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A summary of the major themes discussed in the fourth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the fifth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the sixth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the seventh class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the eight class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the ninth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the eleventh class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the twelfth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the thirteenth class of The Moral Leader (EC curriculum).

Presents summaries for the The Moral Leader course.

Presents class summaries for the The Moral Leader course.

What is a moral challenge? Explores four main types of moral challenge: the challenge of survival, the conflict between "two rights," a moral dilemma--or situation in which it is impossible to satisfy conflicting moral obligations and commitments--and the challenge of "new principles" that raise questions about our values and beliefs. Explores these topics through literature, history, biography, autobiography, and background readings in moral philosophy.

This note is intended to aid students preparing for The Moral Leader course. Given the unique nature of the materials used in the course (history, literature, biography, autobiography, plays, philosophical extracts), a different approach to reading is required for students to make maximum use of the materials and class designs.

We encounter moral or ethical challenges in our professional lives, in our close relationships, and as members of the broader communities that we are part of. This methodology demonstrates how moral reasoning works and how it can be integrated into a problem-solving format. It is meant to supplement problem-solving skills that you already have with a systematic approach to use with moral or ethical problems. The methodology provides a structure for addressing issues and lays out some criteria to augment others you would ordinarily rely on for decision making, action planning, and implementation.

Supplements the (A) and (B) cases.

Supplements the (A) and (B) cases.

Preliminary results from Phase 1 clinical trials of a newly developed compound, STI571, showed that 31 out of 31 patients with chronic myelogenous leukemia (CML) had their blood counts return to normal. In the world of oncology, this was unheard of. This was the unexpected data processed by Alex Matter, head of oncology research at Novartis, AG. CML was a rare form of cancer that affected a very small number of individuals in the world. The development of STI571 was a pioneering concept in genetically targeted drug development. This case enables students to decide whether and how they would advance the development, production, and distribution of the drug given these extraordinarily successful Phase 1 results. Provides details on factors that complicate this decision, including production complexity, precedents from other high-profile drug treatments, and market pressures.

When Dr. Daniel Vasella learned of the early Phase 1 trial results, he immediately decided what course of action Novartis would take. Students will be able to examine and assess the concrete steps, and the rationale behind them, that Novartis took in response to this challenge. Focuses not on morality versus immorality but on principled decision making, action, and the practical implications of making good on a moral decision.

In 1997, Mike Volkema faced the difficulty of attempting to revitalize a once dynamic organization. Volkema wondered how he could incorporate advances made within subsidiaries, such as Miller SQA's business model innovation, into the company as a whole while also reinvigorating the product focus that had made Herman Miller great. This case details Herman Miller's development of business model designs for each of its target market segments and the evolution of its famed cubicle office system to a new design for the twenty-first century. Herman Miller's traditional focus on product design has been supplemented by a new focus on targeted business models. Students can analyze the changes, including market expansion, reintegration of the fragmented value chain, and sharing capabilities throughout the organization that Volkema introduced to redirect the firm toward greater growth. The details of customer-oriented business model design are examined. Concludes with a series of issues for organizational processes and structures to enable a firm to manage innovation on multiple fronts. Includes color exhibits.

Gary Van Spronsen, president of Miller SQA, has been asked to leave the thriving subsidiary he helped to reinvent to join Herman Miller's corporate initiative on innovation. Miller SQA has pioneered processes new to the Herman Miller organization, such as computer-assisted sales and value chain integration. This case details the innovations that have led to a completely new business model for a previously underserved market and highlights the integration of target customer, product design, manufacturing, and supply chain management. Includes color exhibits.