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Supplements the (A) case.

Spreadsheet Supplement for case 800292

Spreadsheet Supplement for case 800291

Spreadsheet Supplement for case 800290

Describes a company's struggles in implementing a subjective performance rating system for its employees. In particular, it describes the difficulties faced by the CEO in getting managers to combat "ratings inflation"--that is, to produce numerical ratings that are both differentiated and "not too high."

Describes a company's changing of its compensation and incentive plan. In particular, it shows how a change from hourly pay to piece rate pay (for windshield installers) affected productivity, pay, and turnover.

Describes IDEO, the world's leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO's legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits.

Spreadsheet supplement for case 600-143.

Indonesia was hit hard by the Asian economic crisis. By October 8, 1997, its currency, the rupiah, was down 60% from its pre-floatation value. The rupiah fell to a historic low of 16,500 against the dollar on January 23, 1998. Capital flight accelerated and social unrest was widespread. On February 4, Professor Steve Hanke suggested to President Suharto that a currency board system could stabilize the currency. While Suharto was highly receptive to the idea, the IMF was not. It threatened to withdraw all its support to Indonesia. It was up to Suharto to decide which way to go.

Explores two main issues: how the IBM Technology Group was able to build a robust, scalable, and functional IT platform using packaged enterprise resource planning (ERP) software from SAP, and how the division should best leverage this capability going forward.

Compares the management of professionals at Egon Zehnder International, a leading executive search firm, and its competitors. Highlights recruitment, rewards, and retention as key dimensions of strategy in professional service firms.

Discusses how Intel Corp. uses corporate venture capital to explore new technologies in new markets. Intel combines external investments with internal research and development.

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier case.

In April 1986, the Ryan brothers announce that their fledging Irish airline Ryanair will soon commence service between Dublin and London. For the first time, Ryanair will face formidable competitors such as Aer Lingus and British Airways on a major route. Students are asked to assess Ryanair's entry and anticipate the response of incumbent carriers.

Supplements the (A) case.

Presents a follow-up to the (A) and (B) cases.

The Swiss watch industry has been devastated by new entrants from Asia in the low- and mid-priced watch segments. Japanese and Hong Kong firms have used quartz technology to lower costs dramatically. Nicolas Hayek, president of a Swiss consulting firm, is asked to help design a new strategy and structure for the two Swiss giants, ASUAG and SSIH, which have decided to merge. Ernst Thomke, managing director of ASUAG's manufacturing arm, also figures prominently. The case outlines options for the positioning of the new, inexpensive Swatch brand as well as a number of other flagship Swiss brands. Focuses on alignment of strategy with the structure of the new company. Topics to address include the management of change and the formulation of a detailed action plan to make the new company succeed.

Describes the course pursued by Hayek, Thomke, and others in the formation of SMH. Discusses the new strategy and its implementation, charting the dramatic recovery of the large Swiss watchmakers. Ends with an exploration of Hayek's efforts to build on SMH's successes.

Spreadsheet supplement for case 700-115.