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The case describes how AMF Snaps, a supplier of fastenings for the premium clothes market, has risen to become one of Europe's leading and most innovative snaps companies. From the first collection in 1996, designed by founder Andreas Faerber with the help of some friends using simple computer graphic tools, by 2007 the workforce had increased from four people to 70, with annual sales of 50 million snaps. Unwavering in his belief that the relationship with the customer is key to success, in 2007 Faerber was faced with a dilemma. Survey results revealed a gap between what employees perceived to be the company's strong points and what its clients considered them to be. It also uncovered a weak point in the snap supplying process: the outsourced manufacturing of the snaps. .

This set of two cases describes how two MBA alumni acquired a long-established business in France, and, despite all their efforts to modernise it, grow it and apply best practices as learned in business school (Case A), finally turned it into a loss-making and cash-bleeding company (Case B).

This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits. Behind the scenes, however, the need for a whole new corporate culture was becoming increasingly imperative. It shows the tension between the need for immediate gains in efficiencies vs. longer-term approaches to the business that required careful nurturing and attention. It ends as the executive team's announcement of the new corporate philosophy - "to be a service provider with insurance at our core and care at our heart" - is greeted with complete disbelief by employees. Case B describes the actions taken to overcome their skepticism and successfully implement the new philosophy - actions that required significant change to the organisational culture.

This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits. Behind the scenes, however, the need for a whole new corporate culture was becoming increasingly imperative. It shows the tension between the need for immediate gains in efficiencies vs. longer-term approaches to the business that required careful nurturing and attention. It ends as the executive team's announcement of the new corporate philosophy - "to be a service provider with insurance at our core and care at our heart" - is greeted with complete disbelief by employees. Case B describes the actions taken to overcome their skepticism and successfully implement the new philosophy - actions that required significant change to the organisational culture.

This case describes the hostile takeover bid by Mittal steel for Arcelor steel in what turned out to be one of the most acrimonious takeovers in European history. The battle began in January 2006 and lasted six months. From the outset, Arcelor's management resisted Mittal's deal using every possible defense involving politicians, bankers and public relations advisors, among others. There was even a proposed merger with a Russian company in a desperate effort to avoid the hostile takeover bid. Finally, on 25 June 2006, after the fierce battle that included allegations of racism and much animosity, Arcelor heeded its shareholders' wishes and accepted the bid. The initial offer was 18.6 billion and the final price paid by Mittal was 26.9 billion. During the six months, Mittal's share price had increased by almost 25%, with Arcelor's more than doubling.

This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics. She draws on her experience in the US to encourage the nursing staff to take on more clinical responsibilities. The case examines how nurses' roles are developing within the NHS as they take on more tasks that have traditionally been the responsibility of doctors and consultants (attending physicians). The case describes how Jamieson changes the mindset of the key players (managers, consultants and anaesthetists), and how she implements the pre-assessment clinics and improves the existing day surgery pre-admission process. Patient satisfaction is increased and fewer operations are cancelled, thus reducing costs for the Trust.

This case examines how Martin McShane, a general practitioner and physician manager at the Moss Valley Medical Centre, changes the mindset of all the key players involved in caring for the elderly and implements a proactive, prevention-oriented care model. McShane is up against all the different elements of the NHS - primary care, social services and acute care. Through skilful management of the various players, he succeeds in smoothly integrating new systems throughout the region. A nurse-led service for tracking hospital admission and discharge of elderly patients is introduced, with systems implemented to improve continuing care of patients and communication between services that ultimately reduce hospital stays and admission rates.

The case describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks. However, moving into China and turning the SOE into a profitable concern presents some unforeseen challenges over and above the usual ones of a demotivated workforce and run-down machinery. The case follows the problems that emerge within ATG, notably those concerning quality, disappointing sales and lack of marketing expertise. There are also serious managerial differences that arise between the two MNC managers at the top who have different views on key investment issues. In addition the workers resent the new strict regime introduced by the Japanese General Manager and are suspicious of ATG's new profit agenda. Despite these problems ATG is profitable within a year

The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market.