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Describes the conceptualization and implementation of a totally new organization structure built around projects, knowledge, and personal development. The organization is fluid with almost no formal controls. Physical work space is fundamentally changed and almost all paper is eliminated by extensive use of computerized information systems. However, unexpected early losses threaten the radical organizational transformation.

A condensed version of Oticon A/S: "Cogitate Incognito" ("Think the Unthinkable"; Oticon A/S Company Motto) & Oticon A/S: Project 330. In this case the presentations of the company, its products, competitive position, and use of information technology have been significantly reduced.

Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to nurture and develop continuous renewal. With the changing environment of the 1980s, however, a new generation of CEOs begin to adopt new policies and change the cultural norms that helped 3M grow. The trigger issue focuses on what other changes are required.

The Virgin Atlantic Airways (VAA) case was written on the occasion of the company's 10th anniversary. In 10 years, VAA has brought many innovations to the airline industry and won many awards for its service. It has fought against giants on an international scale and has survived the airline industry's most difficult years. The case describes the history of the firm, its achievements, and its practices especially in terms of operations, human resources and marketing.

Gives an overview of the collapse of a prestigious financial institution and the organizational failings that contributed to it. Outlines the history of Barings Bank, the creation of its securities business, particularly in the Far East, and how Nick Leeson, a Barings trader in Singapore, was able to run up massive losses in derivative trading, which caused the collapse of the bank. Identifies the cultural clashes, remuneration system, control failings, and other issues that severely weakened the effectiveness of the matrix management system, an important contributor to the collapse.

Describes the revised marketing strategy for a commodity chemical and the resulting salesforce opposition that confronts a new marketing manager. The changes in the strategy aim for: margin improvement, new segmentation, centralized decision making, and pan-European optimization. A 1993 ECCH award winner. This is a revised version of an earlier case.

Two-party, multi-issue negotiation between a human resources director and a prospective employee over terms of hire that highlight cultural differences. This is a negotiation between a recently hired computer programmer and a Human Resources Director regarding the new employee's salary, benefits, and start date.

Two-party, multi-issue negotiation between a human resources director and a prospective employee over terms of hire that highlight cultural differences. This is a negotiation between a recently hired computer programmer and a Human Resources Director regarding the new employee's salary, benefits, and start date.

YRIX Communications Corp. is considering how to expand internationally in view of the maturation of the U.S. market. At issue is which countries to enter and how to enter each market.

At first glance, Greater Boston Rehabilitation Services appeared to be in excellent financial shape in the spring of 1991, when Terry Ann Lunt was named its new executive director. A mix of government grants and work contracts with local businesses seemed to protect this 20-year-old organization, based in the hope that work could be a form of therapy for the mildly mentally ill, from the vagaries of public budget changes. Soon after her arrival, however, Lunt found that, unknown to the board that had hired her, three of the group's four sources of income were in jeopardy, that accounting records were, at best, haphazard, and employees were deeply confused as to the mission of the organization.

In 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach.

This case focuses on an organization established to fight for the housing rights of people living in "informal settlements" in apartheid-era South Africa. In the wake of democratization, the group finds itself under increasing pressure from residents of townships, which it had represented to begin to offer a range of social services for residents in addition to housing advocacy. Its president, Mandla Ndlovu, must now decide whether and how to change the range of services, which the organization offers. This case was developed by the Public and Development Management Program of the University of the Witwatersrand, Johannesburg, South Africa. HKS Case Number 1291.0

In 1993 the municipally owned utility serving Gainesville, Florida was threatening to build a 23-mile rail spur to connect its coal-fired power plant with the tracks of the Norfolk/Southern Railway. The railroad currently delivering the coal, CSXT, had announced a large rate increase to take effect at the end of its current five-year contract and had refused to allow Norfolk/Southern Railway, which was offering a lower rate, to use CSXT tracks to deliver coal to the plant. CSXT had responded to the utility's threat to build the spur by reducing its proposed rate increase and the utility now had to decide whether it should proceed with the spur or accept the new CSXT offer. This case may be used to discuss barriers to entry, market power, and appropriate public policy responses. HKS Case Number 1299.0

This case focuses on the hedging of a currency exposure, a long Deutschemark position, by a U.S.-based multinational chemical company. The case takes place during the August-September period in 1992 when the European Monetary System experienced a crisis as a result of a variety of world political and economic events, including the monetary policies pursued by the Bundesbank of Germany.

George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.

George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.

George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.

The management team at Electrohome's Projection Systems Division must decide what to do in response to a surprise new product introduction by Sony Projection Systems. The new product threatens Electrohome's position at the high end of the market. This case focuses on competitive analysis as three players from three differnet regions of the world vie for profitable positions in the industrial projection systems market.

Chronicles BP Oil's process of developing, implementing, and assessing its global branding, along with key decision points at three critical areas along the way. BP Oil International is the retail/consumer marketing division of a company that is historically known for oil exploration and production. Its advertising manager is pressing the company to pay more attention to its brand equity, specifically consumer awareness and brand associations (image). The advertising manager and his boss have put together a proposal to create a global brand equity program (Brand Image Program), the keystone of which is a global advertising campaign. Now they must persuade the Marketing Strategy Group, a central oversight body, to approve the program.