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Supplements the (A) case. A rewritten version of earlier cases.

Supplements the (A) case.

In 1987, Komatsu Ltd., looking to expand its presence in the U.S. earth-moving equipment (EME) industry, enters into a 50-50 joint venture with Dresser. The management of the Komatsu Dresser joint venture faces difficulty in bringing the two halves together. The rift between the dealership networks of the two parent companies reflects dissension within the organization. Even as management is trying to come to grips with the internal problems, the industry confronts a severe recession. A rewritten version of earlier cases.

Profiles the career of a Emmet Stephenson, the founder of over a dozen successful companies, as a model of entrepreneurship and management.

The case describes the actions taken by Dennis Hightower as president of Disney Consumer Products in Europe and the Middle East from 1988 to 1994. It focuses on how he has gone about establishing a regional office and knitting local operations closer together, the benefits that the process has generated, but also the tensions it has created within the organization. It ends with Hightower contemplating whether he should be changing directions, given the emerging strategic and organizational challenges.

The Vermeer team works day and night to develop its software offering, unforeseen difficulties and internal tensions notwithstanding. In less than a year, the product is ready. The Vermeer team waits anxiously for the market to pronounce its verdict.

The success of the Vermeer software offering suddenly transforms the start-up into a sought after company. After arduous negotiations, Vermeer management is faced with the choice of continuing as an independent company or being acquired by Microsoft or Netscape.

Microsoft has acquired Vermeer, and Vermeer executives are both excited and concerned as they prepare to move to Redmond. Even though the acquisition has been financially rewarding, the Vermeer engineers worry how well they will adapt to their new home. Meanwhile, Chris Peters, their new boss, is trying to ensure a smooth integration of the Vermeer team into the Microsoft organization.

The Vermeer team is pleasantly surprised by the benefits and hospitality that their new surroundings offer. Their happiness is tempered, however, by discomfort with some elements of the "Microsoft Way." As the Vermeer engineers embark on a punishing schedule for the next release of their product, the Microsoft executives wonder whether the Vermeer team will be able to deliver on its promise.

Supplements the (A) case. Includes excerpts from speeches by Ecolab president Al Schuman, CEO Sandy Grieve, and three senior sales executives, and highlights the camaraderie and goodwill among senior executives of Ecolab's Institutional Division. May be used in place of the video.

Supplements the (A) case. In the weeks following the employee defections, Al Schuman toured Ecolab's offices extensively. The case excerpts from one of the speeches he made during his tour. May be used in place of the video.

Vermeer engineers work at the breakneck pace of "Internet time" to develop the next version of their software product, winning accolades from Microsoft management. Even before this version ships, however, they are faced with another punishing development schedule for the next release, leading some to question the development process and the pressure it imposes on the developers.

Supplements the (F) case.

Charles Ferguson has just heard from a venture capital (VC) consortium that it is willing to finance Vermeer Technologies, a company he has cofounded for developing Internet software. The funds are sorely needed, but the VCs have imposed some onerous conditions, including a request that Vermeer's first CEO be an outsider.

Supplements the (A) case.

The case opens with a discussion of the evolution of the private branch exchange industry in the 1970s and 1980s. It follows the path of Rolm from an independent company to an IBM acquisition and its problem as an IBM division. Then describes Siemens' growing interest in the U.S. PBX market. At the end IBM and Siemens are negotiating over Rolm's future.

Supplements the (A) case.

Supplements the (A) case.

Highlights the general manager's role in building a self-renewing organization.

Describes how general managers can build organizational capability in their firms.