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This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were skeptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models. Note that there are two versions of the case: 'Redesigning Nissan (A) & (B)' covers the dynamics of taking charge (case A) and the process of leading change (case B). There is also a combined and condensed version of the cases: 'Nissan's U-Turn: 1999-2001', for instructors wishing to cover the material in a single session.

The problem set contains three problems designed to help students practice their ability to build math programming models. Problem # 1 is a portfolio problem where the student is asked to find a portfolio that minimizes risk (variance) subject to a required rate of return; as such, it is nonlinear. Problem # 2 is aggregate production scheduling; hence, linear. Problem # 3 involves determining how to source a fixed quantity from a menu of vendors with differing fixed- ordering charges and per-unit prices; it is a mixed integer model. All are sufficiently small that they can be easily optimized with standard math programming software (such as Excel's standard Solver).

The case describes Microsoft's first significant acquisition in Europe and its first in the telecom equipment (software) market. SendIt is a publicly listed Swedish start-up, which offers the only Windows based solutions to the IP-based mobile phone services market. The acquisition starts in high tone, loses momentum and is finally integrated with some degree of success.

This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were skeptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models. Note that there are two versions of the case: 'Redesigning Nissan (A) & (B)' covers the dynamics of taking charge (case A) and the process of leading change (case B). There is also a combined and condensed version of the cases: 'Nissan's U-Turn: 1999-2001', for instructors wishing to cover the material in a single session.

This series of three sequential cases recounts the story of labour negotiations. The Maxime Platform, France, built in 1916 to accommodate the increasing demand for wood transportation, was by 1992 a loss-making unit. In 1998, a new Director of the Harbour and Railway Installations, Adrian Hamilton, is appointed. One of his first tasks was the assessment of the Maxime Platform operations. After confirming the difficult and declining financial performance of the installations, the decision to dispose of the unit and relocate staff to another Vector business unit was taken. The first case sketches the historical, geographical, economical and labour context of the Maxime Platform. It also introduces the protagonist of the case, Adrian Hamilton. It then proceeds by describing how Hamilton after winning over the trust of the unions and the employees soon after his arrival, looses it when job security at the Platform is threatened. The remaining part of the case describes the episodes of the first four months of the one-year labour negotiations that lead to the transfer of the Platform to a third party and the relocation of employees to another Alcan plant in the region.

Case B covers the period between May and October 2001. It describes the change and effects of a new leadership style on the negotiation process. It shows how Hamilton, by bridging the gap and building new relationship with the different stakeholders (local, regional and national unions; employees and their families, the community), manages to energize his management team throughout the long and difficult project and prepare employees for their transition from their past to their future.

Case C gives an account of the last three months of negotiations. Negotiations lead to a win-win conclusion of the project for all stakeholders as activity on the installations continue - with all its positive effect on the local economy - through a third party and the Maxime Platforms workers are provided with an attractive remuneration package and redeployed in one of Vector's best plants in the region.

In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

Discusses the product launch process at Logitech for a product in a new product category. Asks students to recommend target markets for introducing a (potentially) disruptive technology.

Independent directors are showing up on more and more boards, and organizations must recognize and meet those directors' needs for information. It is now generally acknowledged that most boards need more directors who are truly independent. But the very fact that new directors are independent implies that they are, unwittingly and to a certain extent, uninformed about the company and its business. Which is why the quality of the information they get from the company must be very high.

A U.S. manager in a multinational consumer products company has been assigned to lead a product launch in Argentina with an international team. This case highlights how issues around cultures, virtual teams, and matrixes organizations intersect and challenge managers to use all their leadership skills.

Chris Johnson has been given the task of initiating and managing the world's largest SAP rollout. The scope is global, the time frame for completion is five years, and the cost is estimated at 3 billion Swiss francs. Johnson has to move to Switzerland to start building an organization and get Nestle ready for a new way of managing the business. Documents his first months in his new job and lays out the early challenges.

Supplements the (A) case.

Supplements the (A) case.

Leaders who leverage difference are able to take a fresh stance! This note explores the proposition that the "diversity is good for business" premise is a function of individuals' and organizations' inability to fully capitalize on the impact diversity can have on broad organizational functioning. In an attempt to bridge this gap, the note proposes a new diversity model that focuses on what needs to be in place in order to leverage difference, not merely tolerate, appreciate, or celebrate it.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.