Social media are changing the way we do business and how leaders are perceived, from the shop floor to the CEO suite. But whereas the best businesses are creating comprehensive strategies in this area, research suggests that few corporate leaders have a social media presence-say, a Facebook or LinkedIn page-and that those who do don't use it strategically. Today's leaders must embrace social media for three reasons. First, they provide a low-cost, highly accessible platform on which to build your personal brand, communicating who you are both within and outside your company. Second, they allow you to engage rapidly and simultaneously with peers, employees, customers, and the broader public-in order to leverage relationships, show commitment to a cause, and demonstrate a capacity for reflection. Third, they give you an opportunity to learn from instant information and unvarnished feedback. To formulate your personal social media strategy, it helps to clarify your goals (personal, professional, or both), desired audience (private or public), and resources (can you justify using your company's?). You must also consider the risks of maintaining a large number of connections and of sharing content online. Active participation in social media can be a powerful tool-the difference between leading effectively and ineffectively, and between advancing and faltering in the pursuit of your goals.

This study of Banco Comercial Português ("BCP") raises broad issues relating to strategy by growth and acquisition and how market leadership can best be created and extended at home or abroad. The authors trace the history of the bank from a much-admired startup to becoming the largest publicly listed Portuguese financial institution and an up-and-coming player in other European retail banking markets.

This study of Banco Comercial Português ("BCP") raises broad issues relating to strategy by growth and acquisition and how market leadership can best be created and extended at home or abroad. The authors trace the history of the bank from a much-admired startup to becoming the largest publicly listed Portuguese financial institution and an up-and-coming player in other European retail banking markets.

The set of three cases Online Music (A), (B) and (C) trace the tumultuous developments in the online media sector since the commercialization of the Internet. Heralded by Napster, Internet-based sharing programs revolutionized the consumption and sharing of music in the late 1990s. Music majors struggled to respond to the technology-driven changes around them. The case series traces the responses of players such as Apple, who introduced a new model in the music business, and ends with a discussion in Case (C) on the lessons for the movie sector from the experience of the music industry.

The set of three cases Online Music (A), (B) and (C) trace the tumultuous developments in the online media sector since the commercialization of the Internet. Heralded by Napster, Internet-based sharing programs revolutionized the consumption and sharing of music in the late 1990s. Music majors struggled to respond to the technology-driven changes around them. The case series traces the responses of players such as Apple, who introduced a new model in the music business, and ends with a discussion in Case (C) on the lessons for the movie sector from the experience of the music industry.

The set of three cases Online Music (A), (B) and (C) trace the tumultuous developments in the online media sector since the commercialization of the Internet. Heralded by Napster, Internet-based sharing programs revolutionized the consumption and sharing of music in the late 1990s. Music majors struggled to respond to the technology-driven changes around them. The case series traces the responses of players such as Apple, who introduced a new model in the music business, and ends with a discussion in Case (C) on the lessons for the movie sector from the experience of the music industry.

This case study focuses on Infosys Technologies Ltd., one of the leading software companies in India. The key to the success of Infosys has been its ability to leverage an innovative business model: The Global Delivery Model, in order to help its clients economize on costs linked to information technology and software development. The success of Infosys has led to competitors mimicking the business model and the Indian software industry as a whole, witnessing rapid growth. The case questions whether the strategy of Infosys, including the Global Delivery Model, is adequate to maintain the company's trajectory of high growth, and its position as one of the leading software companies in the world.

Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off. The case examines four KM projects: Eureka, its first and best knowledge management project; CodeX, the open- source software sharing platform; Angelo, the call-centre solution; and its consultancy, Xerox Connect.

ING Direct's strategy of focusing on simple products, low cost operations, aggressive pricing and advertising, has enabled it to be highly successful and profitable even though its flagship product the savings account is a low margin product. The case explores how ING Direct's strategy has enabled it to achieve its successful market position. The teaching objectives for this case are to illustrate how companies can successfully enter 'mature markets' and still succeed in carving out a successful position to achieve profitability. The case also illustrates how a corporate can be successful by maintaining consistency between its strategy and operations.

This case recounts the strategy of Terra Lycos, an integrated global media company formed by the October 2000 merger of Spain's Terra Networks and US-based Lycos, to achieve profitability and a leading market position. At the time the case was written (November 2001), Terra Lycos trailed its three heavyweight contenders, AOL-Time Warner, Yahoo! and Microsoft/MSN.

Managers now know that knowledge is an organization's most vital competitive asset. But most are still struggling with practicalities. How can knowledge be leveraged into marketplace success in any organization? A new economy is emerging built on knowledge and innovation. At its center are knowledge workers, whose mission is not only to create a world of new products and services, but also rethink the larger purposes and day-to-day practices of the world of business. The case describes the efforts for effective knowledge management for one of the communities inside Xerox.