Harvey Golub: Recharging American Express

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Prize winner

Case

Reference no. 9-396-212

Subject category: Strategy and General Management

Authors: David A Garvin (Harvard Business School); Artemis March (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 1996

Version: 19 March 1996

Length: 23 pages

Data source: Field research

Topics: Leadership; Change management; Business policy; Business process reengineering; Transformations; Decision making; Engineering; Leadership styles; Organizational change; Integration planning

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Abstract

Harvey Golub, CEO American Express, initiated and led a large-scale change process. The case describes the organization he inherited, two successive waves of reengineering, his 'principles-driven' approach to decision making, and his goal of converting American Express from a diversified financial supermarket to one unified operating company.

Location:

New York

Industry:

Financial service sector

Size:

USD14 billion revenues, 70,000 employees

Other setting(s):

1980-1990