This case is about the Sponsorship Scandal that plagued Canada's federal government in the mid-1990s. The case is told in the words of the federal government bureaucrat who blew the whistle about the corruption. The way federal civil servants dealt with the whistleblower's revelations is examined.

In most industries, quality has never mattered more--but with cycle times compressing and output gains outpacing employment growth, the likelihood of error is higher than ever before. Traditional "total quality management" tools are not enough; companies must make quality their employees' passion. Here are four actions that can achieve this.

A decade's worth of data from the S&P 500 companies shows how the rate of director turnover correlates with shareholder returns, suggesting an optimal amount of turnover--three or four board seats every three years.

It's no secret that provocative ads are risky. Benetton, for example, has faced numerous boycotts and lawsuits over its "shock advertising." But there's another reason marketers should exercise caution: Topics that are too hot often generate no buzz at all--and the threshold for "too hot" is surprisingly low.

Researchers have long known that men's economic decisions change after they're exposed to pictures of models or lingerie. A new study reveals that women's decisions are also affected by sexual cues--although not in exactly the same way.

The author was for seven years CEO of Fifth & Pacific Companies (formerly Liz Claiborne, now Kate Spade). During the transformation he led there, he and his team came to recognize what he calls the truths of transformation, one of which is that transformation is not "a shocking but short-lived moment in a company's history." To manage it instead as an era, you must sustain a vision, resist being an ideologue, prepare people to see things get worse before they get better, and take a fresh look at the people you're relying on.

In 1989 Michael C. Jensen wrote an article for HBR titled "Eclipse of the Public Corporation," in which he analyzed early leveraged buyouts and identified a new form of corporate organization, the LBO association, which he believed would eventually outperform the traditional public company. Here Martin agrees with Jensen's assessment but acknowledges that it won't come to pass for some time, primarily because LBO associations rely on the existence of a robust public market to make their model work.

Language is a reflection of culture, so the terms we use most tell us a lot about our shifting management priorities. Ngram graphs highlight how things have evolved.

The case deals with the application of marketing research for launching a new product in the market place. The company was planning to enter the Fast Moving Consumer Goods (FMCG) market in India with its new product Cerenity. Cerenity was a toilet seat sanitizer for women who frequently use public restrooms. The case describes the exploratory study conducted by the research team. The team used different qualitative marketing research tools such as focus groups, in-depth Interviews and participant observations.

The case deals with marketing research study undertaken to introduce a new product in the market. The company was planning to introduce Cerenity, a toilet seat sanitizer for women who frequently use shared restrooms. The case discusses the conclusive study undertaken involving quantitative marketing research. The research team carried out quantitative survey and collected the data. It applied various quantitative research methods such as factor analysis, multiple regression, cluster analysis and conjoint analysis for analysis the collected and drawing managerial inferences.

This is the fourth case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B13M099) can be used together or on a standalone basis.<br><br>Azza Fahmy Jewellery: Going Online Post-revolution (B) (9B14M024) is a supplement to this case.<br><br>This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes the changes that have occurred in the external environment and their effect on strategy implementation. The Egyptian Revolution on January 2011 has forced the entrepreneur to re-evaluate her strategy and make the necessary changes. The use of social media, which was a catalyst of the revolution and also affected its outcome, presents a great opportunity for expanding her business even further.

This is a supplement to 9B14M023, which is the fourth case in the Azza Fahmy Jewellery series.

This case and the three others in this series (9B13M098, 9B13M099 and 9B14M023) can be used together or on a standalone basis.<br><br>This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. The issues are strategic in nature and typical of a growing business. Following the successful establishment of her company, she faces issues related to rapid growth; she is a “one-woman show” who controls everything in the company including marketing, operations, human resources and finance. Although she enjoyed a successful start, the tremendous growth of her company has culminated in management difficulties. Thus, she is considering how to transform her business from an entrepreneurial firm to a structured organization.

This is the second case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M099 and 9B14M023) can be used together or on a standalone basis.<br><br> This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. In this case, the entrepreneur realizes the importance of having a clear organizational structure with different departments and a clear chain of authority. As a result, she hires her daughter as the managing director to take on the responsibility of developing a mission, vision and explicit organizational structure. This restructuring allows the company to grow further, which leads the entrepreneur to consider her opportunities in the international market.

This is the third case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B14M023) can be used together or on a standalone basis.<br><br>This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes some of the first steps of doing business internationally in the West. Lacking international experience, the entrepreneur seeks to minimize risk by entering into a strategic alliance with renowned fashion designers. They systematically help her to introduce her brand to the international market, albeit on a limited scale. After the initial success, she begins to plan a more structured approach towards internationalization. She decides to commission a thorough study of France, Spain and Turkey, as they are historically familiar with Arabic jewellery designs. Accordingly, the case identifies specific information about the three countries so that students can compare them in order to reach the best decision about structured international expansion.

This is the third case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B14M023) can be used together or on a standalone basis.This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes some of the first steps of doing business internationally in the West. Lacking international experience, the entrepreneur seeks to minimize risk by entering into a strategic alliance with renowned fashion designers. They systematically help her to introduce her brand to the international market, albeit on a limited scale. After the initial success, she begins to plan a more structured approach towards internationalization. She decides to commission a thorough study of France, Spain and Turkey, as they are historically familiar with Arabic jewellery designs. Accordingly, the case identifies specific information about the three countries so that students can compare them in order to reach the best decision about structured international expansion.

This case describes the deterioration of the relationship between three people in an organization. Ramesh, Learning and Development Head, Chrysalis Pharmaceuticals, undergoes a couple of bitter experiences at his office. He tries to speak to his boss, Kamla, regarding the matter, in vain. He feels that he is being eased out of the company and being replaced by a new, young, and very competent woman employee, Gargi. Part A of the case ends on a confused and unhappy note. It is unclear whether Ramesh is going to leave the organization or stay on.

This is a follow up of 'Ramesh and Gargi (A)'. Part A describes the deterioration of the relationship between three people in an organization. Ramesh, Learning and Development Head, Chrysalis Pharmaceuticals, feels that he is being eased out of the company and being replaced by a new, young, and very competent woman employee, Gargi. In Part A of the case it is unclear whether Ramesh is going to leave the organization or stay on. . Part B of the case reveals that there were no plans to replace him. The losses for the individual and the organization were unnecessary.

It is October 2007 and competition in the fast-moving consumer goods space is heating up in the developing markets. Vietnam is no exception and Unilever believes it can seize greater market opportunity through innovative and environmentally sustainable product offerings. Nguyen Van Linh, head of marketing at Unilever Vietnam is concerned. Back in April, Unilever launched Comfort One Rinse, a fabric conditioner designed to reduce water use for rinsing hand-washed laundry by 66%. However, consumers are sceptical of the product's efficacy and do not believe that this new fabric conditioner will work as advertised. To complicate matters, P&G just launched their own nearly identical product, Downy One Rinse. In part A of this case series, Nguyen addressed the new product's credibility issue while contending with P&G's challenger product. Will she secure Comfort's market leadership and reach 50% market penetration before Downy?