What are the characteristics, habits, and behaviors of the species entrepreneur? Is there such a thing as "entrepreneurial thinking"? Is there a learnable and teachable "core" to entrepreneurship? The author studied the problem-solving process of 30 entrepreneurs from a variety of industries whose companies ranged in value from $200 million to $6.5 billion. Careful analysis revealed a distinct thought process: "effectual reasoning." Using U-Haul as an example, she delineates the way in which entrepreneurs factor in affordable loss, strategic partnerships, and leveraging contingencies. Thinking entrepreneurially, as opposed to managerially or strategically, means believing in a yet-to-be-made future that can be shaped by human action, and realizing that to the extent that such action can control the future, they need not expend energies trying to predict it. It is much more useful to understand and work with the people who are engaged in the decisions and actions that bring it into existence.
When the city of Boston applied to host the Democratic Party presidential nominating convention of July 2004, it did so in the belief that the event would bring the city both prestige and economic benefit. But by the time the convention was to be held, the terrible events of September 11, 2001 had intervened and, as a designated "national special security event," the convention was now subject to the tightest possible measures for security and protection. As a result, key sections of the city, and miles of roads, were virtually shut down in order to permit the convention to take place in the city's major indoor sports arena, and the event engendered complaints, not plaudits, from citizens and business owners alike. This case tells the story of the planning that preceded the convention, as federal officials by presidential directive in charge of national special security events found themselves having to balance expectations of a civic celebration with their own grave concerns about terrorist threats. The case is divided into three parts. Part A (1807.0) describes the elaborate planning process set up by the US Secret Service, which had overall responsibility for security planning for the convention, and the disputes among local, state and federal officials as to how draconian security measures had to be; it focuses in particular on two of the thorniest issues facing planners: whether to shut down a busy public transit station and a portion of a major interstate highway providing access to Boston from the north. Part B (1808.0) details the complex negotiations to resolve these and other security matters; the Epilogue (1808.1) provides a brief overview of the implementation of the security plan at the convention. HKS Case Number 1807.0.
When the city of Boston applied to host the Democratic Party presidential nominating convention of July 2004, it did so in the belief that the event would bring the city both prestige and economic benefit. But by the time the convention was to be held, the terrible events of September 11, 2001 had intervened and, as a designated "national special security event," the convention was now subject to the tightest possible measures for security and protection. As a result, key sections of the city, and miles of roads, were virtually shut down in order to permit the convention to take place in the city's major indoor sports arena, and the event engendered complaints, not plaudits, from citizens and business owners alike. This case tells the story of the planning that preceded the convention, as federal officials by presidential directive in charge of national special security events found themselves having to balance expectations of a civic celebration with their own grave concerns about terrorist threats. The case is divided into three parts. Part A (1807.0) describes the elaborate planning process set up by the US Secret Service, which had overall responsibility for security planning for the convention, and the disputes among local, state and federal officials as to how draconian security measures had to be; it focuses in particular on two of the thorniest issues facing planners: whether to shut down a busy public transit station and a portion of a major interstate highway providing access to Boston from the north. Part B (1808.0) details the complex negotiations to resolve these and other security matters; the Epilogue (1808.1) provides a brief overview of the implementation of the security plan at the convention. HKS Case Number 1808.1.
When the city of Boston applied to host the Democratic Party presidential nominating convention of July 2004, it did so in the belief that the event would bring the city both prestige and economic benefit. But by the time the convention was to be held, the terrible events of September 11, 2001 had intervened and, as a designated "national special security event," the convention was now subject to the tightest possible measures for security and protection. As a result, key sections of the city, and miles of roads, were virtually shut down in order to permit the convention to take place in the city's major indoor sports arena, and the event engendered complaints, not plaudits, from citizens and business owners alike. This case tells the story of the planning that preceded the convention, as federal officials by presidential directive in charge of national special security events found themselves having to balance expectations of a civic celebration with their own grave concerns about terrorist threats. The case is divided into three parts. Part A (1807.0) describes the elaborate planning process set up by the US Secret Service, which had overall responsibility for security planning for the convention, and the disputes among local, state and federal officials as to how draconian security measures had to be; it focuses in particular on two of the thorniest issues facing planners: whether to shut down a busy public transit station and a portion of a major interstate highway providing access to Boston from the north. Part B (1808.0) details the complex negotiations to resolve these and other security matters; the Epilogue (1808.1) provides a brief overview of the implementation of the security plan at the convention. HKS Case Number 1808.0.
The Novartis Venture Fund is considering investing into a start up, Genedata, and must take into account the valuation analysis by both the start up as well as Venture Valuation -- an independent boutique organization that specializes in valuing high growth potential startups. NVF uses the Venture Valuation inputs to determine how best to structure the next round of financing for Genedata and the case requires the reader to discuss and analyze pricing, further financing requirements, and exit strategy for the fund.
Describes the change process Whitbread employed in transforming its organization and culture from a single underperforming business operating in a relatively stable environment to a multibusiness, high-commitment, and high-performance corporation operating in more competitive markets. Describes how CEO David Thomas employed the Strategic Fitness Process (SFP), a strategic leadership process for organizational and cultural change, to create commitment to change within his leadership team and among 100 key executives in all parts of the company. Allowing a senior team to reinvent the corporation, SFP guides the senior team in developing a statement of strategic and organizational direction. SFP then guides the senior team through a systematic diagnosis as well as through change development and execution.
Discusses the importance of living room groups (eight participants who share a living room) in Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted effort of group development can harness that strength. Outlines five steps in group development each team must take. Suggests that action learning, the skill the learning group must master to become effective, is also essential in their back-home organizations, given global competition and efficient markets.
WuXi Pharmatech has gone from zero to $21 million in sales in three years. The company must decide its growth strategy and how best to finance and organize for rapid growth.
Tells the story of Agora, the largest media company in Poland, describing its corporate strategy of diversification since its founding in 1989 by entrepreneurial journalists closely linked to the anti-communist movement Solidarity. Describes in detail Gazeta Wyborcza, the country's best-selling daily newspaper and Agora's main revenue contributor. In late 2003, Fakt, the new daily owned by a German publishing house, took the lead on the Polish newspaper market, harming Gazeta Wyborcza's sales and advertising revenues. Places students in the position of Wanda Rapaczynski, Agora's CEO, who, in mid-2005, explores ways to improve Agora's position in an increasingly competitive environment.
British Sky Broadcasting Group plc (BSkyB) packaged television content into channels and distributed it via satellite to subscribers and to other distribution platforms. Sports programming and, in particular, live coverage of Premier League Football was one of BSkyB's main attractions for its customers and lay at the core of BSkyB's positioning. In 1996, BSkyB acquired a four-year license to the exclusive broadcasting rights of all Premier League football matches for (pounds) GBP670 million. The year was 1999 and, as the expiration of the Premier League license drew nearer, new strategies for the upcoming licensing round had to be formulated.
David Jacobs founded a high-end ski apparel company in 1978. He successfully built and grew the company, establishing a major international brand that appealed to ski racers and other active skiers. In 1995, he sought external financing to support further growth of the company and structured a financial deal with CHB Capital Partners, a private equity firm in Denver. By 2004, Jacobs was ready to consider alternative types of equity transactions that would provide a source of liquidity to him and his family, including sale of Spyder to another apparel company and sale of a large block of stock to a private equity firm. Poses issues of valuation of a privately owned company and presents alternative ways to harvest wealth from a private company. Also brings up family business issues because the transaction would have a significant effect on two of his children who are involved in the business.
The government of South Korea has chosen John Hynes and Gale International to construct New Songdo City. This is an entirely new city, about the size of Boston, between the new Incheon airport and the capital of Seoul. The proposed city is the government's attempt to create an Asian financial and business center to rival Shanghai and Tokyo. But how to design, market, build, and finance a whole city is up for grabs. Is this the typical developer hubris or can it really work?
McDonald's relative success in India has several important lessons for global MNCs that are interested in exploring the challenges and opportunities in emerging markets. Given the unique cultural space of India, where most people do not eat beef and pork, where most people prefer vegetarian foods, and where people's food habits are dominated by regional food preferences, how could a beef-based hamburger chain achieve success? This case analyzes McDonald's carefully planned context-specific strategies for its business growth in India.
Having lost the sweepstakes for the endorsement of LeBron James to Nike, Reebok needs to explore new frontiers for business growth. Reebok has decided to establish a stronger and more emotional relationship with the male urban consumer. The undertaking requires a focus on the sneaker as a fashion accessory, incredibly effective buzz marketing, and the ability to penetrate the networks that operate within the hip-hop culture. Further, it needs to devise a way of capitalizing on cool trends to take its new proposition global.
Describes ongoing reform efforts in the area of human resources at the School District of Philadelphia. Portrays the challenges and opportunities facing the district's new senior vice-president of human resources, Tomas Hanna, as he attempts to reinvent the district's existing, and primarily "transactional," human resources department into a group that can lead and execute a districtwide human capital management strategy. Provides the opportunity to evaluate Hanna's efforts to date and diagnose critical tasks going forward.
The case describes the development of a radically new product within a large automobile company. It illustrates the difficulties encountered by the development team, both technically and concerning the organizational conflicts arising due to competition for resources, differing views of strategic priorities, internal resistance and insufficient relationship management with internal and external partners.