It describes three middle managers who act as agents of change. Emphasize your personal roles and your “state of mind” at two points in the course of introducing a major cultural change. Although his comments are only six months apart, they have entered a more pessimistic and sobering phase in the process of change. It …
As a freshman at Harvard University in 1992, Eric Dawson began working on a social project called Peace Games, a one-day festival that teaches school-age children about peace and cooperation. However, Dawson had bigger ideas for the show. Working first at Harvard and then through the independent nonprofit he founded, Dawson Peace Games transformed from …
Three Peabody Simpson executives had just returned from a company-wide recruiting event at Columbia University and had argued together since they were all alumni. They regretted having to provide their department heads with revised forecasts before the weekend. Alec Hastings, director of Global Institutional Securities, wanted an update on spending for the year to date. …
In late spring 2009, Stroz Friedberg co-chairs Edward Stroz and Eric Friedberg had to set growth targets for 2010. The leading global consulting firm they had created specialized in managing digital risk and discovering evidence. digital and had grown very rapidly. Together with the company’s chief financial officer, they believed the company could grow from …
After CEO Natarajan proposed a fourth business unit to expand the market for zensar’s innovative technology, led by Dilip Ittyera, CEO Natarajan introduced a new organizational structure focused on vertical industries.
When Stefan Oschmann became CEO and Chairman of the Executive Board of Merck KGaA, Darmstadt, Germany in 2016, the company had begun its transformation from a traditional mid-size German industrial company to a modern, global science and technology company. The portfolio restructuring and reorganization spearheaded by Oschmann’s predecessor, Karl-Ludwig Kley since 2007, had been approved …
This case documents the history of Ashok Leyland (AL), India’s second largest commercial vehicle manufacturer, and documents its growth and trajectory until 2007, when the company adopted its new vision of more than double the size in a fairly mature industry. . The challenge the case poses for students is to understand how the company, …
When Dick Calder was appointed director of the CIA (DA) in 1995, he was faced with the task of leading a beleaguered organization at a difficult time. As the unit charged with delivering its most glamorous intelligence to gather and analyze information, it has endured the worst part of a decade of agency budget cuts. …
The Inside the Case video included with this case contains teaching tips and insights from the author (only available to registered teachers).
This case tells how Richard finally decided to take on the great challenge and put together an integration team of experts in different functions and prepared for all the aspects that he might consider. However, during his trip to Indonesia, Richard was informed of a death threat email from someone at the Batam factory. Should …