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Most organizations struggle with leadership development. They promote top performers into management roles, put them through a few workshops and seminars, then throw them to the wolves. Managers with the ability to survive and thrive are rewarded; those without it are disciplined or reassigned. The problem is, an alarming number of people fall into the second category. This happens not because managers lack skills but because companies fail to realize that there is no single kind of leader-in-training. In this article, Natalie Shope Griffin, a consultant in executive and organizational development at Nationwide Financial, describes four kinds of managers-in-training, each embodying unique challenges and opportunities: reluctant leaders, arrogant leaders, unknown leaders, and workaholics. The author outlines specific training approaches tailored to each type of prospective leader. By focusing on the unique circumstances of individual managers, investing in them early in their careers, offering effective coaching, and providing real-life management experiences, Nationwide's leadership-development program has produced hundreds of successful leaders.

Most new product ideas are either uninspired or impractical. So how can developers hit the innovation sweet spot--far enough from existing products to attract real interest but close enough that they are feasible to make and market? They can apply five innovation patterns that manipulate existing components of a product and its immediate environment to come up with something both ingenious and viable, say the authors. The subtraction pattern works by removing product components, particularly those that seem desirable or indispensable. Think of the legless high chair that attaches to the kitchen table. The multiplication pattern makes one or more copies of an existing component, then alters those copies in some important way. For example, the Gillette double-bladed razor features a second blade that cuts whiskers at a slightly different angle. By dividing an existing product into its component parts--the division pattern--you can see something that was an integrated whole in an entirely different light. Think of the modern home stereo--it has modular speakers, tuners, and CD and tape players, which allow users to customize their sound systems. The task unification pattern involves assigning a new task to an existing product element or environmental attribute, thereby unifying two tasks in a single component. An example is the defrosting filament in an automobile windshield that also serves as a radio antenna. Finally, the attribute dependency pattern alters or creates the dependent relationships between a product and its environment. For example, by creating a dependent relationship between lens color and external lighting conditions, eyeglass developers came up with a lens that changes color when exposed to sunlight.

Tom Rose was about to listen to his marketing head, Cassie Martin, make a major presentation on the biggest strategic initiative in Rose Partyware's history: the launch of a branded line of party ware. Rose had manufactured paper goods for parties and other social events for many years. But Tom had recently spotted an opportunity to break out of the pack: a new printing technology that would improve quality and reduce costs. When Rose test-marketed the new line, consumers loved it, and retailers pledged their support. Tom felt that the new technology would give Rose the edge it needed to establish its own brand, which would, in turn, allow the company to stay ahead of its rivals. In her presentation, Cassie reported that customers loved the brand concept. However, it was going to be more expensive than she had originally thought. And Hank Lewis, Rose's national accounts manager, further complicated matters when he told Tom that one of Rose's biggest customers, Party!, had just decided to offer customers a complete line of party goods under its own name and wanted Rose to manufacture it. The management team is split on whether Rose should launch its own line. Tom needs to decide: What's the best marketing strategy for Rose Partyware? In R0303A and R0303Z, commentators Frank Weise III, Cott CEO; Micky Pant, Reebok chief marketing officer; Stephen J. Hoch, a marketing professor at Wharton; Judith Corstjens, head of Cubiculum Consultancy; and Marcel Corstjens, a marketing professor at Insead, offer advice on this fictional case study.

Tom Rose was about to listen to his marketing head, Cassie Martin, make a major presentation on the biggest strategic initiative in Rose Partyware's history: the launch of a branded line of party ware. Rose had manufactured paper goods for parties and other social events for many years. But Tom had recently spotted an opportunity to break out of the pack: a new printing technology that would improve quality and reduce costs. When Rose test-marketed the new line, consumers loved it, and retailers pledged their support. Tom felt that the new technology would give Rose the edge it needed to establish its own brand, which would, in turn, allow the company to stay ahead of its rivals. In her presentation, Cassie reported that customers loved the brand concept. However, it was going to be more expensive than she had originally thought. And Hank Lewis, Rose's national accounts manager, further complicated matters when he told Tom that one of Rose's biggest customers, Party!, had just decided to offer customers a complete line of party goods under its own name and wanted Rose to manufacture it. The management team is split on whether Rose should launch its own line. Tom needs to decide: What's the best marketing strategy for Rose Partyware? In R0303A and R0303Z, commentators Frank Weise III, Cott CEO; Micky Pant, Reebok chief marketing officer; Stephen J. Hoch, a marketing professor at Wharton; Judith Corstjens, head of Cubiculum Consultancy; and Marcel Corstjens, a marketing professor at Insead, offer advice on this fictional case study.

When and how should a firm introduce an innovative new product? Introduce too early and functionality may not be there, too late and strong competition might appear. Precise Software Solutions, headquartered in Westwood, MA, is a small, growing company with a successful--albeit narrowly targeted--software product for database performance management. In 1999, it had the beginnings of a new product with radically broader functionality and market appeal. However, this new product would potentially appeal to a different "audience" within the client's IT organization. Once management decides when to introduce the product, it must also decide how to do so. Specifically, should this product be sold through the same sales force as other successful products? Or, would the company be better off creating a separate group targeted at this new audience? Finally, it must also decide how to price the product. Its current products have historically yielded sales of $15K to $25K. The firm feels that the value of this new product could be five times this amount. Is this possible? Will the same salespeople be effective? Teaching Purpose: Examines sales organization, sales strategy, and new product introduction.

In spring 2001, with the venture market crashing all around, the London office of Accel Partners, a major west coast venture capital firm, needs to make a decision about investing in an Irish software company. As the first investment of the new European operation, the decision will serve as a proof of concept for the process that the organization has set up. This case presents Accel's strategy in moving into Europe and staying there even as many other firms shuttered or reduced their overseas' operations. In addition, the protagonists must decide how to structure a term sheet and whether to include another venture firm in the deal.

Spreadsheet Supplement for case 803021

In early 2003, Prime Minister Goh Chok Tong is assessing Singapore's development strategy--tax cutting combined with an industrial policy focused on six "clusters," including biomedical sciences. After 36 years of stupendous growth, Singapore has slowed down and faces intense competition in exports and foreign direct investment, especially from China. Is its new strategy the right choice? This case examines several key aspects of Singapore's growth, including organizational/cultural arrangements, the savings/investment balance, and total factor productivity growth.

The CEO initiated a cultural change process at Prudential Financial to support a major business reorientation. Prudential, historically a privately held ("mutual") insurance company, went public in 2001. The cultural change was intended to prepare the organization to be a publicly traded financial services firm in which speaking up was encouraged at all levels of the organization.

What is the best way to "sell" consulting services? Should the firm focus on key accounts? Should it have dedicated salespeople? How should the firm account for "selling" activities in its compensation plan? ENSR is an environmental consulting firm located in Westford, MA. It consults on a variety of topics, such as air and water qualit, wildlife resource management, and workplace safety. As a result, its 1,000 consultants are drawn from very diverse backgrounds. The firm's top management seeks to deliver sales and utilization growth from this complex organization. The question is how should they do it?

Profiles veteran investor Wilbur L. Ross, Jr.'s plan to turn around the aging steel assets of LTV, formerly America's second largest integrated steel producer. Purchasing several key assets from LTV under Section 363 of the Bankruptcy Code, Ross is able to acquire the assets free of any pension or healthcare liabilities to retirees. Examines the challenges Ross faces as he tries to make the reborn steel company into a global player as one of the world's lowest cost producers. To accomplish this, he must negotiate a new agreement with the steelworkers' union, transform the old LTV culture, and secure long-term contracts with the right customers who could fulfill ISG's capacity requirements.

This note which describes the architecture and processes that characterize effective teams, begins by detailing the steps involved in designing a team, from diagnosing the complexity, interdependence, and objectives of the task to harnessing the key resources teams need from their environment. It describes the qualities to search for when selecting team members, including finding the right number of people, individual skills along both technical and interpersonal dimensions, and a mix of skills appropriate for the task. Once the team is designed, team leaders and members need to shape and monitor team processes, starting with the team launch. Describes how to diagnose emergent team processes such as information exchange, collaboration, decision making, impression formation, and underlying identity dynamics. Includes steps managers can take to improve dysfunctional team processes such as restructuring and shaping the social forces within the team. Ends with a discussion of bridging differences in teams across both geographic and cultural divides.

Waiting lines, sometimes called queuing situations, are encountered widely in business operations. Improvements to the waiting-line process would result, in many cases, in better use of labor, equipment and facilities, and a greater capability to provide customers with a level of service that matches the business objective. This note presents methods for determining the resources needed to provide particular service attributes in waiting-line situations.

Digital media--legitimate and otherwise--were one of the few bright spots for high-technology companies in the middle of a deep and protracted recession. These demands left computer makers, builders of components such as microprocessors, software developers, and others between a rock and a hard place. Consumers disliked many of the anti-piracy technologies promoted by media companies because they often restricted legal (as well as illegal) uses of the technologies. High-technology companies feared government intrusion, legislating which technologies they could market. Many thought that digital media could provide compelling services (the "killer app") that would drive device sales and promote broadband uptake. The issues surrounding intellectual property protection could either promote or inhibit digital media. As these complementors squared off, countless billions of dollars and much of the future of media and technology were at stake.

HEB, a family-owned Texan retailer, is the 12th largest supermarket chain in the United States. In expanding its operations into Mexico in 1997, the company transferred not only its products and services but also its social strategy of working with food banks. The Monterrey Food Bank (Banco de Alimentos de Monterrey), one of Caritas's social service programs, began in 1989 with the purpose of providing nutritional assistance to needy families regardless of religious affiliation. The collaboration of HEB with the Monterrey Food Bank enabled this operation to move from basic to world-class level in terms of new storage and handling facilities and administrative systems. The partners perceived significant benefits for each other and the community. Strong leadership and interpersonal relationships contributed to the development of a considerable mutual trust that has fostered a vigorous and growing partnership.

Introduces the issues attendant to valuing privately held portfolios and distributing thinly traded stock. Although they have existed since the beginning of the formal venture capital industry, they have received increasing amounts of attention as the money invested in private equity has grown. Presents the perspectives of the many participants in the industry.

In an attempt to reduce its ecological footprint, Interface Americas, a leading manufacturer of commercial carpet tile, has launched the Evergreen Services Agreement (ESA)--a lease agreement that provides would-be carpet purchasers with comprehensive floor-covering services (color, texture, warmth, beauty, acoustics, and safety). Under ESA, Interface retains ownership of all carpet material, thereby ensuring proper recycling. Despite active media attention and a lot of interested calls from potential buyers, Interface is having difficulty selling ESA. CEO Dan Hendrix is at a crossroad and must decide whether to continue support for ESA or to focus on other initiatives. This case, grounded in a failed negotiation with the University of Texas, Houston, details a discussion of the difficulties of structuring a long-term lease agreement, defining a new service value proposition for the customer, and developing a sustainable business model for product-related services.

Updates the continuing developments in the disposable diaper industry from 1994 to 2003. Investigates new product innovation, global expansion, and emerging competitors in the highly competitive diaper industry, including the rise of training pants and ventures into Europe. Tracks the improvements of Kimberly-Clark's Huggies, Procter & Gamble's Pampers and Luvs, as well as the market share battles that result.

Describes the organizational transformation occurring at the Washington Suburban Sanitary Commission (WSSC), a public utility. Faced with the possibility of privatization after decades of providing service in the absence of competition or performance pressures, the WSSC leadership orchestrates a reorganization to improve efficiency and effectiveness, while facing massive layoffs. A critical decision the organization faces is whether, and how, to add new entrepreneurial services to increase otherwise flat revenues. Analyses focus on assessment of the change process and approach.

Carlos Ghosn, a former executive vice-president of Renault, became the COO of Nissan Motor Co., a troubled auto company in Japan when Renault bought 38% of the company in 1999. This case deals with how Ghosn turned the company around. Examines in considerable detail how he went about successfully energizing and mobilizing the demoralized employees after a decade of failed efforts. A rewritten version of an earlier case.