Herminia Ibarra

Transforming Reckitt Benckiser

By  Morten T. Hansen,  Herminia Ibarra,  Nana von Bernuth
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This case details the transformation of UK consumer goods company Reckitt Benckiser from 1999 to 2010, during which time CEO Bart Becht and his team attained exceptional growth, profits and stock market performance.

    Published 20 Apr 2011

    Reference 5686

    Topic Strategy

    Industry Consumer Goods

    Region Europe

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    Transforming Reckitt Benckiser

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    This case details the transformation of UK consumer goods company Reckitt Benckiser from 1999 to 2010, during which time CEO Bart Becht and his team attained exceptional growth, profits and stock market performance.
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      Leading for Performance: Ulrich Lehner at Henkel

      By  Morten T. Hansen,  Herminia Ibarra,  Nana von Bernuth
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      This case dscribes how Henkel's CEO, Ulrich Lerner, tried to transform the company during his tenure from 2000 to 2008. Although he partially succeeded in transforming several parts of the company, industry peers (notably Reckitt Benckiser in the UK) achieved far better results during the same period.

        Published 26 Jul 2010

        Reference 5707

        Topic Strategy

        Industry Consumer Goods

        Region Europe

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        Leading for Performance: Ulrich Lehner at Henkel

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        This case dscribes how Henkel's CEO, Ulrich Lerner, tried to transform the company during his tenure from 2000 to 2008. Although he partially succeeded in transforming several parts of the company, industry peers (notably Reckitt Benckiser in the UK) achieved far better results during the same period.
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          Vivienne Cox at BP Alternative Energy (Spanish)

          By  Herminia Ibarra,  Mark Hunter
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          A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

            Published 14 Jan 2010

            Reference 5473

            Topic Leadership & Organisations

            Region Europe

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            Vivienne Cox at BP Alternative Energy (Spanish)

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            A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.
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              VivaKi (A)

              By  Herminia Ibarra,  Cristina Escallon
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              This case study describes the creation, co-leadership and ambitions of Vivaki, a new entity combining the 54M buying power of Publicis' media agencies. Intent on transforming Publicis for the digital era, Maurice Lévy brought David Kenny and his Digitas agency into the Publicis group in 2007.

                Published 21 Dec 2009

                Reference 5643

                Topic Strategy

                Region Global

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                VivaKi (A)

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                This case study describes the creation, co-leadership and ambitions of Vivaki, a new entity combining the 54M buying power of Publicis' media agencies. Intent on transforming Publicis for the digital era, Maurice Lévy brought David Kenny and his Digitas agency into the Publicis group in 2007.
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                  David Kenny: Managing Partner, VivaKi (B)

                  By  Herminia Ibarra,  Cristina Escallon
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                  This case profiles the leadership style, role and typical workday of David Kenny, co-managing partner of Vivaki. The Harvard Business School-educated former consultant and pioneer of digital media, starts at 4am and finishes at midnight. The case details Kenny's views on leadership, his co-leadership with Jack Klues, and how his leadership is seen by colleagues and business partners.

                    Published 21 Dec 2009

                    Reference 5643

                    Topic Strategy

                    Region Global

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                    David Kenny: Managing Partner, VivaKi (B)

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                    This case profiles the leadership style, role and typical workday of David Kenny, co-managing partner of Vivaki. The Harvard Business School-educated former consultant and pioneer of digital media, starts at 4am and finishes at midnight. The case details Kenny's views on leadership, his co-leadership with Jack Klues, and how his leadership is seen by colleagues and business partners.
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                      Jack Klues: Managing Partner, VivaKi (C)

                      By  Herminia Ibarra,  Cristina Escallon
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                      This case profiles the leadership style, role and typical workday of Jack Klues, co-managing partner of Vivaki. When he is not on the road, Jack Klues, a 55-year old mid-Western media buying expert, starts works around 7am and finishes at 6pm in Publicis' Chicago offices.

                        Published 21 Dec 2009

                        Reference 5643

                        Topic Strategy

                        Region Global

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                        Jack Klues: Managing Partner, VivaKi (C)

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                        This case profiles the leadership style, role and typical workday of Jack Klues, co-managing partner of Vivaki. When he is not on the road, Jack Klues, a 55-year old mid-Western media buying expert, starts works around 7am and finishes at 6pm in Publicis' Chicago offices.
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                          Harris Roberts (C)

                          By  Herminia Ibarra
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                          This series of cases tells the story of a functional specialist whose career goal is to become a general manager. Harris Roberts is repeatedly promised a promotion that never comes around. He must decide whether to be patient and improve his internal lobbying efforts, or instead look outside the firm, perhaps making a more entrepreneurial move.

                            Published 27 Apr 2009

                            Reference 5257

                            Topic Leadership & Organisations

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                            Harris Roberts (C)

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                            This series of cases tells the story of a functional specialist whose career goal is to become a general manager. Harris Roberts is repeatedly promised a promotion that never comes around. He must decide whether to be patient and improve his internal lobbying efforts, or instead look outside the firm, perhaps making a more entrepreneurial move.
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                              Vivienne Cox at BP Alternative Energy (Portuguese)

                              By  Herminia Ibarra,  Mark Hunter
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                              Uma equipa dirigida por Vivienne Cox, Vice-Presidente Executiva da Gas, Power and Reneewables, identifica e lança um novo negócio, a BP Alternative Energy. Investir um montante tão elevado num negócio de energia “verde” fora um ponto de partida radical para a BP.

                                Published 06 Mar 2008

                                Reference 5473

                                Topic Leadership & Organisations

                                Region Europe

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                                Vivienne Cox at BP Alternative Energy (Portuguese)

                                Add to cart extra
                                Uma equipa dirigida por Vivienne Cox, Vice-Presidente Executiva da Gas, Power and Reneewables, identifica e lança um novo negócio, a BP Alternative Energy. Investir um montante tão elevado num negócio de energia “verde” fora um ponto de partida radical para a BP.
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                                  Vivienne Cox at BP Alternative Energy

                                  By  Herminia Ibarra,  Mark Hunter
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                                  A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

                                    Published 29 Oct 2007

                                    Reference 5473

                                    Topic Leadership & Organisations

                                    Industry Oil & Energy

                                    Region Europe

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                                    Vivienne Cox at BP Alternative Energy

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                                    A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.
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                                      The Turnaround Man (A)

                                      By  Mark Hunter,  Herminia Ibarra
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                                      After guiding his team through a major upgrade of the production process, Wim de Boer, production manager and a board member of a newly bought-out cosmetics firm, struggles to find time to think about strategic issues. Tired of approving and following up on every move his people made, he resolved to keep two hours of uninterrupted time each day to think more broadly about the business.

                                        Published 19 Jan 2007

                                        Reference 5413

                                        Topic Leadership & Organisations

                                        Region Europe

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                                        The Turnaround Man (A)

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                                        After guiding his team through a major upgrade of the production process, Wim de Boer, production manager and a board member of a newly bought-out cosmetics firm, struggles to find time to think about strategic issues. Tired of approving and following up on every move his people made, he resolved to keep two hours of uninterrupted time each day to think more broadly about the business.
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