Constance E. Bagley

Jaan Elias

Douglas W. Rae

Alexandra Barton-Sweeney

Suzlon, an India-based wind energy company, had made quite a splash in its first three-and-a-half years on the international stage. By the end of 2007, the company was the market leader in Asia and had completed projects in 14 countries across five continents. But many investors believed these first years were just a warm-up for what was to come (the company's market capitalization had doubled since its IPO in 2005). Global demand for wind energy remained strong and Suzlon had added significant capacity. This study examines the company's role in the sector.

An Indian Wind Energy Company Goes Global

Suzlon

Ben Flaumenhaft

This case is written as a fictional journal by someone working in human resource management and details a number of conflicts that he encounters through his work.

A Newly-installed Vice-president of Strategy Tries to Make Sense of His Company's Human Resource Policies

Jim Flores, ControlTrix

Jean W. Rosenthal

Ravi Dhar

In 1989, George Green took over as the first head of Hearst Magazines International (HMI), a division founded to spearhead the Hearst publishing empire's forays outside the United States. Green started with a slim list of international titles, but under his direction HMI had expanded to 156 editions in 36 languages, distributed in over 100 countries. This study explains how Green achieved such success.

George Green's 156 tips for long-lasting success. (A).

Hearst Magazines International

Vero Bourg-Meyer

Javier Gimeno

Florian Ederer

As Prodigy Finance closed a $240 million fundraise in August 2017, the no-cosign, no-collateral financial services firm was seeking new ways to expand its business. Over the past ten years, it had focused on providing loans to international students at elite business schools who had no assets or credit history. In particular, Prodigy had enjoyed tremendous growth since a partnership with Credit Suisse in 2014 to set up the world's first "higher education note." But along with diversification, came the risk of losing what made Prodigy special in the eyes of its stakeholders. How should Prodigy make itself known to customers and investors? How should the company measure its success? How could the company maintain its community model as it rapidly expanded its financial base and regions served? Having made headway in the world of business schools, Prodigy had dipped its toes into new student pools like engineering, law, and policy. But these forays raised questions about whether Prodigy's model would work with students in other disciplines or countries. Should Prodigy serve these markets or even consider other groups of international students? Having pioneered a successful financing model, Prodigy also was considering other financial services that could make use of the company's risk model. What new products could Prodigy offer to support its student borrowers? What strategy should guide the company's new product development? Or should the company stick to the educational loans it pioneered and knew best?

Prodigy Finance

Jaan Elias

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