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San Diego City Schools embarked on an ambitious, districtwide reform effort to improve student achievement in 1998. Examines the role of resource reallocation in supporting the district's reform strategy, highlighting how resource allocation choices and processes affect organizational coherence and strategy execution. In the fall of 2003, the district leadership contemplates making substantial changes to its resource allocation system in response to a serious budget crisis and mounting internal and external pressures for change.

Supplements the (A) case.

The president and chief executive officer of Progistix-Solutions Inc. has asked an analyst to prepare an annual review of the Xerox Critical Parts Network for presentation to management in two weeks. The president expected the analyst to review the performance of the network and establish an improvement plan for the coming year, supported by specific goals and objectives. Although Xerox and Progistix were satisfied with their relationship, after five years, both parties were interested in exploring ways to improve the network, especially because competitors had adopted similar approaches. In preparation for the meeting, the analyst wanted to explore opportunities in three specific areas: First, identify opportunities to improve depot operations. Second, determine how and where Progistix could work together with Xerox on such an initiative making additional improvements in the area of inventory management. Third, improve systemwide inventory turn performance by re-examining the cut-off point for filling the technicians' trunks with inventory. This case

This case is about the history, achievements, and problems of a uniquely run medical institution. It has become an award-winning, world-class institution through emphasis on and nurturing of talented, hard-working, and salaried doctors; a culture of excellence and innovation; and teamwork. In recent years, as competition for patients grew, funding and reimbursement diminished, and patients demanded better service, the center has had to find ways to provide better patient service in order to maintain its competitive edge.

In March 1999, Renault, the ninth largest car maker in the world, announced acquisition of a 36.8 percent stake in Nissan Motor for $5.4B. Second, Carlos Ghosn would take charge of the struggling company. The news shocked Japan as well as the global business community. Would a Westerner be able to bring about change in a Japanese company with a deep-rooted tradition of bureaucratic behavior and a consensus-building style? Case A describes the steps that led to the acquisition of Nissan. Case B covers the story of Carlos Ghosn and how he changed the company and brought profitability to Nissan. The case discusses such techniques as the art of listening and understanding in depth, formation of cross-functional teams, and Ghosn's three management principles: transparency, 5% strategy and the rest execution, and communication of company direction and priorities.

In March 1999, Renault, the ninth largest car maker in the world, announced acquisition of a 36.8 percent stake in Nissan Motor for $5.4B. Second, Carlos Ghosn would take charge of the struggling company. The news shocked Japan as well as the global business community. Would a Westerner be able to bring about change in a Japanese company with a deep-rooted tradition of bureaucratic behavior and a consensus-building style? Case A describes the steps that led to the acquisition of Nissan. Case B covers the story of Carlos Ghosn and how he changed the company and brought profitability to Nissan. The case discusses such techniques as the art of listening and understanding in depth, formation of cross-functional teams, and Ghosn's three management principles: transparency, 5% strategy and the rest execution, and communication of company direction and priorities.

This note offers an introduction to reorganization procedures within the U.S. bankruptcy law from a business perspective. It can be used to explore the strategic dimensions of bankruptcy procedures and to set the stage for UV3875.

Spreadsheet supplement for case 605-015.

Harley-Davidson manufactures and sells motorcycles. It also provides financing for retail purchases and dealer stock. Although Harley's performance has been very strong, analysts and the press have questioned its use of a special-purpose entity to sell securities collateralized by its financing activities. Harley's management must decide how to balance the street's suspicion of this activity with its strategy of providing a "whole motorcycle experience" and the high level of profits created by the current arrangement.

Illustrates the challenges associated with centralizing IT decisions at Cisco after a decade of decentralized planning and project funding. When Brad Boston became Cisco's new CIO in 2001, he found that managers were starting to get frustrated with the results of their latest IT initiatives. Boston believed that Cisco needed to focus on its global infrastructure before investing in more functional tools and applications. Under the leadership of Boston and an executive operating committee, Cisco selected three major enterprise projects that required an unprecedented level of process planning and cross-functional cooperation, a major change from Cisco's legacy of entrepreneurial drive. As these three projects started to wind down in 2004, Boston and the operating committee were thinking about what types of new projects the IT organization should support. Raises issues about change management, centralized planning, IT prioritization and resource allocation, enterprise cooperation, and project funding.

This case traces the development of the worldwide watch industry from its inception through to mid-1990. In particular, it allows the reader to observe some fairly dramatic shifts in industry leadership, as well as several dramatic examples of product redefinition along the way. The case is rich enough in content to allow the reader to identify a number of often-recurring reasons for the changes in industry leadership.

The American Institute for Foreign Studies (AIFS) organizes study abroad programs and cultural exchanges for American students. The firm's revenues are mainly in U.S. dollars, but most of its costs are in eurodollars and British pounds. The company's controllers review the hedging activities of AIFS. AIFS has a hedging policy, but the controllers want to review the percentage of exposure that is covered and the use of forward contracts and options. AIFS sets guaranteed prices for its exchanges and tours a year in advance, before its final sales figures are known. The controllers need to ensure that the company adequately hedges its foreign exchange exposure and achieves an appropriate balance between forward contracts and currency options. To obtain executable spreadsheets (courseware), please contact our customer service department at [email protected].

IBM Europe is trying to expand business-to-business (B2B) efforts with its large distributors of midrange systems. These efforts aim to automate many transactions and business processes, removing the need for human involvement. IBM has completed an initial project with the German company Magirus; this project automated the transmission of midrange system orders for Magirus' internal information systems to IBM's systems. The leaders of the IBM effort face two principal challenges: accelerating the pace of subsequent efforts and convincing more distributors to take part.

Supplements the (A) case.

Focuses on using compensation as a lever for organizational improvement, highlighting topics such as developing institutional capacity for accountability, effecting organizational change, and working to address systemic misalignment.

Focuses on implementing complex school district reforms and the realities of leading and sustaining large-scale organizational change.

Focuses on continuing efforts to implement school district reforms as well as the challenges of succession and managing organizational change in tough economic times.