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According to recent studies by Gartner Group, best practices for a successful adoption of collaboration technologies are still unknown. This case describes the difficult adoption of such a technology within an organization, and the approach used to analyze and diagnose the weaknesses of the process so as to correct the situation. In the case, a step back is taken so as to better understand the organizational, social, cultural and technological context of a collaboration technology and to make a more informed decision about the management practices to be implemented to support its adoption.

"The kitchen purchase" is a simulation of bargaining over the price of a fitted kitchen. The case study consists of a briefing for the sellers (the Hase family) and a briefing for the buyers (the Stulle family). On the basis of these briefings the course participants negotiate individually or in teams of two. The case study has been kept simple so that the negotiations can be conducted with very little preparation time needed. At the same time the case study presents a few "stumbling blocks" and permits a profound discussion on the distributive and integrative conduct of negotiations, handling bargaining power, and the ethics of bargaining. The case study is therefore especially well-suited for course participants with intermediate to advanced negotiating experience.

"The kitchen purchase" is a simulation of bargaining over the price of a fitted kitchen. The case study consists of a briefing for the sellers (the Hase family) and a briefing for the buyers (the Stulle family). On the basis of these briefings the course participants negotiate individually or in teams of two. The case study has been kept simple so that the negotiations can be conducted with very little preparation time needed. At the same time the case study presents a few "stumbling blocks" and permits a profound discussion on the distributive and integrative conduct of negotiations, handling bargaining power, and the ethics of bargaining. The case study is therefore especially well-suited for course participants with intermediate to advanced negotiating experience.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. Chapter 1 describes the basics of Agile Scrum, a process that guides the creation and delivery of working software to the client community and that can be used in various other areas, like creating an online training. Reasons why Agile Scrum is valuable are given as well as a short background on the IT industry and the "Manifesto for Agile Software Development." An in-depth example of using Agile Scrum is offered, including a diagram of how the process works and what each step entails.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. This chapter provides a more in-depth look at exactly how Agile Scrum works. Ceremonies - including the vision ceremony, grooming ceremony, and repeating iteration ceremonies - are explained. The basics of creating user stories are given along with the process of backlog grooming - a way of converting user stories to be accepted into an Agile Scrum iteration. The Agile iteration cycle is discussed in detail; the process includes iteration planning, building, testing, and moving to production. While the three ceremonies happen at certain times, the daily standup ceremony occurs every working day.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. This chapter looks at key systems of Agile Scrum further - user stories, ceremonies, story pointing, and burn down charts. Everything an Agile Scrum team does relates back to user stories. Objectives that good user stories meet are outlined along with a template for user stories. Ceremonies are meetings with specific purposes and are held on particular days in the Agile cycle. An example chart of a ceremony schedule is provided as is a chart outlining the purpose, agenda, who, and when of each type of ceremony. Story pointing creates a rough planning estimate at the macro level. Examples, charts, and words of caution concerning story pointing are all offered. Burn down charts show how much of a team's available time has been used rather than assuming a constant use of hours at the same level every day. Descriptions of how to build and use a burn down chart are given. These four systems make up the necessary infrastructure to have an Agile Scrum team function.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. Chapter 4 discusses activities performed by Agile Scrum teams that result in high performance. An Agile Scrum team consists of the product owner, Scrum master, and build team. In this book, the build team is split into the development team and the test team. Goals and tasks of each role are outlined. The product owner sets the strategic direction, and the Scrum master monitors the use of Agile Scrum and gives correction when necessary. They act as a communicator, guardian, and administrator. When an Agile Scrum team is doing well, the roles between the development team and the test team may blur. The build team as a whole helps with backlog grooming, writes tasks, creates test conditions, and helps create a social contract. The aspects of trust, clear expectations, and team building are all discussed within the Agile Scrum team framework. When the team is organized, they can achieve high performance with respect to consistently meeting the "asks" of a business.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. Chapter 5 offers a clear method of dealing with risk and effectively managing it. Agile Scrum teams do not always spend time addressing risk; however, risk is inevitable and should be considered. Risk is the potential that there could be a difference between what is hoped for and what actually happens. A process for addressing risk is provided. This process includes identifying input, creating a list of known risk events, inputting certain metadata on a risk log, and identifying output. By preparing for risk events, a team is more capable of dealing with those risks when the time comes.

Elon Musk, the CEO of the U.S.-headquartered Tesla Motors (Tesla), was considering how the company should enter the Chinese market. Less than a year earlier, Tesla had exited Singapore after disappointing results only six months after entering that promising market. There were several questions that the company would have to answer in order to formulate an appropriate entry strategy for China. First, could the company learn from its experiences in the United States and Singapore and apply this learning to China? Second, was it the right time to enter the Chinese market? Finally, how could Tesla prevent a repeat of the Singapore experience in China? There were several questions that the company would have to answer in order to formulate an appropriate entry strategy for China.

The director of JMD Oils, an edible oils firm, is considering the strategic options to drive his company to the next level of sales and profitability. The business has been showing a steady performance, but he feels that it could improve substantially. To increase profits, the director could increase sales volumes or increase gross margins. An increase in volume could be achieved by increasing the geographical footprint, which would require setting up additional factories. Increasing the margins would require a shift from a dealer push strategy to a consumer pull strategy, which could be achieved by brand building. The director needs to estimate returns from brand building and geographical expansion. The financial risks for each are different and the implementation challenges complicate the decision. What strategy will gain the confidence of investors and yield the best results for JMD Oils in the long term?

This case profiles the journey of protagonist Tim Harkness through his many entrepreneurial pursuits. It chronicles his early career and how a bout of serendipity landed him a job in the life sciences tools industry. From there, Harkness went on to lead another life sciences tools company, and transformed the company from an under-performing venture-backed start-up to a profitable multi-product firm. After four acquisitions, a failed sales process, and filing for IPO, Harkness eventually sold the firm for a record multiple for the industry. Shortly after the sale, the firm's new acquirers fired Harkness. This was devastating for Harkness, but before long he was already planning his next business venture. Harkness planned to have the new enterprise replicate the strategy he had employed successfully in the previous two companies he worked for. However, after one of his investors pulled out, he struggled to find replacements for the unique business concept. He began to question whether this was the right time to pursue this endeavor.

This case presents the challenging situation facing Jonathan Wiley, a fresh MBA graduate who has recently been appointed regional sales manager (RSM) of the Northern Ontario sales region of the Canadian subsidiary of Garrick Oil and Lubricants (GOAL). Wiley has to make a decision regarding the allocation of geographical territories to four territory sales managers who report directly to him.

The director of CPVet in Gurgaon, India, was worried. The cost of running the veterinary clinics was mounting. Was customer behaviour in India with respect to pets changing? Unlike in many developed countries, Indian pet owners were not as willing to think of their pets as their own children and care for them accordingly. However, the industry seemed to be changing and trends showed that spending on pet care was steadily increasing. Were pet owners in India ready to invest more in their pets? Should CPVet expand beyond Gurgaon? Despite the fast growth rate of the industry and the company's first-mover advantage, CPVet faced several challenges with respect to its goal of expanding to a national level.

The president of Vic Progressive Diamond Drilling, a Canadian enterprise based in Sussex, New Brunswick that provides products and services to mining companies, is reviewing the progress in the market launch of SkyTrack, a new product designed for use in difficult terrain exploration by large mining corporations. Feedback during field trials has been favourable; the innovation is, in fact, customer-led. There is also evidence that this multipurpose vehicle saves time and money in transporting mining equipment across rough terrain in remote areas. But the company is yet to make its first sale in two years because the user community is experiencing a difficult economic environment and is unwilling to make capital investments. How can product adoption be generated? What customer value proposition can be developed? Can SkyTrack be positioned as a means to improve cash flow for customers during difficult times, or should customers be primed to adopt it when the inevitable uptick in exploration occurs?

Spreadsheet supplement for teaching note W15345.

Porsche is taking in more money from its options strategies than it is from the sale of cars. Some of the earnings are on foreign exchange options, but a significant chunk of the profits is coming from the company's huge stake in Volkswagen. Company executives argue they have built the stake in Volkswagen to fend off the takeover of its partner by another company, but others are crying foul, indicating that the company's speculation is too risky. They are questioning whether the company is still a car manufacturer or if it has become a hedge fund. Students are asked to recommend the best course of action.

It is July of 2007 and Alan Frost, executive vice president for AIG Financial Products (AIGFP) has just received a heads up on a margin call from Goldman Sachs. The next day the company served AIGFP with an invoice for collateral worth $1.8 billion on $20 billion notional value of credit default swaps (CDS) related to the housing market. As the market fell, homeowners defaulted, making the value of the securities underlying the CDS plummet. AIGFP had up until this point thought that the prospect of every having to pay up on the CDS was virtually non-existent. Students will have to decide if the company underestimated the risk.

Junior and senior faculty members collaborate on crafting a classroom covenant.

After a period of poor stock-market performance, conglomerate Chestnut Foods (Chestnut) faces the acquisition of its stock by an activist investor. The new investor demands the sale of Chestnut's high-growth division, which contrasts with the CFO's turnaround plan to expand this same division. To disentangle the way forward for Chestnut, students are invited to grapple with the risk-adjusted performance of each division and the estimation of division-specific hurdle rates. Students learn to appreciate the importance of using risk-adjusted hurdle rates in establishing appropriate investment policy. This case has been used in Darden's first-year required finance course. It is designed to be used within a module on estimating the cost of capital, but after students have become familiar with the basic techniques for estimating a weighted average cost of capital."