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Social Strategy at Nike

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The Tate's Digital Transformation

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Dow's Bid for Rohm and Haas

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Alex Montana at ESH Manufacturing Co.

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Michelle Levene (A)

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High-Impact Wealth Management: Jenny's Investment Choices

By: Chuck Grace, Paige Addesi, Matt Lord

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective;…

• Length: 13 page(s)
• Publication Date: Oct 24, 2016
• Discipline: Finance
• Product #: W16515-PDF-ENG

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The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of "common-cents" strategies. Also refer to W16516.

Learning Objectives

The case entitled "Jenny's Investment Choices" specifically addresses item 5 on the list of "common-cents" strategies: minimize fees and taxes.

Oct 24, 2016 (Revised: Sep 22, 2021)

Discipline:

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Financial service sector

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W16515-PDF-ENG

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Micro Focus

Short-term AAA-rated money market funds provide short-term investment opportunities for divestment proceeds The challenge

Following the multi-billion-dollar divestment of SUSE, Micro Focus required a short-term investment solution for the proceeds of the transaction, which were due to be distributed to shareholders via an upcoming capital return and associated share capital consolidation. The company faced regulatory and operational hurdles while seeking to meet performance goals and risk management objectives.

Regulatory: Micro Focus’s relationship banks were subject to operational cash limits under Basel III. Micro Focus required an uncapped, off-balance-sheet solution that would allow it to centralise funds and reduce payment intensity on the key dates of deal settlement and dividend payment.

Credit risk: Given the size of funds involved, Micro Focus required that credit risk be kept to an absolute minimum. At the time of settlement, the company also had some concerns arising from Brexit risk that needed to be mitigated.

Timing: Funds needed to be available early enough on dividend distribution day to ensure that Micro Focus could:

• Settle a previously arranged FX forward.
• Make onward transfer to the payment agent who was responsible for distributing the dividend to shareholders.

These crucial actions both had to be completed on the same day. 

Performance: Higher rates were available at the time of the divestment, and Micro Focus wanted a solution that would allow them to capitalise on performance to maximise net interest income.

The solution

Micro Focus used J.P. Morgan Asset Management’s end to end solution that met the company’s needs across all of the following areas:

Credit: Given some of the concerns around Brexit, the bank structured a liquidity solution that involved both its low-volatility NAV (LVNAV) and constant NAV (CNAV) AAA-rated USD money market funds (MMFs)2.

Liquidity: With an expected six- to eight-week investment horizon, and the possibility that Micro Focus might need to access some of the funds in the interim, the MMFs were an ideal home because of their late cut-off times (22:00 GMT) and same-day access.

Performance: The provider’s MMFs’ yield performance offered a material pickup over other deposit solutions, even for an investment involving a short tenor. Given the notional size of the investment, this generated sizeable returns

Regulatory: Because liquidity funds are not subject to Basel III requirements, there were no headroom limits. Furthermore, concentration risk was limited because these MMFs are the largest of their kind in the USD offshore market.

Operational: Given the timing requirements on the dividend distribution date, Micro Focus needed a solution that would avoid the need for funds to be swept through its deposit account. To solve this, the bank’s global liquidity unit worked closely with its FX desk to ensure that both LVNAV and CNAV funds were redeemed as early as possible in the day, and that they were pooled and paid directly to the FX desk to settle a previously arranged forward contract.

Best practice and innovation

This solution was a great success in effectively managing corporate cross-currency cash challenges in the aftermath of a multi-billion-dollar divestment. Micro Focus had a variety of challenging objectives and needed a global liquidity team with a strong track record and specialist knowledge across treasury and cash management.

Key benefits:

• Same-day liquidity without sacrificing performance.
• Speed of execution, despite the challenging size of the fund flows.
• Operational excellence throughout the process, which facilitated meeting highly sensitive deadlines.
• Actively managing downside risks by combining different investment strategies.

The bank listened to our problems and then delivered a one-stop shop bespoke solution across global liquidity as well as seamless integration with the bank’s FX desk.

Following a multi-billion-dollar divestment, our client, Micro Focus, required a short-term investment solution to house transaction proceeds until they were distributed as a capital return to its shareholders. The company faced regulatory and operational hurdles while seeking to meet performance goals and risk management objectives.

The solution J.P. Morgan Asset Management provided involved the use of credit and treasury money market funds, which focused not only on risk diversification and liquidity but also performance and operational simplicity. The solution was further enhanced by integrating J.P. Morgan’s foreign exchange (FX) desk, which streamlined the fund flows and enabled highly sensitive payment deadlines to be met.

Richard Ayrton, Client Advisor, J.P. Morgan Global Liquidity

Risk management does not imply elimination of risks. Diversification does not guarantee positive returns or eliminate risks of loss. The companies above are shown for illustrative purposes only. Their inclusion should not be interpreted as a recommendation to buy or sell.

1 Past performance is not a reliable indicator of current and future results. 2 LVNAV” and “CNAV” is the term used to describe MMF structures under the European Union’s MMF Regulations.

The article was first published by Treasury Today in August 2020

0903c02a81d52c7e

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Investment Portfolio Management System

The case study presents a SaaS-based Investment Portfolio Management System enabling efficient management of diverse portfolios, including stocks, mutual funds, bullion, and real estate. It features entity management, real-time insights, and detailed reporting to assist in informed investment decisions.

Devs on Team

Methodology

Agile Scrum

Mobile Application, Web Application

Client Country:

Technologies Used:

React Native, React JS, .NET Core, MySQL, AWS, Payment Integration, Stock Market Integration

Client Intro

Accompt, a client requiring web application services, envisioned a SaaS-based platform for managing investments. Their need was to create a comprehensive system that could handle various personal and business-level investment entities, including stocks (listed and unlisted), mutual funds, bullion, fixed deposits, recurring deposits, insurance investments, art, and real estate. The platform also aimed to track debts like loans and advances, providing in-depth reports for better investment decision-making.

Transforming Project Management :  Challenges, Solutions, and Achievements

Challenges Client Faced -

Providing a comprehensive portfolio management solution for various asset types.

Ensuring real-time tracking and management of diverse investments.

Integrating a user-friendly interface for individual, family, and business portfolios.

Offering deep insights and reports for informed investment decision-making.

Balancing the complexity of portfolio management with ease of use.

Managing the intricacies of different investment types and transactions.

What we did to fix it -

Conducted in-depth analysis and planning to develop a novel SaaS platform for investment management.

Implemented a system for real-time data tracking across various investment types.

Designed a user-friendly interface, balancing complexity with ease of use.

Integrated diverse modules like stocks, mutual funds, bullion, and real estate management into one platform.

Developed sophisticated algorithms for accurate and scientific portfolio management.

Ensured the application could handle intricate transaction permutations and combinations efficiently.

What we Achieved

Delivered a comprehensive SaaS-based investment management platform.

Enabled monitoring of diverse investments and debts under a single subscription.

Provided advanced reporting tools for insightful investment analysis.

Successfully combined scientific portfolio management with a simplified user interface.

Developed unique features that set the platform apart in the market.

Achieved high levels of precision and accuracy in investment tracking.

Completed the extensive project within a meticulously managed two-year period.

Key Features we Delivered

Entity Management

Stocks Management

Mutual Funds Management

Bullion Management

Insurance Management

Real Estate Management

Arts Management

Buying & Selling Features

Listed & Unlisted Stocks Handling

Loans & Advances Management

Profitability & Loss Analysis

Project Result

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Finance Case Studies

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Canary Wharf: Financing and Placemaking

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Nathan Cummings Foundation: Mission-Driven Investing

The Decline of Malls

Expand the sections below to read more about each case study:, nathan cummings foundation, ellie campion, dwayne edwards, brad wayman, anna williams, william goetzmann, and jean rosenthal.

Asset Management, Investor/Finance, Leadership & Teamwork, Social Enterprise, Sourcing/Managing Funds

The Nathan Cummings Foundation Investment Committee and Board of Trustees had studied the decision to go “all in” on a mission-related investment approach. The Board voted 100% to support this new direction and new goals for financial investments, but many questions remained. How could NCF operationalize and integrate this new strategy? What changes would it need to make to support the investment strategies' long-term success? How could NCF measure and track its progress and success with this new strategy?

William Goetzmann, Jean Rosenthal, Jaan Elias, Edoardo Pasinato, Lukas Cejnar, Ellie Campion

Business History, Competitor/Strategy, Customer/Marketing, Innovation & Design, Investor/Finance, Sourcing/Managing Funds, State & Society

The renovation of the Fondaco dei Tedeschi in Venice represented a grand experiment. Should an ancient building in the midst of a world heritage site be transformed into a modern mall for luxury goods? How best to achieve the transformation and make it economically sustainable? Would tourists walk to the mall? And would they buy or just look? What could each stakeholder learn from their experiences with the Fondaco dei Tedeschi?

Gardner Denver

James quinn, adam blumenthal, and jaan elias.

Asset Management, Employee/HR, Investor/Finance, Leadership & Teamwork

As KKR, a private equity firm, prepared to take Gardner-Denver, one of its portfolio companies, public in mid-2017, a discussion arose on the Gardner-Denver board about the implications of granting approximately $110 million in equity to its global employee base as part of its innovative "broad-based employee ownership program." Was the generous equity package that Pete Stavros proposed be allotted to 6,100 employees the wisest move and the right timing for Gardner Denver and its new shareholders?

Home Health Care

Jean rosenthal, jaan elias, adam blumenthal, and jeremy kogler.

Asset Management, Competitor/Strategy, Healthcare, Investor/Finance

Blue Wolf Capital Partners was making major investments in the home health care sector. The private equity fund had purchased two U.S. regional companies in the space. The plan was to merge the two organizations, creating opportunities for shared expertise and synergies in reducing management costs. Two years later, the management team was considering adding a third company. Projected revenues for the combined organization would top $1 billion annually. What was the likelihood that this opportunity would succeed?

Suwanee Lumber Company

Jaan elias, adam blumenthal, james shovlin, and heather e. tookes.

Asset Management, Investor/Finance, Sustainability

In 2016, Blue Wolf, a private equity firm headquartered in New York City, confronted a number of options when it came to its lumber business. They could put their holdings in the Suwanee Lumber Company (SLC), a sawmill they had purchased in 2013, up for sale. Or they could continue to hold onto SLC and run it as a standalone business. Or they could double down on the lumber business by buying an idle mill in Arkansas to run along with SLC.

Alternative Meat Industry: How Should Beyond Meat be Valued?

Nikki springer, leon van wyk, jacob thomas, k. geert rouwenhorst and jaan elias.

Competitor/Strategy, Customer/Marketing, Investor/Finance, Sourcing/Managing Funds, Sustainability

In 2009, when experienced entrepreneur Ethan Brown decided to build a better veggie burger, he set his sights on an exceptional goal – create a plant-based McDonald’s equally beloved by the American appetite. To do this, he knew he needed to transform the idea of plant-based meat alternatives from the sleepy few veggie burger options in the grocer’s freezer case into a fundamentally different product. Would further investments in research and development help give Beyond Meat an edge? Would Americans continue to embrace meat alternatives, or would the initial fanfare subside below investor expectations?

Hertz Global Holdings (A): Uses of Debt and Equity

Jean rosenthal, geert rouwenhorst, jacob thomas, allen xu.

Asset Management, Financial Regulation, Sourcing/Managing Funds

By 2019, Hertz CEO Kathyrn Marinello and CFO Jamere Jackson had managed to streamline the venerable car rental firm's operations. Their next steps were to consider ways to fine-tune Hertz's capital structure. Would it make sense for Marinello and Jackson to lead Hertz to issue more equity to re-balance the structure? One possibility was a stock rights offering, but an established company issuing equity was not generally well-received by investors. How well would the market respond to an attempt by Hertz management to increase shareholder equity?

Twining-Hadley Incorporated

Jaan elias, k geert rouwenhorst, jacob thomas.

Employee/HR, Investor/Finance, Metrics & Data, Sourcing/Managing Funds

Jessica Austin has been asked to compute THI's Weighted Average Cost of Capital, a key measure for making investments and deciding executive compensation. What should she consider in making her calculation?

Shake Shack IPO

Vero bourg-meyer, jaan elias, jake thomas and geert rouwenhorst.

Competitor/Strategy, Innovation & Design, Investor/Finance, Leadership & Teamwork, Sourcing/Managing Funds, Sustainability

Shake Shack's long lines of devoted fans made investors salivate when the company went public in 2015 and shares soared above expectations. Was the enthusiasm justified? Could the company maintain its edge in the long run?

Strategy for Norway's Pension Fund Global

Jean rosenthal, william n. goetzmann, olav sorenson, andrew ang, and jaan elias.

Asset Management, Investor/Finance, Sourcing/Managing Funds

Norway's Pension Fund Global was the largest sovereign wealth fund in the world. With questions in 2014 on policies, ethical investment, and other concerns, what was the appropriate investment strategy for the Fund?

Factor Investing for Retirement

Jean rosenthal, jaan elias and william goetzmann.

Asset Management, Investor/Finance

Should this investor look for a portfolio of factor funds to meet his goals for his 401(k) Retirement Plan?

Bank of Ireland

Jean w. rosenthal, eamonn walsh, matt spiegel, will goetzmann, david bach, damien p. mcloughlin, fernando fernandez, gayle allard, and jaan elias.

Asset Management, Financial Regulation, Investor/Finance, Leadership & Teamwork, Macroeconomics, State & Society

In August 2011, Wilbur Ross, an American investor specializing in distressed and bankrupt companies, purchased 35% of the stock of Bank of Ireland. Even for Ross, investing in an Irish bank seemed risky. Observers wondered if the investment made sense.

Commonfund ESG

Jaan elias, sarah friedman hersh, maggie chau, logan ashcraft, and pamela jao.

Asset Management, Investor/Finance, Metrics & Data, Social Enterprise

ESG (Environmental Social and Governance) investing had become an increasingly hot topic in the financial community. Could Commonfund offer its endowment clients some investment vehicle that would satisfy ESG concerns while producing sufficient returns?

Glory, Glory Man United!

Charles euvhner, jacob thomas, k. geert rouwenhorst, and jaan elias.

Competitor/Strategy, Employee/HR, Investor/Finance, Leadership & Teamwork, Sourcing/Managing Funds

Manchester United might be the greatest English sports dynasty of all time. But valuation poses unique challenges. How much should a team's success on the pitch count toward its net worth?

Walmart de México: Investing in Renewable Energy

Jean rosenthal, k. geert rouwenhorst, isabel studer, jaan elias, and juan carlos rivera.

Investor/Finance, Operations, State & Society, Sustainability

Walmart de México y Centroamérica contracted for power from EVM's wind farm, saving energy costs and improving sustainability. What should the company's next steps be to advance its goals?

Voltaire, Casanova, and 18th-Century Lotteries

Jean rosenthal and william n. goetzmann.

Business History, State & Society

Gambling has been a part of human activity since earliest recorded history, and governments have often attempted to turn that impulse to benefit the state.  The development of lotteries in the 18th century helped to develop the study of probabilities and enabled the financial success of some of the leading figures of that era.

Alexander Hamilton and the Origin of American Finance

Andrea nagy smith, william goetzmann, and jeffrey levick.

Business History, Financial Regulation, Investor/Finance

Alexander Hamilton is said to have invented the future. At a time when the young United States of America was disorganized and bankrupt, Hamilton could see that the nation would become a powerful economy.

Kmart Bankruptcy

Jean rosenthal, heather tookes, henry s. miller, and jaan elias.

Asset Management, Financial Regulation, Investor/Finance

Less than 18 months after Kmart entered Chapter 11, the company emerged and its stocked soared. Why had the chain entered Chapter 11 in the first place and how had the bankruptcy process allowed the company to right itself?

Oil, ETFs, and Speculation

So alex roelof, k. geert rouwenhorst, and jaan elias.

Since the markets' origins, traders sought standardized wares to increase market liquidity. In the 1960s and later, they sought assets uncorrelated to traditional bonds and equities. By late 2004, commodity-based exchange-traded securities emerged.

Newhall Ranch Land Parcel

Acquired by a partnership of two closely intertwined homebuilders, Newhall Ranch was the last major tract of undeveloped land in Los Angeles County in 2003.

Brandeis and the Rose Museum

Arts Management, Asset Management, Investor/Finance, Social Enterprise, Sourcing/Managing Funds

The question of the role museums should play in university life became urgent for Brandeis in early 2009. Standard portfolios of investments had just taken a beating. Given that environment, should Brandeis sell art in order to save its other programs?

Taking EOP Private

Allison mitkowski, william goetzmann, and jaan elias.

Asset Management, Financial Regulation, Investor/Finance, Leadership & Teamwork

With 594 properties nationwide, EOP was the nation’s largest office landlord.  Despite EOP's dominance of the REIT market, analysts had historically undervalued EOP. However, Blackstone saw something in EOP that the analysts didn’t, and in November, Blackstone offered to buy EOP for $48.50 per share. What did Blackstone and Vornado see that the market didn’t?

Subprime Lending Crisis

Jaan elias and william n. goetzmann.

Asset Management, Financial Regulation, Investor/Finance, State & Society

To understand the collapse of the subprime mortgage market, we look at a failing Mortgage Backed Security (MBS) and then drill down to look at a single loan that has gone bad.

William N. Goetzmann, Jean Rosenthal, and Jaan Elias

Asset Management, Business History, Customer/Marketing, Entrepreneurship, Innovation & Design, Investor/Finance, Sourcing/Managing Funds, State & Society

The financial engineering of London's Canary Wharf was as impressive as the structural engineering. However, Brexit and the rise of fintech represented new challenges. Would financial firms leave the U.K.? Would fintech firms seek new kinds of space? How should the Canary Wharf Group respond?

The Future of Malls: Was Decline Inevitable?

Jean rosenthal, anna williams, brandon colon, robert park, william goetzmann, jessica helfand  .

Business History, Customer/Marketing, Innovation & Design, Investor/Finance

Shopping malls became the "Main Street" of US suburbs beginning in the mid-20th century. But will they persist into the 21st?

Hirtle Callaghan & Co

James quinn, jaan elias, and adam blumenthal.

Asset Management, Investor/Finance, Leadership & Teamwork

In August 2019, Stephen Vaccaro, Yale MBA ‘03, became the director of private equity at Hirtle, Callaghan & Co., LLC (HC), a leading investment management firm associated with pioneering the outsourced chief investment office (OCIO) model for college endowments, foundations, and wealthy families. Vaccaro was tasked with spearheading efforts to grow HC’s private equity (PE) market value from $1 billion to a new target of roughly $3 billion in order to contribute to the effort of generating higher long-term returns for clients. Would investment committees overseeing endowments typically in the 10s or 100s of millions embrace this shift, and, more pointedly, was this the best move for client portfolios?

The Federal Reserve Response to 9-11

Jean rosenthal, william b. english, jaan elias.

Financial Regulation, Investor/Finance, Leadership & Teamwork, State & Society

The attacks on New York City and the Pentagon in Washington, DC, on September 11, 2001, shocked the nation and the world. The attacks crippled the nerve center of the U.S. financial system. Information flow among banks, traders in multiple markets, and regulators was interrupted. Under Roger Ferguson's leadership, the Federal Reserve made a series of decisions designed to provide confidence and increase liquidity in a severely damaged financial system. In hindsight, were these the best approaches? Were there other options that could have taken place?

Suwanee Lumber Company (B)

In early 2018, Blue Wolf Capital Management received an offer to sell both its mill in Arkansas (Caddo) and its mill in Florida (Suwanee) to Conifex, an upstart Canadian lumber company. Blue Wolf hadn’t planned to put both mills up for sale yet, but was the deal too good to pass up? Blue Wolf had invested nearly $36.5 million into rehabilitating the Suwanee and Caddo mills. However, neither was fully operational yet. Did the offer price fairly value the prospects of the mills? How should Blue Wolf consider the Conifex stock? Should Blue Wolf conduct a more extensive sales process rather than settle for this somewhat unexpected offer?

Occidental Petroleum's Acquisition of Anadarko

Jaan elias, piyush kabra, jacob thomas, k. geert rouwenhorst.

Asset Management, Competitor/Strategy, Investor/Finance, Sourcing/Managing Funds

In May of 2019, Vicki Hollub, the CEO of Occidental Petroleum (Oxy), pulled off a blockbuster. Bidding against Chevron, one of the world's largest oil firms, she had managed to buy Anadarko, another oil company that was roughly the size of Oxy. Hollub believed that the combination of the two firms brought the possibility for billions of dollars in synergies, more than offsetting the cost of the acquisition. Had Hollub hurt shareholder value with Oxy's ambitious deal, or had she bolstered a mid-size oil firm and made it a major player in the petroleum industry? Why didn't investors see the tremendous synergies in which Hollub fervently believed?

Hertz Global Holdings (B): Uses of Debt and Equity 2020

In 2019, Hertz held a successful rights offering and restructured some of its debt. CEO Kathyrn Marinello and CFO Jamere Jackson were moving the company toward what seemed to be sustainable profitability, having implemented major structural and financial reforms. Analysts predicted a rosy future. Travel, particularly corporate travel, was increasing as the economy grew. With all the creativity that the company had shown in its financial arrangements, did it have any options remaining, even while under the court-led reorganization?

Prodigy Finance

Vero bourg-meyer, javier gimeno, jaan elias, florian ederer.

Competitor/Strategy, Investor/Finance, Social Enterprise, State & Society, Sustainability

Having pioneered a successful financing model for student loans, 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?

tronc: Valuing the Future of Newspapers

Jean rosenthal, heather e. tookes, and jaan elias.

Business History, Competitor/Strategy, Investor/Finance, Leadership & Teamwork

Gannet offered Tribune Publishing an all-cash buyout offer. Tribune then made a strategic pivot: new stock listing, new name "tronc," and a goal of posting 1,000 videos/day. Should the Tribune board take the buyout opportunity? What was the right price?

Role of Hedge Funds in Institutional Portfolios: Florida Retirement System

Jaan elias, william goetzmann and lloyd baskin.

Asset Management, Financial Regulation, Investor/Finance, Metrics & Data, State & Society

The Florida Retirement System, one of the country’s largest state pensions, had been slow to embrace hedge funds, but by 2015, they had 7% of their assets in the category. How should they manage their program?

Social Security 1935

Jean rosenthal, william n. goetzmann, and jaan elias.

Business History, Financial Regulation, Innovation & Design, Investor/Finance, State & Society

Frances Perkins, Franklin Roosevelt's Secretary of Labor, shaped the Social Security Act of 1935, changing America’s pension landscape. What might she have done differently?

Ant Financial: Flourishing Farmer Loans at MYbank

Jingyue xu, jean rosenthal, k. sudhir, hua song, xia zhang, yuanfang song, xiaoxi liu, and jaan elias.

Competitor/Strategy, Customer/Marketing, Entrepreneurship, Innovation & Design, Investor/Finance, Leadership & Teamwork, Operations, State & Society

In 2015 Ant Financial's MYbank (an offshoot of Jack Ma’s Alibaba company) created the Flourishing Farmer Loan program, an all-internet banking service for China's rural areas. Could MYbank use financial technology to create a program with competitive costs and risk management?

Low-Carbon Investing: Commonfund & GPSU

Jaan elias, william goetzmann, and k. geert rouwenhorst.

Asset Management, Ethics & Religion, Investor/Finance, Social Enterprise, State & Society, Sustainability

In August of 2014, the movement to divest fossil fuel investments from endowment portfolios was sweeping campuses across the United States, including Gifford Pinchot State University (GPSU). How should GPSU and its investment partner Commonfund react?

360 State Street: Real Options

Andrea nagy smith and mathew spiegel.

Asset Management, Investor/Finance, Metrics & Data, Sourcing/Managing Funds

360 State Street proved successful, but what could Bruce Becker construct on the 6,000-square-foot vacant lot at the southwest corner of the project? Under what set of circumstances and at what time would it be most advantageous to proceed? Or should he build anything at all?

Centerbridge

Jean rosenthal and olav sorensen.

When Jeffrey Aronson and Mark Gallogly founded Centerbridge, they hoped to grow the firm, but not to a point that it would lose its culture. Having added an office in London, could the firm add more locations and maintain its collegial character?

George Hudson and the 1840s Railway Mania

Andrea nagy smith, james chanos, and james spellman.

Business History, Financial Regulation, Investor/Finance, Metrics & Data

Railways were one of the original disruptive technologies: they transformed England from an island of slow, agricultural villages into a fast, urban, industrialized nation.  George Hudson was the central figure in the mania for railroad shares in England. After the share value crashed, some analysts blamed Hudson, others pointed to irrational investors and still others maintained the crash was due to macroeconomic factors.

Demosthenes and Athenian Finance

Andrea nagy smith and william goetzmann.

Business History, Financial Regulation, Law & Contracts

Demosthenes' Oration 35, "Against Lacritus," contains the only surviving maritime loan contract from the fourth century B.C., proving that the ancient Greeks had devised a commercial code to link the economic lives of people from all over the Greek world.   Athenians and non-Athenians alike came to the port of Piraeus to trade freely.

South Sea Bubble

Frank newman and william goetzmann.

Business History, Financial Regulation

The story of the South Sea Company and its seemingly absurd stock price levels always enters into conversations about modern valuation bubbles.  Because of its modern application, discerning what was at the root of the world's first stock market crash merits considerable attention. What about the South Sea Company and the political, economic and social context in which it operated led to its stunning collapse?

Jean W. Rosenthal, Jaan Elias, William N. Goetzmann, Stanley Garstka, and Jacob Thomas

Asset Management, Healthcare, Investor/Finance, Sourcing/Managing Funds, State & Society

A centerpiece of the 2007 contract negotiations between the UAW and GM - and later with Chrysler and Ford - was establishing a Voluntary Employee Beneficiary Association (VEBA) to provide for retiree healthcare costs. The implications were substantial.

Northern Pulp: A Private Equity Firm Resurrects a Troubled Paper Company

Heather tookes, peter schott, francesco bova, jaan elias and andrea nagy smith.

Investor/Finance, Macroeconomics, State & Society, Sustainability

In 2008, the lumber industry was in a severe recession, yet Blue Wolf Capital Management was considering investment in a paper mill in Nova Scotia. How should they proceed?

Lahey Clinic: North Shore Expansion

Jaan elias, andrea r. nagy, jessica p. strauss, and william n. goetzmann.

Asset Management, Financial Regulation, Healthcare, Investor/Finance

In early 2007 the Lahey Clinic in Massachusetts believed that expansion of its North Shore facility was not only a smart strategy but also a business necessity.  The two years of turmoil in the Massachusetts health care market prompted observers to question Lahey's 2007 decisions. Did the expansion strategy still make sense?

Carry Trade ETF

K. geert rouwenhorst, jean w. rosenthal, and jaan elias.

Innovation & Design, Investor/Finance, Macroeconomics, Sourcing/Managing Funds

In 2006 Deutsche Bank (DB) brought a new product to market – an exchange traded fund (ETF) based on the carry trade, a strategy of buying and selling currency futures. The offering received the William F. Sharpe Indexing Achievement Award for “Most Innovative Index Fund or ETF” at the 2006 Sharpe Awards. These awards are presented annually by IndexUniverse.com and Information Management Network for innovative advances in the indexing industry. The carry trade ETF shared the award with another DB/PowerShares offering, a Commodity Index Tracking Fund. Jim Wiandt, publisher of IndexUniverse.com, said, "These innovators are shaping the course of the index industry, creating new tools and providing new insights for the benefit of all investors." What was it that made this financial innovation successful?

William Goetzmann and Jaan Elias

Asset Management, Business History

Hawara is the site of the massive pyramid of Amenemhat III, a XII Dynasty [Middle Kingdom, 1204 – 1604 B.C.E.] pharaoh.  The Hawara Labyrinth and Pyramid Complex present a wealth of information about the Middle Kingdom.  Among its treasures are papyri covering property rights and transfers of ownership.

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Harvard Management Company, Funds Management, Portfolio Management, Diversification Strategy, Asset Allocation, University Endowment Funds, Jane Mendillo, Sub-prime Crisis, Neutral Asset Allocation, Hedge Funds, Hybrid Management Strategy, Inflation-indexed Bonds, Beta, Leverage Buyouts, Venture Capital, Walter Cabot, Jack Meyer, Mohammed El-Erian, Foreign Currency Management, Brain Drain, Compensation Issues, Chief Investment Officer, Leveraged Investment Strategy

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Case Study Investment Management Case Study

Investment Management Case Study

Richard was a single IT professional who approached us because he had inherited a large sum of capital from his mother when she passed away. He wanted it to be invested and managed by investment management professionals who he could have direct contact with. Richard was adamant that he did not want to leave the capital as cash in a bank account that was providing a poor level of interest.

> RICHARD

In our initial free meeting we discussed Richard’s investment goals and investment time scales. In addition, Richard completed a risk questionnaire so we could ascertain his attitude to risk and capacity for loss in order to ensure that the investment portfolio we proposed for him was consistent with his attitude towards risk. We also worked through a “fact find” with Richard so we had a thorough understanding of his financial circumstances.

> INVESTMENT STRATEGY

We then formulated an investment strategy which centred on Richard investing in a well-diversified multi-asset portfolio within an Individual Savings Account (ISA) and a General Investment Account (GIA). A multi-asset portfolio is a diversified collection of different types of investments such as shares, bonds and property funds from different geographical locations, for example the UK, USA, Europe and Asia.

Our ongoing strategy was to use Richard’s annual ISA allowance and migrate capital from his GIA into his ISA each tax year until all of the capital is invested in his tax efficient ISA.

> DETAILED REPORT

We presented our proposal to Richard in a detailed report . In the report we included information on the past performance of the investments we were recommending, the strengths and weakness of our proposed approach, information on the different types of tax wrappers we suggested and most importantly a detailed breakdown of all of the costs involved in implementing our proposal.

Richard chose to proceed with our advice and having set up his investments we now manage them on an ongoing basis. This means we watch over the performance of his investment funds and switch them when we believe it is necessary to do so. We also rebalance his portfolio in order to keep it in line with his attitude to investment risk.

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Disclaimer: these case studies are based on real cases but the names and exact circumstances have been changed for client confidentiality. They provide examples of the service we have offered previous clients and may not be suitable for you. Please speak to one of our advisers should you want guidance in any of these areas.

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By leveraging the Envestnet | Yodlee Aggregation API, the company enabled their premium clients to aggregate all of their financial accounts.

By leveraging the Envestnet | Yodlee Aggregation API, the company enabled their premium clients to aggregate all of their financial accounts and view a broad, complete picture of their financial situation.

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Generation Investment Management Harvard Case Solution & Analysis

Home >> Economics Case Solutions >> Generation Investment Management

Considering the generation of investment fund management, "sustainable" investment firm founded in 2004 by David Blood and U.S. Vice President Al Gore. Place students in the position of David Lowish, director of global industrials, who must decide whether to recommend investment in ABB India. The decision pits economic development - provides energy in poor rural areas of India, in respect of environmental damage -. Caused by the use of coal power plants "Hide by Sandra J. Sucher Daniela Beyersdorfer, Ane Damgaard Jensen Source : Harvard Business School 31 pages. Publication Date: Mar 06, 2009. Prod. #: 609057-PDF-ENG

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After the event, the Pershing Business Consultant set up monthly “Office Hours” meetings with the group of 8 to discuss lessons learned from the field, putting the content into practice, and diving deeper into managerial skills.

A large wealth management firm with multiple locations had over the last year promoted several staff into people management/team management roles and none of these individuals had any prior experience or training on managing people. The organization, whilst large, did not have the resources to train this group internally.

Pershing’s Business Consultant proposed a one day “boot camp” training program to introduce the basics of people and team management to the group of 8 managers. The content consisted of:

• Managing Yourself
• Cadence of Managerial Duties
• Managing High Performers
• Managing Under Performers
• How to Set Your Team’s Vision
• Setting Success Metrics

The content was delivered in lecture format, self-reflection, group reflection, role plays and a panel discussion.

Huawei MSP Cloud Management Helps TD Africa Establish a New Benchmark for Network Managed Services

As one of the top distributors of Huawei Nigeria, TD Africa has more than 7000 active partners worldwide and a strong market influence. With a forward-looking strategic vision, TD Africa successfully builds an MSP-owned cloud platform based on iMaster NCE-Campus for MSPs. This rentable and sellable platform can provide leasing services for small and medium partners. This attracts more partners to participate in market development, in turn bringing more business opportunities.

Founded in May 1999, TD Africa is a pioneering ICT distributor in West Africa. Backed by effective partnership policies and a refined hierarchical distributor system, TD Africa has not only become a distributor for Huawei in Sub-Saharan Africa, but has also established itself as a key contributor to the cutting-edge technologies, services, and solutions across the region.

However, in Nigeria, many small and medium partners lack professional IT teams and network O&M capabilities, preventing them from attracting local business customers. These customers require efficient and flexible network management and O&M services, so that they can focus on developing their own core services. African partners urgently need to find a way to meet these requirements.

In 2023, TD Africa released Technology as a Service (TaaS) to implement the value-added distribution strategy. TaaS is a solution that bundles hardware, software, and services into a single predictable subscription package. It aims to help small and medium partners better focus on their core services and convert CAPEX into OPEX, enabling enterprises to quickly implement digital transformation as required to improve their market competitiveness. Above all, TaaS requires a cloud-based management and O&M platform to provide subscription-based network solutions for customers.

Empowering TD Africa to Better Serve Business Partners

To help small and medium partners expand into markets, Huawei's project team recommends the MSP model of iMaster NCE-Campus based on the TD Africa's value-added distribution strategy and TaaS. This helps TD Africa unleash more value from service capabilities and increase long-term return on investment (ROI) for small and medium partners and their customers. After careful observation and trialing, TD Africa finally chose iMaster NCE-Campus for MSPs and set up an MSP team.

As a smart brain and simplified O&M center for campus networks, Huawei iMaster NCE-Campus helps customers remotely and centrally manage their headquarters and branches. The platform integrates the advanced network digital map to help users accurately detect the network status and quality in real time, thereby gaining insights into the network running status. In addition to comprehensive technical solutions, Huawei also provides TD Africa with an MSP business model featuring "4x Easy".

• Easy to sell: Huawei iMaster NCE-Campus is rentable and sellable. In this way, sales packages and accounting modes can be designed based on customers' service targets. Through on-premises deployment of iMaster NCE-Campus, TD Africa provides basic support for small and medium partners, and flexibly charges them based on the number of online tenants and devices, which effectively reduces partners' investment in infrastructure. This business model not only enhances customer loyalty, but also improves revenue for partners, achieving win-win results.
• Easy to deliver: Easy-Branch deployment is supported to enable partners to quickly deploy small branch networks in batches. Specifically, upon one-time configuration of a branch network, the configuration data can be fully replicated to deploy similar branch networks. In this way, the deployment time of a single branch network is shortened to minutes, improving efficiency by 85%.
• Easy to maintain: iMaster NCE-Campus is a network automation and intelligence system that integrates management, control, analysis, and AI functions. By interconnecting with iMaster NCE-CampusInsight, iMaster NCE-Campus brings partners a brand-new network O&M tool — network digital map. The map can clearly display the network, service, and end user information of each customer, support network fault locating within minutes, and proactively push fault information. In addition, iMaster NCE-Campus supports one-click optimization of detected network faults, greatly improving the work efficiency of O&M engineers.
• Easy to develop: The platform provides combined functions such as Wi-Fi, LAN, and WAN management functions, increasing the profit margin of new services by 35%. In addition, the platform supports energy-saving technologies, reducing power consumption on the entire network by 13%. These key capabilities provide strong support for partners to develop their businesses and enable them to cover more business domains.

In terms of service modes, the MSP O&M team of TD Africa launches multiple service modes, including the TD Africa cloud renting service, TD MSP delivery service, and TD MSP operation service. These service modes not only help small and medium partners and their customers quickly achieve digital transformation, but also enable them to focus on core services, thereby improving their core competitiveness.

Up to now, many enterprise users in Nigeria have successfully migrated their services to iMaster NCE-Campus for MSPs through cooperating with small and medium partners. It is worth mentioning that TD Africa also uses iMaster NCE-Campus to manage services in its own office building. It replaces the Wi-Fi devices in the building with Huawei Wi-Fi 7 products, and onboards them on iMaster NCE-Campus.

Case studies and reports for ifm's supply chain solutions

With over 900 satisfied customers and 70k users, our impact is clear..

Explore the impact of our solutions across various industries — from the precision of the automotive field to the rigor of pharmaceuticals.

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Streamlining processes and standing up HR operations with PwC’s Total Workforce Management solution

From acquisition to autonomy: how a tech company transformed its workforce

• May 29, 2024

A regional tech company faced the challenge of establishing a new company after an acquisition, while also scaling its workforce. To avoid costly transition services agreements (TSAs) and preserve deal value, it needed a rapid HR system separation. The company worked with PwC to swiftly move its enterprise-wide HR operations to SAP and stand up its own system. The solution provides unprecedented visibility across the organization and empowers leadership to make data-driven decisions that improve employee experience.

Regional Tech Company

time and pay accuracy after converting enterprise data from legacy systems over to SAP

faster than industry standard timeline to implement SAP SuccessFactors and Fieldglass for 6,000+ employees and contractors

HR TSAs required post-divestiture, despite accounting for HR and tax nuances in 35 states and 25+ employee unions, which helped preserve deal value

A human-led, tech-powered workforce transformation enables transparency and helps build trust with stakeholders

PwC shares the path to operational efficiency

What was the challenge.

The challenge was managing rapid change amid a complex acquisition . The client needed to physically separate the HR, payroll and operations systems of its newly acquired company to avoid relying on the former owner’s tech infrastructure via costly TSAs.

Speed was key. The goal was to stand up the new systems as quickly as possible without a significant impact on either company’s daily operations, which span 35 states. Simultaneously, the team also had to onboard thousands of employees overnight, causing a rapid scaling of the HR organization.

Describe the solution delivered by the PwC community of solvers

PwC’s Total Workforce Management solution powered by SAP was chosen to streamline HR processes and manage all related operations. This comprehensive, cloud-based HR suite integrates modules like S/4HANA, SuccessFactors and Fieldglass to efficiently handle talent management, learning, recruitment, timekeeping, finance (including financial planning and analysis) and contractor management. The automation tools and data cleansing enabled a smooth transition under a tight deadline, along with accurate financial data posting and streamlined payment processing for both contractors and over 25 employee unions across the business.

Transitions of this magnitude typically take at least 12 to 15 months, but PwC did it in 9 months. The client now has great operational efficiency and workforce management capabilities.

How does the solution blend the strengths of technology and people?

Despite the time constraints, PwC quickly implemented Total Workforce Management and the Experience Suite framework . This is a digital SuccessFactors-driven solution that provides tools to enhance employee upskilling, labor sourcing and localized people management. The solution simplified governance, improved visibility and empowered smarter decisions as the organization grew. Within the Experience Suite, you could see exactly what the system build would look like via a test environment, incorporating standardized practices to meet the deadline as an independent company.

Where or how did innovation and unexpected ways of thinking come into play?

PwC’s Experience Suite framework provided a practical and efficient approach to setting up a new system. This included leading practices and pre-built models based on PwC’s extensive experience with SAP SuccessFactors and Fieldglass implementations. It streamlined project management, reduced decision-making time and minimized complexities. PwC’s fit-to-standard approach also helped provide a standard system setup and HR enhancements to simplify the implementation process. The team’s innovative solutions truly made a difference in the workforce transformation journey.

Get more on this topic

How expediting transition service agreement exits can unlock deal value

Total Workforce Management powered by SAP

Experience Suite framework

HR transformation: embrace the future  

Gain competitive advantage by moving your HR and its processes to the cloud.

EXPLORE PwC’s CASE STUDY LIBRARY

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Kris Khanna

Principal, PwC US

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