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The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

The case describes the challenges faced by Immunovaccine (IMV), a small biotechnology company founded in Halifax, Canada. The company has seen early success in the effectiveness of its technology in animal health and is looking for ways to exploit the potential of its technology more broadly, particularly in human health. The company's challenges are presented in the context of the evolving relationship between the pharmaceutical and biotechnology industries. The case describes the various issues the company faces around 2008, shortly after the new president and CEO has taken over. It then provides details on strategy formulation and execution under the new CEO.

Michael Patterson is an engineering technician at Confederation Kitchen. The company is downsizing its staff in response to declining profitability. Patterson has heard a rumour that he will now report to a supervisor for whom he has little respect and with whom he has had trouble in the past. The engineering and manufacturing manager has called a meeting to discuss Patterson's new role, and Patterson must decide how candid he should be at the meeting.

In this (B) case to Michael Patterson (A), product # 910C24, an engineering technician meets with the new engineering and manufacturing manager. He shares his thoughts about his new immediate supervisor, but the manager believes his comments to be inappropriate and presents the engineering technician with a formal written reprimand. In a time of economic uncertainty, the engineering technician must determine what action, if any, he should take.

After analyzing more than 15 years' worth of investment data, the authors have found one way that information gets around and improves investing performance: through alumni networks.

This case documents the history and development of philanthropic work in providing quality education by CARE (Cooperation for Advancement Rehabilitation and Education) under the leadership of its chairperson, Seema Aziz. Seema started CARE in 1988 as a small voluntary effort to help the flood victims of the Sheikhupura town, Lahore (Pakistan) and later directed the organization's focus towards providing quality education to underprivileged children. After over a decade of efforts which led to the establishment of 6 CARE owned schools and adoption of 20 schools from the Government of Punjab, Seema was faced with an important decision which would shape the future of CARE. In September 2002, the government of Punjab offered CARE to adopt another 140 government schools. The offer had left Seema at a crossroads as accepting the offer would achieve CARE's mission by accelerating the process of spreading education. However, it would invite challenges associated with managing a rapidly growing organization, providing for additional funds and other organizational resources, and establishing a professional and well motivated Human Resource base to support the expansion decision which would have to be taken within a few months. On the other hand, refusing the government's offer would enable Seema to take CARE through a gradual process of growth ensuring control over policymaking and implementation, minimizing risks related to financial sustainability, building organizational and human resource capacities and above all preparing leadership capabilities necessary for a growing organization. For Seema it was indeed a tough decision. She felt that as she contemplated the offer to prepare CARE to take up the challenge, thousands of children lost hope for basic education and an opportunity to live like the privileged part of the society. While Seema's heart was truly tempted to take up the government's offer, her mind was well aware that she must choose her options wisely.

When people think about innovation in customer service, they usually think about technological or process enhancements that make service delivery faster or more efficient. Restaurants have introduced hand-held devices that buzz customers when their table is ready, and supermarkets use self-service checkout lines. While such innovations can simplify matters for customers, service organizations rarely stop to consider the overall psychology that shapes service encounters. Indeed, many key psychological variables that influence customer perceptions-the subtle enhancements that help define a positive experience-have yet to be fully defined or articulated. Organizations often measure the outcomes of service encounters in concrete terms such as on-time flight arrivals or the time to resolve a customer's call. However, the subjective outcomes-the emotions and the feelings-are more difficult to describe: Did the passenger enjoy the flight? Did the customer who called the service center with a problem walk away feeling better about the provider? Just as having a deeper understanding of systems dynamics and process analysis has pushed companies to re-engineer their operations to achieve explicit outcomes, findings from behavioral decision-making, cognitive psychology, and social psychology can point service providers to ideas for redesigning the psychological or implicit aspects of service encounters. In this article, the authors examine how three factors-emotions, trust, and control-shape customer assessments of service experiences and their overall view of service providers. Drawing on research conducted at companies including Harrah's, MGM Grand, Dell, Farmers Insurance, the Seattle Supersonics, and McKinsey & Company, they argue that organizations seeking to excel in customer service need to attack the "soft side"of customer management with the same type of intensity they have previously used to reengineer workflow and supply chains.

Social networking sites, such as Facebook, have exploded on to the cultural and business landscape. Not only can firms use social networking sites to present organizational information to interested parties, but also perhaps gather information regarding job applicants. As an employer, checking out an applicant's Facebook page-much like Googling a candidate's name-is very tempting. It is understandable that managers would like to know as much about a candidate as possible. Facebook pages can provide a wealth of information beyond, or even possibly contradicting, an applicant's submitted documents. While this may represent a potentially useful tool, there are several reasons for caution. For instance, an organization's selection process may be biased if an applicant's Facebook page contains inaccurate information, if some applicants do not have Facebook pages, and/or if legally protected demographic information ends up being part of the selection process. Facebook's own policies suggest that an organization may face legal challenges if it considers an applicant's Facebook page as part of the selection process. Just as importantly, there are ethical issues-in particular, an individual's right to privacy-which must be considered. We wish to encourage organizations to develop guidelines regarding the use of social networking sites in the application process, based on the practical, legal, and ethical issues covered in this article.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

JetBlue Airways grew rapidly from its founding in 2000, focusing on providing low-cost service to previously underserved cities, while giving passengers a high-quality experience, ("bringing humanity back to air travel"). An ice storm at JFK airport on February 14, 2007 caused 1,195 flights to be cancelled over a six day period, and stranded several planes on the taxiway for many hours. JetBlue, previously viewed as one of the best airlines (if not the best) for customer service, took extensive criticism from the public, press, and Congress. In addition, the disruptions caused by the storm cost the company over $41 million. The 2007 storm highlighted deficiencies in JetBlue's operational infrastructure. Some top-down changes were made, but disruptions caused by thunderstorms in summer 2008 demonstrated that the airline's ability to deal with irregular operations (IROPs) was woefully inadequate. The company instituted a program (IROP Integrity) that utilized the talents of more than 200 employees, from all levels, and all parts of the airline, to address these problems. This was done through process mapping, root cause analysis, and cross-discipline cooperation working on 100 projects to improve both technology and processes. In February 2010, an ice storm far worse than the 2007 event again disrupted operations at JFK. This time, the airline had to cancel far fewer flights, which were mostly done before passengers arrived at the airport, operations the next day, and the cost was a small fraction of the cost of the 2007 disruption. This case describes the IROP Integrity project-its origins, the role of executive sponsors, project leadership and organization, and the processes used to identify and carry out improvement projects. It also describes the legacy of IROP Integrity on the JetBlue organization and culture.

This short case is intended as a vehicle instructors can use to introduce cases to a management or leadership class and to start a discussion about what organizational effectiveness looks like. The case reviews the experiences of two different managers of top English soccer teams. Students must use the information provided to advise the boards of these teams about whether the two managers deserve to be sacked. Information in the first part of the case provides information about team performance (wins and losses), manager popularity, and other factors that influence perspectives on effectiveness. The second part of the case shows decisions about who was actually sacked, which may surprise some. The two parts together allow for an interesting discussion about what organizational effectiveness is really about. HKS Case Number 1933.0

This sequel is a follow-up to a short case intended as a vehicle instructors can use to introduce cases to a management or leadership class, and to start a discussion about what organizational 'effectiveness' looks like. The case reviews experience of two different managers in top English soccer teams. Students must use the information provided to advise the boards of these teams about whether the two managers deserve to be 'sacked'. Information in the first part of the case provides information about team performance (wins and losses), manager popularity, and such factors that influence perspectives on effectiveness. The second part of the case shows decisions about who was actually 'sacked' which may surprise some. The two parts together allow for an interesting discussion about what organizational 'effectiveness' is really about. HKS Case Number 1933.1

This case illustrates how Dow Chemical acquired and integrated Wolff Walsrode, a German specialty chemicals firm that was part of the Bayer Group. This acquisition, combined with Dow's existing cellulosics unit, helped it create a new specialty business with a forecasted $1.1 billion in annual sales and strengthen its footprint in Central and Eastern Europe. The main challenge in this case concerns the complexities of acquisition integration, which are demanding in spite of Dow's extensive experience and track record. Dow is confronted with various integration challenges and faces several decisions concerning the degree and speed of integration of Wolff Walsrode and one of its units, Probis. The decisions pit considerations of rapid cost synergy capture via leveraging global systems platforms against process technology transfer and accommodating different customers and their requirements. Along with providing a review of the importance of a multitude of codified implementation templates and tacit integration mechanisms, this case illustrates how Dow's M&A integration personnel prove their worth by ensuring Wolff's successful integration. The case confronts students with the complexities and uncertainties of cross-border acquisition integration (e.g. speed, level of integration) and the way in which a renowned serial acquirer like Dow manages a medium-sized integration. Moreover, it presents the inherent complexities involved in decision-making in the context of acquisition programs. Lastly, it underlines the pros and cons of mergers and acquisition (M&A) experience, how to appropriately use M&A experience, and the role deliberate learning mechanisms contained in Dow's M&A methodology (the M&A Technology Center) play in improving the success rate of integrating acquisitions.