學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Schuberg Philis: From Success to Significance
內容大綱
The founders of Dutch professional services firm Schuberg Philis, and the new leadership team entrusted with the day-to-day management, must set the path forward in 2019. The company has grown into a €70 million revenue strong IT provider with top ranks in the industry's yearly customer satisfaction surveys, yet its journey has not been without bumps. In 2010, it had to stop customer acquisition for a few years, as mounting workload and their 100% commitment to satisfy customers put too much pressure on its teams. Despite adjustments to its culture with more focus on employees as well as customers, tensions built up again during the next growth phase, leading to a reorganization with leadership handover in 2017 to become more scalable. Two years later, the founders and their management team now have to decide if their organization is ready for another ambitious growth plan, aiming for a 5-fold growth in staff and revenues by 2025.