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Originally published in the January/February 1964 issue of HBR, this article presents an innovative approach for calculating the risks entailed in projects such as modernizing a plant or launching new products. The technique determines a frequency distribution for each of the factors influencing the rate of return and focuses on specific combinations of variables. Computer runs and data comparisons are an inherent part of the analysis. This approach allows management to understand the nature of the data being used, and thereby results in wiser investment decisions. The retrospective commentary is an informative update on the subject of risk analysis.

Research indicates that manipulation of subordinates by their superiors occurs because of the structure of the superior-subordinate relationship. Subordinates must recognize and resolve eight dilemmas of self-protection derived from the theory of individual development (formulated by Erik Erikson), which arise in a hierarchical organization. A superior who displays qualities of introspection, empathy, preparedness, commitment, and hope will be able to discuss the dilemmas with the subordinate and aid in the resolution of problems.

Presents a model for understanding the behavior and evolution of primary, stable work groups over time. Model describes contextual factors, design factors and emergent culture as determinants of group behavior and performance. In addition, describes emergent behavior, norms, roles, and rituals as aspects of group life.

Describes the situation faced by a young MBA with an economics background who is offered the opportunity to manage a high technology fiber optics business. Designed to facilitate exploring the skills and knowledge that the general manager of a technology-based firm needs to be effective.

Power, the critical element in managerial behavior, is representative of efficacy and capacity, as well as dominance and oppression. An individual's power comes from his or her position in an organization and access to resources, information, and organizational support. Power positions allow job discretion, recognition, and task relevance. The more communication with superiors, peers, and subordinates, the more powerful the position is. Powerlessness is characteristic of task and routine oriented jobs. Managerial skills must be communicated to subordinates to ensure greater effectiveness in supervision. McKinsey Award Winner.

Accurate and rapid analysis of the risks and future benefits of an acquisition is necessary in today's market. The planning of corporate strategy with a view toward the economic and technological environment is the initial step of the analysis. The subsequent search and screen process establishes a list of candidates. The financial evaluation process includes an analysis of the worth and future value of both companies according to several hypothetical scenarios. The "discounted cash flow" (DCF) evaluation technique is useful because it includes the acquisition's added cash flow and the cost of capital. Use of such evaluation techniques can determine maximum acceptable acquisition prices quickly and serve as a catalyst for reexamining a company's overall strategy.

Companies achieve marketing success by being active in profitable markets, concentrating on doing important tasks well, and doing these tasks well consistently. The identification of points of leverage in a market depends on the relationship between manufacturing and marketing. The degree of product customization directly influences the manufacturing, inventory, and sales functions. Consistency of purpose and strategy in the product, pricing, communication, and marketing channels yields a synchronized effort which results in a successful production/marketing effort.

Every real-estate transaction is affected by the tax consequences that result from its form and substance. Structuring a transaction without a thorough understanding of its tax considerations is likely to reduce the transaction's potential value. The failure to utilize the available tax benefits eliminates one of the major reasons for making a real-estate investment.

Develops a conceptual framework for financial analysis of real estate investments, taking into consideration the necessity for baseline data, project trends, and forecast discontinuities.

Spreadsheet Supplement for case 379193.

For use on the second day of a two-day sequence on the U.S. chain saw industry. Describes the evolution of the industry since 1974. Illustrates issues in industry evolution, the forces causing evolution, and the strategic issues raised by evolution. The discussion can center around understanding the 1974-78 time period, and then on an analysis of the future. The class can be asked to take the perspective of different major competitors.

Supplements the case. Designed as an in-class handout.

Discusses the purchase and installation of automated cutting equipment in a medium-sized furniture factory. The equipment has so far failed to cut costs as expected and the management is attempting to discover what the problems are and what can be done to remedy them.

Choosing an equity offering or an offering of straight subordinated debt with a CCC credit rating and a 12.5% coupon.

Supplements the (B1) through (B10) cases.

Describes Allied's cooperative approach to government relations and the approach of some of the regulatory agencies Allied deals with. Based mainly on quotes from Allied and government officials. Asks the student to evaluate Allied's government relations--in general and in the light of three product decisions.

Supplements the (B) case.

Describes the structure of the chain saw industry in 1974, when it is on the threshold of a major period of growth. Data are provided on each significant competitor. The discussion should center around strategies in a growing market for differently situated competitors.

The process-product matrix can be used to explain company failures due to lack of coordination and focus on marketing and manufacturing functions. More importantly, however, it provides a framework for describing alternate business strategies. The matrix provides insight for planning product and process changes, coordinating marketing and manufacturing goals and functions, and avoiding internal problems brought about by evolving markets and technologies.

Citibank overhauled its service areas with a minicomputer and processing models copied from the manufacturing industry. However, this system was insufficient to provide personalized customer services. By decentralizing their system and reorganizing along market segments, the bank created National, World, and Industrial groups. The reorganization provides opportunities for advancement, better accountability of individual performance, and greater efficiency which markedly improves morale.