This exercise allows students to assess probability distributions (.05, .25, .50, .75, .95 fractiles) for 10 uncertain quantities and to calibrate the reliability of their assessments.
Recounts two complex negotiations in which Netscape and Microsoft compete to win a browser contract with AOL--then later with KPMG. After reviewing the web and browser sectors, this case recounts AOL's dramatic negotiations with Netscape and with Microsoft over which firm's web browser would be used by the online service. A path-breaking deal was announced between AOL and Netscape to use Navigator as the "default" AOL browser, only to be undermined the next day by an AOL-Microsoft deal that designated Microsoft Explorer as the "preferred" AOL browser. The deal also put an AOL icon, the Windows desktop, the "world's most valuable cyber-real estate." Describes the first stages of a see-saw negotiation the following year in which Netscape and Microsoft were again competing, but this time for a major deal with KPMG. Concludes as KPMG has awarded the contract to Netscape with Microsoft still scrambling to get the business.
Case A: The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.
In July 1999, US Federal District Judge Thomas Penfield Jackson had to decide whether, as alleged by the US Department of Justice, Microsoft had illegally monopolized the supply of personal computer operating systems. The trial, originally expected to take two months from its October 19, 1998, starting date, had continued for eight months and generated two million pages of documentation. If he concluded that Microsoft had violated the Sherman Antitrust Act as charged, Judge Jackson had to decide what remedial measures he should order to be implemented. However he decided the complex issues before him, his opinion would have to be "bullet-proof," for the losing party would almost certainly appeal to the United States Supreme Court. HKS Case Number 1522.0
When Dick Calder is named head of the CIA's Directorate of Administration (DA) in 1995, he faces the task of leading a beleaguered organization through a difficult period. As the unit responsible for providing its more glamorous intelligence-gathering and analyzing counterparts with administrative services-ranging from logistics support to telephones to personnel services-it has borne the brunt of a decade of agency budget cuts. Other directorates are not sympathetic, however, and view the DA as wasteful and unresponsive. In hopes of improving the DA's services and its customers' level of satisfaction, Calder proposes a novel solution to the directorate's woes: budget "givebacks." Under this cost-recovery scheme, the DA would give its budget back to the "mission" directorates, which would then purchase support services from the DA or, if they chose, another provider. Calder reasons that the specter of competition would improve the DA's delivery of services; at the same time, it would encourage the other directorates to buy more prudently, in line with the agency's shrinking service budget, particularly because they would be allowed to retain any savings they realized. It is a radical proposal for an inherently conservative agency-one, moreover, whose covert mission makes unusual demands on the deliverer of the most routine services. This series of organizational change cases follows Calder's efforts to implement budget givebacks in the DA. They detail his strategy for winning support for his idea, the experiences of several pilot giveback programs he initiates, and the sharp resistance he encounters both within the DA and from the other directorates. Together, the cases raise questions about adaptation to a changing political and fiscal environment, as well as the management of innovation in an organization deeply skeptical of change. HKS Case Number 1515.0
When Dick Calder is named head of the CIA's Directorate of Administration (DA) in 1995, he faces the task of leading a beleaguered organization through a difficult period. As the unit responsible for providing its more glamorous intelligence-gathering and analyzing counterparts with administrative services-ranging from logistics support to telephones to personnel services-it has borne the brunt of a decade of agency budget cuts. Other directorates are not sympathetic, however, and view the DA as wasteful and unresponsive. In hopes of improving the DA's services and its customers' level of satisfaction, Calder proposes a novel solution to the directorate's woes: budget "givebacks." Under this cost-recovery scheme, the DA would give its budget back to the "mission" directorates, which would then purchase support services from the DA or, if they chose, another provider. Calder reasons that the specter of competition would improve the DA's delivery of services; at the same time, it would encourage the other directorates to buy more prudently, in line with the agency's shrinking service budget, particularly because they would be allowed to retain any savings they realized. It is a radical proposal for an inherently conservative agency-one, moreover, whose covert mission makes unusual demands on the deliverer of the most routine services. This series of organizational change cases follows Calder's efforts to implement budget givebacks in the DA. They detail his strategy for winning support for his idea, the experiences of several pilot giveback programs he initiates, and the sharp resistance he encounters both within the DA and from the other directorates. Together, the cases raise questions about adaptation to a changing political and fiscal environment, as well as the management of innovation in an organization deeply skeptical of change. HKS Case Number 1516.0
When Dick Calder is named head of the CIA's Directorate of Administration (DA) in 1995, he faces the task of leading a beleaguered organization through a difficult period. As the unit responsible for providing its more glamorous intelligence-gathering and analyzing counterparts with administrative services-ranging from logistics support to telephones to personnel services-it has borne the brunt of a decade of agency budget cuts. Other directorates are not sympathetic, however, and view the DA as wasteful and unresponsive. In hopes of improving the DA's services and its customers' level of satisfaction, Calder proposes a novel solution to the directorate's woes: budget "givebacks." Under this cost-recovery scheme, the DA would give its budget back to the "mission" directorates, which would then purchase support services from the DA or, if they chose, another provider. Calder reasons that the specter of competition would improve the DA's delivery of services; at the same time, it would encourage the other directorates to buy more prudently, in line with the agency's shrinking service budget, particularly because they would be allowed to retain any savings they realized. It is a radical proposal for an inherently conservative agency-one, moreover, whose covert mission makes unusual demands on the deliverer of the most routine services. This series of organizational change cases follows Calder's efforts to implement budget givebacks in the DA. They detail his strategy for winning support for his idea, the experiences of several pilot giveback programs he initiates, and the sharp resistance he encounters both within the DA and from the other directorates. Together, the cases raise questions about adaptation to a changing political and fiscal environment, as well as the management of innovation in an organization deeply skeptical of change. HKS Case Number 1516.1
The case describes the internationally known Singapore initiative to implement electronically deducted charges for road use, varying by route, type of vehicle, and time of day. The case highlights the widespread public acceptance of the relatively elaborate and novel pricing regime, following an extensive public information and consultation campaign conducted by Singapore's Land Transport Authority. Useful for those interested in successful public consultation. HKS Case Number 1520.0
The case describes the internationally known Singapore initiative to implement electronically deducted charges for road use, varying by route, type of vehicle, and time of day. The case highlights the widespread public acceptance of the relatively elaborate and novel pricing regime, following an extensive public information and consultation campaign conducted by Singapore's Land Transport Authority. Useful for those interested in successful public consultation. HKS Case Number 1520.0
Presents the new pay-for-performance scheme adopted by General Motors (GM) in its 1999 reorganization of its sales and marketing organization. Once in operation, many administrative problems developed requiring a reconsideration of the scheme's basic architecture.
Northwest Airlines forced hundreds of passengers to wait up to 8 1/2 hours on aircraft after reaching their destination in an unusually horrible service disaster. The case explores what occurred, why it occurred, and the feelings of those involved.
Provides a concise overview of the key considerations and components of an organization's design. Examines how an organization's design must fit with both owners' goals and the organization's key success factors. Identifies several key aspects of an organization's design.
Describes Harley-Davidson's decision process for defining and selecting an enterprise-wide procurement software package and the institutional changes introduced as part of this process. Tells the story of Harley-Davidson's approach in developing integrated business processes and information systems to meet the needs of a visionary procurement strategy. Central to this activity was the evaluation and selection of an enterprise software package and implementation partner to support the strategy. Describes managerial reasoning and tactics to introduce significant organizational change into a setting where team-based responsibility and a culture of autonomy are prominent.
The vice president, finance must quickly address several choices concerning a proposed office relocation. His analysis will likely include discounted cash flow analysis (DCF) and the topics of capital asset pooling and tax benefits. The case compares and contrasts the concepts of DCF and net present value analysis with Seagram's version of EVA (Economic Value Added). The case also provides a unique Asian focus for this type of decision. Office space location and the rent vs. buy option are extremely important decisions faced by a multitude of managers in Hong Kong. The traditional wisdom in Hong Kong has been that buying property was more efficient - especially given the phenomenal appreciation of property values. However, it can serve to distract a firm from its' core competencies and tie up working capital in non-producing assets. Finally, the case also provides a brief overview of capital asset pooling and depreciation tax law in Hong Kong. While the discussion is brief, it nevertheless provides an adequate first step towards further study in this area. Students from other areas of the world will also be interested in examining the differences between their country's tax laws and Hong Kong's.
Kandy Chan, the director of operations at the Hong Kong Convention and Exhibition Centre is trying to decide whether or not to purchase 2000 new chairs. As he looks ahead, Chan anticipates an occasional shortage of chairs during major events. He has a choice between purchasing the needed chairs outright, or signing an agreement to rent the chairs for the coming peak season with an option to rent them as well during the following season.