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Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company.

Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company.

Joel Klein took over the NYC Department of Education in 2002 and radically transformed the strategy and organization remarkably with improvements in performance. Day 1 of the two case series focuses on the steps taken by Klein over his eight year tenure. Supplementary video (both for homework and in class) provides Klein's thoughts about major developments.

Joel Klein took over the NYC Department of Education in 2002 and radically transformed the strategy and organization remarkably with improvements in performance. Day 2 focuses on Klein as a strategist, organization builder and driver of performance. Supplementary homework video provides Klein's thoughts on how one brings about change in a difficult public arena.

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

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

The deal of the year in 2002, was the acquisition of Dresdner Bank by Allianz. Written from the perspectives of Allianz's CEO, Henning Schulte-Noelle, before and after the deal and a regional manager implementing the concept of a full-line financial service provider. Presents the original question facing Schulte-Noelle: "Should Allianz acquire Dresdner?"

Supplements the (A) case.

Examines the acquisition of Dresdner Bank by Allianz--the deal of the year in 2002. Examines some of the challenges posed by the turnaround of Dresdner as seen by Michael Diekmann, the new CEO of Allianz. In working with Dresdner, Allianz needed to figure out what it meat to be a fully integrated financial service provider. Focuses on the development of the product line, the question of branding, the investment bank, and the organization.

Supplements the (A) case.

Gerdau Group is a family-controlled Brazilian manufacturer and distributor of long steel products. Describes the evolution of the company's strategy, organization, and smart management, making it the No. 2 steel producer in Brazil. The company must decide whether to buy AmeriSteel, the No. 2 long steel producer in the United States. Considers the strategic, organizational, financial, and human issues posed by the potential acquisition.

A new country manager builds the Shanghai office of Liz Claiborne into a powerful sourcing organization using local talent. She explains the nuts and bolts of transforming the office.

Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threaten the culture and hence the business.