In this, the B case, the chief executive officer wonders how to enlist and prioritize important qualitative factors, along with financial factors in evaluating the shortlisted technologies from which he must choose. He consults a leading industrial pundit for his advice on multi-criteria decision-making techniques used by many practitioners in industry. They decide to use the analytic hierarchy process methodology, which had gained huge popularity among managers due to its simplicity and its ability to incorporate tangible and intangible factors alike. In training sessions involving managers with varied experiences across business processes such as manufacturing, quality, commercial, human resources and marketing, the three technologies were subjected to a close analysis and a decision was made about which one would best achieve the goal of expanded future growth for the company. See A case 9B14M068.
What do you do when your rising professional career is cut short by an unexpected cancer diagnosis? Kathy Giusti shifted careers, built a new organization that transformed how cancer research is done, and now faces the challenge of sustaining the organization and its funding for its newest venture. Since she was first diagnosed with multiple myeloma (MM) in 1996, Giusti had led an effort to better understand and treat the disease. She had co-founded the Multiple Myeloma Research Foundation (MMRF), helped form the Multiple Myeloma Research Consortium (MMRC), and brought together a diverse body of academics, researchers, pharmaceutical and biotech companies, physicians, and patients to combine their efforts around the disease. The MMRF had helped facilitate clinical trials for promising drugs, sponsored research, and raised a substantial amount of money for these purposes. In 2014, the MMRF was in the midst of its CoMMpass program; a multi-year effort to collect tissue samples from 1,000 patients at key junctures in their disease, sequence these samples to better understand the genetic underpinnings of MM and its many sub-types, and thus enable researchers to study a comprehensive sampling of patients. CoMMpass also had a patient-facing element which allowed the patient community to communicate with one another and with professional moderators. By mid-2014, some 550 patients were enrolled and 85 hospitals were participating. As a non-profit, the MMRF had historically relied on donations to fund its research operations. Giusti wanted to find a way to ensure a reliable revenue stream for the organization and give it greater financial stability. The MMRF had historically given away its resources and knowledge for free in order to speed research; Giusti worried if charging for some of its functions would be at odds with its mission and historical practices.
"This case is set in December 2006 when the management at Moser Baer India Limited (MBIL) was faced with the critical decision of whether to pursue a strategic partnership with Optical Media and Technology (OM&T) and what form such a partnership should take. MBIL was India's largest and the world's third largest optical storage media manufacturer with a presence in over 82 countries, serviced through marketing offices in India, the United States and Europe. In 2006, MBIL had also entered the photovoltaic (PV) cells industry and aimed to succeed in this new business by leveraging its core process strength in "coating thin films on substrates". OM&T was based in a high technology cluster in Eindhoven, the Netherlands and was known in the industry for its contribution to prototyping, standardization and pilot production of advanced optical disc formats such as Digital Versatile/ Video Disc (DVD) and Blue Laser Discs (Blu-ray discs). For the MBIL management team, all the options were on the table -- a licensing arrangement, a strategic alliance by taking an equity stake in the company or a complete acquisition of the company. After careful evaluation, they had to choose the most appropriate option and arrive at a decision."
This case is a two-part series on the value of faculty teaching forums and peer coaching programmes in resolving conflicting pedagogical philosophies. Case A is set in September 2009, shortly after James Nelson, assistant professor at Singapore Management University sought guidance from practice associate professor Harry Denon on the issue of declining student ratings of his teaching performance. Den then observes Nelson's lectures, and has in-depth discussions with him on his teaching style. The discussions prove very helpful to Nelson, who is now able to decide how he should approach his class and to what extent he needs to alter his teaching approach. The case looks at the value of feedback received by faculty through various lenses: students, peer and self-reflection. It is highly suitable for faculty development and executive education courses that cover different pedagogical philosophies and the effectiveness of student appraisal processes. In Case B, Nelson reflects on his peer coaching experience and how his thought process has evolved through the course of the coaching programme. He also describes some of the changes he made in his instructional strategy and course assessment methods, and reveals how he has refined his teaching philosophy.
On April 4, 2013, a video game website reported that the next-generation Xbox console - due to be released by Microsoft the following month - would require an always-on Internet connection in order to operate. The new version of the SimCity game that had been released earlier that year with an always-on requirement had been a disaster. Hardcore gamers reacted negatively to the news. When the Xbox One console was officially revealed on May 21, Microsoft effectively confirmed that it would require an always-on connection for validating digital rights. Predictably, gamers reacted negatively, a response that was exacerbated when Microsoft's president of the interactive entertainment business, Don Mattrick, made dismissive statements about their concerns.
At 6:05 a.m., the head office at Golden Horseshoe Constructors (GHC) was understandably empty and very quiet. The vice-president (VP) of purchasing settled in at his desk to review the bids for an upcoming condominium project and to then decide which window and door installation firm he would recommend for that portion of the job. GHC's president was expecting the decision first thing that morning. Just a day earlier, the president had strongly suggested that the work be given to Monyash Doors and Windows, a firm that had not submitted the lowest bid. In practice, all else being equal, the firm with the lowest priced bid would win the contract, but the VP was unsure how to proceed with the president’s request and which of the four bids he should recommend.
The owner of Escapes Outdoor Living Designs (Escapes) must decide what to do with his small landscaping and construction business. Escapes has been doing well, but has not had any sustainable growth over five years. The owner feels the business lacks focus and will need a good strategy in order to grow successfully. Facing problems with employee retention and shifting market opportunities, he has to perform an in-depth analysis of his current business to decide where it should go in the next few years or if it should be closed down altogether.
In March, 2014, the founder and chairman of the board of Yama Ribbons & Bows Co., Ltd., the world's largest polyester ribbon manufacturer based in Xiamen, China, was reflecting on the awards, accolades, victories and revenue growth that he had achieved over the past 16 years. In spite of the problems that beset the Chinese ribbons industry — intense competition, rising labour and production costs and strict international regulation of imports — the company had not only launched a successful subsidiary in the United States and was poised to open a second in Hong Kong but planned to outsource some of its manufacturing operations to a new plant in India. It had won a major trademark dispute and successfully survived an investigation by the U.S. Department of Commerce joint investigation into anti-dumping and anti-subsidy practices. By concentrating on superior customer service through its make-to-stock strategy and in-house research and development, the company was able to control inventory while achieving an excellent product deliverable on time anywhere in the world. As he reflected on his growth goals for the company, the founder wondered what, if anything, he was missing. How could he best grow the company over the next decade?
In March, 2014, the founder and chairman of the board of Yama Ribbons & Bows Co., Ltd., the world's largest polyester ribbon manufacturer based in Xiamen, China, was reflecting on the awards, accolades, victories and revenue growth that he had achieved over the past 16 years. In spite of the problems that beset the Chinese ribbons industry - intense competition, rising labour and production costs and strict international regulation of imports - the company had not only launched a successful subsidiary in the United States and was poised to open a second in Hong Kong but planned to outsource some of its manufacturing operations to a new plant in India. It had won a major trademark dispute and successfully survived an investigation by the U.S. Department of Commerce joint investigation into anti-dumping and anti-subsidy practices. By concentrating on superior customer service through its make-to-stock strategy and in-house research and development, the company was able to control inventory while achieving an excellent product deliverable on time anywhere in the world. As he reflected on his growth goals for the company, the founder wondered what, if anything, he was missing. How could he best grow the company over the next decade?
The owner of Escapes Outdoor Living Designs (Escapes) must decide what to do with his small landscaping and construction business. Escapes has been doing well, but has not had any sustainable growth over five years. The owner feels the business lacks focus and will need a good strategy in order to grow successfully. Facing problems with employee retention and shifting market opportunities, he has to perform an in-depth analysis of his current business to decide where it should go in the next few years or if it should be closed down altogether.
At 6:05 a.m., the head office at Golden Horseshoe Constructors (GHC) was understandably empty and very quiet. The vice-president (VP) of purchasing settled in at his desk to review the bids for an upcoming condominium project and to then decide which window and door installation firm he would recommend for that portion of the job. GHC's president was expecting the decision first thing that morning. Just a day earlier, the president had strongly suggested that the work be given to Monyash Doors and Windows, a firm that had not submitted the lowest bid. In practice, all else being equal, the firm with the lowest priced bid would win the contract, but the VP was unsure how to proceed with the president's request and which of the four bids he should recommend.
This case challenges students to review a series of corporate financial metrics and to match them to one of the thirteen labeled and listed industries. It is suitable for MBA and undergraduate students ready to expand their basic understanding of financial metrics.
This is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles: two for students playing the co-founders of a startup and two for students/coaches playing the venture capitalists deciding whether or not to provide seed funding. There are two versions of the case, one for students playing the co-founders (L-25CF), and one for those playing the venture capitalists (L-25VC). While both versions of the case contain identical background information for the role-play, L-25CF includes additional information that is available only to the co-founders and L-25VC contains additional information that is available only to the venture capitalists. The role-play objectives stated in the case can be accomplished if the students playing the co-founders successfully identify and address the questions and concerns of those playing the venture capitalists. The co-founders must solicit and grasp the underlining concerns of the venture capitalists, decide how to react and address those concerns, and reassure the venture capitalists that a seed investment is worthwhile. All students have the opportunity to demonstrate active listening, inquiry, and feedback regarding the concerns and proposals to address them. All four individuals in the role play have varying objectives and interests and need to manage the expectations and perceptions of the others in a manner that may be assertive, collaborative, or both.
This is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles: two for students playing the co-founders of a startup and two for students/coaches playing the venture capitalists deciding whether or not to provide seed funding. There are two versions of the case, one for students playing the co-founders (L-25CF), and one for those playing the venture capitalists (L-25VC). While both versions of the case contain identical background information for the role-play, L-25CF includes additional information that is available only to the co-founders and L-25VC contains additional information that is available only to the venture capitalists. The role-play objectives stated in the case can be accomplished if the students playing the co-founders successfully identify and address the questions and concerns of those playing the venture capitalists. The co-founders must solicit and grasp the underlining concerns of the venture capitalists, decide how to react and address those concerns, and reassure the venture capitalists that a seed investment is worthwhile. All students have the opportunity to demonstrate active listening, inquiry, and feedback regarding the concerns and proposals to address them. All four individuals in the role play have varying objectives and interests and need to manage the expectations and perceptions of the others in a manner that may be assertive, collaborative, or both.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
Eastern Condiments is a three-part case focused on the challenge of distributing spices in Southern India from 2008-2012. Case (A) describes the strategy and tactics that enabled Eastern Condiments to swiftly dominate the local market in Kerala by 2008, yet had poor results in the adjoining state of Karnataka in 2009-2012. Case (B) describes the new strategy to revive business in Karnataka and its consequences. When the market in Kerala starts to stagnate, it also has to revise strategy in its home market.