學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Daniel Kim's Dilemma (A)
內容大綱
Daniel Kim was considering blowing the whistle on his friend, the CEO of a fast-growing start-up where Kim had spent most of his professional career. When Kim joined the company, called Cardio-Metric, in 2002, it consisted of seven young engineers (including its two 25-year-old founders) working from a one-bedroom Minneapolis apartment. By 2008, when the venture capital-backed company recorded $110 million in revenues, Kim had become close friends with the founders, who served as CEO and chairman. Cardio-Metric's success, however, concealed troubling internal developments. Since 2002, the CEO's management style had progressed from unconventional to questionable to egregious. Kim, Cardio-Metric's on-and-off CFO, had repeatedly confronted the CEO over his behavior-including charging large purchases with no clear business purpose to Cardio-Metric and presenting unrealistic financial projections to investors-but the CEO dismissed Kim's concerns and ordered him not to share them with others at the company. By April 2009, Kim believed the problem had grown out of control, and he was considering disclosing the CEO's actions to the board of directors and a team of external auditors. There was much at stake. Kim's disclosure would undoubtedly ruin his friendship with the CEO, endanger Kim's own role at the company, and even jeopardize the future of Cardio-Metric itself.