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Supplements the (A) case.

Describes the sources of Legend's surge to dominance of the Chinese computer market and the subsequent split of distribution and manufacturing into Digital China and Legend Computing.

Updates BMG Entertainment.

In the 1990s, companies improved their business performance by speeding up their operations. Now comes the second generation of speed--and this time, the focus is on accelerated strategy making.

This is an MIT Sloan Management Review article. How can company leaders identify and exploit the opportunities that take the fullest advantage of their companies' capabilities and potential to pursue new strategies? In their attempts to meet the stock market's imperative, multibusiness companies in the past have pursued operational efficiencies by integrating business activities and have extended their existing strategies by combining resources from various business units. But that is not enough, say Robert A. Burgelman, professor of management at Stanford University, and Yves L. Doz, professor of global technology and innovation at INSEAD. Multibusiness corporations need to develop a capability for what the authors call complex strategic integration (CSI), which involves the discovery and creation of new business opportunities by combining resources from multiple units within the firm--each with its own perspective and vested interests--to extend the corporate strategy in new directions. Only a few multibusiness companies are currently trying to develop a CSI capability. But the challenges and imperatives for all companies are the same. Company leaders need to manage the evolving tension between reinforcing the company's core business and redirecting strategy in new directions, as well as the sharing and transferring of resources. They also must ensure that senior executives develop the political and entrepreneurial skills necessary to pursue CSI initiatives effectively, along with the ability to conceive of these new strategies. Above all, company leaders have to create a corporate context that facilitates CSI as an ongoing institutionalized process rather than as an infrequent occurrence that depends on the ad hoc championing efforts of some highly dedicated senior managers. That includes developing the appropriate organizational structures, control systems, and incentives.

PSI Net, one of the world's leading internet companies, is contemplating the acquisition of Metamor Worldwide, an IT consulting firm of equal size. PSI has grown at breakneck speed via 71 acquisitions in three years, mostly through the acquisition of small ISPs. Post-merger integration was mostly a matter of hooking up to existing networks and customer bases. By contrast, Metamor is a "human capital" firm, itself the product of many acquisitions. The purpose of the case is (1) to illustrate the evolution of corporate strategy (via M&A) in a high velocity environment and (2) to address issues of merging with a same-size firm that is totally different from previous acquisitions. Students are asked to prepare their due diligence for the acquisition. PSI Net (B) provides the story of the one-year follow-on disaster

Focuses on AT&T's 2000 restructuring, in which the company broke itself into four units: business services, consumer services, broadband, and wireless. Examines the strategy of the company during this time: (1) to deliver information in any form (voice, video, data) over any distance to any place in the world; (2) its numerous acquisitions to implement its strategy; and, (3) the reasons underlying the breakup. Describes the benefits of restructuring and how the company planned to maintain relationships among the units through contractual arrangements.

Supplements the (A) case.

Supplements the (A) case.

Six months into the merger of two global money-center banks, Megan Richards, the new bank's foreign exchange sales manager, is trying to retain her client base in light of the bank's inability to deliver foreign currency in a timely manner. The target banks' inferior systems were chosen for political reasons, major corporate clients are calling Megan with their demands and complaints about breakdowns, and Megan is denied support from her boss, vice chairman in charge of Global Capital Markets. Purpose of the case is to introduce operational and political challenges of post-merger integration, especially as they confront front-line middle managers. (We use the case to open our PMI course.)

Spreadsheet supplement for case 701-035.

The first ten pages of the case 'Walt Disney Co.: The Entertainment King' are comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner. The last five pages are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. Students are asked to think about the keys to Disney's mid-1980s turnaround, about the proper boundaries of the firm, and about what Disney's strategy should be beyond 2001.

International Speedway Corporation was diversified across the racing industry. The company owned and operated (1) Motor Racing Network, Inc. (MRN Radio) the nation's largest independent sports radio network, (2) DAYTONA USA, the official tourist attraction of NASCAR, and (3) Americrown and Motorsports International, providers of catering services, food and beverage concessions, and producers and marketers of motor sports merchandise. Each of the company's segments had seen a surge in growth commensurate with the popularity of the sport.

International Paper is evaluating entry into European markets via acquisition of Aussedat-Rey, France's second largest paper company. The student is exposed to both strategic and valuation issues as much of the expected value of the takeover involves long-term position in the fast growing European market. The case also provides an opportunity to understand differences in cross-border takeovers as the bid is contested by a French buyer and opposed by French nationalists, thus raising political issues.

This series of cases follows a Darden student's career decision and tracks his search process for an acquisition candidate in the retail industry. The (A) case confronts the student's career choice. But the (B) case, the student has decided to acquire his own business and must construct a timetable in the (C) case. The (D) case provides summaries of six candidates for acquisition, followed by an acquisition check list in the note.

This series of cases follows a Darden student's career decision and tracks his search process for an acquisition candidate in the retail industry. The (A) case confronts the student's career choice. But the (B) case, the student has decided to acquire his own business and must construct a timetable in the (C) case. The (D) case provides summaries of six candidates for acquisition, followed by an acquisition check list in the note.

This series of cases follows a Darden student's career decision and tracks his search process for an acquisition candidate in the retail industry. The (A) case confronts the student's career choice. But the (B) case, the student has decided to acquire his own business and must construct a timetable in the (C) case. The (D) case provides summaries of six candidates for acquisition, followed by an acquisition check list in the note.

Technology strategy for a diversified corporation must be developed consistently with the general strategies of the individual business units and the corporation as a whole. Among the issues covered in this note are the level of R&D spending, allocation of resources to technology programs, trade-offs between long-term and short-term projects, the balance of product and process development, and R&D efforts aimed at further diversification. Various organizational and analytical approaches to the development of technology strategy are outlined.

This note defines the aggregate production planning problem and outlines the elements that are analyzed when evaluating alternative plans. An example is presented.