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
Bayer Crop Science
內容大綱
In mid-2019, a year after German conglomerate Bayer Group closed its acquisition of U.S.-based seeds giant Monsanto, the leadership of Bayer's Crop Science division (which absorbed Monsanto) is reflecting on the opportunities ahead. Some observers have questioned Bayer's decision to buy Monsanto, citing potential reputational and financial liabilities; in the last year, Bayer's stock price has suffered. However, the leadership team expects the combination of Monsanto's and Bayer Crop Science's seed, crop protection, and digital agriculture technologies and expertise to deliver huge value to farmers and shareholders. A key focus is The Climate Corporation, Monsanto's (and now Bayer's) digital agriculture unit, which collects data from farmer-customers' operations and uses it to provide tailored farming advice and to inform internal research and development. Bayer Crop Science is digitizing its entire R&D operation in order to fast-track innovation, with the goal of producing the game-changing products needed to feed the growing global population while protecting the environment. The Bayer team aspires to lead the digital transformation of agriculture. Is this achievable, and is Bayer the right firm to lead it? Will farmer distrust, competition, merger-related challenges, or other hurdles prove insurmountable?