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Instructor spreadsheet for product 8B16D018.

Instructor spreadsheet for product 8B16D018.

Student spreadsheet for product 9B16D018.

In 2015, the medical officer in charge of a blood bank in India needed to manage a chronic shortage of blood products that was likely to worsen over the summer months. The blood products were perishable and had a limited useful life which complicated matters when maintaining adequate stock. Furthermore, demand for blood products was unpredictable and varied widely each month. The blood blank attracted few blood donors and they were likely to become even fewer over the summer. A shortage of blood products could mean cancelled surgeries and, in worst-case scenarios, the loss of lives. The medical officer needed to decide whether the blood bank should optimize its inventory of perishable blood products by organizing large blood donation camps or by holding smaller but more frequent blood donation camps. This case can be used with the <a href=http://bbgame.wpcarey.asu.edu/target=_blank>Blood Bank Game simulation tool.

Student spreadsheet for case W16617.

In 2015, the medical officer in charge of a blood bank in India needed to manage a chronic shortage of blood products that was likely to worsen over the summer months. The blood products were perishable and had a limited useful life which complicated matters when maintaining adequate stock. Furthermore, demand for blood products was unpredictable and varied widely each month. The blood blank attracted few blood donors and they were likely to become even fewer over the summer. A shortage of blood products could mean cancelled surgeries and, in worst-case scenarios, the loss of lives. The medical officer needed to decide whether the blood bank should optimize its inventory of perishable blood products by organizing large blood donation camps or by holding smaller but more frequent blood donation camps.

In July 2014, nine months after they had developed a collaborative workplace for independent video game developers in Phoenix, Arizona, the two founders of the Game CoLab were discussing how to move the business forward. Using the Lean Startup method, they had designed their business model and opened a coworking space where they could also hold meetings, competitions and games showcases. However, they now face two challenges — declining membership and the need to move to new premises — and an exciting opportunity to work with corporate and educational organizations who are looking to “gamify” their digital offerings. The founders have four choices: (1) continue to maintain the coworking space concept, which has generated limited revenues so far; (2) pivot their business model to focus more on building the local and virtual community with events and cheaper, more flexible memberships; (3) pursue corporate business for customized game development while either continuing or abandoning the coworking space business; and (4) pursue a more major pivot whereby the company would become a start-up incubator.

In July 2014, nine months after they had developed a collaborative workplace for independent video game developers in Phoenix, Arizona, the two founders of the Game CoLab were discussing how to move the business forward. Using the Lean Startup method, they had designed their business model and opened a coworking space where they could also hold meetings, competitions and games showcases. However, they now face two challenges - declining membership and the need to move to new premises - and an exciting opportunity to work with corporate and educational organizations who are looking to "gamify" their digital offerings. The founders have four choices: (1) continue to maintain the coworking space concept, which has generated limited revenues so far; (2) pivot their business model to focus more on building the local and virtual community with events and cheaper, more flexible memberships; (3) pursue corporate business for customized game development while either continuing or abandoning the coworking space business; and (4) pursue a more major pivot whereby the company would become a start-up incubator.

Pearson Plc is an education company that operates worldwide, with headquarters in London, England. Its six primary business units are North American Education, International Education, Professional, The Financial Times, Interactive Data, and Penguin Publishing. The vice president of product management within the Digital Learning division of the North American Education unit based in Chandler, Arizona, begins to transform the product development processes to better meet the needs of his customers in the education market, specifically in transitioning from using an off-shored Waterfall software development model to an on-shore Agile model.<br><br><br><br>When the vice president first joined Pearson a year earlier, the Digital Learning unit had spent significant resources developing a major upgrade for one of its educational software products. The first version of this new product was challenged by the disconnect between what the software development group was delivering and what the vice president’s customers desired. He is now faced with a decision to continue focusing on the specific methodology the group had implemented (Scrum) or move to a new one (Kanban). Additionally, he has to consider expanding his focus to help drive Agile methodologies both with other groups in his business unit and outside his business unit. These decisions must be made at a potentially critical time for his products as his organization deals with the growing pains associated with the shift to Agile.

Pearson Plc is an education company that operates worldwide and is headquartered in London, the United Kingdom. Its six primary business units are North American Education, International Education, Professional, the Financial Times, Interactive Data, and Penguin Publishing. The vice-president of product management within the Digital Learning division of the North American Education unit based in Chandler, Arizona begins to transform the product development processes to better meet the needs of his customers in the education market, specifically in transitioning from using an off-shored waterfall software development model to an on-shore Agile model. When the vice-president first joined Pearson a year earlier, the Digital Learning unit had spent significant resources developing a major upgrade to one of its educational software products. The first version of this new product was challenged by the disconnect between what the software development group was delivering and what the vice-president's customers desired. He is faced with a decision to continue focusing on the specific methodology they had implemented (Scrum) or move to a new one (Kanban). Additionally, he has to consider expanding his focus to help drive Agile methodologies both with other groups in his business unit and outside his business unit. These decisions must be made at a potentially critical time for his products as his organization deals with the growing pains associated with the shift to Agile.

Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest subsidiary, APS, is a power utility that serves over a million customers across Arizona. The case was written when one of the biggest recessions in recent history hit global and U.S. markets. Written from the perspective of the vice-president and chief information officer, the case chronicles the various recent successful process change initiatives at Pinnacle West. The vice-president has achieved initial success in instituting a process-oriented culture inside his own information technology (IT) services organization, and in some specific business units within Pinnacle West. He now faces a significant crossroads in his process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy. He has to consider various issues in making this decision - resource availability, change management competency and buy-in from other top-level managers. He has to carefully weigh the various options in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing a process-oriented approach to managing at Pinnacle West. This case can be used in an introductory systems course. It can also be used in a course on business process management or operations management.

Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest subsidiary, APS, is a power utility that serves over a million customers across Arizona. The case was written when one of the biggest recessions in recent history hit global and U.S. markets. Written from the perspective of the vice-president and chief information officer, the case chronicles the various recent successful process change initiatives at Pinnacle West. The vice-president has achieved initial success in instituting a process-oriented culture inside his own information technology (IT) services organization, and in some specific business units within Pinnacle West. He now faces a significant crossroads in his process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy. He has to consider various issues in making this decision - resource availability, change management competency and buy-in from other top-level managers. He has to carefully weigh the various options in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing a process-oriented approach to managing at Pinnacle West. This case can be used in an introductory systems course. It can also be used in a course on business process management or operations management.

This case addresses the issues of leadership and change management in the process of transforming an industry through an innovative public-private partnership approach to policy making. In 2005, the Governor of Arizona issued an Executive Order to create a roadmap for the state to achieve statewide electronic health data exchange between various entities in the health care delivery system. The Roadmap development project, a key initiative for Arizona, was led primarily by the State CIO. Being one of the first States to develop a statewide Roadmap, Arizona was being recognized as a national leader in the area of healthcare IT. While CIO and his team had successfully initiated a large-scale transformation within the state, they were now faced with the challenge of transforming the blueprint into reality. This case documents the process of creating this Roadmap and the issues that need to be addressed to achieve a true and lasting transformation in the healthcare arena.