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This is an update to GS-61, describing developments at the company through 2011, including a major acquisition, distribution in China, and an initiative to cultivate start-ups that might grow into future clients.

Supplement for case 113090

Supplement for case 113090

Information technologies enable key divisions of an organization such as HR, Training, Operations, and Legal, to achieve operational efficiency. In addition, IT can and must be used to enhance the company's strategic positioning, by "socially" engaging an ecosystem of stakeholders: employees, suppliers, and customers. For this, the company's back-end IT infrastructure must be linked up with the front-line, so that information can flow smoothly, and important decisions can be taken in real-time. In this context, we make a distinction between Systems of Record and Systems of Engagement. The latter category of IT is now emerging, and will change the business landscape in substantial ways. This case is about one such platform of engagement called Wooqer, which business heads can harness to tackle a variety of problems. Wooqer facilitates communities of users to function independently, without requiring constant assistance from IT. The case begins by describing the information systems that drive business at Madura Fashion & Lifestyle, India's largest apparel retailer. In a rapidly expanding retail environment, Madura's Strategy Head has to decide between implementing point solutions to different technology problems, and rolling out a system of engagement.

Supplement to case LBS171

Supplement for case 110047

This follow up to Chorus and Telecom: Building the Boards provides a one-page description of the new boards that were created at Telecom and Chorus.

The case follows the progress of a year-long multi-module 'Make a Difference' programme for all 70 employees of Best Western Italy, the European operations and reservations centre for Best Western International, a global hotel group. The programme is designed to help individuals explore their own personal and professional goals, and then to work together to redesign the mission and vision of their organization. The objective is to unlock organizational energy, and to enhance trust and communication across all hierarchical levels. The outcomes included a restructuring of the senior executive level to create a flatter organization with more distributed leadership; improvement in the Great Places to Work Institute Italia ranking; and six company-wide projects initiated by employees. The case describes not only the programme design, but the necessary precursors for successful implementation, including organizational readiness for change and the skills and experience required of the coaches. It poses the question: How can this level of organizational change and renewal be sustained over time? Please visit the dedicated case website http://cases.insead.edu/best-western-italy to access video interviews and other support material.

The case follows the progress of a year-long multi-module 'Make a Difference' programme for all 70 employees of Best Western Italy, the European operations and reservations centre for Best Western International, a global hotel group. The programme is designed to help individuals explore their own personal and professional goals, and then to work together to redesign the mission and vision of their organization. The objective is to unlock organizational energy, and to enhance trust and communication across all hierarchical levels. The outcomes included a restructuring of the senior executive level to create a flatter organization with more distributed leadership; improvement in the Great Places to Work Institute Italia ranking; and six company-wide projects initiated by employees. The case describes not only the programme design, but the necessary precursors for successful implementation, including organizational readiness for change and the skills and experience required of the coaches. It poses the question: How can this level of organizational change and renewal be sustained over time? Please visit the dedicated case website http://cases.insead.edu/best-western-italy to access video interviews and other support material.

Supplement for case 613031. Update on progress of Microsoft's Server & Tools Business through July 2011. Satya Nadella and his team explore whether or not to support Linux on Windows Azure.

Supplement for case 613031. Update on progress of Microsoft's Server & Tools Business through August 2012. Pleased with the Windows Azure product, Satya Nadella must decide how to attract customers to the cloud based platform.

Supplements the A Case 308-058. With an almost forty-year history as a business in China, the Wanxiang Group has navigated through the significantly different political and economic changes in China to succeed as a global leader in the auto parts industry, and to develop into a broad business conglomerate. Beginning in 1994, when it first began its operations in the United States, Wanxiang started to expand its role as a parts supplier into a discerning acquirer of distressed companies in the U.S. While it saw acquisition as an exciting means for growth, company strategy at its Hangzhou, China headquarters also included vertical integration with a goal of developing a full-on electric car. Were these two goals divergent or complementary: mutually supportive or exclusive?

Supplement for case 813074

Supplement for case 813074

Supplement for case 813074

Supplement for case 112036

MuMate, a fictional cult beverage company, requires capital to fund national expansion. Its cofounders, who have bootstrapped to this point, are now negotiating with venture capital firms to raise a $3 million funding round. The case describes MuMate's inception, early history, business model, and factors that have fueled its rapid recent growth. As the case ends, the cofounders are debating whether to raise funds from VCs, angels, or asset-based lenders. The cofounders share their concerns about valuation and whether investors will seek to change the company's strategy and organizational culture.

MuMate, a fictional cult beverage company, requires capital to fund national expansion. Its cofounders, who have bootstrapped to this point, are now negotiating with venture capital firms to raise a $3 million funding round. The case describes MuMate's inception, early history, business model, and factors that have fueled its rapid recent growth. As the case ends, the cofounders are debating whether to raise funds from VCs, angels, or asset-based lenders. The cofounders share their concerns about valuation and whether investors will seek to change the company's strategy and organizational culture.

Supplement for case 111084. In late 2012, IASB chair Hans Hoogervorst, just over a year into his term, must address several serious geopolitical challenges that can derail IFRS growth. The SEC has issued a report outlining why the U.S. should not adopt IFRS. Other major economies such as Japan and India begin to dither on IFRS as well. The E--the IASB's main backers--is embroiled in a debt crisis that divides it; Britain--the strongest voice for IFRS in the EU--lirts with an EU exit. And China remains silent. Adding to these issues are longstanding concerns about the IASB's legal status and its finances. How can Hoogervorst return momentum to IFRS?

Supplement for case 813122