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A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

In the summer of 2006 the chairman and CEO of Eurotunnel Group is faced with the decision whether to file for bankruptcy protection, after having failed to gain creditor approval of an ambitious out-of-court restructuring plan. The company, which has been attempting to restructure its debt and operations for the last ten years, faces a number of daunting challenges. Eurotunnel is jointly listed in the U.K. and France, and its shareholders, who are largely based in France, face the prospect of significant dilution under any restructuring plan. The current chairman and CEO has been with the company for only a year-and-a half, following a decade of senior management turbulence in which the company has seen nine different CEOs and chairmen. Eurotunnel's capital structure is staggeringly complex, and a large fraction of its debt has come to be held by U.S.-based hedge funds that specialize in investing in distressed companies. Finally, Eurotunnel's business is extremely challenging to value, and is faced with significant competition. If the current chairman/CEO decides to file for bankruptcy, he faces the additional choice whether to file for bankruptcy in the U.K. or in France, which take quite different approaches to restructuring troubled companies.

In mid-2007 the chairman and CEO of Eurotunnel Group, having elected to file for bankruptcy under a newly-enacted French insolvency law, awaits the outcome of a vote by creditors and shareholders. At least 50% of the shareholders must approve the plan, however they face significant dilution of their ownership interests in Eurotunnel. If the vote fails to pass, the possibility that the company may have to be liquidated becomes increasingly likely.

A shareholder and employee of a small laser and water jet cutting corporation in Toronto, Canada must make decisions regarding expansion, purchase of new equipment, hiring of more personnel and a move to a larger location. Students are expected to 1) complete an industry analysis of the manufacturing industry, including the current economic outlook; 2) perform a thorough company size-up; 3) identify the qualitative pros and cons of each decision; 4) perform two differential analyses, one with sensitivity and one without, after identifying items relevant to the expansion decision and categorizing them as either recurring or one-time flows; 5) assess the financing, timing and any other relevant factors to each option; and 6) use their analysis to make their decisions.

Northwest Newsprint, Inc. is a major producer of newsprint and pulpmills in the Pacific Northwest and Canada from which they supplied various North American markets. In Northwest Newsprint, Inc. (A), product #9A98E035, the assistant controller's supply chain optimization approach leads to the conclusion that Northwest Newsprint, Inc. has far too much manufacturing capacity. This supplemental case addresses the ability of price changes to mitigate supply chain issues and improve supply chain profitability.

Relations between the People's Republic of China (PRC), on the Chinese Mainland, and the Republic of China (ROC), on Taiwan, had improved significantly since 2008. Taiwan investment in China had played a major role in China's economic boom in recent decades. Investments, partnerships, study, travel, and marriages across the Strait pointed to a future of ever-greater interaction between two parties that brought Asia to the brink of war three times in the last half-century (1954, 1958, 1996). But what does the future hold? Will Taiwan thrive and yet maintain its autonomy as a part of the broader economy of "Greater China"? Will economic integration lead, inexorably, to Taiwan's incorporation into the People's Republic of China? Or will the 2016 electoral backlash in Taiwan against integration with the Mainland embolden the new Taiwan leadership to seek a future for Taiwan separate from China?

Beijing EAPs Consulting Inc. (BEC) is a rapidly growing consulting company whose number of employees has increased from six to 16 in just one year. BEC has adopted a new project management system, using project managers to coordinate several employees from various departments. Due to the heavy workload, most employees must work on multiple projects. Collaboration between projects and department managers is not very smooth. The chief executive officer must decide how he can improve the collaboration efforts across the company's different departments.

Addleshaw-Goddard (AG), the 15th largest law firm in the U.K., is seeking ways to serve larger clients on more important legal matters. Part of this strategy involves its "Client Development Centre (CDC)," an innovative idea and set of services launched by Dr. Jim Hever who holds a Ph.D. in Strategic Leadership Development. The mission of the CDC is to improve the capabilities of clients' in-house legal departments, such as by making them better partners with the business units and improving their leadership skills. The CDC has adopted an innovative pricing structure. Rather than charging direct fees for these consulting services, it proposed to the client that it contract with the firm for five times this amount in legal fees that might otherwise have gone to another law firm. It is in this way that AG hopes to increase its position in its larger clients. AG has also developed a very systematic program for identifying and serving its key clients, developed in collaboration with Cranfield School of Management. It is these clients that will be the focus of the efforts for the CDC. In addition, the firm has co-developed a training program with Cranfield to improve the skills of its own partners. The case explores whether these initiatives will lead to a long-term competitive advantage. The firm believes what really will produce competitive advantage is its "Me-To-You-Mindset" initiative that encourages partners to look at the world through their clients' eyes. At the end of the case Hever is reflecting on a proposal he submitted for providing CDC services to one of the largest U.K. companies. The general counsel wants to pay for these services in cash should he decide to accept the proposal, rather than hiring AG for more legal work. Hever is wondering if this is a good way to take advantage of recent reforms allowing law firms to provide other professional services, like consulting, or if this is "off-strategy" for the mission of the CDC.

Soon after Robert Iger took over as CEO of the Walt Disney Company in late 2005, he turned his attention toward Pixar, the animation studio with which Disney had worked since 1991 and was responsible for producing hits such as Toy Story and Finding Nemo. Disney's own animated film business had been in decline since Jeffrey Katzenberg left to establish rival studio Dreamworks and the business relied on revenue from its partnership with Pixar to maintain performance. With the Co- Production Agreement between the two studios coming to a close in 2006, Pixar was looking to negotiate better terms with another distribution partner. Could Disney risk losing them?

Examines the challenges The Home Depot faced in the aftermath of natural disasters such as Hurricanes Katrina, Rita and Andrew. By providing 40,000-50,000 items sold by knowledgeable associates, The Home Depot became a destination place for customers in need of anything from shovels to a new kitchen sink or supplies to use in recovering from a hurricane or flood. Disasters are thus both a source of disruption to the company's operations and a source of additional demand for its products and services. How, then, should The Home Depot organize itself in advance of disaster events?

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group) is substantially updated from the original. This chapter introduces Bennis's vision of today's world, with an emphasis on US business institutions. He describes a four-step process that can lead a person to "master the context" of his or her environment: (1) becoming self-expressive; (2) listening to the inner voice; (3) learning from the right mentors; and (4) giving oneself over to a guiding vision.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group) is substantially updated from the original. In this chapter, Bennis establishes that the critical activity of self-invention which characterizes all leaders begins with self-knowledge. He then explores four basic lessons of self-knowledge: (1) You are your own best teacher. (2) Accept responsibility. (3) You can learn anything you want to learn. (4) True understanding comes from reflecting on your experience. He goes on to examine how leaders are influenced by their backgrounds but not ultimately controlled by them.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis discusses "whole-brain thinking," which he believes is a necessary capability of top executives and which includes creativity, impulse, and instinct as well as more "scientific" analytical skills.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis argues that "letting the self emerge is the essential task for leaders." He offers lessons on the importance of reflecting deeply on personal experience and constantly striving to acquire new perspectives. He presents four "tests" through which individuals build capabilities and focus on self-fulfillment. And he goes on to discuss desire, or the passion for life; the pursuit of mastery; and the value of strategic thinking.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis examines the ongoing development of a leader's skills and abilities through change, and especially under adversity. The true leader endlessly enriches his worldview by learning from difficult people, challenging organizational obstacles, and experiencing failure.