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• 22 Apr 2024
• Research & Ideas

When Does Impact Investing Make the Biggest Impact?

More investors want to back businesses that contribute to social change, but are impact funds the only approach? Research by Shawn Cole, Leslie Jeng, Josh Lerner, Natalia Rigol, and Benjamin Roth challenges long-held assumptions about impact investing and reveals where such funds make the biggest difference.

• 23 Jan 2024

More Than Memes: NFTs Could Be the Next Gen Deed for a Digital World

Non-fungible tokens might seem like a fad approach to selling memes, but the concept could help companies open new markets and build communities. Scott Duke Kominers and Steve Kaczynski go beyond the NFT hype in their book, The Everything Token.

• 12 Sep 2023

How Can Financial Advisors Thrive in Shifting Markets? Diversify, Diversify, Diversify

Financial planners must find new ways to market to tech-savvy millennials and gen Z investors or risk irrelevancy. Research by Marco Di Maggio probes the generational challenges that advisory firms face as baby boomers retire. What will it take to compete in a fintech and crypto world?

• 17 Aug 2023

‘Not a Bunch of Weirdos’: Why Mainstream Investors Buy Crypto

Bitcoin might seem like the preferred tender of conspiracy theorists and criminals, but everyday investors are increasingly embracing crypto. A study of 59 million consumers by Marco Di Maggio and colleagues paints a shockingly ordinary picture of today's cryptocurrency buyer. What do they stand to gain?

• 17 Jul 2023

Money Isn’t Everything: The Dos and Don’ts of Motivating Employees

Dangling bonuses to checked-out employees might only be a Band-Aid solution. Brian Hall shares four research-based incentive strategies—and three perils to avoid—for leaders trying to engage the post-pandemic workforce.

• 20 Jun 2023
• Cold Call Podcast

Elon Musk’s Twitter Takeover: Lessons in Strategic Change

In late October 2022, Elon Musk officially took Twitter private and became the company’s majority shareholder, finally ending a months-long acquisition saga. He appointed himself CEO and brought in his own team to clean house. Musk needed to take decisive steps to succeed against the major opposition to his leadership from both inside and outside the company. Twitter employees circulated an open letter protesting expected layoffs, advertising agencies advised their clients to pause spending on Twitter, and EU officials considered a broader Twitter ban. What short-term actions should Musk take to stabilize the situation, and how should he approach long-term strategy to turn around Twitter? Harvard Business School assistant professor Andy Wu and co-author Goran Calic, associate professor at McMaster University’s DeGroote School of Business, discuss Twitter as a microcosm for the future of media and information in their case, “Twitter Turnaround and Elon Musk.”

• 06 Jun 2023

The Opioid Crisis, CEO Pay, and Shareholder Activism

In 2020, AmerisourceBergen Corporation, a Fortune 50 company in the drug distribution industry, agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices, which critics alleged had contributed to the opioid crisis in the US. The $6.6 billion global settlement caused a net loss larger than the cumulative net income earned during the tenure of the company’s CEO, which began in 2011. In addition, AmerisourceBergen’s legal and financial troubles were accompanied by shareholder demands aimed at driving corporate governance changes in companies in the opioid supply chain. Determined to hold the company’s leadership accountable, the shareholders launched a campaign in early 2021 to reject the pay packages of executives. Should the board reduce the executives’ pay, as of means of improving accountability? Or does punishing the AmerisourceBergen executives for paying the settlement ignore the larger issue of a business’s responsibility to society? Harvard Business School professor Suraj Srinivasan discusses executive compensation and shareholder activism in the context of the US opioid crisis in his case, “The Opioid Settlement and Controversy Over CEO Pay at AmerisourceBergen.”

• 16 May 2023
• In Practice

After Silicon Valley Bank's Flameout, What's Next for Entrepreneurs?

Silicon Valley Bank's failure in the face of rising interest rates shook founders and funders across the country. Julia Austin, Jeffrey Bussgang, and Rembrand Koning share key insights for rattled entrepreneurs trying to make sense of the financing landscape.

• 27 Apr 2023

Equity Bank CEO James Mwangi: Transforming Lives with Access to Credit

James Mwangi, CEO of Equity Bank, has transformed lives and livelihoods throughout East and Central Africa by giving impoverished people access to banking accounts and micro loans. He’s been so successful that in 2020 Forbes coined the term “the Mwangi Model.” But can we really have both purpose and profit in a firm? Harvard Business School professor Caroline Elkins, who has spent decades studying Africa, explores how this model has become one that business leaders are seeking to replicate throughout the world in her case, “A Marshall Plan for Africa': James Mwangi and Equity Group Holdings.” As part of a new first-year MBA course at Harvard Business School, this case examines the central question: what is the social purpose of the firm?

• 25 Apr 2023

Using Design Thinking to Invent a Low-Cost Prosthesis for Land Mine Victims

Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian nonprofit famous for creating low-cost prosthetics, like the Jaipur Foot and the Stanford-Jaipur Knee. Known for its patient-centric culture and its focus on innovation, BMVSS has assisted more than one million people, including many land mine survivors. How can founder D.R. Mehta devise a strategy that will ensure the financial sustainability of BMVSS while sustaining its human impact well into the future? Harvard Business School Dean Srikant Datar discusses the importance of design thinking in ensuring a culture of innovation in his case, “BMVSS: Changing Lives, One Jaipur Limb at a Time.”

• 18 Apr 2023

What Happens When Banks Ditch Coal: The Impact Is 'More Than Anyone Thought'

Bank divestment policies that target coal reduced carbon dioxide emissions, says research by Boris Vallée and Daniel Green. Could the finance industry do even more to confront climate change?

The Best Person to Lead Your Company Doesn't Work There—Yet

Recruiting new executive talent to revive portfolio companies has helped private equity funds outperform major stock indexes, says research by Paul Gompers. Why don't more public companies go beyond their senior executives when looking for top leaders?

• 11 Apr 2023

A Rose by Any Other Name: Supply Chains and Carbon Emissions in the Flower Industry

Headquartered in Kitengela, Kenya, Sian Flowers exports roses to Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian and its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction and trucked to markets across Europe. But when the Covid-19 pandemic caused huge increases in shipping costs, Sian launched experiments to ship roses by ocean using refrigerated containers. The company reduced its costs and cut its carbon emissions, but is a flower that travels halfway around the world truly a “low-carbon rose”? Harvard Business School professors Willy Shih and Mike Toffel debate these questions and more in their case, “Sian Flowers: Fresher by Sea?”

Is Amazon a Retailer, a Tech Firm, or a Media Company? How AI Can Help Investors Decide

More companies are bringing seemingly unrelated businesses together in new ways, challenging traditional stock categories. MarcAntonio Awada and Suraj Srinivasan discuss how applying machine learning to regulatory data could reveal new opportunities for investors.

• 07 Apr 2023

When Celebrity ‘Crypto-Influencers’ Rake in Cash, Investors Lose Big

Kim Kardashian, Lindsay Lohan, and other entertainers have been accused of promoting crypto products on social media without disclosing conflicts. Research by Joseph Pacelli shows what can happen to eager investors who follow them.

• 31 Mar 2023

Can a ‘Basic Bundle’ of Health Insurance Cure Coverage Gaps and Spur Innovation?

One in 10 people in America lack health insurance, resulting in $40 billion of care that goes unpaid each year. Amitabh Chandra and colleagues say ensuring basic coverage for all residents, as other wealthy nations do, could address the most acute needs and unlock efficiency.

• 23 Mar 2023

As Climate Fears Mount, More Investors Turn to 'ESG' Funds Despite Few Rules

Regulations and ratings remain murky, but that's not deterring climate-conscious investors from paying more for funds with an ESG label. Research by Mark Egan and Malcolm Baker sizes up the premium these funds command. Is it time for more standards in impact investing?

• 14 Mar 2023

What Does the Failure of Silicon Valley Bank Say About the State of Finance?

Silicon Valley Bank wasn't ready for the Fed's interest rate hikes, but that's only part of the story. Victoria Ivashina and Erik Stafford probe the complex factors that led to the second-biggest bank failure ever.

• 13 Mar 2023

What Would It Take to Unlock Microfinance's Full Potential?

Microfinance has been seen as a vehicle for economic mobility in developing countries, but the results have been mixed. Research by Natalia Rigol and Ben Roth probes how different lending approaches might serve entrepreneurs better.

• 16 Feb 2023

ESG Activists Met the Moment at ExxonMobil, But Did They Succeed?

Engine No. 1, a small hedge fund on a mission to confront climate change, managed to do the impossible: Get dissident members on ExxonMobil's board. But lasting social impact has proved more elusive. Case studies by Mark Kramer, Shawn Cole, and Vikram Gandhi look at the complexities of shareholder activism.

• Applied Corporate Finance (4th Edition)
• Corporate Finance (2nd Edition)
• Lecture Notes
• Weekly Puzzles
• Project Description
• Project Materials
• In-Practice Webcasts
• Past Projects: Summaries
• Past Projects: Examples
• Quiz/Exam Rules
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The case allows you to apply the principles of capital budgeting to a hypothetical project. Your task is to assess whether you would invest in this project, given the information in the case.

When the case is ready, you can download the case in pdf format and the last exhibit as an excel .

After the case in analyzed in class, you can also download the presentation of the solution and the excel files containing the solution for the finite life and the infinite life. You can also download the summary sheet for group project.

• The Case (Download as pdf file)
• Comparable Companies (Download as excel file)

When the time comes, my analysis of the case (not necessarily the right one) will be below.

• Case analysis (excel file): Finite life and Perpetual life (Excel spreadsheet)
• Case presentation
• An explanation of the case grading (will come after I grade the cases)

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Case Studies in Finance: Managing for Corporate Value Creation

2002, SSRN Electronic Journal

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HBS Case Selections

OpenAI: Idealism Meets Capitalism

• Shikhar Ghosh
• Shweta Bagai

Generative AI and the Future of Work

• Christopher Stanton
• Matt Higgins

Copilot(s): Generative AI at Microsoft and GitHub

• Frank Nagle
• Shane Greenstein
• Maria P. Roche
• Nataliya Langburd Wright
• Sarah Mehta

Innovation at Moog Inc.

• Brian J. Hall
• Ashley V. Whillans
• Davis Heniford
• Dominika Randle
• Caroline Witten

Innovation at Google Ads: The Sales Acceleration and Innovation Labs (SAIL) (A)

• Linda A. Hill
• Emily Tedards

Juan Valdez: Innovation in Caffeination

• Michael I. Norton
• Jeremy Dann

UGG Steps into the Metaverse

• Shunyuan Zhang
• Sharon Joseph
• Sunil Gupta
• Julia Kelley

Metaverse Wars

• David B. Yoffie

Roblox: Virtual Commerce in the Metaverse

• Ayelet Israeli
• Nicole Tempest Keller

Timnit Gebru: "SILENCED No More" on AI Bias and The Harms of Large Language Models

• Tsedal Neeley
• Stefani Ruper

Hugging Face: Serving AI on a Platform

• Kerry Herman
• Sarah Gulick

SmartOne: Building an AI Data Business

• Karim R. Lakhani
• Pippa Tubman Armerding
• Gamze Yucaoglu
• Fares Khrais

Honeywell and the Great Recession (A)

• Sandra J. Sucher
• Susan Winterberg

Target: Responding to the Recession

• Ranjay Gulati
• Catherine Ross
• Richard S. Ruback
• Royce Yudkoff

Hometown Foods: Changing Price Amid Inflation

• Julian De Freitas
• Jeremy Yang
• Das Narayandas

Elon Musk's Big Bets

• Eric Baldwin

Elon Musk: Balancing Purpose and Risk

Tesla's ceo compensation plan.

• Krishna G. Palepu
• John R. Wells
• Gabriel Ellsworth

China Rapid Finance: The Collapse of China's P2P Lending Industry

• William C. Kirby
• Bonnie Yining Cao
• John P. McHugh

Forbidden City: Launching a Craft Beer in China

• Christopher A. Bartlett
• Carole Carlson

Booking.com

• Stefan Thomke
• Daniela Beyersdorfer

Innovation at Uber: The Launch of Express POOL

• Chiara Farronato
• Alan MacCormack

Racial Discrimination on Airbnb (A)

• Michael Luca
• Scott Stern
• Hyunjin Kim

Unilever's Response to the Future of Work

• William R. Kerr
• Emilie Billaud
• Mette Fuglsang Hjortshoej

AT&T, Retraining, and the Workforce of Tomorrow

• Joseph B. Fuller
• Carl Kreitzberg

Leading Change in Talent at L'Oreal

• Lakshmi Ramarajan
• Vincent Dessain
• Emer Moloney
• William W. George
• Andrew N. McLean

Eve Hall: The African American Investment Fund in Milwaukee

• Steven S. Rogers
• Alterrell Mills

United Housing - Otis Gates

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The Home Depot: Leadership in Crisis Management

• Herman B. Leonard
• Marc J. Epstein
• Melissa Tritter

The Great East Japan Earthquake (B): Fast Retailing Group's Response

• Hirotaka Takeuchi
• Kenichi Nonomura
• Dena Neuenschwander
• Meghan Ricci
• Kate Schoch
• Sergey Vartanov

Insurer of Last Resort?: The Federal Financial Response to September 11

• David A. Moss
• Sarah Brennan

Under Armour

• Rory McDonald
• Clayton M. Christensen
• Daniel West
• Jonathan E. Palmer
• Tonia Junker

Hunley, Inc.: Casting for Growth

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• James T. Kindley

Bitfury: Blockchain for Government

• Mitchell B. Weiss
• Elena Corsi

Deutsche Bank: Pursuing Blockchain Opportunities (A)

• Lynda M. Applegate
• Christoph Muller-Bloch

Maersk: Betting on Blockchain

• Scott Johnson

Yum! Brands

• Jordan Siegel
• Christopher Poliquin

Bharti Airtel in Africa

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Li & Fung 2012

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• Michael Shih-ta Chen
• Keith Chi-ho Wong

Sony and the JK Wedding Dance

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United Breaks Guitars

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• Benjamin Edelman
• Jenny Sanford

Marketing Reading: Digital Marketing

• Joseph Davin

Social Strategy at Nike

• Mikolaj Jan Piskorski
• Ryan Johnson

The Tate's Digital Transformation

Social strategy at american express, mellon financial and the bank of new york.

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The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?

• Juan Alcacer
• David J. Collis

Dow's Bid for Rohm and Haas

• Benjamin C. Esty

Finance Reading: The Mergers and Acquisitions Process

• John Coates

Apple: Privacy vs. Safety? (A)

• Henry W. McGee
• Nien-he Hsieh
• Sarah McAra

Sidewalk Labs: Privacy in a City Built from the Internet Up

• Leslie K. John

Data Breach at Equifax

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Apple's Core

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• Joel L. Heilprin

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• Doug Schillinger

Cost of Capital at Ameritrade

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• Erik Stafford

Finance Reading: Cost of Capital

David Neeleman: Flight Path of a Servant Leader (A)

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Coach Hurley at St. Anthony High School

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Shapiro Global

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• Michelle Kravetz
• Sarah Sommer

Kathryn McNeil (A)

• Joseph L. Badaracco Jr.
• Jerry Useem

Carol Fishman Cohen: Professional Career Reentry (A)

• Myra M. Hart
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Alex Montana at ESH Manufacturing Co.

• Michael Kernish

Michelle Levene (A)

• Tiziana Casciaro
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John and Andrea Rice: Entrepreneurship and Life

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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

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

2.   Coffee 2016

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

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

How capital expenditure management can drive performance

One of the quickest and most effective ways for organizations to preserve cash is to reexamine their capital investments. The past two years have offered a fascinating look into how different sectors have weathered the COVID-19 storm: from the necessarily capital expenditure–starved airport industry to the cresting wave of public-sector investments in renewable infrastructure and anticipation of the next mining supercycle. Indeed, companies that reduce spending on capital projects can both quickly release significant cash and increase ROIC, the most important metric of financial value creation (Exhibit 1).

This strategy is even more vital in competitive markets, where ROIC is perilously close to cost of capital. In our experience, organizations that focus on actions across the whole project life cycle, the capital project portfolio, and the necessary foundational enablers can reduce project costs and timelines by up to 30 percent to increase ROIC by 2 to 4 percent. Yet managing capital projects is complex, and many organizations struggle to extract cost savings. In addition, ill-considered cuts to key projects in a portfolio may actually jeopardize future operating performance and outcomes. This dynamic reinforces the age-old challenge for executives as they carefully allocate marginal dollars toward value creation.

Companies can improve their odds of success by focusing on areas of the project life cycle— capital strategy and portfolio optimization , project development and value improvement, and project delivery and construction—while investing in foundational enablers.

Cracking the code on capital expenditure management

Despite the importance of capital expenditure management in executing business strategy, preserving cash, and maximizing ROIC, most companies struggle in this area for two primary reasons. First, capital expenditure is often not a core business; instead, organizations focus on operating performance, where they have extensive institutional knowledge. When it comes to capital projects, executives rely on a select few people with experience in capital delivery. Second, capital performance is typically a black box. Executives find it difficult to understand and predict the performance of individual projects and the capital project portfolio as a whole.

Across industries, we see companies struggle to deliver projects on time and on schedule (Exhibit 2). In fact, cost and schedule overruns compared with original estimates frequently exceed 50 percent. Notably, these occur in both the public and private sectors.

The COVID-19 pandemic has accelerated and magnified these challenges. Governments are increasingly viewing infrastructure spending as a tool for economic stimulus, which amplifies the cyclical nature of capital expenditure deployments. At the same time, some organizations have had to make drastic cutbacks in capital projects because of difficult economic conditions. The reliance on just a few experienced people when travel restrictions necessitated a remote-operating model further increased the complexity. As a result, only a few organizations have been able to maintain a through-cycle perspective.

In addition, current inflation could put an end to the historically low interest rates that companies are enjoying for financing their projects. As the cost of capital goes up, discipline in managing large projects will become increasingly important.

Improving capital expenditure management

In our experience, the organizational drivers that impede capital expenditure management affect all stages of a project life cycle, from portfolio management to project execution and commissioning. Best-in-class capital development and delivery require companies to outperform in three main areas, supported by several foundational enablers (Exhibit 3).

Recipes for capturing value

Companies can transform the life cycle of a capital expenditure project by focusing on three areas: capital strategy and portfolio optimization, project development and value improvement, and project delivery and construction. While the savings potential applies to each area on a stand-alone basis, their impact has some overlap. In our experience, companies that deploy these best practices are able to save 15 to 30 percent of a project’s cost.

Capital strategy and portfolio optimization

The greatest opportunity to influence a project’s outcome comes at its start. Too often, organizations commit to projects without a proper understanding of business needs, incurring significant expense to deliver an outcome misaligned with the overall strategy. Indeed, a failure to adequately recognize, price, and manage the inherent risks of project delivery is a recurring issue in the industry. Organizations can address this challenge by following a systematic three-step approach:

Assess the current state of capital projects and portfolio. It’s essential to identify strengths, areas of improvement, and the value at stake. To do so, organizations must build a transparent and rigorously tested baseline and capital budget, which should provide a clear understanding of the overall capital expenditure budget for the coming years as well as accurate cost and time forecasts for an organization’s portfolio of capital projects.

Ensure capital allocation is linked to overall company strategy. This step involves reviewing sources and uses of cash and ensuring allocated capital is linked to strategy. Companies must set an enterprise-wide strategy , assess the current portfolio against the relevant market with forward-looking assessments and cash flow simulation, and review sources and uses of cash to determine the amount of capital available. Particular focus should be given to environmental, social, and governance (ESG) considerations—by both proactively managing risks and capturing the full upside opportunity of new projects—because sustainability is becoming a real source of shareholder value (Exhibit 4). With this knowledge, organizations can identify internal and external opportunities to strengthen their portfolio based on affordability and strategic objectives.

Optimize the capital portfolio to increase company-wide ROIC. Executives should distinguish between projects that are existing or committed, planned and necessary (for legal, regulatory, or strategic requirements), and discretionary. They can do so by challenging a project’s justification, classifications, benefit estimates, and assumptions to ensure they are realistic. This analysis helps companies to define and calibrate their portfolios by prioritizing projects based on KPIs and discussing critical projects not in the portfolio. Executives can then verify that the portfolio is aligned with the business strategy, risk profile, and funding constraints.

For example, a commercial vehicle manufacturer recently undertook a rigorous review of its project portfolio. After establishing a detailed baseline covering several hundred planned projects in one data set, the manufacturer classified the projects into two categories: must-have and discretionary. It also considered strategic realignment in light of a shift to e-mobility and the implications on investments in internal-combustion-engine vehicles. Last, it scrutinized individual maintenance projects to reduce their scope. Overall, the manufacturer uncovered opportunities to decrease its capital expenditure budget by as much as 20 percent. This strict review process became part of its annual routine.

Project development and value improvement

While value-engineering exercises are common, we find that 5 to 15 percent of additional value is typically left on the table. Too often, organizations focus on technical systems and incremental improvements. Instead, executives should consider the full life cycle cost across several areas:

Sourcing the right projects with the right partners. Companies must ensure they are sourcing the right projects by aligning on prioritization criteria and identifying the sectors to play in based on their strategy. Once these selections are made, organizations can use benchmarking and advanced-analytics tools to accelerate project timelines and improve planning. Building the right consortium of contractors and partners at the outset and establishing governance and reporting can have a huge impact. Best-in-class teams secure the optimal financing, which can include public and private sources, by assessing the economic, legal, and operational implications for each option.

A critical success factor is a strong tendering office, which focuses on choosing better projects. It can increase the likelihood of winning through better partnerships and customer insights and enhance the profitability of bids with creative solutions for reducing cost and risk. Best-in-class tendering offices identify projects aligned with the company’s strategy, have a clear understanding of success factors, develop effective partnerships across the value chain, and implement a risk-adjusted approach to pricing.

Achieve the full potential of the preconstruction project value. Companies can take a range of actions to strengthen capital effectiveness. For example, they should consider the project holistically, including technical systems, management systems, and mindsets and behaviors. To ensure they create value across all stages of the project life cycle, organizations should design contract and procurement interventions early in the project. An emphasis on existing ideas and proven solutions can help companies avoid getting bogged down in developing new solutions. For instance, a minimum-technical-solution approach can be used to identify the highest-value projects by challenging technical requirements once macro-elements are confirmed.

Companies should also seek to formalize dedicated systems and processes to support decision making and combat bias. We have identified five types of biases to which organizations should pay close attention (Exhibit 5). For instance, interest biases should be addressed by increasing transparency in decision making and aligning on explicit decision criteria before assessing the project. Stability biases can also be harmful. We have seen it too many times: companies have a number of underperforming projects that just won’t die and that take up valuable and already limited available resources. Organizations should invest in quickly determining when to halt projects—and actually stop them.

Setting up a system to take action in a nonbiased way is a crucial element of best-in-class portfolio optimization. Changing the burden of proof can also help. One energy company counterbalanced the natural desire of executives to hang on to underperforming assets with a systematic process for continually upgrading the company’s portfolio. Every year, the CEO asked the corporate-planning team to identify 3 to 5 percent of the company’s assets that could be divested. The divisions could retain any assets placed in this group but only if they could demonstrate a compelling turnaround program for them. The burden of proof was on the business units to prove that an asset should be retained, rather than just assuming it should.

An effective governance system ensures that all ideas generated from project value improvements are subject to robust tracking and follow-up. Further, the adoption of innovative digital and technological solutions can enhance standardization, modularization, transparency, and efficiency. A power company recently explored options to phase out coal-powered energy using a project value improvement methodology and a minimum technical solution. The process helped to articulate options to maximize ROI and minimize greenhouse-gas emissions. An analysis of each option, using an idea bank of more than 2,000 detailed ideas, let the company find solutions to reduce investment on features with little value added, reallocate spending to more efficient technologies, and better adjust capacity configurations with business needs. Ultimately, the company reduced capital costs by 30 percent while increasing CO 2 abatement by the same amount.

Designing the right project organization. An open, collaborative, and result-focused environment enabled by stringent performance management processes is critical for success, regardless of the contractual arrangement between owners and contractors. Improving capital project practices is possible only if companies measure those practices and understand where they stand compared with their peers. The organization should be designed with a five-year capital portfolio in mind and built by developing structures for project archetypes and modeling the resources required to deliver the capital plan. A rigorous stage-gate process of formal reviews should also be implemented to verify the quality of projects moving forward. Too many projects are rushed through phases with no formal review of their deliverables, leading to a highly risky execution phase, which usually results in delays and cost overruns.

As successful organizations demonstrate, addressing organizational health in project teams is as important as performance initiatives. McKinsey research has found that the healthiest organizations generate three times higher returns than companies in the bottom quartile and more than 60 percent higher returns compared with companies in the middle two quartiles. 1 Scott Keller and Bill Schaninger, Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change , second edition, Hoboken, NJ: Wiley, 2019.

Project delivery and construction

Since the root causes of poor performance—project complexity, data quality, execution capabilities, and incentives and mindsets—can be difficult to identify and act on, organizations can benefit from taking the following actions across project delivery and construction dimensions.

Optimize the project execution plan. Organizations should embrace principles of operations science to develop an optimized configuration for the production system, as well as set a competitive and realistic baseline for the project. This execution plan identifies the execution options that could be deployed on the project and key decisions that need to be made. Companies should also break the execution plan into its microproduction systems and visualize the complicated schedule. Approaching capital projects as systems allows companies to apply operations science across process design, capacity, inventory, and variability.

Contract, claims, and change orders management. While claims are quite common on capital projects, proactive management can keep them under control and allow owners to retain significant value. Focusing on claims avoidance when drafting terms and conditions can head off many claims before they arise. In addition, partnering with contractors creates a more collaborative environment, making them less inclined to pursue an aggressive claims strategy. To manage change orders on a project, companies should address their contract management capability, project execution change management, and project closeout negotiation support. A European chemical company planning to build greenfield infrastructure in a new Asian geography recently employed this approach. It reduced risk on the project by bringing together bottom-up, integrated planning and performance management with targeted lean-construction interventions. By doing so, the company reduced the project’s duration by a year, achieved on-time delivery, and stayed within its €1 billion budget.

Enablers of the capital transformation

These three value capture areas must be supported by a capable organization with the right tools and processes—what we call the “transformational chassis.” To establish this infrastructure, organizations should focus on several activities.

Performance management

The best organizations institute a performance management system to implement a cascading set of project review meetings focused on assessing the progress of value-creation initiatives. Building on a foundation of quality data, the right performance conversations must take place at all levels of the organization.

Companies should also be prepared to reexamine their stage-gate governance system to shift from an assurance mindset (often drowning in bureaucracy and needless reporting) to an investor mindset. Critical value-enabling activities should be defined at each stage of the project life cycle, supported by a playbook of best practices for execution and implemented by a project review board. While governance processes exist, they often involve reporting without decision making or are not focused on the right outcomes—for example, ensuring that the investment decision and thesis remain valid through a project’s life. Quite often, companies provide incentives for project managers to execute an outdated project plan rather than deliver against the organization’s needs and goals.

Creating project transparency is also critical. Companies should establish a digital nerve center—or control tower—that collects field-level data to establish a single source of truth and implement predictive analytics. Equally important, companies must address capability building to ensure that the team has a solid understanding of the baseline and embraces data-based decision making.

Companies should stand up delivery teams that integrate owner and contractor groups across disciplines and institute a consistent and effective project management rhythm that can identify risks and opportunities over a project’s duration. Once delivery teams prioritize the biggest opportunities, dedicated capacity should be allocated to solve a project’s most challenging problems. Finally, companies should build and deploy comprehensive programs that improve culture and workforce capabilities throughout the organization, including the front line.

Capital analytics

Many organizations struggle to get a clear view of how projects are performing, which limits the possibility for timely interventions, decision making, and resource planning. By digitalizing the performance management of construction projects using timely and transparent project data, companies can track value capture and leading indicators while making data available across the enterprise. Using a single source of truth can reduce delivery risk, increase responsiveness, and enable a more proactive approach to the identification of issues and the capture of opportunities. The most advanced projects build automated, real-time control towers that consolidate information across systems, engineering disciplines, project sites, contractors, and broader stakeholders. The ability to integrate data sets speeds decision making, unlocks further insights, and promotes collaborative problem solving between the company that owns the capital project and the engineering, procurement, and construction company.

Ways of working

In many cases, executives are unwilling to engage in comprehensive capital reviews because they lack a sufficient understanding of capital management processes, and project managers can be afraid to expose this lack of proficiency. Agile practices can facilitate rapid and effective decision making by bringing together cross-functional project teams. Under this approach, organizations establish daily stand-ups, weekly showcases, and fortnightly sprints to help eliminate silos and maintain a focus on top priorities. Agility must be supported by an organizational structure, well-developed team capabilities, and an investment mindset. Organizations should also build skills and establish a culture of cooperation to optimize their capital investments.

We do recognize that getting capital expenditure management right feels like a lot to do well. And although many of these tasks are somehow done by a slew of companies, pockets of organizational excellence can be undermined instantly (and sometimes existentially) by one big project that goes wrong or a strategic misfire that pushes an organization from being a leader to a laggard in the investment cycle. In some ways, capital expenditure management leaders face similar challenges to those in other functions that have already undergone major productivity improvements: often these challenges are not technical problems but instead relate to how people work together toward a common goal.

Yet we believe organizations have a significant opportunity to fundamentally improve project outcomes by rethinking traditional approaches to project delivery. Sustainable improvements can be achieved by resizing the project portfolio, optimizing the cash flows for individual projects, and improving and reducing individual project delivery risk.

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9 of the Biggest Financial Fraud Cases in History

Financial fraud is on the rise, so it's worth taking a trip down a dark memory lane.

9 Biggest Financial Fraud Cases

The criminal trial of FTX founder Sam Bankman-Fried was one of the biggest financial fraud cases in history.

Financial fraud is as prevalent today as it was over 100 years ago, when the Italian con artist Charles Ponzi was swindling investors out of their fortunes in one of the earliest high-profile financial scams ever recorded.

With the next recession or economic downturn in the back of investors' minds, law enforcement officials are on the lookout for financial fraud, as scammers tend to rise in influence during difficult market conditions.

So, with scandals recently in the news – the FTX fraud case, for starters – let's look at some of the most infamous financial frauds in recent history and use them as expensive examples of what can go wrong when bad actors get their hands on investors' money.

Ivan Boesky

Bernie madoff.

• Wells Fargo

Luckin Coffee

Sam Bankman-Fried, founder of collapsed cryptocurrency trading platform FTX, was sentenced to 25 years in prison in March after a jury in Manhattan, New York, found him guilty of seven counts of fraud and conspiracy including wire fraud, securities fraud and money laundering. U.S. government prosecutors have called SBF's downfall one of the biggest financial fraud cases in history. A few of his former collaborators, including business partner Gary Wang, pleaded guilty and cooperated with investigators.

Bankman-Fried launched FTX in May 2019 and was also the driving force behind hedge fund Alameda Research, which he co-founded with Wang. Flush with billions in private financing, Bankman-Fried, along with other FTX senior executives, was accused of using the money to buy plush beach homes in the Caribbean, invest in new ventures, and send money to local and national political causes.

In late 2022, the U.S. Securities and Exchange Commission said Bankman-Fried defrauded his companies' investors by steering money from FTX into Alameda Research between 2019 and 2022. Both FTX and Alameda went bankrupt, and Bankman-Fried was arrested on fraud charges in the Bahamas.

On May 8, FTX reported in a bankruptcy court filing that most of its customers will get their money back, and some may get about 118% of their claim, though that may be cold comfort for investors who missed out on the surge in crypto prices over the past two years. FTX estimated its debt to creditors at about $11.2 billion.

In March 2004, Stanford University sophomore Elizabeth Holmes dropped out of school to focus on her new startup Theranos, which set out to make blood tests more efficient, more accurate and much faster. Five years later, Holmes linked up with a new business partner, Ramesh "Sunny" Balwani, who guaranteed a $10 million loan to Theranos.

The company grew at lightning speed, with Theranos valued at $10 billion by 2014. By 2015, however, the company's highly touted automated compact testing device was exposed as unworkable by medical testing professionals. Soon after, federal and state regulators filed wire fraud and conspiracy charges against the company.

Crushed under the weight of legal costs, Theranos dissolved in June 2018. In November and December 2022, Holmes and Balwani were both found guilty and sentenced to 11 and 12 years in prison, respectively. Holmes and Balwani were ordered in May 2023 to pay restitution of $452 million to fraud victims, with $125 million of that amount owed to media mogul Rupert Murdoch.

Holmes reported to a minimum-security prison in Bryan, Texas, in May 2023 to begin her sentence, which has since been reduced by two years as of May 6.

In January, the Department of Health and Human Services banned Holmes from participating in federal health programs for 90 years, a restriction also previously imposed on Balwani.

Notorious investor Ivan Boesky died in California on May 20 at age 87 after spending the latter part of his life mostly out of the public eye, a stark contrast to his earlier years. The 1980s were fraught with financial fraud, and Boesky was among the first Wall Street traders to go to prison on insider trading charges. Boesky honed his craft that decade in the lucrative arbitrage trading market .

Nicknamed "Ivan the Terrible," Boesky made over $200 million investing in corporate takeovers and company mergers . In 1985, the SEC charged Boesky with illegally profiting from insider trading by acquiring stocks and futures in companies based on tips from company insiders.

A year later Boesky was found guilty and, based on a plea agreement that involved Boesky taping phone calls with other insider trading conspirators, including Drexel Burnham Lambert's junk bond king Michael Milken, Ivan the Terrible was sentenced to three and a half years in prison. He was also slapped with a $100 million fine and ordered never to work in the securities industry again.

Boesky is said to have inspired aspects of film character Gordon Gekko, played by actor Michael Douglas in the 1987 movie "Wall Street."

Former New York City fund manager Bernie Madoff is long gone, having passed away in prison in April 2021 at the age of 82. But the Madoff story was revived in 2023 with the successful Netflix documentary "The Monster of Wall Street," which retold the tale of the mastermind behind the biggest Ponzi scheme ever recorded.

Madoff, a former chair of the Nasdaq with close ties to government financial regulators, was already a Wall Street legend in the 1980s and 1990s. His company, Bernard L. Madoff Investment Securities LLC, was the sixth-largest market maker in S&P 500 stocks . Yet over the course of 17 years, Madoff, assisted by company managers and back office staff, ran a massive Ponzi scheme that promised investors eye-popping returns.

Instead, Madoff and his crew were inventing stock trades and fabricating brokerage accounts , and pocketing the investment money. By 2008, at the height of the Great Recession , Madoff's luck ran out, and a run on deposits and the resulting investigation revealed that his firm stole over $19 billion from 40,000 investors.

Madoff was arrested and charged with 11 counts of fraud, and he was found guilty and sentenced to 150 years in prison in June 2009.

On Dec. 8, 2022, executives at Wirecard, a Munich, Germany-based electronic payments firm, went on trial in what media outlets called the biggest corporate fraud case in German history. Former CEO Markus Braun faces multiple years in prison if convicted, though former manager and chief witness for the prosecution Oliver Bellenhaus was released from jail in February.

Another former Wirecard executive, Jan Marsalek, is reportedly hiding out in Russia and is suspected of working with Russian intelligence, according to the Financial Times. Currently, Marsalek is on Europe's "most wanted" list as an international fugitive, but that didn't stop him from sending a letter in support of Braun by way of his lawyer in July 2023.

Wirecard found itself in the fraud spotlight when it declared insolvency in 2020 and regulators found that 1.9 billion euros ($2.1 billion) was missing from the company's accounts, amid allegations from German regulators that the money never existed. Braun was arrested and Marsalek fled the country, where trial proceedings are expected to run at least until the end of the year.

Investors can only watch as the fraud trial plays out, with little hope of ever recovering their money.

Wells Fargo  

This mega-bank just can't seem to stay out of regulatory trouble. Wells Fargo & Co. (ticker: WFC ) agreed in May 2023 to pay $1 billion to settle a class action lawsuit that accused it of defrauding investors about the progress it had made toward cleaning up its act after a 2016 fake-accounts scandal. In February of this year, the Biden administration relaxed some of the restrictions on Wells Fargo that were put in place after the fiasco. But just a couple of weeks later, another class action suit for $5 million was filed against the bank alleging that it has not taken enough action to help customers hurt by the case.

In 2016, the Consumer Financial Protection Bureau slapped a $100 million fine on Wells Fargo, on top of the SEC's $3 billion in fines against the bank, as officials stated that overworked staffers were incentivized to open approximately 2 million fake accounts under customers' names. The move was eventually blamed on senior management and boosted bank profits for the short term. Yet it damaged the company's brand and alienated customers over the long term.

In March 2023, the former head of Wells Fargo's retail bank and small business lending, Carrie Tolstedt, the only executive to face criminal charges in the scandal, pleaded guilty to an obstruction charge. On Sept. 15, she received three years of probation and a $100,000 fine, but no prison time.

Wells Fargo also was ordered to pay $3.7 billion in December 2022 due to "illegal activity" involving the mismanagement of 16 million client accounts. According to the CFPB, Wells Fargo "repeatedly misapplied loan payments, wrongfully foreclosed on homes and illegally repossessed vehicles, incorrectly assessed fees and interest, and charged surprise overdraft fees."

China-based Luckin Coffee Inc. (OTC: LKNCY) appears to be a turnaround story after years of being immersed in a legal quagmire stemming from a 2020 fake revenue scandal.

The coffee giant gained visibility with a 2019 initial public offering that saw Luckin's stock rise from $17 per share to $50 in a year's time. In early 2020, however, internal financial analysts discovered the company's growth was artificially inflated due to $310 million in bulk sales to businesses linked to the company's chairman. On June 26, 2020, Luckin's shares closed at $1.38.

Investigators also found that Luckin management had fraudulently engineered the purchase of $140 million in raw materials from suppliers. Shortly afterward, the company's stock was delisted from the Nasdaq and the senior executives involved in the scandal were fired.

Now back in business, under new management and trading over the counter , Luckin is the largest coffee retailer in China, well ahead of Starbucks. Its first-quarter revenue increased 41.5% year over year, and it opened 2,342 new stores in Q1 alone. Luckin's monthly customers also increased 103% over the same period in 2023. Though nothing is guaranteed, a re-listing on the Nasdaq is also reportedly in play for Luckin, after the company convinces regulators it's back on track, ethically and legally.

This brand-name international auto manufacturer is coming off a tough year for global economies, but Volkswagen AG (OTC: VWAGY) is pulling clear of its 2015 emission standards debacle. However, residual fumes from the scandal remain, as Volkswagen settled with Italian car owners for $54 million as recently as May 15 to put their "dieselgate" legal dispute to rest.

In 2015, company engineers installed a special type of software in 11 million of its diesel-powered cars to detect when cars were being tested for emissions and change their results. The Volkswagen vehicles' actual nitrogen oxide emissions were 40 times higher than U.S. legal standards allowed. When U.S. regulators discovered the plot, Volkswagen had to recall approximately 480,000 vehicles and fork over $30 billion in fines and penalties.

In recent years, Volkswagen's new sustainability council has steered the company toward a decarbonization and e-vehicle strategy that is beginning to pay dividends, with dieselgate fading in the rearview mirror.

One of the largest corporate fraud cases of the 21st century is Enron, dubbed "America's Most Innovative Company" by Fortune magazine every year from 1996 to 2001. Formed in 1985, the former dot-com supernova made a fortune trading natural gas and other commodities and even rolled out its own digital commodity trading platform in 1999.

In August 2000, Enron shares reached a high of $90, but only a year later Sherron Watkins, an Enron finance executive, warned CEO Ken Lay that a massive accounting scandal was brewing that could take down the entire company.

Amid SEC inquiries into its finances, in November 2001 Enron admitted it overstated profits by nearly $600 million. Within roughly two months, the company declared bankruptcy and the Justice Department launched a criminal investigation of Enron. Before announcing the bankruptcy, Enron cut 4,000 jobs, and many ex-employees saw their pension plans drained.

One outcome of the Enron saga was the passage of the Sarbanes-Oxley Act of 2002, which established stricter accounting rules for public companies. Sarbanes-Oxley got a high-profile airing in April, after federal prosecutors charged defendants in the Jan. 6 assault on the Capitol with violating the act by corruptly obstructing an "official proceeding," according to Bloomberg Law. The Supreme Court is weighing whether that application of the law is an overreach, and its decision is expected in July.

7 Bank Stocks to Buy for the Dividends

Jeff Reeves July 21, 2023

Tags: investing , money , Bernie Madoff , fraud , Volkswagen , Wells Fargo , Starbucks , Enron , electric vehicles

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