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Someone wise once said, "A job worth doing is worth doing together." Yet why is it so difficult to work together as a team? This case presents the story of a team whose relationships are strained and deteriorating in a business where teamwork is essential to the success of the business as a whole. Individual team members begin to care less and less about their ongoing employment with the company and this manifests itself through blatant insubordination, lack of focus on team success, and power plays against team leaders. Readers put themselves in the place of the protagonist who recognizes the situation needs addressing. This case is based upon real experiences, but the company and team members are disguised. It works well in modules on managing teams and will help students develop an ability to diagnose and design useful interventions for issues that teams encounter.

Summarizes a model that helps managers determine what sorts of initiatives an organization is capable and incapable of managing successfully. The factors that affect what an organizational unit can and cannot accomplish can be grouped as resources, processes, and the priorities embedded in the business model. Demonstrates what kinds of changes are required in an organization and team structure for each different type of innovation.

This case is about the way Pragati Software Private Limited, a small but profitable software training company set up in Mumbai by an alumnus of Indian Institute of Management Ahmedabad sent away half its employees in three rounds of layoff in its tenth year.

Tracks of the first 6 months of a recent MBA grad, Tim Keller, at Katzenbach Partners, a boutique consulting firm focused on organizational change and strategy. Covers how Keller initially struggles with his assignment and ends with a question of whether or not he should attend a meeting that he was not invited to, where more senior consultants plan to implement the system dynamics tool that he was responsible for creating--on a Sunday when he had a major personal engagement.

Supplements the (A) case. The (B) case presents the final outcome of the events. Reveals how Keller is able to turn around perceptions about him and forge relationships with key decision makers. Includes reflections and lessons learned from all parties and Keller's actual 2005 year-end and self evaluations on the project.

Supplements the (A) case. The (C) case includes Keller's actual 2006 mid-year and self evaluations.

BP's IR director has begun a program to use information regarding external views of BP and the industry as part of the firm's planning and operational activities. This information is generated as a portion of their award winning investor relations program, and had previously been used only to enhance communications. Allows a discussion of the relative merit of more formally including this information in BP's planning and operations. Also provides "best practices" insights into IR.

In this executive leadership case, the activist superintendent of Virginia's affluent Fairfax County public school district, Daniel A. Domenech, is faced with a complex, politically-loaded policy dilemma. At issue is admissions policy for the county's popular and prestigious magnet high school, the Thomas Jefferson High School for Science and Technology (TJ). TJ is so highly sought-after that only one in six applicants is accepted. The case is set in 2001. In the past 16 years, the admissions policy at TJ has made a pendulum swing: heavy reliance on a single standardized exam in 1985; the addition of an affirmative action program in 1990; the elimination of that program in 1998, in the face of political pressure and anxiety over a "reverse discrimination" law suit. As the case opens, TJ is fast losing diversity. The liberal-leaning School Board has instructed Domenech to come up with a way to restore that diversity, but without sacrificing the school's strong academic reputation or making the school system legally vulnerable. After painstaking effort, Domenech and his administrative team have come up with a plan that aims at geographic diversity within the county, rather than racial and ethnic diversity per se. But, faced with an angry reaction from parents from the "overrepresented" neighborhoods, the Board has quickly backed away from the plan. That leaves Domenech back at square one, trying to find a solution that will broaden the range of students at Jefferson in a way that is fair, effective, and legally safe-but also politically palatable.

This note describes the current state of information technology connectivity in the health care sector.

The owner of Arrow Printing and Publishing, and his accountant were reviewing the company's fiscal performance. After nearly 45 years in the printing industry and with an increasing interest in other fields, such as municipal politics, the owner was considering if the time had come to leave printing and move on to new challenges. The options included keeping Arrow Printing and expanding into a potentially lucrative market or selling the business and move on.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Best Case Award at the Administrative Sciences Association of Canada (ASAC) Case Competition</strong></p><br>In 2002, both the Edmonton Symphony Orchestra and the Calgary Philharmonic faced financial crises that threatened their existence. Both organizations provided similar programming, had approximately the same revenues and were well rooted in their communities, which were of similar populations. However, the turnaround approaches taken by the boards of the two organizations were starkly different. The Calgary Philharmonic sought bankruptcy protection, dismissed the CEO, hired consultants, sought emergency funding from government, and suspended operations for four months during a restructuring period. In the end, it emerged successfully from bankruptcy. The Edmonton Symphony Orchestra scraped through the crisis, continuing to pay its musicians for ongoing performances, while negotiating new contracts, retaining its CEO, and not soliciting emergency funding from the government. Three years after the crisis both organizations were flourishing, with new music directors, balanced budgets and growing endowment funds. This is a descriptive case that outlines the stories of the two orchestras and their turnarounds. The case is powerful because it allows students to clearly contrast the two organizational turnaround approaches and to draw conclusions on their respective strengths and weaknesses.

Ocean Park was the only amusement park in Hong Kong until 2005 when Hong Kong Disney exploded onto the entertainment scene. This case outlines Ocean Park's history and its response to Disney's encroachment into its market. Ocean Park acted swiftly and decisively to capitalize on the excitement generated by Disney, thus turning what could have been a threat into an opportunity. In terms of business-level strategy, the park moved to accentuate the differences with Disney rather than compete with Disney head-on. As the CEO stated We have no intention of trying to out-Disney Disney. The park focused on its aquarium, animals and thrill-rides as opposed to the fantasy and animated characters that make up Disney's core competence. By following such a strategy, the park was able to capture a large portion of Disney visitors that came from Mainland China. The case also discusses a recent restructuring, as well as, human resources management issues and other challenges that the park faced in 2006.

The co-founder of NEWAD, a media company, is considering expanding his scope of operations from washroom advertising to include distributing free postcards. On one hand, offering an extra advertising vehicle to his clients would boost his topline results and would match the postcard offering planned by his larger competitor. On the other hand, launching a new line of business could distract his small firm from pursuing growth in its core business; procuring advertising sites and selling advertising space on washroom ads to advertisers.

This note uses several reports to compare China and India, and it encourages students to analyse the long list of public policies that have restrained India's economic growth and FDI inflows, and that have acted as barriers to liberalization reforms. Presented are the historical realities that supported India's political philosophy of autarky and government intervention. Finally, the note leads students to consider the future prospects for India, and potential foreign investors there, through comparisons with China.

For decades, Progressive has proven to be one of the most innovative players in the US auto insurance industry, but can it maintain its lead? Progressive has moved up to the number three position in the industry in 2006, but competitors are finally waking up to the threat the company poses. Can they make it to the number one slot? If so, how? What advice would you give CEO Glenn Renwick?

This case uses several reports to compare China and India, and it encourages students to analyse the long list of public policies that have restrained India's economic growth and FDI inflows, and that have acted as barriers to liberalization reforms. Presented are the historical realities that supported India's political philosophy of autarky and government intervention. Finally, the case leads students to consider the future prospects for India, and potential foreign investors there, through comparisons with China.

Having already made 10 acquisitions of competitors in the last decade, the CEO of Arrow is evaluating the acquisition of another small competitor to boost sales, become #1 in a niche market segment, and achieve economies of scale. He is struggling with whether the deal makes strategic sense given forecasts that this niche segment is declining, whether the price is too high given the competitor's lack of profitability, and how to integrate the company into Arrow to maximize its value if he does the deal. Provides information to permit valuing the acquisition and developing a post-merger integration strategy and plan.