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Management article
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Reference no. 97401X
Published by: Harvard Business Publishing
Originally published in: "Harvard Business Review", 1997
Revision date: 30-Jan-2013

Abstract

For teaching purposes, this is the case-only version of the HBR case study. Vic, the CEO of a sporting goods company in this fictional case study, is pleased with the numbers. For several years now, they've gone steadily in one direction: up. But there's trouble in paradise. Hidden from the public's view of industry-dominating winners - from the coolest snowboards to the hottest in-line skates - lies a product-development department that may be ready to shatter like cheap fiberglass. Carver, the company's chief of product development, is the workaholic mad genius who is responsible for mos - he might say all - of the company's successful products. At the same time, he has managed to alienate the rest of his staff. In 97401 and 97401Z, Victor Vroom, June Rokoff, David Olsen, and David H Burnham suggest how Vic can keep the company's product-development group intact and its sales growth strong.

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Abstract

For teaching purposes, this is the case-only version of the HBR case study. Vic, the CEO of a sporting goods company in this fictional case study, is pleased with the numbers. For several years now, they've gone steadily in one direction: up. But there's trouble in paradise. Hidden from the public's view of industry-dominating winners - from the coolest snowboards to the hottest in-line skates - lies a product-development department that may be ready to shatter like cheap fiberglass. Carver, the company's chief of product development, is the workaholic mad genius who is responsible for mos - he might say all - of the company's successful products. At the same time, he has managed to alienate the rest of his staff. In 97401 and 97401Z, Victor Vroom, June Rokoff, David Olsen, and David H Burnham suggest how Vic can keep the company's product-development group intact and its sales growth strong.

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