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Endo Pharmaceuticals was formed in 1997 as a leveraged buyout spin-off from DuPont Merck. In 1999, it must decide whether to do an IPO or merge with a smaller company.

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Successful college basketball coach Mike Krzyzewski faces the decision whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. Provides a context for discussing various styles of power, influence, and persuasion in the context of his coaching career.

Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various styles of power, influence, and persuasion in his leadership role as coach and educator.

Spreadsheet supplement to case 305-048.

Furqan Nazeeri is looking to spin out a promising set of products and technologies from an established financial services firm. Designed as an exercise in negotiation. Includes material from the original business plan, and it is possible to simulate a negotiation around key issues involved in the spin-out: timing and financing, equity distribution, asset transfer, personnel transitions and roles of key players, customer retention, CEO selection, and new board formation.

In February 2005, Jeffrey Tarrant (HBS '85) and Ted Seides (HBS '99) considered their strategy for Protege Partners, founded in July 2002 as a fund of hedge funds (FOHF) specializing in small hedge funds. Protege's assets under management had grown to $1.1 billion, and Protege's development almost exactly mirrored the founders' expectations from 2001. Although the founders saw benefits to growth, they remained committed to the integrity of managing a small fund and wanted to continue generating superior performance for their clients. Should they close the Protege FOHF to new investors and focus on managing the existing assets as they originally intended? Could they continue to increase assets under management without taking on more top-level professionals? Should they hire additional analytical staff to help them grow Protege? Should they leverage Protege's special relationships with seeded managers to create a multistrategy hedge fund? Perhaps most important, how would their valued clients react to change?

David Hetz and Jon Osgood are forming a new venture capital fund in 2001 to invest in health care start-ups. Describes their fundraising activities at a time when venture capital investing has reached an all-time high. Although their background skills and experiences fall outside venture capital, they have identified a large investor and a number of smaller investors to back their small fund. They believe their fund's strategy uniquely addresses the strategic needs of large, corporate acquirers. At the same time, their approach addresses venture capital's reliance on public markets for liquidity events--which all but evaporated with the dot-com collapse of March 2000. Hetz and Osgood face challenging negotiations to close the fund. Raises the question of whether there is a need for a fund like this at the time of the case. Supports discussion of specialized versus generalized venture capital funds.

Focuses on a major transformation of Otis Elevator's infrastructure. Led by the CEO, this transformation represents a remarkable long-term reengineering of all the processes of the firm to drive its operating costs down and service image up. The transformation is the continuation of a process that has been going on for more than 20 years.

Surveys Microsoft's expansion into new businesses, such as mobile and embedded devices, home and entertainment, and business solutions, as it faces challenges due to size and maturity and outside threats from Linux and Google. A rewritten version of an earlier case.

Profiles the history and context of outsourcing, with particular focus on information technology.

A medium-size European manufacturer of pharmaceuticals and chemicals faces a number of information strategy issues. The case focuses on the issues of coordinating international IT activities and day-to-day operations as well as balancing the company's IT applications portfolio. To encourage discussion of the appropriate role and background of a CIO.

The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as innovation coaches. However, this kind of learning is expensive and time consuming. The case details the learning journey as experienced by Best Buy employees and raises the question of when such development programs are appropriate. Focuses on the learning process and stimulates debate about how people and organizations learn in general, as well as how an innovation capability can be fostered.

Spreadsheet supplement for case 604043.

This case presents a complex total MIS strategy case for a $3 billion European pharmaceutical/chemicals company based in Brussels. It covers corporate strategy alignment of IT portfolio, IT operations issues, and global coordination of IT.