Session 3: Human Resource Management Systems, Executive Leadership and Leading Change

Cases:

Firmwide 360 Performance Process at Morgan Stanley,  9-498-053; 

Rob Parsons at Morgan Stanley (A),  9-498-054

Assignment Questions:

1. Have you ever faced a managerial challenge similar to the one Paul Nasr faces?  (Your answer does not necessarily have to be in a business setting.)  How did you think about it at the time? What did you do and why?  What was the outcome and consequence?
2. What is your assessment of Rob parson’s performance? Should he be promoted?
3. If you were Paul Nasr, how would you plan to conduct the performance appraisal interview? 
4. If you were Rob Parson, how would you conduct yourself in the performance appraisal meeting? Be prepared to role play in class!

Optional Reading:

Tushman and O’Reilly, Chapters 5 and 6

Session 4: Lecture- Executive Leadership, Strategic Intent, and Organizational Alignment

Session 5: Power, Politics, and Product Championship

Video Case:  British Steel

Session 6: Strategic Innovation and Organizational Evolution

Case:

USA TODAY: Pursuing the Network Strategy (A),  9-402-010

(B) case will be handed out after class,  9-402-011

Assignment Questions:

1. What was the competitive context facing Curley in February 2000? 
2. What is Tom’s network strategy and why is his senor team so ambivalent? 
3. What should Tom do?

Session 7: Strategic Innovation and Organizational Evolution

Case:

Emerging Business Opportunities at IBM (A)  9-304-075

HBR Article “What Every CEO Should Know About Creating New  Businesses,” #F0407A; and 

CMR Article: "Dynamic Capabilities at IBM: Driving Strategy into Action." #CMR370; and

(B) Case will be handed out after class, 9-304-076

Assignment Questions:

1. Why do large companies like IBM find it so difficult to create new businesses?  What are the primary barriers to success?
2. What is your evaluation of the "horizons of growth" model?  What are the distinguishing characteristics of emerging, H3 businesses?
3. How did the EBO management system evolve over time?  What was accomplished during: 

   - the Thompson era?

   - the Corporate Strategy era

4. What are the key elements of the current EBO management system?  What is your evaluation of the system?
5. How should Harreld:

   - deal with those businesses now reaching H2 status? 

   - scale up to increase the number of EBOs?

Session 8: Strategic Innovation and Organizational Evolution

Case:

Compagnie Lyonnaise de Transport (A),  9-401-040;

(B) case will be handed out after class,  9-401-041

Lecture:

Strategic Innovation, Executive Leadership, and Organizational Evolution.

Assignment Questions:

1. What are the problems (both internal and external) facing the Mass Transit Center? Why are Roux and Tuille acting this way? 
2. If CLT were not constrained, how would it organize to maximize its chances in the mass transit arena? 
3. If you were Trembley what would you recommend to La Croix at your meeting next week?

Optional Reading:

Tushman and O’Reilly, Chapter 7

Session 9: Leading Innovation and Change

Case:

Whitman at eBay,  9-401-024

Assignment Questions:

1. What have been the key success factors for eBay?  How do they relate to eBay’s Strategy?
2. What were the challenges facing Meg Whitman when she took over as CEO of eBay? 
3. How effectively did she handle these challenges? What accounts for Whitman's success so far, given her total lack of internet experience? 
4. What implications would the Kruse acquisition have for eBay’s organization?  For its brand? For the eBay community?

Session 10: Leadership Styles over Time

Case:

Wolfgang Keller at Königsbräu-Hellas A. E. (A), 9-498-045;

(B) Case handed out after class, 9-498-046

Assume that Wolf Keller is a 37 year-old Harvard AMP (and not a 34 year-old Harvard MBA) and that he is returning from two months in the AMP instead of two months at the Brazilian joint venture. (This was, in fact, the real case.)

Assignment Questions

Please consider the following questions:

1. What should Keller do regarding Petrou when he returns to Athens?  Why? 
2. Why are Keller and Petrou having so many conflicts working with each other? 
3. What other actions would you take on returning to Greece? Why?

Session 11: Executive Leadership & Leading Change

Case:

Nissan Motor Co., Ltd., 2002, 9-303-042

Assignment Questions:

1. What was Nissan's condition like in the spring of 1999, when Carlos Ghosn was asked to take over the management?
2. Evaluate Ghosn's actions in taking charge?
3. Why do you think Nissan was able to bring about a major change so quickly after several failed efforts by the previous management?
4. Evaluate Carlos Ghosn's leadership style. What challenges does he face now?
5. Is this something that can be done in other Japanese companies?

Optional Reading:

Tushman and O’Reilly, Chapters 8 and 9

L&CA Day - Case: Franco Bernabe at ENI (A) ]

[October 15 Optional Case: Hema Hattangady and Conzerv (Not in system yet)]

Session 12: Re-entry Class, Personal Renewal

Materials:

Steve Jobs essay

John Gardner essay

Assignment Questions: 

Re-Entry Plan:

Prepare a “first-cut” Re-entry Agenda for review and feedback with your Living Group. Please consider the following questions in preparing your plan:

1. What are your goals, priorities and challenges for your first three to six months back?
2. What is your plan for your first week back?  What meetings, actions or activities are you planning? What do you want to get accomplished? Please prepare a first draft calendar of what you would like the week to look like.
3. What is your plan for your first month back? What are your goals, priorities and challenges?
4. What do you wish to get done in your first three months? Why?
5. What specific areas, goals or challenges would you like feedback on from your living group?   

AMP Re-Entry Cases:

To prepare for Tuesday afternoon's class, please review the materials on the on-line schedule. They include caselettes, videos, re-entry plans, bios and calendars on five participants from AMP 164. These materials present what they saw as their re-entry issues and plans before they left AMP, as well as what they did on their first day, first week and first month back, and finally their reflections after three months on the job. In preparation for Tuesday’s class, please review the following multimedia cases: 

View in their entirety:

Simon Shaps (same company, same business)

Liming Chen (same company, grow the business)

Skim as appropriate:

Arjan Overwater (senior staff to senior line)

Mari Pearlman (same company, new division)

In viewing these cases, please consider the following questions:

1. What do these four re-entry stories suggest are the primary challenges of re-entering?
2. How did these individuals choose to meet the challenges of re-entering?

   a) What did they do that was common?

   b) What did they do that was unique?

3. With which constituencies did each of them have to interact (eg. bosses, subordinates, peers, etc.)?

   a) What challenges do each of these constituencies present your re-entry?

4. What do these re-entry cases suggest as lessons about what to do:

   a) Before leaving the AMP?

   b) During the first day back?

   c) During the first week?

   d) During the first month?

   e) During the first three months back?

Session 13: Final Lecture- Leading Innovation and Organizational Effectiveness