The (D) case, fourth in a series of five, closes a major loop left open in the preceding (B) and (C) cases, which focused on changes in the editorial organization and operations of the Telegraph Media Group: making the change, which was seen as an imperative in the (A) case, worthwhile by transforming the commercial organization, whose responsibility it is to bring revenue from advertisers and to look for other ways to "monetize" the Telegraph's considerable investment in digitization.

The (E) case, fifth and concluding case in a series of five, has a central message: Organizational leadership must be seen through the lens of "stewardship," and if managers must, as stewards, leave their enterprise in better shape and with a brighter future, then the work of change is never done. In that sense, change at the Telegraph Media Group is not yet done.

An analyst at an investment firm is considering an investment in Carmanah Technologies Corporation (Carmanah). Carmanah is a fast-growing player in the high-powered alternative energy products. Since 2007, when the new chief executive officer (CEO) took over, a turnaround effort has been in place at Carmanah. At $0.91 per share, Carmanah's shares were trading at just 23 per cent of their value in mid-2007. The analyst is scheduled to make a recommendation on Carmanah to his managing director in two days. He needs to get to work valuing the company on the basis of the information he has gathered.

Joe Kennedy, president and CEO of Pandora, one of the largest and most popular web (internet) radio broadcasters, had just received bad news. The Copyright Royalty Board (CRB) had announced its decision to increase the royalties required to be paid by the web radio industry by 2.5 times over the next five years, effectively pushing profitability for Pandora out of sight. Pandora was a "webcaster" that was based on the Music Genome Project, which codified various attributes of a song (making "music DNA"). Using this technology, Pandora could provide a selection of songs with similar "music DNA" to the user's initial choice. Pandora, however, along with other webcasters, was subject to a special statutory scheme regarding royalties, which were higher than the royalties for satellite radio and from which AM/FM radios were totally exempt. This case examines issues of copyright, the economics of new media, and the specialized laws established to regulate a new subset of an existing industry.

In December 2008, Gianluigi Nova, CEO of Tenova SpA, a technology and equipment supplier to the metals and mining industry, had to choose between two options. The first was to continue growing in the company's core business: equipment for the steel production. The second option offered growth in a related, but nearly new business for Tenova: the equipment for mining, mineral processing and extractive metallurgy. They only had a small presence in this market. Yet, Nova had to cope with the worldwide economic crisis whose destructive power hit every area of the metals and mining industry. Nova had to decide which option offered the best opportunity to grow in the worst economic crisis since 1929.

In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a "change maker" and "partner" in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and "working" board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?

In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a "change maker" and "partner" in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and "working" board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?

In 2009, the Federative Republic of Brazil was the 5th largest country in the world in terms of its geographic area and population. At 3,290,000 square miles, its territory comprised nearly half of South America. It was also the most populous nation on the continent, with more than 190 million people. In economic terms, Brazil had grown to be the tenth largest global economy, with a 2008 GDP estimated at $1.99 trillion. When the global financial crisis erupted, Brazil's president vocally and repeatedly asserted that Brazil would be able to "decouple" itself from the slowdown. However, in early 2009, it became clear that Brazil could not isolate itself entirely from events in the rest of the world. The country's 2008 fourth quarter economic results were the worst in a decade. As analysts downgraded their 2009 growth forecasts into negative territory, it remained to be seen when (and if) Brazil would ever be able to realize its full potential. This paper provides a brief history of Brazil and explores its current position in the global economy.

Shanghai Tang is a luxury brand that focuses on Chinese-inspired fashion, accessories, and home decoration products. In Fall 2008, amidst a growing global economic crisis, Raphael Ie Masne, executive chairman of Shanghai Tang, had to decide what to do with the recently vacant creative director position. Did Shanghai Tang need to hire a new creative director at this uncertain economic time? Or could he take on the role of the creative director himself? In addition, Ie Masne had to grapple with balancing the perennial tensions between business imperatives and the creative aspirations of his designers. How could he better manage employees who see themselves as artists?

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 1 discusses the challenges of globalization and introduces the concept of cultural intelligence by discussing how its absence can negatively impact intercultural interactions. The authors examine failures in intercultural communication and consider why current methods of addressing these cross-cultural issues are often misguided. The authors propose that the development of cultural intelligence is as a more effective approach to these problems. In explaining the fundamentals of their core concept, the authors delineate three components of cultural intelligence, each of which is discussed individually in the following chapters.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 2 focuses on the information base, the knowledge of what cultural differences are and how they affect behavior, which is first component of cultural intelligence. By distilling academic research, the authors define the concept of culture and explore its characteristics. The chapter examines both differences and similarities in cultural values and then considers their influence on particular cultures' organizational structures.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 3, the authors discuss the second and third components of cultural intelligence -- mindfulness and cross-cultural skills -- and how they work with the first component, cultural knowledge, to enhance intercultural interactions. The authors examine the concept of "cultural cruise control" - running one's life on the basis of built-in cultural assumptions - considering the problems it presents and proposing methods for overcoming it. The various ways in which culture affects behavior are further explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 4, the authors build upon the fundamentals of cultural intelligence by applying it to decision-making in a cross-cultural context. This chapter is designed to help the reader better understand decision-making methods and criteria in other cultures. The authors explore the impacts that culture has on decision-making, motivation, goals, and ethics.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 5, the authors discuss the impact of culture on communication. Different cultural codes and conventions and their respective roles in the failure of intercultural communication are explored. The concepts behind successful cross-cultural communication skills are delineated, and the intricacies of nonverbal communication are explained. Negotiation styles across cultures are also discussed.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 6 discusses the challenges of culturally intelligent leadership. This chapter is designed to educate the reader on the complexity of historical and cultural forces which affect leadership around the globe. Different motivational techniques across cultures and varying leadership styles from around the world are explored. The authors also explore what they consider to be a key element in intercultural motivation: acknowledging and meeting the cultural expectations that followers have of their leaders.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 7 explores the opportunities and challenges faced by multicultural groups and teams. The effects of culture on enabling and hindering groups are examined. Methods by which leaders can both positively and negatively impact the effectiveness of their teams are discussed. Additionally, processes for developing cultural intelligence within multicultural groups are explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 8, the authors conclude the book by further discussing methods for enriching one's cultural intelligence. Characteristics and activities that improve the capacity to acquire the skills necessary for culturally intelligent behavior are explored. The five stages of the development of cultural intelligence are delineated and visually graphed.

As of November 2001, NTT DoCoMo is the only company that has been able to make money out of the mobile Internet. This case study describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance, with its novel i-mode services. Launched in February 1999, its i-mode service was an immediate and explosive success. DoCoMo came to exceed its parent company in terms of market capitalization as well as potential for profitable growth as we enter the age of mobile Internet. This case offers a value innovation perspective to analyze the success of i-mode with a particular emphasis on the business model used to exploit the i-mode innovation of DoCoMo.

The M-form, in which a corporate parent manages relatively freestanding business units, was the most successful organizational design of the twentieth century. However, contemporary economic conditions call for designs that allow firms to exploit synergies across their business units, and on this dimension the M-form is notoriously weak. This article reports on empirical research that highlights the fundamental tension between clear lines of authority and the exploitation of synergies that firms face as they move away from the M-form and implement shared service centers, corporate account management, and matrix organizations. However, a limited but substantial number of firms have evolved organizational designs that signal a new way of resolving this tension. These firms are organized around multiple dimensions (e.g., region, product, and account) and are able to simultaneously hold different managers accountable for performance on these dimensions. The multidimensional organization is best understood as the next step in the evolution from a resource-centric physical production model to a customer-centric knowledge-exploitation model. It is a way of organizing that is particularly well adapted to stimulating the teamwork that is necessary to create economic value in complex markets on the basis of distributed knowledge and intangible resources.