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Contrary to what seems to be the current practice advocated by the Project Management Institute (PMI), an influential organization that qualifies project managers globally, project management processes must also consider how to engage employees from the beginning so that they come to see any initiative as their own, and not simply as something to be done because they are told. This article stresses the importance of employee adoption of change, the integration of project management and change management, and organizational change management (OCM).

Israel’s prowess in developing successful, cutting-edge high-tech companies is well known. But such success overshadows the failure of traditional Israeli industry to be more agile and innovative. With this in mind, the Israeli government has established several key programs that aim to facilitate and accelerate innovation in Israel’s less successful industrial firms. Readers will learn about these programs — including an R&D grant fund, cooperation between companies and academic research institutions, and a forum where low- and high-tech firms share best practices — by two people who have been instrumental in building Israel’s reputation for innovation.

Many established global companies discount the need to innovate when competing in emerging markets. After all, innovation is expensive and risky. So, how can it make sense to spend heavily on an innovation for a market in which customers have so little money? Readers will find out just why it does make a lot of sense. The article discusses five gaps separating the needs of consumers in developed and developing countries, including performance, infrastructure, sustainability, regulatory, and preference gaps.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Euro-Mediterranean Managerial Practices and Issues, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>The case describes an innovative business model offering wine and a French cultural experience to North Americans. Students are given an opportunity to learn about the challenges of reviving a 1,000-year-old chateau, farmhouse, and vineyard while building a viable wine export and travel experience business. The case refers to a 15-minute online video that includes an interview with the entrepreneur, pictures of the Montlaur estate, and excerpts about Guédelon Castle, a medieval construction project.

PowerPoint Presentation for product 8B09M89.

The case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.

This case is a supplement to Goats: The Green Alternative (A). The (B) case can be used independently of the (A) case if the professor wishes to focus exclusively on capital budgeting. See also Goats: The Green Alternative (C) 9B15D001.

In this case series Robert Harvey, a business professor at a small university in Iowa, United States, had arranged for Hopwood Manufacturing Company to come to the campus to interview his students for internship and management-in-training positions, only to learn that the recruiters appeared to be more interested in the ethnicities of the candidates than their qualifications. Harvey must now decide what action to take in response to the recruiters’ discriminatory statements.

Anjali Kumar receives her first job offer after graduation at an organization she admires, with interesting work and good benefits, but the salary is low. Also, she is unsure whether the position offers any advancement opportunities. At the end of the (A) case, Anjali has to decide whether to accept the offer, decline it, or try to negotiate a better offer, even though she has received no other offers at the time.

This case is a supplement to Anjali Kumar — Negotiating a Job Offer (A).

This is a supplement to Hopwood Manufacturing: Seeking to Hire the Best and the Brightest, or Not (A).

This is a supplement to Hopwood Manufacturing: Seeking to Hire the Best and the Brightest, or Not (A).

It was mid-January 2011 and Elmer Enns, sole owner of Double E Grain Corporation, a 6600-acre farm in Saskatchewan, Canada, was reflecting on the past year, during which he had completed the canola harvest ahead of schedule. Helped by strong commodity prices, Double E had experienced successive years of prosperity (as shown by the financial statements in the case). Elmer, in his mid-50s, was optimistic about the industry and content with the current state of his operation. Despite being the sole owner of Double E, Elmer understood that he was not the only stakeholder to consider in planning for the future. His five-year plan was made more complex by his joint-venture partner, Jim Flath; Chad, a farmer with whom Elmer worked closely; and Elmer’s son Matt. Elmer also had to consider changing industry dynamics, including global food demand, and what resources he had available if the circumstances at Double E were to change. He had been in the business of farming long enough to know that lengthy periods without change were fortunate and rare. External changes (such as volatile commodity prices or the elimination of the wheat board) or internal changes (such as Jim or Matt’s evolving interests or Chad’s growing business) could have a drastic impact on Double E. In the face of many potential and unknown challenges, Elmer sat down to begin the complex task of envisioning where his farm would be in five years, both operationally and financially.

A final-year student at a business school estimated the net present value (NPV) of his proposed business plan — a tourism and transport business in India — using three different methods and encountered different valuation results. He approached the professor who had taught him valuation concepts in a finance course and wanted to know the reasons for the difference.

Spreadsheet for product 9B11N011.

A loop is used in Microsoft Excel to repeat a piece of code, while an array is a group of variables with the same data type and name. This note is an introduction to different types of loops and their use with arrays in Excel Visual Basic for Applications (VBA), with brief definitions and examples. Loops types included are for-next, for-each, do while (do until), do-loop (with while and until), and nested loops. For arrays, the note presents static and dynamic arrays with examples.

A sub, function, or event procedure is a set of commands to perform a task in a Visual Basic for Applications (VBA) code. One important reason for subs and functions is the reusability of VBA code. For example, if an Excel VBA application requires a calculation to be performed multiple times in its code, the user can enter a reference to a sub or function, rather than rewriting the same code for each calculation.<br><br>This note is an introduction to sub, functions, and event procedures in Excel VBA with brief definitions, examples, and screenshots. The note demonstrates how to use them in a variety of settings.

This role-play case involves a series of sessions in which the student (and each member of his or her team) will play the role of Benjamin Cheung, the vice president of HCM Asia Private Limited, a financial services firm based in Hong Kong. Cheung has an open-door policy where any manager can drop by to see him, on their own initiative, to ask for ideas, guidance, or a decision on an issue. He has only six minutes to see each manager in this informal coaching session since he has to leave for another important meeting at head office. Cheung knows the key details of each manager’s background and development needs, but does not know in advance what the manager’s specific concerns are. It will be necessary for Cheung to explore the manager’s concerns through active listening, asking questions, and summarizing. Each of the manager roles is typical of those you might meet in an Asian organization, such as a highly skilled, technically focused leader who defaults to top-down management, an associate who lacks self-confidence and avoids confrontation at all cost, an ambitious associate who wants an international assignment but struggles with his current workload, and a detail-oriented leader who focuses on processes while losing sight of the big picture.

This is role play #1 (Chen Jia Wei) for Coaching for Performance Management: Asia Edition (#9B11C024).

This is role play #2 (Robert Woo) for Coaching for Performance Management: Asia Edition (#9B11C024).