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Topic: Restructuring
YOUR SEARCH PRODUCED 169 MATCHES. PAGE 1 of 4 Items 1-50 of 169
SEWA Trade Facilitation Center: Changing the Spool
Authors: Khaire, Mukti; McGinn, Kathleen L.
Product Type: Cases
Source: Harvard Business School
Publication Year: 2011
The case is about the decision to convert a not-for-profit organization into a for-profit company. The legal and financial implications of such a move aside, it is not clear that STFC would be able to withstand the changes such a transformation would entail. Most importantly, would an organization accustomed to taking decisions based solely on social benefit criteria be able to adjust to a for-profit mentality? And, would customers accept the change?
Dr. Amita Joshi at Samuel Drugs Limited
Authors: Singh, Anup K.; Gupta, Abhinav
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011
This case describes the successful journey of Dr. Amita Joshi in a medium-sized pharmaceuticals organization, Samuel Drugs, in India, which was facing serious performance problems. Joshi selected, out of turn, a young general manager of sales, Rajesh Mishra, as director of marketing. Then conflict ensued...
JetBlue Airways: A New Beginning
Authors: Hoyt, David W.; O'Reilly, Charles A.; Rao, Hayagreeva; Sulkowicz, Kerry J.
Product Type: Cases
Source: Stanford Graduate School of Business
Publication Year: 2010
An ice storm at JFK airport on February 14, 2007 caused 1,195 flights to be cancelled over a six day period, and stranded several planes on the taxiway for many hours. JetBlue, previously viewed as one of the best airlines (if not the best) for customer service, took extensive criticism from the public, press, and Congress. The company instituted a program that utilized the talents of more than 200 employees to address these problems.
Hindustan Unilever Limited
Authors: DeLong, Thomas J.; Srivastava, Mona
Product Type: Cases
Source: Harvard Business School
Publication Year: 2010
This case illustrates HUL's conflict resolution and people development policies using a 'Leading from the middle' example.
The Conference Board
Author: The Conference Board
Product Type: Web Sites
Source: The Conference Board
Publication Year: 2010
The Conference Board is a global, independent business membership and research association working in the public interest. Our mission is unique: To provide the world's leading organizations with the practical knowledge they need to improve their performance and better serve society.
General Motors: Acting Strategically?
Authors: Conklin, David W.; Cadieux, Danielle
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2009
General Motors had a history of bold strategies in a wide variety of areas, including the creation of Saturn, the development of global operations and the formation of strategic alliances with Fiat, SAIC and Daewoo...
Google in China
Authors: Shah, Prahar; Compeau, Deborah
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2009
Google faces intense criticism in 2006 when they decide to censor search results in China.
SK Telecom: Pursuing Happiness through Corporate Social Responsibility
Authors: Marquis, Christopher; Ryu, Kwang Y.; Mirvis, Philip; Thomason, Bobbi
Product Type: Cases
Source: Harvard Business School
Publication Year: 2009
The case tracks the original assessment process SK Telecom went through and successive organizational design efforts to align its CSR strategy and implementation architecture.
To Fill Food Safety Gap, Processors Pay Inspectors
Author: Martin, Andrew
Product Type: Magazine / Newspaper Articles
Source: The New York Times
Publication Year: 2009
TeaBox (A, B)
Authors: Au, Kevin; Tsoi, Mingles
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2009
TeaBox was a small, food-selling retail shop located in secondary schools in Hong Kong. It was considered a bold enterprise as it was ran by a non-governmental organization using social workers to test social enterprise as a way of servicing the community.
Note On Postmerger Integration
Authors: Bourgeois III, L.; Patel, L.
Product Type: Notes
Source: Darden Business Publishing
Publication Year: 2009
Approximately 65% to 85% of mergers fail. That's a startling statistic. While there are myriad reasons why mergers are not successful, in many cases the reason is simple: a failure to develop and execute an appropriate postmerger integration (PMI) strategy. This note contains some tips and best practices distilled from those successes.
Car Sharing In Barcelona: Avancar
Authors: Lago, A.; Martinez de Albeniz, V.; Alegre, M.
Product Type: Cases
Source: IESE Business School
Publication Year: 2009
Avancar started offering car sharing services in Barcelona in 2004. As Avancar kept growing, it had the possibility of modifying the design of the service process and the management of its capacity. This was especially important since some traditional rental companies were launching similar services in the city.
Building a Networked Organization: Restructuring the IT Department at MWH (A, B)
Authors: Cross, Rob; Gulas, Vic; Parker, Andrew; Halliday, Amy
Product Type: Cases
Source: Darden Business Publishing
Publication Year: 2009
Vic Gulas, the new head of IT at the engineering consulting firm MWH Consulting, is charged with turning a geographically organized department into one organized by function...
Hollard: The Office Move
Authors: Viedge, C.; Beswick, C.
Product Type: Cases
Source: Graduate School of Business Administration, University of Witwatersrand
Publication Year: 2009
This case looks at the history of Hollard Insurance and the company's cultural transformation associated with the promotion of Nic Kohler to CEO. Kohler saw Hollard as having three pillars of success: people, partnership, and innovation.
HR Problems at Jet Airways: Coping with Turbulent Times in the Indian Aviation Industry
Authors: Purkayastha, D.; Tallur, V.
Product Type: Cases
Source: ICMR Center for Management Research
Publication Year: 2009
After showing the door to more than 1,000 employees in a bid to streamline its operations, Jet was faced with immense criticism and opposition by various organisations and political parties.
Save Energy Now Case Collection
Author: U.S. Department of Energy
Product Type: Cases; Mini-Cases
Source: U.S. Department of Energy
Publication Year: 2009
These case studies highlight energy savings achieved by companies that have participated in Save Energy Now energy assessments and used Industrial Technologies Program software tools to improve energy efficiency.
Pep Stores
Authors: McPherson, C.; Burgess, S.; Jere, M.
Product Type: Cases
Source: ECCH
Publication Year: 2009
Market orientation is an important source of competitive advantage as it facilitates the profitable serving of target customer segments. The case examines the antecedents and consequences of market orientation in the context of Pep Stores, a modern profitable clothing, footwear and textiles discount retailer, catering to low-income consumers in an emerging consumer market.
Virginia Mason Medical Center
Authors: Bohmer, Richard M.J.; Ferlins, Erika M.
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2008
In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent...
Procter & Gamble in the 21st Century (A, B, C)
Authors: Kanter, Rosabeth Moss; Bird, Matthew
Product Type: Cases
Source: Harvard Business School
Publication Year: 2008
A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company.
Tribune Company, 2007
Authors: Seth Gordon, Eric; Luehrman, Timothy A.
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2008
This case describes the proposed acquisition of Tribune Company by Sam Zell in 2007. It is two-tiered, employs an ESOP as the acquisition vehicle, involves a high degree of leverage as well as significant asset sales, and Zell himself will own almost no common stock in the post-deal Tribune.
Managing Intellectual Capital at TATA Consultancy Services
Authors: Koh, S; Sharma, R
Product Type: Cases
Source: Asian Business Case Centre
Publication Year: 2008
As a global IT services company, Tata Consultancy Services Limited (TCS) was confronted with issues of growth, attrition, cultural diversity and management of intellectual capital.
Haier: Management Control on a Tactical Level
Authors: Lau, Amy; Ho, Emily; Han, Jun
Product Type: Cases
Source: The University of Hong Kong
Publication Year: 2008
This case study examines: (1) the establishment of Haier's management control system and how it was adapted into the company's internationalisation strategies; (2) how it motivated employees to reach high performance goals; and (3) how it structured the business units to obtain optimal operational efficiency.
Merrill Lynch, Carbon Disclosure Project Form Partnership to Expand Project's Reach
Author: ClimateBiz.com
Product Type: Magazine / Newspaper Articles
Source: ClimateBiz.com
Publication Year: 2008
Merrill Lynch & Co. and the Carbon Disclosure Project have created a three-year partnership to expand and improve the Project throughout the world.
Shinhan Financial Group (A, B)
Author: Raffaelli, Ryan Leo
Product Type: Cases
Source:
Publication Year: 2008
These cases helps students to explore leadership and managing change issues in mergers and acquisitions.
Creating the Future at Southwest Airlines
Author: Teagarden, Mary B.
Product Type: Cases
Source: Thunderbird School of Global Management
Publication Year: 2008
Through three generations of leadership, conservative management and aggressive expansion have guided Southwest Airline's legendary growth. The company soon experienced cracks in its facade, especially in the wake of 9/11 terrorism, spiraling fuel prices, labor unrest, and new entrants like JetBlue.
Producing maps in Victoria (Epilogue)
Authors: Padula, M.; Lansley, D.; Alford, J.
Product Type: Cases
Source: The Australia and New Zealand School of Government
Publication Year: 2008
This epilogue discusses the outcomes and insights of the partnership between SII, SV and CFA in regards to producing maps in Victoria, Australia.
Producing maps in Victoria (A)
Authors: Padula, M.; Alford, J.; Lansley, D.
Product Type: Cases
Source: The Australia and New Zealand School of Government
Publication Year: 2008
The Victorian Government's Spatial Information Infrastructure Agency (SII) was responsible for the production of the state's maps and by the late 1990s, further updates were sorely needed. But Director Bruce Thompson face a major obstacle - his organisation no longer had the funds to do this by itself.
Corporate Governance and Workplace Partnerships Case Studies
Authors: Jones, Meredith; Marshall, Shelley; Mitchell, Richard; Ramsay, Ian
Product Type: Cases
Source: Centre for Corporate Law and Securities Regulation - The University of Melbourne, Centre for Employment and Labour Relations Law - The University of Melbourne, and the Department of Business Law and Taxation - Monash University
Publication Year: 2008
This research report contains the findings of 10 case studies of Australian companies undertaken as part of a broader 'Corporate Governance and Workplace Partnerships' project.
Restructuring Siemens: Will It Pay Off?
Authors: Sathe, S.; Chaganty, S.
Product Type: Cases
Source: IBS Research Center
Publication Year: 2008
German Engineering Conglomerate Siemens AG had always been an inefficient, a bloated and highly bureaucratic organisation. While often criticised for delivering lower than optimal performance, the engineering giant gravely suffered when it became embroiled in one of the biggest corruption scandals in German corporate history.
On October 2007, the newly-appointed CEO Peter Loescher (Loescher), embarked upon the difficult tasks of rebuilding the company's sullied image and making it more efficient and competitive. To achieve these, he undertook the most intensive corporate restructuring in the company's history.
Strike at British Airways: Unavoidable or Set Up to Fail?
Authors: Barsoux, J.; Manzoni, J.
Product Type: Cases
Source: IMD - International Institute for Management Development
Publication Year: 2008
This case covers Bob Ayling's efforts to cut costs at British Airways even as the airline was reporting record profits. The case considers the steadily deteriorating relationship between BA's top management and its cabin crew union - and highlights the self-fulfilling and self-reinforcing nature of the dysfunctional dynamic that develops between the three key parties.
How to choose between growth and ROIC
Authors: Jiang, Bin; Koller, Timothy
Product Type: Journal Articles
Source: McKinsey Quarterly
Publication Year: 2007
One key to creating value is understanding how to manage the subtle balance between growth and returns on invested capital. Empirical evidence suggests that companies enjoying strong ROIC can afford to let it decline over the short term to pursue growth—and that companies with low returns are better off improving ROIC than emphasizing growth...
Beyond Monitoring
Author:
Product Type: Cases
Source: Business for Social Responsibility
Publication Year: 2007
In the early 1990s, public attention to the working conditions in ever-lengthening global supply chains erupted. The result of this eruption has been the creation of codes of conduct enforced through non-governmental monitoring schemes. These codes of conduct have made substantial contributions over the last 15 years but it has become increasingly clear that a new framework is needed to achieve more systemic and sustainable change.
Halton Recycling, Ltd.
Authors: Prahinski, Carol; Fan, Ying
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2007
The operations manager at Halton Recycling wondered if converting to a more efficient single-stream operation would help reduce costs provide the company with significant competitive advantages.
Focusing on the Customer: An Interview with the Head of Merrill Lynch's Operations and IT
Author: Weinberg, Allen
Product Type: Journal Articles; Interviews
Source: The McKinsey Quarterly
Publication Year: 2007
Merrill Lynch has combined operations with IT in a single unit. Diane Schueneman, the head of the company's Global Infrastructure Solutions, explains how she is changing both to focus on the customer.
Changing Course: The Chrysler Deal, Rising Gas Prices and Other Car Talk
Author: Knowledge@Wharton
Product Type: Magazine / Newspaper Articles
Source: Knowledge @ Wharton
Publication Year: 2007
Cerberus Capital Management bought 80.1% of Chrysler Group from German auto maker Daimler-Chrysler, effectively ending a nine-year marriage between the two that never quite worked out...
Leading Change at Simmons (A, B, C, D, E)
Authors: Casciaro, Tiziana; Edmondson, Amy C.; McManus, Stacy; Roloff, Kate
Product Type: Cases
Source: Harvard Business School
Publication Year: 2007
Asks participants to consider the decision of investing in an expensive training program following the loss of the three largest customers--retailers that together had contributed a third of Simmons' revenues.
Managing Change Through Networks and Values
Authors: Johnson-Cramer, Michael E.; Parise, Salvatore; Cross, Robert L.
Product Type: Journal Articles
Source: California Management Review
Publication Year: 2007
Internal resistance can often slow or derail corporate change initiatives. This case discusses ways to successfully manage change through networks and improved relationships.
Sovereign Bancorp and Relational Investors
Authors: Larcker, David F.; Tayan, Brian
Product Type: Cases
Source: Stanford University
Publication Year: 2007
In 2005, Relational Investors, a registered investment advisor, launched a proxy contest to gain two seats on the board of directors of Sovereign Bancorp. This case considers the circumstances under which an activist investor might wish to seek change in the management or governance of a company and the operational, financial, and governance-related factors it might look for in a target. It also considers the extent to which shareholder activism adds efficiency and improves corporate governance and the extent to which it detracts from them.
ESPA--Extended Service Plans of America
Authors: Grousbeck, H. Irving; Arippol, Patrick
Product Type: Cases
Source: Stanford Graduate School of Business
Publication Year: 2007
This case allows students to have a balanced discussion around the ethical and financial considerations of handling a frustrated terminated employee, leaks of confidential management decisions, and performance evaluation.
Innovation and Collaboration at Merrill Lynch
Authors: Groysberg, Boris; Vargas, Ingrid
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2007
In the spring of 2005, about 500 Merrill Lynch analysts worldwide participated in a collaborative effort to produce innovative research. Many analysts who had been assigned to work on collaborative projects indicated increased learning and a willingness to work in teams again. The case discusses the influence of leaders on group dynamics and the issues of product innovation through teams, team dynamics, cross-border team collaboration, alignment of incentives, decision making, and negotiation under uncertain conditions.
Executive Compensation at Nabors Industries
Authors: Larcker, David F.; Tayan, Brian
Product Type: Cases
Source: Stanford University
Publication Year: 2007
Goes beyond the headline numbers reported in the press to discuss appropriate levels and structure of executive compensation, and put executive compensation in the context of a company's industry, position within the industry, and financial situation.
American Outsourcing
Authors: Vietor, Richard H.K; Veytsman, Alexander
Product Type: Cases
Source: Harvard Business School
Publication Year: 2007
This case discusses the phenomenon of outsourcing jobs from the United States, and reviews the evolution of Mexico's Maquiladoras, manufacturing special economic areas in China, and information technology and service-sourcing in India.
Rwanda
Authors: Porter, Michael E.; Carlsson, Kjell; McCreless, Michael
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2007
Rwanda, one of the poorest countries in the world, highlights the challenges of economic development in Africa and in other low-income countries. This case asks how a good set of policies--both macro and micro--can address the economic challenges of a least developed country following a national crisis.
Morgan Stanley, 2005
Authors: Campa, J.; Oleaga, M.
Product Type: Cases
Source: IESE Business School
Publication Year: 2007
This case is designed in order to discuss if some practices of Morgan Stanley's Board of Directors followed the best interest of shareholders and whether or not they comply with the good practices of the Corporate Governance Code.
Global Trends in Energy
Authors: Bozon, Ivo J. H.; Campbell, Warren J.; Lindstrand, Mats
Product Type: Journal Articles
Source: The McKinsey Quarterly
Publication Year: 2007
To understand the nature of the forces affecting global energy and materials markets, executives in these sectors will have to confront difficult strategic, organizational, operational, and technological choices...
The Fall of United Western Bank
Authors: Gupta, V.; Chakraborty, I.
Product Type: Cases
Source: ICMR Center for Management Research
Publication Year: 2007
The case describes the growth and collapse of United Western Bank Limited (UWBL), a private sector commercial bank in India. Since the late 1990s, UWBL was facing several problems including asset-liability mismanagement, inefficient management of bank's assets, irregular transactions with some of its major shareholders like Makharia Group, and conflicts between the bank's major shareholders regarding the ownership of the bank and poor governance.
Porsche Changes Tack
Author: Moffett, M
Product Type: Cases
Source: Thunderbird School of Global Management
Publication Year: 2007
This case has been used to focus discussion in both graduate business classes and executive education programmes on issues related to corporate governance and the financial implications of corporate strategy. It is a current case, without an ultimate outcome as of yet.
Jeanette Clough at Mount Auburn Hospital
Authors: Roberts, Laura Morgan; Kanji, Ayesha
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2006
Jeanette Clough, the CEO of Mt. Auburn Hospital, successfully leads a turnaround for the struggling local hospital. The hospital is currently in the midst of a capital campaign to update the facilities and expand. Community groups are resisting the hospital expansion in Cambridge, posing a new set of challenges. The case looks at change management and aligning key constituencies in a health care organization, and at the conflict between an organization's goals and those of the community it serves.
Rwanda and the Thousand Hills Coffee Co.
Authors: Jones, Geoffrey G.; McDonald, Michelle Craig
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2006
The Thousand Hills Coffee Co. is looking for ways to market Rwandan coffee in the wake of the country's economic and civil crisis. The case describes the various options open to coffee producers, including recartelization, diversification, fair trade, and selling to boutique markets.
Smart Spenders: The Global Innovation 1000
Authors: Jaruzelski, Barry; Dehoff, Kevin; Bordia, Rakesh
Product Type: Magazine / Newspaper Articles
Source: Strategy + Business
Publication Year: 2006
Booz Allen Hamilton's annual study of the world's 1,000 largest corporate R&D budgets uncovers a small group of high-leverage innovators who outperform their industries...
YOUR SEARCH PRODUCED 169 MATCHES. PAGE 1 of 4 Items 1-50 of 169