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Explores the numerous initiatives Children's Hospital and Clinics has undertaken to improve patient safety since the late 1990s--from the perspective of 2007. The case thus updates the A case by revisiting the hospital to find out what happened as a result of the ambitious change program launched over eight years earlier. It elaborates the ways in which Children's COO Julie Morath seeks to continue to improve hospital operations by involving nurses, physicians and even patients' families in an ongoing organizational learning process. The 2-case series is particularly distinctive in tracking an organizational change initiative for almost a decade and, as such, uncovers and promotes discussion of the important, granular details of change leadership in a messy, knowledge-based organization.

Supplement to Air Deccan (A): Changing the Face of Indian Aviation, product #907A01. By November 2005 Air Deccan, India's first low cost airline, had been in business for two years. During this time, the airline had grown rapidly, adding both planes and passengers at breakneck speed. Using low fares as its central strength, it had caused huge, unconventional changes in the Indian domestic airline industry. Not satisfied, however, the founder and chief executive officer wondered how to adapt to the future and sustain Air Deccan's tremendous initial success. The case can be used to engage students in the following issues: the entry and positioning of a new brand in a somewhat oligopolistic industry; targeting low income and under-served segments; low-cost, low-price strategies; entrepreneurial start-ups in emerging markets and marketing strategy in high growth SMEs.

This case features a prominent antidumping case in the United States against six of its major foreign shrimp suppliers. The case fits well in a discussion and analysis of the (welfare) consequences of protectionism, the basic case for free trade, and the political economy of protectionism.

Arkadi Kuhlmann launched ING DIRECT USA in 2000. The direct bank was very successful and by 2006 it had grown to be the largest online banking business and the 3rd largest savings-and-loan institution in the US. Faced with fierce and growing competition from both other direct banks and the online banking operations of such major traditional banks as Citibank and HSBC was faced with some tough decisions about how to move forward. One of the options under active consideration was the launch of a high interest paying checking or payments account. This was a product that ING DIRECT USA had always avoided in the past due to its complexity and high support costs. Learning objective: The challenges facing a successful low cost competitor as it responds to a changing market environment and increasing competitive pressure from established banks.

The new chief executive officer (CEO) of ING Insurance Asia/Pacific wants to improve the regional operation of the company. ING Group was a global financial services company of Dutch origin with more than 150 years of experience. As part of ING International, ING Insurance Asia/Pacific was responsible for life insurance and asset/wealth management activities throughout the region. The company was doing well, but the new CEO believed that there were still important strategic and operational improvements possible. This case can be used to discuss the local versus regional or global management issue and will yield best results if the class has already been introduced to different strategic and organizational alternatives in the international business context.

Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING's business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as drivers, which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.

Faced with capacity constraints at the company's river fed facilities, the president and general manager of Piscifactorias de los Andes (Piscis), the largest trout farming company in Peru, is considering an option to create a trout farm on Lake Titicaca. Although Titicaca was the largest lake in South America and was in many ways ideally suited to trout farming, all previous attempts to commercialize the lake's fishery had failed. In addition, Piscis faced potential opposition from local fishers and environmentalists. Titicaca was also too distant from the company's existing fish plants. Therefore, if it were to establish operations on the lake, Piscis would need to build a processing plant at a cost of several million dollars. However, because of the region's history of political instability and violence, financial institutions were reluctant to offer loans.

A student project team must recommend to a firm whether or not it should acquire its largest competitor in the salmon farming industry, and if so, at what maximum price. The case does not provide enough information for students to solve the case, instead, students must think about the data and analysis they would need in order to answer their client's question. This case highlights framing a strategic problem for analysis and decision making as well as the preliminary analysis and planning required for efficient and effective data gathering. The case provides an opportunity to focus on secondary sources of data and introduces students to the resources available through the university library.

If designers are brought into the innovation process at the very beginning, they can test prototypes and share users' responses even as the business case is being developed, enabling companies to nimbly adjust to changes in market opportunities.

In late November 2002, halfway through the vital Christmas selling season, William E. Aziz, hired to turn around White Rose Crafts and Nursery Sales Limited (White Rose), has to decide what to do. White Rose is under Companies' Creditors Arrangement Act (CCAA) protection, having breached its debt covenants. The company's upper and middle management is frustrated that their efforts since 1999 have not turned the firm around. The remaining employees blame the firms' situation on the change in strategy that occurred in 1999. The changes led many of White Rose's original employees to leave. At least partly due to an attempt to compete head-on with new U.S. entrants into the garden and crafts industry, the company endured three straight years of losses. In November 2002, White Rose launched a strategic review of its operations and asked its chief executive officer of three years, Dave Symons, to resign.

The founder and executive director of E+Co faces the challenge of ten-fold growth and reviews the core parts of the company's innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency. Also presented is a set of entrepreneurial growth strategies that preserve the core of the model - i.e., simultaneously tackling energy poverty and energy waste, and bringing people up the energy ladder with locally suitable and affordable solutions. These strategies help consolidate and leverage E+Co's 12 years of experience and strong local presence through an innovative combination of complementary wedges.

The director and co-founder of Honey Care Africa (Honey Care) looks back over the six years of operations and describes the original business model and several sequential changes based on feedback from rural communities, partner organizations, and learning by doing through field operations. Increasing international recognition highlights the potential impact of the model on inspiring sustainable grassroots ventures in the agriculture sector in Kenya. For Tanzania and other developing countries, he ponders the potential opportunities and challenges in replicating the Honey Care model elsewhere. The case also tackles alternative routes for scaling up the model in East Africa. Students are presented with several specific challenges which illustrate the growing tension between Honey Care's original commitment to the farmers and its prospects for international take-off, and are asked to propose alternative model reconfigurations to resolve this tension.

This case examines the interpretation of political polls. It discusses margin of error, confidence intervals and the relationship between sample size and margin of error. An Excel spreadsheet is included, Ivey product # 7B07E016, to help students understand the concepts.

Dougal Simpson, an experienced Australian manager who had 20 years of experience with Industrial Products AG (IPAG), a large Swiss-based company in the field of industrial chemicals and plastics, accepted the position of managing director, Southeast Asia. Simpson, who had spent many years living abroad, moved himself and his family to Thailand. Describes his first meeting with his chauffeur and Simpson's resulting dissatisfaction.

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The founding executive director of the African Institute for Corporate Citizenship (AICC), felt very tense as he typed the last revisions to the speech he would be giving to a Llongwe merchants' association later in the week. He really enjoyed proudly describing his initiative, "Business Action Against Corruption," and the Business Code of Conduct for Combating Corruption in Malawi, to potential new partners. However, the founding executive director was beginning to feel concerned about its slow pace of adoption. He was particularly worried about how to manage the delicate relationship with the government.

After 20 years of expansion, Gome Electronics has become China's largest consumer electronics retailer. It has opened stores in almost every province in China, acquired some of its competitors, and went public in Hong Kong. However, it has begun to experience a slowdown in growth as sales per-square-meter have declined. The company is now being challenged to develop new ideas for growth, including experimenting with its product mix, renegotiating its relationships with suppliers, and developing new business models to maximize profitability.

This technical note focuses on risk management in a project-based organization. Risk management is discussed at the organizational and project levels. Three components of risk management are mentioned: risk assessment, risk management plan, and risk monitoring. Recent thinking in risk management has gone beyond financial risk management and incorporates enterprise risk management (ERM). Finally, the technical note links risk management to strategy, and notes the importance that the implementation of both has on the performance of the firm.

This note reviews the purposes, methods, and uses of scenario planning for strategic decision making under uncertainty.

In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an impressive and profitable performance, while Maynilad failed. Describes the management actions of Manila Water and poses the question of whether, and how much, they should bid for the vacated West Zone concession.