The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
The case aims to exercise skills in decision-making, negotiations, and conflict resolution in extreme crisis management. It is a multi-party negotiation: CEO of the company that produces the spill, national government and municipal government, port authorities, and environmental associations. There is also a multivariable agenda to negotiate: an emergency level to be declared, cleaning operations to be deployed, additional environmental recovery work, provisions in the port area, and compensation mechanisms for the affected communities. The multimedia format allows adding information to extend the discussion of the case to an extreme experience design format with recordings of people involved, filming of affected residents, news in the media, and the impact of social networks.
Logitech has sold billions of computer mice and other computer peripherals over the 38 years of its existence. It was a typical growth company profiting on the success of the PC with an unprecedented history of top and bottom-line growth. With the decline in PC sales, Logitech needed a new strategy. Under the lead of new CEO Gerald Quindlen, the company developed a "Four- Screen" strategy and introduced two major post-PC products: a smart-TV-device named Logitech Revue (based on Google TV) and Lifesize, a high-end video collaboration solution. Both attempts failed dramatically and left the formerly highly successful company in a crisis.
New management under CEO Bracken Darrell transformed Logitech into a company with a design-led focus. The product and brand portfolio are diversified with a strong focus on audio, video, gaming and other cloud-connected devices. This ultimately leads to a significantly lower dependency on the PC market, financial success, a transformed corporate culture, and high recognition in the industry. The strategy is not fundamentally different from the previous attempts, but the leadership style and strategy execution are radically changed. With the departure of key executives, Logitech and its CEO in 2019 are again at crossroads and are looking for new ways to grow.
This case is a continuation of "How Peloton Built the Foundation for Enduring Success (A)," CaseWorks case #210404A (CU274). Connected fitness company Peloton enjoyed triple-digit growth every year between FY 2014 and FY 2020, posted its first positive operating cash flow in FY 2020, and saw its market capitalization exceed $40 billion following its September 2019 IPO. Despite growing competition, founder and CEO John Foley believed Peloton's best days lay ahead. But was the company's business model robust and resilient enough to realize its founder's aspiration?
This note explains the workings of money and cryptocurrencies and introduces what money is, before briefly reviewing its history. The note elaborates on the workings of money today (i.e., fiat currencies such as the US dollar and the European euro) and the importance of debt in the financial system. It then explains what cryptocurrencies consist of, notably the workings of blockchain technologies and the goals that utopian currencies hope to achieve. The note concludes by describing three major cryptocurrencies: bitcoin, Ğ1, and impak Coin.
New research shows that relatively few employees consistently share their thoughts and opinions on issues outside the scope of their jobs with their managers. This is a problem because employee voice the willingness to speak up to managers about a multitude of issues and opportunities for improvement offers many benefits for both companies and their workers. Here are ways to encourage this behavior.
On August 24, 2015, Angela Merkel, chancellor of Germany, and Francois Hollande, president of France, met in Berlin to discuss solutions to what had become known as the European refugee crisis. The vast influx of refugees was the result of thousands from Syria, Afghanistan, and Iraq leaving their war torn countries to travel across the Mediterranean Sea or overland to seek refuge in European Union (EU) countries. The crisis had been building since the beginning of the year, leaving some countries-particularly those at the EU borders-overwhelmed with refugees. In the meantime the Bundesamt für Migration und Flüchtlinge (BAMF), Germany's Federal Office for Migration and Refugees, announced it had ratified an order suspending the Dublin convention, a 1990 protocol which forced refugees to apply for asylum in the first EU member country in which they set foot. "Germany will become the member state responsible for processing their claims," a government statement said of the refugees, largely from Syria. As a result, Germany quickly became the first-choice destination for Syrians. Word of Merkel's suspension of the Dublin protocol spread quickly among refugees-Syrian and otherwise-who were heading to the EU or already waiting in camps. Indeed, Hungary's ambassador to Germany, Peter Györkös, later claimed that on August 26, Serbian police found thousands of discarded passports on their side of the border. "From that moment on, every refugee was a Syrian," he told The Guardian.
This note explains the workings of money and cryptocurrencies and introduces what money is, before briefly reviewing its history. The note elaborates on the workings of money today (i.e., fiat currencies such as the US dollar and the European euro) and the importance of debt in the financial system. It then explains what cryptocurrencies consist of, notably the workings of blockchain technologies and the goals that utopian currencies hope to achieve. The note concludes by describing three major cryptocurrencies: bitcoin, Äž1, and impak Coin.
The world's first truly global AI crisis came at a time when no one expected. In the summer of 2020, after college exams were cancelled due to COVID-19 restrictions, tens of thousands of students received nonsensical grades, which were determined using undisclosed AI models trained on the class of 2020 and prior years students' data. Few things mattered more in life than where one went to college, and for many young people, their career, relationships, network, income, and, generally speaking, life was to be determined by what the UK's prime minister Boris Johnson labeled as the "mutant algorithm." Much like COVID-19 itself, this situation was repeated nearly identically in multiple countries, but the first instance of the crisis was with the International Baccalaureate Organization headquartered in Switzerland, which, on July 5, 2020, was the first to release its grades before individual countries released theirs. This public-sourced case examines the grading scandal, how it happened, and how it affected students worldwide.