In late 2012, recent Harvard Business School graduate Hannah Lopez is given the opportunity to lead entry into a new marketplace for Plamo, a company that created startup companies in Europe and emerging markets based upon existing successful business models. She had just been with the business a month or two, and while excited by the opportunity, she was starting to get some doubts about the business. In the short time she had been with the company, she had a few experiences that made her question the sustainability of its business and the company approach to management.
Accepting the assignment could give her a unique entrepreneurial opportunity, but she wondered what degree of support she could expect to receive and, if the startup did neglect, what impact would that have on standing and her career? Lopez was also beginning to worry about the ethical consequences of the fashion of entrepreneurship of Plamo. She stressed that by consenting to serve as a supervisor of the operations that were brand new, she had be tacitly supporting elements of Plamo's strategy and practices that she was concerned about. Was she comfortable choosing other firms' thoughts and simply copying them? Was this authentic entrepreneurship?
PUBLICATION DATE: March 15, 2013 PRODUCT #: 313083-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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