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Topic: Restructuring
YOUR SEARCH PRODUCED 169 MATCHES. PAGE 4 of 17 Items 31-40 of 169
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.
YOUR SEARCH PRODUCED 169 MATCHES. PAGE 4 of 17 Items 31-40 of 169