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The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. He needs to respond to the request by VBL's head of retail and private banking to join his team, even though the vice-president shares an excellent relationship with his current boss and is a star performer within the organization. The vice-president needs to decide his next steps: whether to accept that new role or to decline it. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Students will also learn to think their way through the various options faced when tackling similar situations.

This is a supplement to Victory Bank Limited (A), product 9B08M096. The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. The vice-president needs to decide his next steps. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization.

Dr. C.V. Chen received news that one of Lee and Li's senior assistants had found a loophole in a power of attorney from one of the firm's clients, SanDisk Corporation (SanDisk), that had allowed him to illegally sell the client's shares in a Taiwanese company and to sneak out of Taiwan with over NT$3 billion. Unfortunately, Lee and Li had no insurance to cover this embezzlement. Chen knew that the three senior partners needed to develop a plan of action to save the law firm, take care of the lawyers and other employees, maintain the reputation of the firm within Taiwan and abroad intact, do what was best for SanDisk and Lee and Li, and keep the more than 12,000 clients from deserting the firm.

Dr. C.V. Chen learned that one of Lee and Li's senior legal assistants had illegally sold a client's shares in a Taiwanese company and sneaked out of Taiwan with over NT$3 billion. Lee and Li took several actions to minimize the impact of the situation on the firm, its clients and its employees. Now Chen began to review the events and the actions taken. Although he knew that the worst was behind, he also knew that a great deal of work needed to be done in order to ensure the reputation of the firm would remain intact in the future.

Rare is the business leader who can articulate and instill a long-term vision and manage the day-to-day operations with the requisite obsession for detail. A leader who combines both styles is what these authors call a strategic leader, someone who, more than any other type of leader is best equipped to increase shareholder value. Leaders and potential leaders will find out what it takes when they read this article.

A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE's reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.

Dr. C.V. Chen received news that one of Lee and Li's senior assistants had found a loophole in a power of attorney from one of the firm's clients, SanDisk Corporation (SanDisk), that had allowed him to illegally sell the client's shares in a Taiwanese company and to sneak out of Taiwan with over NT$3 billion. Unfortunately, Lee and Li had no insurance to cover this embezzlement. Chen knew that the three senior partners needed to develop a plan of action to save the law firm, take care of the lawyers and other employees, maintain the reputation of the firm within Taiwan and abroad intact, do what was best for SanDisk and Lee and Li, and keep the more than 12,000 clients from deserting the firm.

Dr. C.V. Chen learned that one of Lee and Li's senior legal assistants had illegally sold a client's shares in a Taiwanese company and sneaked out of Taiwan with over NT$3 billion. Lee and Li took several actions to minimize the impact of the situation on the firm, its clients and its employees. Now Chen began to review the events and the actions taken. Although he knew that the worst was behind, he also knew that a great deal of work needed to be done in order to ensure the reputation of the firm would remain intact in the future.

Dr. C.V. Chen learned that one of Lee and Li's senior legal assistants had illegally sold a client's shares in a Taiwanese company and sneaked out of Taiwan with over NT$3 billion. Lee and Li took several actions to minimize the impact of the situation on the firm, its clients and its employees. Now Chen began to review the events and the actions taken. Although he knew that the worst was behind, he also knew that a great deal of work needed to be done in order to ensure the reputation of the firm would remain intact in the future.

Muhtar Kent had just been promoted to the CEO position in Coca-Cola. He was reflecting upon the past leadership of the company, in particular the success that Coca-Cola enjoyed during Robert Goizueta's leadership. The CEOs that had followed Goizueta were not able to have as positive an impact on the stock value. When his promotion was announced, Kent mentioned that he did not have immediate plans to change any management roles but that some fine-tuning might be necessary.

Dr. C.V. Chen received news that one of Lee and Li's senior assistants had found a loophole in a power of attorney from one of the firm's clients, SanDisk Corporation (SanDisk), that had allowed him to illegally sell the client's shares in a Taiwanese company and to sneak out of Taiwan with over NT$3 billion. Unfortunately, Lee and Li had no insurance to cover this embezzlement. Chen knew that the three senior partners needed to develop a plan of action to save the law firm, take care of the lawyers and other employees, maintain the reputation of the firm within Taiwan and abroad intact, do what was best for SanDisk and Lee and Li, and keep the more than 12,000 clients from deserting the firm.

The director of Consultancy Development Organization (CDO), a not-for-profit organization that helps develop the consultancy profession in India, needs to respond to CDO's poor morale and specifically to the recent incident with the deputy director of projects. The director's encounter with the deputy director was the latest in a series of frustrating experiences that he has faced since joining CDO the previous year. The director needs to decide whether to resign from CDO or to continue trying to improve the situation.

Muhtar Kent had just been promoted to the CEO position in Coca-Cola. He was reflecting upon the past leadership of the company, in particular the success that Coca-Cola enjoyed during Robert Goizueta's leadership. The CEOs that had followed Goizueta were not able to have as positive an impact on the stock value. When his promotion was announced, Kent mentioned that he did not have immediate plans to change any management roles but that some fine-tuning might be necessary.

The president of the East Coast Trail Association (ECTA), a non-profit organization located in St. John's, Newfoundland & Labrador, faces numerous challenges as he attempts to pursue the organization's 10-year dream of completing a 540 km coastal and wilderness trail on Newfoundland's Avalon peninsula. One of the largest obstacles standing between him and this goal is gaining access to the land on which the remaining sections of the trail will be built. So far, 220 km of trail has been built with the financial assistance of the federal government and corporate sponsorships. A large pool of dedicated volunteers has also contributed countless hours to building the trail, a cause which stands to benefit not only hikers, but the provincial economy in the form of tourism dollars and economic development. However, both the ECTA's financial and volunteer resources are in decline as the association tries to extend the trail. Meanwhile, the existing 220 km of completed trail are in need of resources and maintenance. Time is also running out as developers buy up coastal lands where the association plans to extend the trail. Without access to land, the dream of a 540 km trail will end.

The chief executive officer (CEO) of a multi-site and multi-business YMCA must determine how to more than double participation levels in the next five years. The case describes how the London YMCA has grown in both participation and size. However, the corporate level strategy has become complicated and the board of directors, CEO and senior management team need to consider a new M-form structure. This has many implications for the CEO, the senior managers and the future growth of the YMCA London.

China National Petroleum Corporation (CNPC) is one of the largest state owned enterprises in China and needs to separate the exploration, refining and marketing resources from the oil field services and supply resources as well as the company's resources devoted to social services. The case describes the issues surrounding the initial public offering of PetroChina, a subsidiary of CNPC, including the international, national and competitive context in which CNPC found itself prior to the IPO, and the strategy needed to ensure that the subsidiary will be viable in an increasingly competitive international oil industry.

The managing director of MD Foods of Denmark and the president of Arla of Sweden, both cooperatives, were contemplating whether their companies should merge to create Europe's largest dairy company. Both companies wanted to continue the success of their joint ventures with a much closer relationship, but wondered whether their owners (the milk-producing farmers in each country) would approve the merger. The two companies were different in size, organizational structure, organizational culture, monetary currency, and language. A cross-border merger of two cooperatives was unprecedented.

The managing director of MD Foods of Denmark and the president of Arla of Sweden, both cooperatives, were contemplating whether their companies should merge to create Europe's largest dairy company. Arla and MD Foods wished to continue the success of their joint ventures in a much closer relationship, but wondered if their owners (the milk-producing farmers in each country) would approve the merger. In addition, the two companies were different in size, organizational structure, organizational culture, monetary currency used and language spoken. Finally, a cross-border merger of two cooperatives was unprecedented throughout the world. The supplement Arla and MD Food: The Merger Decision (B), product 9B05M013 describes the merger decision.

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Originally a chemical company with its focus on agriculture, American Cyanamid has expanded into three other industry segments: medical, chemical and consumer products. The executive vice-president for agriculture must decide what to do with the floundering chemical division. The supplement Cytec Industries, Inc., product 9B04M007 looks at the progress of the chemical division.