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Diagnose the economic situation, evaluate the available options, and recommend a course of action.

John Trani is Stanley Works' new CEO. This case describes his philosophy, communications, and actions during his first seven months in office, aiming at a major transformation of strategic postures, organizational structure, and company culture.

From seven candidates, students must choose two who are most qualified for the COO position at an entrepreneurial Danish multinational organization, and two who are the best choices for country manager in Vietnam for the company.

Seven years after graduation, an MBA grad accepts the COO position in a company he's never heard of in an industry he knows nothing about. Moving up a vertical learning curve, he is involved in a crisis, and exposed to change and people management. He also must develop a complementary working relationship with the CEO.

From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the previous management and transferring its corporate culture. Banc One's uncommon partnership and its "share and compare" practices are viewed as key to its success. How long will it be able to sustain its stellar track record, particularly when confronted with mounting industry pressures? It has broadened its strategy, resulting in a number of organizational challenges. What lessons can be learned, particularly in terms of Banc One's acquisition approach? How is Banc One responding to the changing industry and how does it organizationally manage this change?

The founders of Bright Horizons have developed a distinctive strategy and raised venture capital money. Now they are ready to make their dream come true. How should they proceed in implementing their strategy?

Describes Nike's responses to market and competitive challenges as well as its attempts at an organizational transformation from unstructured entrepreneurial management to more formalized, professional management. Focuses on Phil Knight's leadership role.

Focuses in detail on implementing a corporate restructuring program in ABB's German subsidiary. Special attention is given to Germany's unique form of industrial governance. Two major problem areas--power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance?

Addresses the results and the lessons from the German restructuring effort by focusing in detail on the relationship with the works council and the actions taken for power plants and power transformers, and the sales organization. Closes with a "second wave" of cost cutting and some reflections by the head of ABB Germany, as well as some excerpts from an interview with Percy Barnevik. How did international knowledge transfer help? How much of a constraint were German national and BBC corporate cultures? Can the organization digest a "second wave" of cost cutting? How does the ABB international matrix work, especially for the power transformers business area and for the German power plant operations? How does the domestic matrix work for the sales organization? What leadership and managerial skills are required to succeed in the international matrix? Is ABB the prototype of the global organization of the future?

Describes political and economic developments that completely change the assumptions on which the strategic options in the (A) case were based. This requires a fundamental reconsideration of the economic/political, strategic, and organizational dimensions and the options. In addition, the head of Opel wants to become number one in East Germany in spite of its formidable local competitor, Volkswagen.

The board and management of General Cinema has to determine whether the acquisition of Harcourt Brace Jovanovich (HBJ), thereby entering the publishing business, makes strategic sense. The case describes HBJ's involvement in several segments of the publishing industry: college, elementary and high school, testing, medical, scientific/technical, legal, trade, and international. Case information and exhibits rely primarily on consultant reports. For each segment, the consultants have identified key trends and key success factors, as well as HBJ's competitive position and performance. Increased industry concentration and technological changes receive special attention.

Focuses on the strategic issue of how to approach the East German market after the Berlin wall came down in late 1989. Within an unusually rich economic-political and organizational-personal context, the chairman of GM's German subsidiary has to respond to Volkswagen's preemptive move in East Germany. The rapid and unexpected political changes complicate the decision process. How do rapid and unexpected political changes impact this response?

Should General Motors make a strategic manufacturing investment in East Germany after becoming number one in this market through an aggressive marketing strategy? The proposal, dependent on government assistance and based on a number of uncertain economic assumptions, seeks to introduce Japanese manufacturing methods into East Germany. How and why did Opel achieve market leadership in Volkswagen's back yard? Are the assumptions and objectives of the East German manufacturing investment reasonable?

ABB Germany faces some newly emerging strategic and organizational challenges resulting from Europe 1992 and German reunification. In terms of organization, ABB Germany has created a holding company and has separated operations and service activities into legally independent units, a shift that is gaining popularity in Europe. Strategic opportunities and challenges are described for two business areas: standard products and transportation. Why does ABB prefer to break the organization into legally separate units? What are the advantages and disadvantages of this approach? What, as a result, is likely to happen to the international matrix? What explains the recent success of standard products? What will happen to the transportation business in Europe? Will the German operation become ABB's European locomotive?

This article, originally printed in March-April 1972, analyzes the plight of middle managers--they have a boss's responsibility without a boss's authority; they function as specialists and generalists at the same time; and they must meet the conflicting demands of superiors, subordinates, and peers. Although middle management positions are increasingly common in divisionalized corporations, they are often misunderstood. The author looks at the job requirements from both top and middle management perspectives and includes a commentary outlining his perspective 17 years later.

The chairman of the second-largest Swiss multinational company is preparing for a board discussion on the impact of a constantly strengthening Swiss franc. The case raises strategic issues in terms of international competitiveness, financial reporting issues of how to report the impact of inflation and currency changes, as well as financial management issues on how to protect against adverse currency movements.

Introduces the students to the principals of Dansk Design.