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Updates Apple Computer--1992.

Supplements Wal-Mart Stores, Inc.

Supplements the (A) case.

An epilogue to the (A) and (B) cases, this describes the final steps in implementing the agreement 3M made with Procter and Gamble and with local public officials and interest groups.

Following a successful corporate turnaround and, more recently, a leveraged recapitalization, management of a highly profitable, fast--growing outdoor advertising company must consider alternative ways to harvest cash flow from the company without jeopardizing the turnaround or incurring significant tax liabilities.

A new administration takes power in a state in India and cancels a power project agreed upon by the previous state government and a U.S.-based energy company. The project cancellation is based on allegations of irregularities, exorbitant costs, and political pressures.

Supplement for case UV1821

Supplements the (A) case.

Since the 1960s, SMI has quietly executed a series of brilliantly negotiated takeovers throughout Europe, often acquiring companies much larger than itself. Despite formidable obstacles, SMI has managed to acquire state-owned competitors in Italy and France, as well as a tightly held semi-finished copper producer--one of Europe's largest--in "fortress" Germany, a country notoriously hostile to takeover bids from foreign firms. In an interview with the chairman of SMI's copper operations at the company's Florence headquarters, Prof. J.K. Sebenius of the Harvard Business School explores the negotiating strategies that have enabled what was once a little-known firm in Italy to consolidate a fragmented industry and become one of Europe's leading producers of semi-finished copper.

Supplements the (A) case.

Supplements the (A) case.

Chaos and disorder in the public housing system of San Juan, Puerto Rico (second largest in the US, prompt the newly-elected governor Pedro Rosello to consider an unprecedented new approach: using the island's national guard troops to patrol the projects. The Guard would replace police who had become so frightened or corrupted by the dominance of drug gangs in public housing that they seldom ventured into the apartment complexes at all. The National Guard, moreover, was a popular force on the island. At the same time, Rosello knew that there were risks associated with calling out the Guard. Many in its ranks were young and inexperienced. Sustaining the commitment over time would be difficult and expensive. The kind of tactics thought necessary to regain control of the projects might offend civil libertarians. The new governor, urged on by the superintendent of police, had to decide whether and how to deploy the Guard. HKS Case Number 1390.0

The federal Occupational Health and Safety Administration, created by Congress in 1970 to curtail what was viewed as a still-alarming level of industrial accidents, had, 20 years later, become a lightning rod for controversy. Its advocates viewed it as a bulwark of the defense of sale working conditions but opponents portrayed it as abusively intrusive, creating bureaucratic nightmares for employers. With that backdrop -- and with dwindling manpower and other resources -- OSHA officials in Maine, in 1991, try a radically different approach to their task, targeting 200 businesses which data has told them are the state's most important to bring into compliance. OSHA hopes both to avoid diluting the inspection capacity it has -- and to find ways to persuade, rather than to coerce through the law, business to make improvements. The apparent success of the Maine 200 program comes at a time when the new Clinton Administration is eager to find such government "reinvention" programs it can widely replicate. This case allows, first, for analysis of the strengths and weaknesses of the Maine 200 effort as an example of gaining compliance through a new form of enforcement, and, second, for discussion of the complications, and advisability, of taking a small program "to scale." HKS Case Number 1372.0

At a time, in the early 1980s, when Peru is wracked by leftist terrorism and hampered by weak central government, the Foundation for the Protection of the Environment (FPCN), founded by a group of Peru's leading biologists, becomes a vehicle through which international environmental organizations act to protect the diverse and unspoiled world of Peruvian Amazonia. FPCN convinces a government troubled by more immediate threats that this non-governmental organization should effectively take on the management of many of the country's more than 40 protected areas. But when a new Peruvian government, led by President Alberto Fujimori, makes clear that it wants to take back such traditional public roles, FPCN must find a new role for itself. Its task is complicated by a lack of overhead funds from its donors which has led to a substantial deficit. Its leadership examines its board structure and membership as part of the strategic planning which it undertakes. HKS Case Number 1376.0

The federal Occupational Health and Safety Administration, created by Congress in 1970 to curtail what was viewed as a still-alarming level of industrial accidents, had, 20 years later, become a lightning rod for controversy. Its advocates viewed it as a bulwark of the defense of sale working conditions but opponents portrayed it as abusively intrusive, creating bureaucratic nightmares for employers. With that backdrop -- and with dwindling manpower and other resources -- OSHA officials in Maine, in 1991, try a radically different approach to their task, targeting 200 businesses which data has told them are the state's most important to bring into compliance. OSHA hopes both to avoid diluting the inspection capacity it has -- and to find ways to persuade, rather than to coerce through the law, business to make improvements. The apparent success of the Maine 200 program comes at a time when the new Clinton Administration is eager to find such government "reinvention" programs it can widely replicate. HKS Case Number 1373.0

Faced with the need to dispose of an offshore oil storage installation, the Royal Dutch Shell Corporation develops what it believes is a straightforward and sensible plan: to dump the oil platform deep in the ocean, 150 miles off the northwest coast of Scotland. Doing so avoids a number of problems, including potential environmental threats involved with transporting it and otherwise disposing of it. The British government agrees but the unprecedented plan sparks outrage among environmental groups. HKS Case Number 1369.1

In the early 1980s, The Ford Foundation, among other funders, help create a new type of organization designed to finance the renewal of older, inner city neighborhoods, both through housing renovation and other investments. The Local Initiatives Support Corporation will not undertake projects itself but, instead, will serve as a sort of bank, choosing among proposals submitted by nonprofit development entities. But LISC was by no means making no-strings-attached grants. Instead, it wanted to assure itself -- and those providing its capital -- that it was getting a return on its investment. When a team of consultants is called in to measure LISC's return on investment, it must first consider how such a return might even be defined. Should LISC consider only financial data as regards the repayment of the loans it makes? Or should it consider the catalyzing effects of the organizations it supports on their surrounding neighborhoods? How or should such effects be measured? HKS Case Number 1370.0

In 1996, Sri Lanka had a mixed public and private bus system, with about one-third of passengers carried by public companies and two-thirds by private. The private buses were not earning enough from passenger fees to replace their buses and as a result there were many complaints of overcrowding and safety problems. The public buses were making do largely because they received free buses from the government. Improving bus service was critical for the country since approximately 80 percent of motorized passenger trips are carried by buses. The government was considering a variety of reforms including fare increases and consolidation of small public and private operators. This case can be used to discuss the politics and rationale for regulation and privatization. And the case describes a 90 year history of privatizing, nationalizing, and re-privatizing the bus industry. HKS Case Number 1378.0.

In July 1991, South African president F.W. de Klerk announced the appointment of Hermanus Kriel to the cabinet post of minister of law and order. As the official responsible for oversight of the controversial national police force, the South African Police (SAP), Kriel would perhaps have the hardest job in a rapidly changing South Africa: a job made all the more daunting by recent revelations of a police role in fanning the flames of factional strife among blacks. The growing scandal had reinforced the SAP's reputation among black South Africans as one of the most hated symbols of white rule. For over four decades, the South African Police had been entrusted with enforcing the country's notorious and iniquitous system of apartheid--a task it had performed with what many regarded as excessive zeal and brutality. All this had been done by the SAP in the name of the apartheid system, which it was sworn to uphold. Yet as the 1980s drew to a close, the underpinnings of that system began to change dramatically and SAP's mission was no longer in force. This case details the changes that took place within SAP during the post-apartheid period. It should be paired with HKS829 (Part A). HKS Case Number 1095.1.

Supplements Motorola (A).