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
Roche Diagnostics Belgium (A): Changing a Winning Formula
內容大綱
The Roche Diagnostics Belgium (RDB) case study consists of two parts: Part (A): "Changing a Winning Formula?" and Part (B): Cultural and Digital transformation. The cases focus on the transformation which Anna-Maria Heuchel-Reinig initiated to turn the company into a more successful business. RDB had a strong track-record within Roche for high-performance and good market share. Anna had an equally solid reputation, having managed different businesses and country organizations within Roche over a 20-year career. The two-part case study covers the period from April 2017 until October 2019 and recounts how Anna made sense of the situation she inherited when she became the General Manager of the Belgian organisation and the actions she took to initiate a journey focused on customer centricity, cultural change and digital business transformation. Case A covers Anna's first 100 days as General Manager from April 2017 - August 2017. She was told that RDB was a high performing, customer-focused organization, yet she encountered a company living on past successes with weakening customer focus. The case outlines the company context, Anna's early encounters with the Belgian organization, her developing concerns and the gap between RDB's narrative of success and her own assessment of the company.