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Chronicles an entrepreneur's transition from chairman/CEO of a large privately held company, to chairman of a public company, to board member, to president of several major nonprofit boards, to founder of a new nonprofit for women business owners and founder of a new business journal for women.

An entrepreneur's transition from chairman/CEO of a large privately held company, to chairman of a public company, to leadership in several large nonprofit organizations is chronicled.

Follows the career of Katie Burke, HBS MBA 1995. Offers the opportunity to discuss a variety of issues, including innovation, software development, entrepreneurship, new venture design, and career choices.

Supplements the (A) case.

Two entrepreneurs, Andrew Ive and Aldo DiBerlardino, are poised to launch their first product. The decisions they make will have a crucial impact on the future of their company.

While on vacation in Memphis, former investment manager Andy Wilson discovers a unique "tour bus" that travels over land and through water. He decides to transplant the concept to Boston and to add both historical and theatrical features to the amphibious tour. As he tries to start up Boston Duck Tours, Wilson must figure out how to organize and fund the new venture. The challenges seem overwhelming. He has no relevant experience and very little money. The market is untested and, at best, seasonal. Furthermore, the regulatory barriers are high. Wilson's persistence and creativity provide some solutions, but create additional challenges when it comes to harvesting financial value. This case is particularly useful in the Resourcing and Organizing module of a course on New Ventures.

Chronicles development of a new business concept. Starts with Stemberg's search for a new employment opportunity, then provides details of his decision to launch a new venture concept through careful matching of personal capabilities and experience against a variety of marketing opportunities. Stemberg redefines his supermarket skills as distribution skills and systematically searches for industries where they can be applied.

The search for appropriate hardware and software to support the launch of a new large-scale retail operation forces the management team to define their goals at a very detailed level and to make all underlying assumptions explicit.

The president, Donna Dubinsky, and the chairman and founder, Jeff Hawkins, discuss an opportunity to sell their company to U.S. Robotics. They must weigh this option versus accepting venture capital funding, partnering with a large company that could provide distribution channels and capital, or continuing a search for capital from other sources.

A venture-funded start-up runs into trouble when health care reimbursement policies change radically. With the help of its board, the company develops a new strategy, becomes profitable, and makes a public offering. The second wave of changes introduced by Clinton health-care initiatives create the need for strategic reevaluation and operational changes. The case traces the development and strategic changes

Describes the early career of an MBA who went to work in a small business, bought the company, and is now contemplating an acquisition to expand the business. The issues involve personal/business finance and financial risk, as well as valuation and financial structuring.

Describes Eric's purchase of the much larger Shaw Co. Describes the operating and financial problems that ensue, leaving Eric considering the option of bankruptcy. Issues include the overlap of business and personal finances, as well as the mechanics and implications of bankruptcy.

Presents an overview of U.S. laws/systems in place to safeguard intellectual property rights. Includes a brief history of the development of the laws. Attention is given to patents, licenses, copyrights, trade secrets, trade and service markets, and non-disclosure and non-compete agreements.

Cyrus Maher, CEO of Waterway Industries, thinks he may be facing a human resources problem. Lee Carter is a relatively new employee whose high-powered sales ability has rocketed Maher's sleepy canoe company into unprecedented growth. But Maher has overheard Carter discussing a new job that would offer equity, and he fears her defection is imminent. Maher has begun to reconsider his employees' compensation arrangements, particularly Carter's. As he consults with his banker and with advisers in the industry, he begins to realize that the easygoing culture he created at Waterway may have changed for good. In 96408 and 96408Z, James McCann, Kay Henry, Myra Hart, Ronald Rudolph, Bruce Schlegel, and Alan Johnson offer advice on this fictional case study.

Cyrus Maher, CEO of Waterway Industries, thinks he may be facing a human resources problem. Lee Carter is a relatively new employee whose high-powered sales ability has rocketed Maher's sleepy canoe company into unprecedented growth. But Maher has overheard Carter discussing a new job that would offer equity, and he fears her defection is imminent. Maher has begun to reconsider his employees' compensation arrangements, particularly Carter's. As he consults with his banker and with advisers in the industry, he begins to realize that the easygoing culture he created at Waterway may have changed for good. In 96408 and 96408Z, James McCann, Kay Henry, Myra Hart, Ronald Rudolph, Bruce Schlegel, and Alan Johnson offer advice on this fictional case study.

Discusses patents, licenses, and deal making in a start-up venture. The entrepreneur, Jeff Hawkins, holds a patent on Palm Print, a pattern recognition algorithm. After licensing Palm Print to his employer, he led three years of development of commercial products for the company. Focuses on Hawkins's efforts to start a new, noncompeting venture that requires cross-licenses for the Palm Print enhancements. The employer wants Hawkins to stay to develop the new products "in-house" and resists making an agreement.

From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the previous management and transferring its corporate culture. Banc One's uncommon partnership and its "share and compare" practices are viewed as key to its success. How long will it be able to sustain its stellar track record, particularly when confronted with mounting industry pressures? It has broadened its strategy, resulting in a number of organizational challenges. What lessons can be learned, particularly in terms of Banc One's acquisition approach? How is Banc One responding to the changing industry and how does it organizationally manage this change?

The founders of Bright Horizons have developed a distinctive strategy and raised venture capital money. Now they are ready to make their dream come true. How should they proceed in implementing their strategy?

Addresses the interrelated challenges of marketing and finance faced by a small, struggling packaged foods company.