個案總覽

Communicating persuasively is a critical skill for leaders of any team or organization. Yet, connecting and resonating with an audience can nevertheless be a challenging task. We outline how to effectively mobilize groups through the power of communication. This note will serve leaders and members of diverse groups as they find their voice to inspire, unite, and engage others through messaging. With multiple examples as a backdrop, we highlight four key components of effective messaging in this note: 1) Structuring Messages and the Persuasive Story Pattern; 2) Appealing to the Audience; 3) Persuasively Communicating through Rhetorical Devices; and 4) Delivering Clear and Captivating Messages.

Amazon was the biggest Internet-based retailer in the United States and had frequently been featured on lists of the most admired companies. In 2015, The New York Times published an article that portrayed Amazon as a ruthless employer with brutal human resource management practices and a toxic work atmosphere. Employees were divided in their opinions; some found the culture invigorating and others found it hard to survive in. Leaders in the industry came to Amazon's defence, while employees at other organizations began to disclose their own experiences of toxic work environments. Could Amazon continue to grow, thrive, and retain employees if it maintained its current employee management strategy? Did stress foster innovation, and, if so, at what point did that stress become destructive?

The Charles Lake Mill had experienced more than 200 days of strike in the previous 10 years, and its employees were accustomed to returning to the mill the morning after a settlement was reached and going directly back to their jobs. But this time the mill management team is determined that things at the mill would change. This case follows the Charles Lake Mill as it goes from being one of the most unsafe mills with a terrible production record to one of the safest mills with solid production gains each year.

Fresh, innovative thinking is essential for business growth, and most people--not just a few gifted "visionaries"--are capable of it. So says the Wharton School's Adam Grant, whose research shows that you can develop this skill in your organization by creating a culture of nonconformity. Start by giving employees license to let their imaginations run wild: A large quantity of diverse ideas will ultimately yield the highest-quality ones. To help people dream up a multitude of new products, strategies, or solutions, encourage them to adopt the mindset of a competitor, for example, and have them generate ideas privately (group brainstorming tends to conform to the majority's taste). Once lots of ideas are in, get feedback on which one to pursue from the right people: other innovators with a track record of spotting winners. You might even stage a contest to find the best ideas, and have peer judges and other subject-matter experts vet the submissions and suggest improvements. Sustaining a culture of originality is as important as building it. So focus, too, on balancing cultural cohesion (which can improve decision making) with creative dissent (which prevents a strong culture from becoming a cult). Long-term, it's the combination of the two that brings great ideas to the table.

In April 2010, the chief executive officer (CEO) of Steelworks, a Singapore-based metals company recently acquired by an Indian conglomerate, embarked on a plan to realign the organization's structure and processes across its subsidiaries. However, he had difficulty getting the long-serving general manager of a plant in China to sign off on the current year's audited financial statements. This led to a tense and bizarre confrontation between the CEO and the regional general manager. The restructuring project was taking autonomy from regional unit heads. Was that the problem? Was Steelworks mismanaging its subsidiaries? Had the general manager of the Chinese plant, a Singaporean expatriate, been seconded to China for too long? It was unclear how a member of the senior management team who had been with Steelworks for his entire career could behave this way and jeopardize his position. What could the CEO have done differently?

Silver Cloud, an industry leader, had acquired the Charles Lake Mill whose management accommodated union demands. As management gave in to union demands, the mill quickly developed a reputation within the industry as a labor-relations nightmare. This reputation was exacerbated by a much-publicized strike. Would all the negative energy and turmoil created by the strike hinder the creation of a new, productive paper mill?

The Royal Harbour Resort & Spa was a large hotel and spa with over 300 employees. In December 2010, the human resources manager was advised by the general manager that headquarters had ordered an immediate restructuring due to a decline in the hospitality industry, especially in the luxury hotel sector. The human resources manager was advised that she had to terminate the employment of their banquet manager - an employee of over 17 years. The human resources manager was instructed to prepare the severance letter by the following day and meet with the banquet manager on Monday to finalize the termination.

Linda Rabbitt, founder and CEO of rand* construction walked into her office at the company's headquarters in Alexandria, VA and briefly closed the door behind her. It was 10:00 a.m. on Monday, September 22, 2014, and she had just addressed her staff after the sudden and tragic death of the company's well-loved President, Jon Couch, the previous Friday afternoon. It had been an emotional address, as Rabbitt tried to inspire the company to move forward while holding back her own tears. For Rabbitt and for everyone else at the company, the loss was both professional and personal. Furthermore, Couch's death signified for Rabbitt the loss of her entire succession plan. Now in her mid-60s, Rabbitt was preparing to turn over the reins of the company to Couch, whom she had partnered with and mentored for eighteen years. What should Rabbitt do now? What should she plan for the future now that Couch was gone?

Boston-based fast-casual chain, b.good, was founded on the idea of healthy food, sourced locally, and prepared in-store. They'd worked to build a value-based business, and worked hard to cultivate a sense of family--among employees, customers and suppliers. In 2015, they had entered a period of substantial growth, with the company doubling in size over the past 12 months, and plans to double again over the coming twelve months. The management felt this purpose and sense of family had served them well, but were worried that growth would water down these key ingredients to their success. As they enter 2016, they are particularly focused on ensuring that they get the "people" systems right.

In 2014, an inquiry was filed against a member of the Indian Police Service who had engaged in his duties as a police officer with the utmost integrity. As the director general of police, the highest administrative position in the police service, he had acted with independence and honesty in pursuing several high-profile cases. Consequently, the state government retaliated by filing a First Information Report (FIR) against him in a matter that was more than 10 years old. Although there were some ambiguities pertaining to the technical details of the case, the director general was proud of his reputation and trusted the judicial system. Would the High Court agree with the director general that this inquiry was unwarranted and exonerate him by quashing the FIR filed against him?

The chief executive officer of South Africa's Nedbank Ltd. contemplated the dilemma of growing the bank in a mature, competitive market within his own country, and succeeding at expanding outside South Africa's border. Nedbank's extensive investment in Ecobank, with its pan-African presence, was a risk, and required improvement of the capabilities of the leaders to execute Nedbank's strategy. To achieve this, Nedbank focused on building an internal capacity through coaching and mentoring programs for its leaders, in addition to other initiatives to enable employees to execute the bank's strategy. The chief executive officer was proud of his own innovative idea for a new product, and hoped he was setting an example for other leaders. He was equally proud that Nedbank was a values-oriented business that believed in using its influence to positively impact its community and environment. In 2014, despite positive advancements, the economic situation was grim and the chronic lack of skilled workers was a detriment to the country, and to Nedbank in particular. Could Nedbank rapidly increase its capabilities in time to meet the immediate challenges it faced as it expanded into locales where the stakes, and the risks, were higher?

In response to the education crisis in South Africa, two young MBA graduates start SPARK Schools, a network of low-fee, private primary schools; however, teacher candidates often lack the skills, knowledge and attitudes required in this innovative schooling system. SPARK Schools has implemented a range of human resource practices that show how an integrated, intensive, systemic approach to human resource policies and practices can help to optimize teachers' performance. The two leaders wonder whether their human resource practices are suitable for scaling up their social entrepreneurship organization from four schools to 60 in their effort to make a positive national impact on education.

Set in March 2015, the case begins when the Baltic Dry Index (BDI), an economic indicator of the average price to ship raw materials, hits an all-time low. Khalid Hashim, Managing Director of Bangkok-based Precious Shipping Public Company Limited (PSL) is now tasked with navigating the company through economic uncertainty. In the past, PSL, has weathered similar volatility characteristic of the cyclical nature of the shipping industry. Though it was able to survive some of the biggest downturns in the market, most notably the Asian Financial Crisis of 1997 and the Global Financial Crisis of 2008, is it poised to sail through the next downturn?

In April 2015, Dan Price, chief executive officer and founder of Gravity Payments, a private credit card processing and financial services company, announced that every employee would receive a minimum annual salary of US$70,000 over the next three years. Price said he was concerned about the increasing pay gap in the United States and news of his bold move went viral, causing debate over employee compensation plans and the wealth gap in society. At first, there was applause for his radical actions, causing an initial rise in new business. However, there was almost an immediate backlash both internally and externally. One senior worker at the company resigned, claiming that lesser-skilled workers would simply clock in and out while highly skilled workers were not similarly compensated with raises. A lawsuit was filed by Price's brother, a minority shareholder, who believed that the move would hurt the company. A number of clients left Gravity Payments while other companies criticized the move, saying it made them look stingy. Price attempted to tackle pay inequality by increasing salaries, but this created controversy. Employees were not the only stakeholders affected by Price's actions. What should Price do now?

Alquería was founded by Professor Jorge Cavelier and his son Enrique Cavelier with the motto, "A bottle of milk is a bottle of health." From Alquería's inception, the Cavaliers looked for ways to innovate on their products and to substantially improve the quality of the milk they offered to their customers, introducing new packaging formats and production techniques. In 1992, Carlos Enrique Cavelier took over at Alquería's helm. His studies in Sociology, Anthro¬pology and Public Administration abroad as well as his years in public service in Colombian po¬litics prepared him to become a business leader who cared not only about his family business' prosperity but also about the communities surrounding the company. During his tenure, Cave¬lier has shown a special commitment to his suppliers -small dairy farmers- helping them with training programs on nutrition and more updated, efficient and quality-enhancing production techniques. He has also played a key role in his organization's communication and identity buil¬ding efforts, as well as a strong network and partnership driver, engaging Alquería stakeholders. Headed by Cavelier, Alquería has taken a leading role in significant national debates, such as the ones on corporate responsibility in post-conflict scenarios, on free trade treaty challenges, and on Colombia's competitiveness issues, among others. The company's current management has received national and international awards. By 2013, Alquería ranked among Colombia's largest dairy producers, following Colanta S.A. and Alpina S.A.

There are change efforts, and there are change efforts. Edna Adan Ismail, referred to in the Western press as the Muslim Mother Teresa, created a small revolution when she founded the Edna Adan Maternity Hospital in Hargeisa, Somaliland. From securing buy-in and permissions from Siad Barre's government, acquiring land and struggling to keep it, and designing and constructing a new building, to educating a health care workforce, attracting physicians, and attending to the health care needs of a poor population, the case sets the stage for an analysis of change management. As Edna Adan Ismail feels the impact of globalization and the demands of global standards of care from the developed world, she faces some complex problems. How would she continue to add and improve hospital operations, educate the local population of health care providers and patients, and meet the objectives and standards of international actors? The material in this case presents complex problems around efforts to innovate and implement change on a grand scale.

After years of ups and downs, Germany won its fourth World Cup in 2014.This case examines the national team's recent history and the changes they made to set themselves up for success.