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How can we evaluate if innovative health care ventures can do good-benefit society-and do well-become financially viable? This question is the topic of the first module in the Innovating In Health Care course book. This note and case series enables readers to conduct this kind of evaluation in the context of innovative organizations for Primary Care Physicians (PCPs). They ask the reader to evaluate which, if any, of the different innovations for organizing PCPs could have helped Health Stop avoid its subsequent failure (not revealed in the case). In addition to Health Stop's retail medical center model, the note reviews innovations that differ in location; virtual or bricks and mortar; other retail-based; and differ by payer/patient focus. The pair emphasize that success or failure is shaped by correct identification of the type of organization-is it consumer-facing, technology-commercializing, or cost-controlling?-and the alignment of that type of organization with the Six Factors in the environment that critically affect it-Structure, Financing, Consumers, Public Policy, Accountability, and Technology. Health Stop failed because it tried to become two different types of organizations-consumer-facing and cost-controlling-and thus had poor alignment with many of the Six Factors critical to its success. It is impossible to focus on more than one type. Some sort of partnership with the retail-based (e.g., CVS, Walgreens) or technology-based innovations (e.g., Aledade (see "Aledade." Harvard Business School Case 321-131), Agilon) could have helped to rescue it.

Spreadsheet supplement for case 385277.

Describes the structure and evolution of the earth moving equipment industry worldwide in the post war era, particularly focusing on developments in the 1960s and 1970s. Describes Caterpillar's strategy in becoming the dominant worldwide competitor (industry market share exceeding 50%). Includes details on CAT's manufacturing, marketing research and development, and organizational policies. Concludes with a description of some environmental changes occurring in the early 1980s, and raises the question of how these might effect Caterpillar Tractor Co.'s record 1981 performance and require changes in its highly successful strategy.

Traces the efforts of Patrick Rich, CEO of Alcan Europe, to bring the company into a stable, profitable situation after having lost $120 million in 1982. Focuses on a wide variety of issues, including setting objectives and strategies for the region, creating appropriate coordinating mechanisms, achieving the appropriate degree of independence and coordination among the subsidiaries, maintaining a climate of frugality and capital constraints, and finally, achieving an appropriate organizational structure. Two videotapes are available from the Audio-Visual Department for HBS instructors' use with this case.

Contains a description of the history and venture capital financing of Lotus Development. Focuses on issues related to the possible terms of investment in Lotus by a major venture capital firm. The pedagogic objectives in the case are: to explore the elements of the people/opportunity/deal analytical framework; to expose students to issues in venture capital financing of high potential ventures; to explore the causes of success; and to explore the distinctions between creativity, innovation, implementation, and entrepreneurship.

Contains a history of the microcomputer software industry from the mid-1970s through early 1982. During that period growth was explosive. Many new companies were formed. However, the eventual structure of the industry was not yet clear. No truly dominant firms had appeared. The note is intended to provide background information on Lotus Development Corp. That case contains a description of the strategy and financing of a producer of software. The note could also be used as a basis for discussion of the evolution of industries per se.

Spreadsheet Supplement for case 285095.

In June, 1984, a vice president at Turner Construction Co. must decide whether to approve a construction project being considered by one of Turner's territorial offices and how to manage that territory general manager's apparent reluctance to pursue another account that has important strategic value for Turner. A key issue is the appropriate marketing organization for the firm: Turner is highly decentralized geographically (in order to maximize operating efficiencies and presence in local markets), but buying behavior in some important market segments is increasingly national and centralized. The case also provides much information about the selling process and account/project management tasks in the general contracting business.

Contains a description of a decision confronting an entrepreneur: which of two investment proposals should he accept to fund the creation and marketing of a database that comprises the full text of research reports produced by Wall Street investment banking firms? The teaching objectives are: to expose students to the people/opportunity/deal analytical framework; to focus on understanding the financial and other implications of deal terms; and to force the students to make a decision based on their analysis.

During a product's evolution to maturity, corporate customers inevitably change from inexperienced generalists to experienced specialists. The benefits customers seek change as well. Anticipating the patterns of evolution in customer decision making is as vital to success as is the most technically sophisticated product development program.

Critics of American business claim that U.S. managers rely too heavily on a few financial techniques to weigh major investment decisions. Calculation of discounted cash flows, internal rates of return, and net present values, say critics, is inherently biased against long-term investments. But according to the authors, DCF procedures can work if management sets realistic hurdle rates and examines carefully its assumptions. Decision makers need to consider three critical issues: the effects of inflation, the different levels of uncertainty in different phases of a program, and management's own ability to mitigate risk.

Prompted by the success of Japanese products in the United States, American companies are seeking to upgrade quality and productivity by adopting quality circles--programs that allow employees to meet in groups to solve common work problems and to make suggestions to management. Although managers expect quality circles to create a more participative workplace, the groups must first progress through a series of growth stages, each containing key activities as well as threats to the programs' existence. Study of quality circles in different organizations indicates that resistance by middle management and staff, budget cuts, and participants' disillusionment usually precipitate their decline.

The different roles that manufacturing can play in a company's efforts to formulate and achieve its strategic objectives can be described in terms of a developmental continuum. At the lowest "internally neutral" stage, top managers regard production as a low-tech operation, incapable of influencing competitive success. Stage 2 companies seek an "externally neutral" parity with major competitors on the manufacturing dimension. This attitude is often found in America's smokestack industries. Stage 3 organizations, on the other hand, expect production to support and strengthen the company's competitive position, and manufacturing investments are screened for consistency with the business strategy. The fourth and most progressive stage arises when competitive strategy rests to a significant degree on a company's production capability.

Financial ratio analysis is used to evaluate the financial performance and condition of a business enterprise by measuring its progress towards financial goals. Its purpose is to provide information about the business entity for decision-making by both external and internal users. Terminology, definitions, and formulae (for vertical analyses, return on investment, investment utilization ratios, liquidity ratios, stability ratios, and growth ratios) are given in this technical note, and applied in a short exercise. This note would be suitable for a class in introductory finance.

This note discusses the mechanics of preparing a cash budget and the importance of optimizing a company's cash position. A detailed example of a cash budget is provided and examined.

The term "socialization" usually evokes a strong emotional response and is often misunderstood. While it does seem to go against our culturally-ingrained "individualism," a certain degree of carefully-thought-out socialization does make organizations work better--as evidenced by the success of strongly socialized firms. This article examines the "seven steps of socialization" and provides a method for rating a firm's corporate culture.

Two-party, multi-issue, scoreable negotiation between a manufacturer and a state environmental agency to reach a settlement over the manufacturer's pollution of a local river. Riverside Lumber is a pulp manufacturer in a small town in the Pacific Northwest. Riverside regularly dumps effluent into a nearby river. The Division of Environmental Conservation (DEC) claims that the effluent is toxic and jeopardizes the local salmon catch. Relations between the two parties have deteriorated. DEC has filed suit against Riverside in an attempt to close the plant. The trial date is three days away, and the parties are meeting to see if a last minute settlement is possible. Several issues will surface in the negotiation: Should Riverside be forced to purchase a special scrubber to neutralize the toxic effects of its effluent? Should Riverside be forced to close temporarily or permanently? Can DEC provide Riverside financial incentives to encourage cooperation?

Two-party, multi-issue, scoreable negotiation between a manufacturer and a state environmental agency to reach a settlement over the manufacturer's pollution of a local river. Riverside Lumber is a pulp manufacturer in a small town in the Pacific Northwest. Riverside regularly dumps effluent into a nearby river. The Division of Environmental Conservation (DEC) claims that the effluent is toxic and jeopardizes the local salmon catch. Relations between the two parties have deteriorated. DEC has filed suit against Riverside in an attempt to close the plant. The trial date is three days away, and the parties are meeting to see if a last minute settlement is possible. Several issues will surface in the negotiation: Should Riverside be forced to purchase a special scrubber to neutralize the toxic effects of its effluent? Should Riverside be forced to close temporarily or permanently? Can DEC provide Riverside financial incentives to encourage cooperation?

Two-party, multi-issue, scoreable negotiation between a manufacturer and a state environmental agency to reach a settlement over the manufacturer's pollution of a local river. Riverside Lumber is a pulp manufacturer in a small town in the Pacific Northwest. Riverside regularly dumps effluent into a nearby river. The Division of Environmental Conservation (DEC) claims that the effluent is toxic and jeopardizes the local salmon catch. Relations between the two parties have deteriorated. DEC has filed suit against Riverside in an attempt to close the plant. The trial date is three days away, and the parties are meeting to see if a last minute settlement is possible. Several issues will surface in the negotiation: Should Riverside be forced to purchase a special scrubber to neutralize the toxic effects of its effluent? Should Riverside be forced to close temporarily or permanently? Can DEC provide Riverside financial incentives to encourage cooperation?

Two-party negotiation between agents for an opera singer and an opera house regarding a possible contract for an upcoming production, under conditions of full disclosure. The basic facts are the same as in Sally Soprano I, except that as a result of a discussion between Sally and the Lyric Opera's Artistic Director, all available information is known by both sides. The principals have left their agents to work out the details of a deal, knowing that something mutually advantageous is possible.