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In September 2000, the president of Bridgestone-Firestone, the U.S. subsidiary of Japan's Bridgestone Corp., was invited to appear before a U.S. congressional subcommittee investigating the August 2000 recall of more than 6.5 million tires made by the subsidiary. The tires had been implicated in several hundred auto accidents and dozens of fatalities in the United States and elsewhere around the globe. This case depicts the tire controversy and the decisions it posed for Bridgestone's management. Tracing Bridgestone's evolution from a regional multinational to a global player by way of acquiring Firestone, a U.S. tire maker founded in 1900, the case shows how cultural differences between the two business systems played a part in creating the situation and in shaping Bridgestone/Firestone's responses to it. A rewritten version of an earlier case.

This case requires students to prepare an analysis of Microsoft Corporation's financial statements and footnotes to understand the impact of its use of stock options. In addition to a general analysis of Microsoft's use of stock options and their impact on the financial statements, students focus more specifically on Microsoft's April 2000 megagrant of 70 million options after a substantial decline in Microsoft's stock price. The primary issues that students must explore are (1) the differences in financial reporting under the intrinsic-value and fair-value methods, (2) the effect of stock options on the company's financial statements, (3) the income tax benefit from stock options, and (4) the net cost or benefit to Microsoft from granting stock options.

One of the most common syndromes in product development is firefighting, the unplanned allocation of resources to fix problems discovered late in a product's development cycle. Although it has been widely criticized in both the popular and scholarly literature, firefighting is a common occurrence in most product development organizations. Product development systems have a tipping point. In models of infectious diseases, the tipping point represents the threshold of infectivity and susceptibility beyond which a disease becomes an epidemic. Similarly, in product development systems, there exists a threshold for problem-solving activity that, when crossed, causes firefighting to spread rapidly from a few isolated projects to the entire development system. The location of the tipping point, and therefore the susceptibility of the system to the firefighting phenomenon, is determined by resources utilization in steady state. Many of the current methods for aggregate resource planning are insufficient, and managers wishing to avoid the firefighting dynamic must rethink their approach to managing multiproject development environments.

Today's managers face a paradox. On the one hand, the number of tools, techniques, and technologies available to improve operational performance is growing rapidly. On the other hand, despite dramatic success in a few companies, most efforts to use them fail to produce significant results. To understand and resolve this paradox, this article investigates the difficulties organizations face in implementing processes and techniques such as lean production, TQM, computer-aided design and development tools, stage-gate product development processes, and improved customer service systems. The inability of most organizations to reap the full benefit of these innovations has little to do with the specific technique. Instead, the problem has its roots in how the introduction of a new improvement effort interacts with the physical, economic, social, and psychological structures in which implementation takes place. Presents a framework to understand how these failures arise and illustrates strategies for overcoming the pathological behavior through case studies of successful improvement.

As far as anyone could tell, Vigor Skin Care's star was rising, mostly on the strength of Ageless Vigor, its new line of enriched skin cleansers and cosmetics. In fact, this evening, the three employees responsible for developing the product line were slated to receive the parent company's highest award for performance. But CEO Peter Markles knew that despite the accolades, the business unit--and its "fearsome threesome"--had hit a rough patch in recent months. When Peter took the reins four years ago, Vigor Skin Care was the sleeping dog of the health-and-beauty industry; his challenge was to rejuvenate the maturing business. He knew a turnaround would require equal parts discipline, politics, and creativity--so he pulled together a team that could address those needs. Their all-consuming, intensely collaborative efforts resulted in the successful Ageless Vigor line. Then reality set in. The team found the day-to-day operations of manufacturing Ageless Vigor a bit tedious. Peter felt relegated to troubleshooting distribution problems. Another team member was meeting with executives from another division who were actively recruiting the wunderkind. Another member was simply on the verge of burnout. Tonight, at the award ceremony, there would be speeches and applause and toasts. But tomorrow, Peter would have to face the question: Should he try to salvage the Ageless Vigor team? In R0107A and R0107Z, Marshall Goldsmith, Nancy Bologna, Martin Puris, and John R. Katzenbach offer their advice on the problem presented in this fictional case study.

To be more responsive to customers, companies often break down organizational walls between their units--setting up all manner of cross-business and cross-functional task forces and working groups and promoting a "one-company" culture. But such attempts can backfire by distracting business and functional units and by contaminating their strategies and processes. Fortunately, there's a better way, says the author. Rather than tear down organizational walls, a company can make them permeable to information. It can synchronize all its data on products, filtering the information through linked databases and applications and delivering it in a coordinated, meaningful form to customers. As a result, the organization can present a single, unified face to the customer--one that can change as market conditions warrant--without imposing homogeneity on its people. Such synchronization can lead to stronger customer relationships, more sales, and greater operational efficiency as well as sustain product innovation--goals that have traditionally been difficult to achieve simultaneously.

As far as anyone could tell, Vigor Skin Care's star was rising, mostly on the strength of Ageless Vigor, its new line of enriched skin cleansers and cosmetics. In fact, this evening, the three employees responsible for developing the product line were slated to receive the parent company's highest award for performance. But CEO Peter Markles knew that despite the accolades, the business unit--and its "fearsome threesome"--had hit a rough patch in recent months. When Peter took the reins four years ago, Vigor Skin Care was the sleeping dog of the health-and-beauty industry; his challenge was to rejuvenate the maturing business. He knew a turnaround would require equal parts discipline, politics, and creativity--so he pulled together a team that could address those needs. Their all-consuming, intensely collaborative efforts resulted in the successful Ageless Vigor line. Then reality set in. The team found the day-to-day operations of manufacturing Ageless Vigor a bit tedious. Peter felt relegated to troubleshooting distribution problems. Another team member was meeting with executives from another division who were actively recruiting the wunderkind. Another member was simply on the verge of burnout. Tonight, at the award ceremony, there would be speeches and applause and toasts. But tomorrow, Peter would have to face the question: Should he try to salvage the Ageless Vigor team? In R0107A and R0107Z, Marshall Goldsmith, Nancy Bologna, Martin Puris, and Jon R. Katzenbach offer their advice on this fictional case study.

As far as anyone could tell, Vigor Skin Care's star was rising, mostly on the strength of Ageless Vigor, its new line of enriched skin cleansers and cosmetics. In fact, this evening, the three employees responsible for developing the product line were slated to receive the parent company's highest award for performance. But CEO Peter Markles knew that despite the accolades, the business unit--and its "fearsome threesome"--had hit a rough patch in recent months. When Peter took the reins four years ago, Vigor Skin Care was the sleeping dog of the health-and-beauty industry; his challenge was to rejuvenate the maturing business. He knew a turnaround would require equal parts discipline, politics, and creativity--so he pulled together a team that could address those needs. Their all-consuming, intensely collaborative efforts resulted in the successful Ageless Vigor line. Then reality set in. The team found the day-to-day operations of manufacturing Ageless Vigor a bit tedious. Peter felt relegated to troubleshooting distribution problems. Another team member was meeting with executives from another division who were actively recruiting the wunderkind. Another member was simply on the verge of burnout. Tonight, at the award ceremony, there would be speeches and applause and toasts. But tomorrow, Peter would have to face the question: Should he try to salvage the Ageless Vigor team? In R0107A and R0107Z, Marshall Goldsmith, Nancy Bologna, Martin Puris, and Jon R. Katzenbach offer their advice on this fictional case study.

Supplements the (A) case.

Supplements the (A) case.

The music industry has changed dramatically as a result of technological and business innovations that have transformed how music is acquired, and how value is created and distributed. Napster, Inc. operated one of several Web sites that allowed Internet users free access to MP3 music files--which eventually led to lawsuits around issues of the protection of intellectual capital. These issues lead to the examination of the forces at play in the transformation of the music industry, the strategic alternatives for players in the industry and the legal context underpinning the strategic alternatives, with a particular focus on the protection of intellectual capital.

The CEO thinks people are not working long enough hours. He sends a memo. This series describes the backlash.

This technical note, written for students, gives a first "how to do it" introduction to studying by the case method. The note argues that success follows from a combination of good attitude, good "infrastructure," and good execution. This could be distributed along with a course syllabus or advance materials and was written with the objective of helping students more quickly achieve levels of effective preparation and discussion.

Strategic Intelligence Pte. Limited is a research and new-media company that provides Asian-based economic and political information. The managing editor is facing several challenges in building a new online business intelligence service that focuses on Asia's new economy. As the person responsible for the company's first Internet related initiative, he is expected to design, manage and help market the new initiative that will be independent from, yet complementary to, the company's existing events-oriented and research services. Although he is satisfied with the content that has been developed, he still needs to resolve several issues regarding target audience, pricing policy, revenue diversification options and service awareness. A sense of urgency pervades the situation, since he is expected to ensure that the new service will contribute 25 per cent of total company revenues within the next year.

The OHNo Swim Club is a small non-profit organization whose board of directors is swayed from its mission by one of its wealthy members. In the process the club loses control of its mission, makes a decision that comes close to financially bankrupting the organization and eventually loses several members before it rebuilds itself with a stronger dedication to its mission. Through the rebuilding process, it learns the importance of choosing board members with financial sophistication, the difficulties of a start-up enterprise and the importance of maintaining a mission and communicating that mission to members.

MessageTech, Inc. provides digital media technology and solutions that help clients customize advertising to their specific needs. The company's proprietary technology has the potential to revolutionize the way large, geographically dispersed retailers approach advertising and promotion by allowing clients the flexibility to customize advertising content, in real-time, to suit the conditions of each individual site. Results of beta testing indicate that clients' sales increase significantly after installation of the messageTech system. Yet, the company has been unable to close on any major sales of the system. The newly appointed chief executive officer has a mandate to commercialize the new technology. He must develop a strategy that balances the company's needs for short-term performance against the actions that will ensure a viable competitive position over the long-term.

The case describes AOL Latin America, a joint venture with Venezuela's Cisneros Group. It highlights the challenges faced by AOL, a leading brand, into entering emerging markets. AOL was a latecomer in Latin American Internet and had a difficult debut in Brazil after a challenging Initial Public Offering.

Supplements the (A) case.