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The interim president and chief executive officer (CEO) of Ontario’s air ambulance service is reflecting on the first challenging months of his tenure. Previously a deputy minister in the provincial government, he now has to deal with ongoing issues of accountability within the organization and the safety of its fleet of helicopters. In the middle of a media storm of accusations of mismanagement, questionable business and spending practices that had wasted millions of dollars of public funding, problematic hiring of unqualified staff and extravagant salaries, along with possible personal improprieties of the previous CEO, he is wondering what new allegations might surface and how he might not only remedy the internal management problems but regain the public’s trust in the organization.

New York Fries’ president and executive vice president were preparing for the next biannual meeting of domestic and international franchisees. They planned to provide an update on all aspect of corporate strategy and planning for the year ahead, but they only had a few days to formulate a new international growth strategy. The president and executive vice president were hesitant to expand into new territories partly due to poor experiences in Australia and South Korea, yet international franchisees had encouraged them to investigate promising areas of expansion into China and India. Complicating matters was the future development of the company’s chain of premium hamburger restaurants. While New York Fries was a well-received brand in Canada, it had not yet decided if and how to internationalize the brand. How could the president and executive vice president pursue new opportunities while maintaining their premium brands of French fries and hamburgers?

New York Fries' president and executive vice president were preparing for the next biannual meeting of domestic and international franchisees. They planned to provide an update on all aspect of corporate strategy and planning for the year ahead, but they only had a few days to formulate a new international growth strategy. The president and executive vice president were hesitant to expand into new territories partly due to poor experiences in Australia and South Korea, yet international franchisees had encouraged them to investigate promising areas of expansion into China and India. Complicating matters was the future development of the company's chain of premium hamburger restaurants. While New York Fries was a well-received brand in Canada, it had not yet decided if and how to internationalize the brand. How could the president and executive vice president pursue new opportunities while maintaining their premium brands of French fries and hamburgers?

In 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO's presentation had to include the rationale for the chosen location and a strategy to increase the sport's popularity in the Asian market. With several cities to choose from, the COO had to weigh the pros and cons of each to present the most logical choice.

In 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting presence to successfully bring women's tennis to a developing market. The chief operating officer realized that it was no small task to analyze all the different factors to determine the best mix of employees.

In 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO's presentation had to include the rationale for the chosen location and a strategy to increase the sport's popularity in the Asian market. With several cities to choose from, the COO had to weigh the pros and cons of each to present the most logical choice.

In 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting presence to successfully bring women's tennis to a developing market. The chief operating officer realized that it was no small task to analyze all the different factors to determine the best mix of employees.