個案總覽

Service systems are inherently subject to variability, whether through customers, service providers, suppliers, or unexpected events. Yet, customers demand excellence and consistency regardless of this variability. In general, there are two ways to handle this variability: with people or with processes. We use the concept of robustness to describe these two approaches and address when one or the other might be appropriate and discuss how and why one might transition from one approach to the other. The relationship between robust people and robust processes within a system can inform and build upon one another in a cycle that mirrors that of continuous improvement. Investing in this cycle can help an organization move toward a system that relies more on robust processes and less on hiring and training robust people, allowing the organization to be scalable while simultaneously creating new opportunities for incumbent robust people.

In many firms, strategic initiatives lead to frustration rather than performance improvements and strategic renewal. One frequently overlooked key to driving value through strategic initiatives lies in shifting the focus from launching disconnected individual strategic initiatives to managing an integrated portfolio of initiatives. This article identifies five key management practices that allow firms to address obstacles to effective initiative management and to enhance value creation through the deliberate management of initiative portfolios.

The U.S. healthcare sector is inadequately prepared to deal with the reality of cyber threats. The increasing use of smart medical equipment and mobile devices is making healthcare organizations more susceptible to ransomware and other types of malware. The size and complexity of operations, coupled with the presence of numerous legacy and incompatible systems, make it difficult to implement effective cybersecurity measures. The daunting nature of the problem often results in an if-it-ain't-broke-don't-fix-it stance among senior healthcare leaders. The preponderance of healthcare related laws, compliance regulations, and security guidance frameworks serve to complicate the cybersecurity challenge further and too often results in senior leadership assuming a state of blissful ignorance. This study sheds light on the key factors contributing to the chaotic state of affairs and presents a roadmap to a more deliberate and proactive approach to cybersecurity risk management.

In July 2017, the government of India implemented goods and services tax (GST), which brought uniformity in the tax rates on all types of biscuits. Compared to the pre-GST regime, the uniform tax rate resulted in a higher tax rate on mass-market biscuits and a lower tax rate on premium biscuits. Parle-G, the most popular brand of Parle Products Private Limited (Parle), fell into the mass-market biscuit category. The Parle-G brand had 75 to 80 per cent market share in the mass-market biscuit category, and it contributed nearly 33 per cent of Parle's total revenue. The brand was sold at a very low price point and was highly price sensitive. To mitigate the tax rate increase, one option was to raise Parle-G prices; however, any price increase or change in package size for a product in the highly price-sensitive category could reduce company revenue. Therefore, new business strategies were needed under the new tax regime and amid the country's overall changing business and economic scenario so that Parle's margins and leading position were retained.

This case uses the context of a recently acquired computer animation start-up, Drawn, Inc., to surface the tension around the differences between team members' backgrounds and their experiences within an organization. When the raw data from a weekly internal pulse survey reveals a response accusing an unnamed colleague of being a gossip, sharing negative feedback, and embellishing details to make for more riveting stories, a group of employees took to Slack to discuss the response and whether to share raw survey data in the future. Some argued that transparency was the most important thing and that anything less would be censorship, and others considered the raw survey data an unchecked potential avenue for public shaming, hate speech, and general potential to do harm to or exclude others. The employees' debate offers an opportunity for students to discuss team performance, diversity, transparency, and ways to cultivate a psychologically safe environment. It allows for unfolding a framework such as Henrik Bresman and Amy C. Edmondson's work on psychological safety so students can unpack the issues and discuss difference. It works well in a module on teams and organizations.

This is a two-part case series. Case A begins in October 2012, when Encompass Singapore has introduced innovative ways to increase the capacity of its facility to cope with its fierce growth over the past few years in the Pay-tv industry. The company has captured over 50% of the market for outsourced digital playout services in Asia. The sheer speed of growth that Encompass Singapore is experiencing calls for an innovative, solutions-driven approach to almost all aspects of the business. Growth in the media industry is costly and capital intensive. At the same time, the group is facing increased competition. Process innovation has been critical in supporting the growth of the company since 2009, but can that alone continue to fuel double-digit growth? Case B is set in April 2019, when the media industry has shifted gear, and Pay-tv demand is declining. Online television content and Video on Demand services have instead started to see a growing demand in the market and Encompass is forced to adjust its strategy to cope with changing industry and market. Can process innovation continue to support the growth of the company amidst technology disruption and changing trends? What can be Encompass's growth strategy moving forward?

This is a two-part case series. Case A begins in October 2012, when Encompass Singapore has introduced innovative ways to increase the capacity of its facility to cope with its fierce growth over the past few years in the Pay-tv industry. The company has captured over 50% of the market for outsourced digital playout services in Asia. The sheer speed of growth that Encompass Singapore is experiencing calls for an innovative, solutions-driven approach to almost all aspects of the business. Growth in the media industry is costly and capital intensive. At the same time, the group is facing increased competition. Process innovation has been critical in supporting the growth of the company since 2009, but can that alone continue to fuel double-digit growth? Case B is set in April 2019, when the media industry has shifted gear, and Pay-tv demand is declining. Online television content and Video on Demand services have instead started to see a growing demand in the market and Encompass is forced to adjust its strategy to cope with changing industry and market. Can process innovation continue to support the growth of the company amidst technology disruption and changing trends? What can be Encompass's growth strategy moving forward?

This case describes UMM Bank in Indonesia, a service operation that is working to improve profitability by selling more services to its customers. To achieve this goal it is using a cross-selling approach entitled the Personalized Plan Program (PPP). However, there are several challenges with the PPP initiative. The cornerstone of the PPP is a free, one-on-one meeting between the customer and a bank sales agent, if the customer responds by providing some information online within a 15-day promotional period. But these meetings often must be scheduled after the promotional period, seemingly due to the amount of time the bank's support staff needs to prepare Personalized Plans for customers once they enter their financial information online. UMM Bank sales agents imply that clients are frustrated with the delays and this may be hampering the success of the entire PPP initiative. Students will learn that initiatives like cross-selling can stress a service system's operations. Therefore, it's important to understand the operational levers of capacity, demand management, demand variability, and pooling to help anticipate and overcome these challenges.

In 2019, the general manager of the Xiamen branch of Eastern Lotus Bank was facing difficulties overcoming customer-introduced variability, which significantly influenced the efficiency of the bank's front-office service. She needed to analyze and summarize the different types of customer-introduced variability. Then she had to identify potential strategies that would enable the bank to accommodate this customer-introduced variability while maintaining a high-quality customer service experience. She also needed to decide how to allocate and arrange the limited human resources at the bank efficiently and effectively. To make these decisions, she had to systematically evaluate the efficiency and effectiveness of the front office under both pooled- and separated-resource allocation scenarios. For instance, how long did customers have to wait for services in each different resource allocation scenario? Moreover, how well were the limited human resources (staff) utilized under each scenario?

Student spreadsheet supplement to case W19319

In March 2016, the chief executive officer (CEO) of ICICI Bank Ltd. (ICICI), one of the largest private sector banks in India, was accused of non-disclosure and exploitation of conflict of interest by an investor. The CEO, who had successfully led the bank since 2009, had been featured in two Forbes lists of the most powerful women in 2017. Initially, the ICICI board of directors supported the CEO for two years, until March 2018, when Indian regulatory agencies including the Central Bureau of Investigation opened investigations. In January 2019, following the findings of an internal investigation report by ICICI, the newly appointed chairman of the ICICI board terminated the CEO over non-disclosure of conflict of interest. The board chairman also demanded the return of all bonuses and stock options received by the CEO since her appointment in 2009. Was the ICICI board chairman right to take strict action against the CEO for non-disclosure of conflict of interest? What could he do to improve governance practices at ICICI?

A discussion between two hedge fund managers is used to examine the merits of investing in Wesfarmers, an industrial conglomerate, following a transformative acquisition of a retail business called Coles, in 2007. Coles had been underperforming and was open to bids from Private Equity firms. It was a classic turnaround story. The case is brought to life as Wesfarmers has announced a demerger of Coles in 2018, hence it enables a comprehensive evaluation of the acquisition. The operation turnaround of Coles has been spectacular and the share price ten years on has also done well. However, the case stresses the importance of capital discipline in acquisitions and what optically can look like a good result, on closer examination may not really be the case. It also brings into the question of risk versus reward. The case examines the ways in which the success of major acquisitions can be assessed and the methods through which conglomerates can operate successfully. Study of conglomerates is in response to evidence of trends towards business diversification, as a means of delivering growth objectives.

Continuation of Case A, IMD988 A discussion between two hedge fund managers is used to examine the merits of investing in Wesfarmers, an industrial conglomerate, following a transformative acquisition of a retail business called Coles, in 2007. Coles had been underperforming and was open to bids from Private Equity firms. It was a classic turnaround story. The case is brought to life as Wesfarmers has announced a demerger of Coles in 2018, hence it enables a comprehensive evaluation of the acquisition. The operation turnaround of Coles has been spectacular and the share price ten years on has also done well. However, the case stresses the importance of capital discipline in acquisitions and what optically can look like a good result, on closer examination may not really be the case. It also brings into the question of risk versus reward. The case examines the ways in which the success of major acquisitions can be assessed and the methods through which conglomerates can operate successfully. Study of conglomerates is in response to evidence of trends towards business diversification, as a means of delivering growth objectives.

Jai Vakeel, a nonprofit organization in India, serves individuals with Intellectual Disability (IQ below 70). The organization was founded by the parents of a child with Down Syndrome, and they (and their next generation) steadily built the organization over 60 years to the become the largest such organization in India. Yet the organization served only some 1000 children annually when there were millions more needing the healthcare, education and skills to lead a decent life with ID. This case describes the evolution of the organization from the founder's family (six decades) to the first CEO from outside. As Archana Chandra appointed in 2013 brings about several changes to the organization she wonders how to scale the organization from the current 1,000 people it serves annually to at least 10,000 and then to the many millions who are in need.

By the late 2000s, rapid changes in the telecommunications industry forced AT&T's management team to take on a task that CEO Randall Stephenson called the "biggest logistical challenge" they had ever seen: retraining 100,000 workers by 2020. In 2012, internal company analyses found that AT&T's workforce would lack the skills it needed to fulfill emerging job requirements. AT&T responded by creating "Workforce 2020," a company-wide initiative that sought to address potential skill shortfalls. The initiative aimed to transform AT&T's workforce by implementing multiple changes, such as redesigning job roles, developing new educational curricula with Udacity, and incentivizing employees to retrain themselves for high-demand careers. Some gave high praise to the "Workforce 2020" model, going so far as to call it a new "social contract" between employers and employees. Others worried that the new program was systematically disadvantaging specific groups of workers. In 2018, AT&T rebranded Workforce 2020 to "Future Ready," signaling the company's commitment to retraining its workforce beyond 2020.

The case describes the 25-year transformation of Peabody Essex Museum, which was created in 1993 by the merger of two sub-scale predecessor cultural institutions, operating since 1799, in Salem, Massachusetts. Dan Monroe, its founding CEO, began a process of building the institution, which, when he arrived, had a budget of $3 million and an endowment of $23 million in 1993, as compared to a budget of $33 million and an endowment of $650 million in 2018. Monroe made changes in practically every aspect of the museum's operations as PEM broke into the ranks of the top 15 museums in the U.S. All of this was happening at a time when museums in general had lost some 20% in visitation as a result of significant shifts in population demographics and what they understood by "cultural experience." As Dan Monroe handed off the reins of an institution that had successfully run counter to trend to his successor in 2019, the trustees of the museum and its new CEO faced the challenge of how to keep the positive momentum going-and how potentially to reinvent PEM again for a rapidly changing world.

Six years after its inception, Montréal-based social media marketing agency OVRGRND started a sister company, 66Agency, to tackle the growing need for brands to use Instagram influencers for their marketing needs. The new 66Agency acted as a facilitator between brands and influencers. However, the demands of managing people-the brands on one side and the influencers on the other-had become a burden that was distracting the agency from its original intention, which was be a social media marketing company. In May 2018, the company was looking for a creative business plan that would allow it to facilitate interactions between brands and high-quality influencers quickly and efficiently, while still ensuring that all parties were happy.

This case focuses on the supply chain strategy of Walmart. Set in 2019, it provides a detailed description of the company's supply chain network and capabilities. Data in the case allows students to compare Walmart's source of competitiveness with those of other retailers-both online including Amazon.com and traditional brick-and-mortar retailers, such as Target-to develop insights into the management of a large, complex, global supply chain network. As competition between Walmart and its online and offline competitors heated up, a key challenge for the company's president and chief executive officer was deciding what changes made to Walmart's expanding supply chain would best support its strategic objectives. What supply chain capabilities would Walmart need as its business model continued to evolve?

This case asks students to consider how to prioritize goals when placed in a new leadership role. In August 2014, Meredith "Max" Hodges became the youngest Executive Director (ED) in the Boston Ballet's 51-year history. In her first year, she was able to claim several early wins, including key adjustments to ticket pricing, new hires, and updated marketing and box office data analysis. But at beginning of her second year, Hodges received disheartening news-a developer had purchased one of Boston Ballet's school locations and was planning to terminate Boston Ballet's lease. Hodges already had several major projects planned, including a major website overhaul and a revamped performance schedule. However, without a new school location, Boston Ballet's revenue would take a hit. Given Boston Ballet's limited resources and the urgency of the terminated school lease, how should Hodges reprioritize her plans for the upcoming year?