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The case describes a five-year effort (2006-2011) of distribution rationalization and consolidation at Ford. The financial crisis in the second-half of 2008 forced GM and Chrysler into bankruptcy. Having completed the distribution overhaul work by 2011, its senior managers wondered how the transformed distribution channel would meet the needs of its new product strategy developed in response to the financial crisis.

Rose Adams, the CFO of Haley-Midland, Inc., dispensed with pleasantries and started right in on her questions for Jim Sweeney, the senior vice president of human resources, and Nancy Walters, Haley-Midland's vice president and treasurer, about the brewing crisis with the company's 401(k) plan.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 1 explores underlying reasons why some teams succeed and others do not. The author, drawing from team-based simulations that pit defense and intelligence professionals against each other in mock terrorist attacks, offers four primary reasons: (1) the strategic differences between offense and defense, (2) teams' identification and utilization of specific individuals' expertise, (3) the systematic avoidance stereotypes, and (4) the development of clearly defined, situation-appropriate strategies.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In Chapter 2 the author continues his use of studies done within the intelligence community. He discusses seven forms of collaboration currently used within the community and compares scenarios that require team effort with those demanding individual attention. He also guides the reader in using a simple, two-question model to select the appropriate team structure, and then delineates five different types of teams and situations in which the model can be employed.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 3 explores the concept of "team effectiveness" by assessing a team's performance based on three dimensions: the productive output of the team, the social processes implemented by the team, and the quality of individual learning and development garnered through the overall group experience. A simple checklist is devised for use in monitoring a team's processes in real time. An emphasis is placed on identifying structural and contextual conditions, as opposed to focusing on the perfect leadership style, in order to enable effective collaboration.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 4 explores the first of the six enabling conditions for effective teamwork: so-called "real teamwork." The primary focus of the chapter is to help leaders create solid foundations for their teams to build and thrive from. The author compares two teams to illustrate the difference between what he calls a "real team" and a team in name only. Through this comparison, he defines three attributes that a real team possesses: (1) a clear boundary distinguishing members from nonmembers, (2) team members who work interdependently to create a product which they all share responsibility for, and (3) a group environment is stable enough to give team members adequate time to learn to work together. The author concludes with the potential downsides of forming a team which does not meet his definition and offers suggestions on when teams should be used to accomplish objectives.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 5 explores the second of the six enabling conditions for effective teamwork: a compelling team purpose. This chapter is designed to help leaders better articulate desired results and motivate their teams. The author draws upon research to define three attributes that the best statements of purpose possess: (1) a clearly defined objective, (2) a challenging task, and (3) relevance to achieving a br0ader goal. A framework for identifying, applying, and managing a team's focus is developed, and explanations as to why teams drift or lose focus are explored. Additionally, the author examines key indicators of effective and well-designed teamwork.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In Chapter 6 the author discusses the third of the six enabling conditions for effective teamwork: selecting the right mix of team members. This chapter provides techniques that will help leaders form the most compatible teams. The author turns to research exploring the effects of personal characteristics on group dynamics for help in selecting the appropriate members. Additionally, the importance of a team's composition, notably its size and mix, is discussed.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 7 explores the fourth of the six enabling conditions for effective teamwork: establishing a code of acceptable group conduct, or what the author calls norms. Drawing from the results of his own studies on group dynamics, he argues that teams which explicitly define appropriate behaviors outperform even the most strategically assembled teams which fail to do so. He then explains how teams foster and sustain norms by focusing on two particular types of norms: those that help a group identify and most effectively tap members' skills and knowledge, and those that help a group develop and implement performance strategies.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In chapter 8, the author discusses the fifth of the six enabling conditions for effective teamwork: the importance of organizational support to team performance. This chapter focuses on how leaders can successfully deliver to their teams four essential components of this support: (1) provide access to the information the team requires, (2) make available educational support and technical tools to supplement team members' own skills and knowledge, (3) balance material resources the team has access to, and (4) engender external recognition and acknowledgement of the team's accomplishments.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 9 discusses the last of the six enabling conditions for effective teamwork: provide appropriate coaching. First the author examines the benefits of coaching a team simultaneously as opposed to its members individually. Next, he discusses the primary focus of coaching, arguing that the most effective coaching doesn't focus on managing interpersonal relationships but on the actual work the team is doing. He then discusses the importance of well-timed coaching sessions by drawing upon research mapping the life cycle of a team and identifying specific points where coaching is most effective. The chapter concludes with five brief guidelines for effective coaching.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 10 opens with a quick summary of the six enabling conditions for effective teamwork. The primary focus of the chapter is on what the author calls the 60-30-10 rule. Developed to help leaders better manage their teams, the rule states that 60% of the difference in how well a team performs is affected by foundation the leader builds for the team before it even begins any work, 30% is attributable to the launch of the team, and 10% is determined by how the leader handles the team once work is under way.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In the eleventh and final chapter, the author explores a series of assertions pertaining to team management made by professionals within the intelligence community. The author examines each assertion, determining the obstacle as well as the opportunity for constructive change that each presents.

Fiat ended its 27-year absence in the North American automobile market when the first Cinquecento (500)-a very small, iconic Italian car that had strong sales in Europe-was delivered on March 10, 2011. The Italian automaker re-entered the market through an alliance with Chrysler, the American automaker Fiat acquired in April 2009. For Laura Soave, Chrysler Group's head of Fiat Brand North America, the first delivery marked a watershed in a journey that began 12 months before when she first took responsibility for re-launching the Fiat brand in North America. As the first product of the Fiat-Chrysler alliance, the outcome of the Cinquecento launch would indicate how the integration of operations, and in particular the sharing of technology, platforms, components, manufacturing plants, and distribution networks would drive the long-term health of both Fiat and Chrysler. This case looks at the various strategic and operational challenges Soave faced throughout the process.

This case, intended for MBA and executive education audiences, investigates whether an LLC should invest in a real estate deal. The materials provide a straightforward opportunity for applying discounted-cash-flow methods from the perspective of equity investors in the LLC. The investors know the terms of interest and principal payments on planned debt financing and have made forecasts of rental rates, occupancy, depreciation, future sale price, various expenses, and other items related to the property. The case can be used as an introduction to estimation and analysis of cash flows to the suppliers of equity. The setting provides opportunities for discussion of tax issues and risks.

Rogers Communication's new president and chief executive officer (CEO) contemplated the future growth opportunities of the company that he now controlled. The CEO was taking the reins of Rogers at a high point - it was a force to be reckoned with in all areas of the telecommunications sector including wireless, television, internet telephone and landline telephone. However, competition in the industry was also at an all-time high and innovations were abounding. The CEO knew that in order to successfully develop Rogers' strategic direction for the future, he would have to make a number of tradeoffs that would require a strong understanding of the competitive landscape and the future of the industry. The case provides the following questions: (1) Can Rogers afford to be a leader in all four product areas: wireless, television, internet and landline telephone? (2) Should Rogers maintain the industry trend toward offering quadruple plays? (3) Where should it be willing to lead and where should it be willing to lag behind competitors? (4) Should Rogers think about its future as four (or less) distinct businesses or as one company? (5) Should Rogers think about entering markets in which it does not currently have a strong presence? (6) How do ancillary businesses such as media fit into Rogers' future? (7) How much financial flexibility does Rogers have for enacting any future strategies? In making these tradeoffs, Rogers will have to explore its resource strengths and weaknesses: this will allow it to gain an in-depth understanding of its competitive advantage. Understanding its competitive advantage will help Rogers make decisions concerning future resource investments that will allow it to lead the industry. No matter which tradeoffs Rogers considers making, the results must help Rogers continue to outperform its competitors by maintaining net margins in the 20 per cent and greater range.

This case describes a health care town hall meeting that was derailed by vocal protesters. The case was designed for a very specific teaching purpose: to discuss a variety of alternatives to the tried and true town hall meeting format which, the sponsoring professor believes, is not only quite vulnerable to disruption, but is not a terribly effective or democratic way to involve the public in local decision making, to begin with. Underlying the case is a belief that those who organize public engagements should be deliberate about: 1) the purposes of a public meeting: what a public meeting aims to do 2) the strategy of recruiting participants: who participates 3) the organization of discussion and decision making 4) the extent to which conclusions of the meeting will influence policy or public action The case itself provides a lively starting point for the conversation by describing how a modest Tampa meeting about local health care was overtaken by opponents of national health care reform. The case also provides as context background about the decision by Democrats in 2009 to sponsor health care town hall meetings across the country, in an effort to boost public support for health reform-an effort that was subverted when the meetings became the target of large, vocal, anti-health reform protests. HKS Case Number 1939.0

In August of 2007, the mayor of Bogota, Luis Eduardo Garzón had to decide whether to proceed with plans to build a Bus Rapid Transit (BRT) line in Avenida Séptima, one of the most important transportation corridors in the Colombian capital. The proposed line would be an extension of Bogotá's BRT system, called TransMilenio, which had opened in 2000 as the first BRT system to be built in a large metropolis. TransMilenio's modest construction cost, high capacity and excellent quality of service had attracted the attention of urban transportation planners around the world and the system soon became one of the most acclaimed and imitated transportation innovations of its time. But the performance of TransMilenio had deteriorated somewhat over time, as the system expanded. And the latest proposed addition on Avenida Septima posed special technical and political challenges. Elections were only a few months away and by law Garzón could not run for immediate reelection, but the candidate from his party was campaigning on a platform of building a metro instead of expanding the BRT system. Should Mayor Garzón try to lock the city into expanding the BRT by awarding contracts to build Avenida Séptima or leave the decision for his successor?

Dental Associates of Northern Virginia is one of the largest dental networks in northern Virginia. In this series of two cases, the head administrator is caught between staying abreast with new technology by investing in innovative all-porcelain crown-making machines and holding steadfast to a laggard strategy of wait and see. This choice also aligns with the head administrator making a larger decision of whether to enhance the core competency of his network by developing a complete in-house laboratory or continuing to rely on an expensive, but reliable, outside laboratory for all-porcelain restorations. Together the two cases in the series are rich in concepts dealing with cost, timeliness, quality and flexibility as students are forced to see an operations problem from both patient and doctor perspectives. The cases also consider the ever-changing world of technology and how it impacts a doctor's practice along with an entire network of offices.

Dental Associates of Northern Virginia is one of the largest dental networks in northern Virginia. In this series of two cases, the head administrator is caught between staying abreast with new technology by investing in innovative all-porcelain crown-making machines and holding steadfast to a laggard strategy of wait and see. This choice also aligns with the head administrator making a larger decision of whether to enhance the core competency of his network by developing a complete in-house laboratory or continuing to rely on an expensive, but reliable, outside laboratory for all-porcelain restorations. Together the two cases in the series are rich in concepts dealing with cost, timeliness, quality and flexibility as students are forced to see an operations problem from both patient and doctor perspectives. The cases also consider the ever-changing world of technology and how it impacts a doctor's practice along with an entire network of offices.