個案總覽

Written from the point of view of Richard Jenkins, the Executive Vice-President of Medical Devices at SciMat. Presents his reflections on the series of events leading to the firing of one of SciMat's general managers, Erik Peterson. A redisguised and updated version of earlier case 494-113.

A married couple who have a successful industrial B2B business evaluate whether or not to sell the business to two of their offspring, who are both entrepreneurial MBA graduates. Complicating factors include the fact that the sale price and structure need to finance the couple's retirement and give fair inheritance treatment to the remaining siblings. In addition, the father has had some health issues and the business is doing well, so there is a lot of forward momentum to sell to the next generation.

This exercise is based on the popular group game "Mafia" and is designed to give students a broad introduction to multiple theories of influence and to challenge their instincts about which techniques are the most powerful and how they may be employed. In this version, two section-mates have been linked to the vandalizing of school property. Students are secretly assigned to different roles (e.g., Moderator, Vandals, Leadership and Values Representative, and Innocent Section Members), and the object of the game is for the players to debate the identities of the Vandals and vote to eliminate suspects.

Since becoming the President's envoy responsible for post-war Iraq, Paul Bremer endured many sleepless nights, struggling with the decision of how to hand over sovereignty to the Iraqi people. Despite daily assassination attempts, tribal warfare, growing violence, and political pressure--at home in Washington, D.C. and abroad--the CPA undertook the difficult task of handing over power to an Iraqi civil society which was simultaneously being rebuilt from the ground up.

Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he resign, go directly to his division's executive vice-president to seek relief, or attempt to clarify the situation within the company? A redisguised and updated version of earlier case 494-008.

Presents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised and updated version of earlier case 494-009.

Describes the outcome of Erik Peterson's meetings over the course of two days with a number of senior executives from the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised and updated version of earlier case 494-007.

If you were diagnosed with a terminal illness, how would you respond and what would you do with your remaining time? Avi Kremer contemplates four options for how to devote himself 18 months after being diagnosed with ALS. His experience thus far and the choices he faces foster insight into building resilience and finding purpose. The case documents Kremer's personal history before and after diagnosis, describing the ups and downs in his life both prior to and after the diagnosis, lending insight into what enabled him to respond in the extraordinary way he has. The case highlights Kremer's remarkable efforts to fight for a cure, the doubts and obstacles he experiences along the way, and the current options Kremer faces, from returning home to spend time with family to founding a new biotech venture. Through this stark, realistic, and inspiring example, the case prompts discussion relevant to anyone at any point in life about resilience and purpose, prompting all students to reflect upon handling adversity and leading a purpose-driven life--and what it takes to equip oneself to do both.

Given the crucial role that IT plays in businesses today, the Chief Information Officer (CIO) is seen as having a significant responsibility in ensuring that IT's value is optimized. However, the history of IT investments has not been glowing and, as a consequence, blame for this situation is usually placed at the feet of the CIO. To explore further the role of the CIO and its link with organizational performance, interviews were conducted with CIOs, CxOs, and commentators. From an analysis of the data, a model linking the CIO role with organizational performance enabled by IT was developed. This model highlights the critical factors contributing to CIO and, ultimately, IT success. Of central importance is the environment within which the CIO operates and, in particular, the pivotal role of the IT savviness of the CEO and the leadership team. It reveals some uncomfortable lessons for CEOs and other c-suite members.

The Bosch Group is a leading global supplier of technology and services with a concentration in areas of automotive technology, industrial technology, consumer goods, and building technology. The case describes the structural changes in Bosch over its lifetime, from its founding in 1886 to the most recent changes initiated in 2007 to make it into a transnational organization. The description focuses on two types of reasons for change - one driven by the growth of the organization and the other driven by the internationalization/globalization. Until recently, Bosch's operations were structured as global geographic divisions. In 2007, the organization initiated a program to re-organize the operations as a global matrix structure. The case describes in some detail the latest changes to adopt the transnational matrix structure with emphasis on global product divisions instead of the earlier emphasis on geographic divisions outside Europe. In the second part of the case, some of the opportunities and challenges that have emerged in the India operations of Bosch as a consequence of the global changes initiated by the headquarters are described. Prior to the recent changes, the companies of the Bosch Group in India operated as would any other local Indian company, with limited interface with other group companies, and little interference from headquarters. They were also doing quite well, and the managers and employees were not expecting any re-structuring. However, as part of the changes driven by global headquarters, the India operations had to undergo tremendous structural and process changes - there would be greater integration among the group companies in India, and greater integration with global product divisions. The case examines the challenges and opportunities of implementing organizational changes in a context where there is no felt need for change.

This one-paragraph case adds to the data presented in the (A) case. A redisguised and updated version of earlier case 494-006.

This case describes the problems facing a recent MBA graduate in his job as general manager of a medical device company owned by a parent corporation. It raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. This case is a redisguised and updated version of earlier case 494-005, reflecting the challenges of managing in innovation-/R&D-driven industries and across multiple international sites.

This note outlines how leading professional service firms operating in China revise their standard hiring practices to fit local challenges and customs. Based on interviews with professionals in a number of established accounting, strategy consulting, and executive search firms presently operating in China, it explores best practices they use to hire exceptional professionals who will succeed in building high quality client relationships, delivering appropriately innovative thinking, and helping their firms grow and improve performance - all within China's unique political and cultural context.

The best hiring practices help professional firms attract successful employees, equip newcomers with critical support networks, increase the firm's diversity and enhance its reputation. This Note delineates how leading firms manage these multiple objectives throughout the entire process of forecasting, sourcing and onboarding top talent. It also expands on potential misalignments that can arise and tradeoffs firms face in building and executing an integrated hiring strategy.

Daren Kemp, a partner at leadership consultancy and executive search firm Heidrick & Struggles, is responsible for the firm's relationship with Standard Chartered Bank (Standard Chartered). Standard Chartered is one of 94 companies in Heidrick's strategic partners program (SPP). The purpose of the SPP is to build strategic, value-based relationships with clients. Kemp joined Heidrick in 2008 and by 2010 has successfully built a strong relationship with Standard Chartered. The case describes how Kemp and his team grew this relationship and raises questions about what can be learned from this experience and applied to the other accounts in the SPP.

Likened in his native China to a rock star of entrepreneurship, Ma had risen from humble beginnings to the pinnacle of modern Chinese business in less than 20 years. How did a former English teacher who had not even been exposed to the internet until the end of the 1990s become iconic among internet multimillionaires? Was there something special about Ma that helped him stand out among an increasingly well educated class of Chinese entrepreneurs?

Mekong Capital, a private equity firm specializing in investing in Vietnam, had grown dramatically since its inception in 2002 and faced numerous organizational issues in 2007. There was a shortage of qualified middle managers, an overall lack of leadership, and a culture of making excuses for performance shortfalls. These issues not only plagued Mekong, but also the portfolio companies that they took positions in. The case recounts how the founder and managing partner of Mekong undertook a process to profoundly change the culture, leadership, and accountability within the company to try to transform it so that its people would align and come together as a team, holding themselves responsible to deliver results and committed to the long-term future.

To weather the 2009 financial crisis, Eden McCallum's cofounders must renegotiate partners' compensation, attract independent consultants to meet different client demands, and reassure their Advisory Board that their network-based consulting model remains sound. The case outlines decisions taken and financial results through the end of fiscal year 2010.

Senior Partner Rob Smith just led construction consultancy firm Davis Langdon through a major organizational change in Europe and the Middle East. In the past, compensation arrangements had not incentivized partners to collaborate across the firm to serve clients' increasingly global and complex needs. In 2007, under Smith's leadership, the partnership agreed to implement holistic change. This included a shift from geographical to sector structure and a new profit-sharing system that encouraged partners to work together for the benefit of the firm as a whole. Amidst the global economic crisis, Smith must decide how to extend on a global basis the alignment the firm has begun to achieve in Europe and the Middle East.