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Decision-Making Amid Digital Revolution

A new case study from Harvard Business School looks at how National Geographic dealt with the many challenges of changing its business model from paper to digital.

Decision-making in an era of blinding technological speed is one of the aspects of a new Harvard Business School case focusing on National Geographic and its own transition from a paper to digital business model. In the summer of 2009, National Geographic CEO John Fahey was heading an apparently steady but slow-motion revolution. The leisurely pace of change was deliberate, to allow creative people time to accept change. Even so, it hasn’t been easy, “People’s first loyalty is still to their silos,” the case observes.


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