor. The goal? To put in place a series of investments to help turn around the struggling city. Professor Joseph Bower and JPMorgan’s head of corporate responsibility, Peter Scher, discuss why businesses should create philanthropic programs of their own.
Enel, Italy’s state-owned power company, was one of Europe’s largest coal users and polluters. Now it is recognized as a leader in renewable energy services. How did it engineer that monumental change? Mark Kramer discusses how CEO Francesco Starace’s vision of sustainability drove innovation and fostered a completely new enterprise around developing and promoting renewable energy.
In the 2016 United States presidential election, candidates from both major political parties used anti-establishment messaging to appeal to Americans, a theme that had been on the sidelines of US political discourse for decades. Donald Trump, in particular, played into the rising anti-establishment sentiment, embracing a populist platform and emphasizing his position as a Washington outsider. Why did his message resonate with voters? Rafael Di Tella discusses how many Americans felt betrayed by the educated “elite” view on globalization, and looked to Trump as a president who would put American workers and values first.
Dr. Brian Alexander at the Dana-Farber Cancer Center in Boston was in the process of launching a new type of clinical trial: an adaptive platform trial. Unlike the traditional randomized controlled trial, adaptive platform trials facilitate simultaneously studying multiple therapies for a given disease and have the potential to make clinical trials for new cancer drugs more efficient and accessible to patients. Developing questions around design, operations, and financing set the stage for this discussion with Ariel Stern about her case: Adaptive Platform Trials: The Clinical Trial of the Future?
The African American CEO of a money management firm publicly criticizes the Fortune 500 for paying lip service to diversity. His board urges him to stop. What should he do? HBS Professor Steven Rogers and protagonist John Rogers discuss a new case study about the risks of speaking up, and the importance of black empowerment in the investment sector.
Oprah Winfrey believes in sharing the experiences that led her to become the wealthiest woman in the entertainment industry and the first African American woman billionaire. Professor Bill George traces her growth from childhood, focusing on how and when she discovered her true voice and how that authenticity spurred her career success.
The One Love Foundation is a group dedicated to the prevention of relationship violence through education. Professor Tom DeLong talks about the challenges CEO Katie Hood faces as the organization works to create a movement and then maintain momentum around community engagement, fundraising, and growth.
As the Montgomery Bus Boycott starts, the young Martin Luther King, Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Professor Bill George discusses Dr. King’s early years and how they shaped his ability to respond with courage at his crucible moment—and how leaders today can find the strength to do the same.
Inspired by research linking happiness and productivity, the Japanese multinational conglomerate Hitachi Ltd, invested in developing “people analytics” technologies like high-tech badges (so-called “happiness sensors”) to help companies monitor and increase employee happiness. Ethan Bernstein discusses Hitachi’s next challenge—how to find the right business model—as well as the ethics of collecting and sharing employee happiness data and whether a happier workplace is truly a more productive one.
Professor Teresa Amabile discusses how managers can create the ideal conditions for employee creativity and success based on her research in three industries, seven companies, and 26 creative project teams.
Japan’s largest online retailer Rakuten is rapidly expanding into global markets. In order to ensure the success of the organization, but also to break down linguistic and cultural boundaries in Japanese society, CEO Hiroshi Mikitani mandates English proficiency within two years for all employees. Professor Tsedal Neeley discusses the thinking behind Mikitani’s mandate and why there’s such a strong connection between language and globalization.
What’s the value of crowdsourcing technological solutions to societal problems? Could a hackathon help solve the heroin crisis in Cincinnati, Ohio? Professor Mitch Weiss discusses the underlying skepticism and emerging realities that unfold during protagonist Annie Rittgers’ journey to organizing a successful hackathon in his case, Hacking Heroin.
With about 54 million Hispanics in the U.S. who have an estimated buying power of 2.3 trillion dollars, it’s no wonder Telemundo is the fastest growing television network here. But as the traditional broadcast market as a whole continues to shrink, Telemundo chairman Cesar Conde grapples with how to redefine Hispanic television to capture millennials consuming media on digital devices. Professor Henry McGee discusses how digitalization and globalization are reshaping the entire media industry, including Telemundo, right now.
Bob Nease, chief scientist at Express Scripts, wants to promote home delivery of prescription drugs by mail — a process proven to lower error rates, increase cost savings, and improve medication adherence. But, if switching to home delivery is beneficial to most employees, why don’t more of them do it? Associate Professor John Beshears describes how using choice architecture, or nudging people, can guide employees to making wiser decisions while still respecting their autonomy.