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Fluor Corporation has always prided itself on its competence in safety. It was a core value of the company, and Fluor had achieved remarkable safety records on complex projects all over the world. But now, in the spring of 1997, Fluor found itself managing the Western Hemisphere's largest environmental cleanup site, the Hanford reservation in Washington State. The Hanford site was established as part of the Manhattan Project in the 1940s that gave birth to the atomic bomb. Hanford produced nearly two-thirds of U.S. plutonium during the Cold War period. The Hanford site was half the size of Rhode Island, occupying 586 square miles in southeastern Washington State. The cleanup that began in 1988 was expected to take 30 years or more. Improving safety at Hanford was proving to be a significant challenge. As the new site manager at Hanford, Fluor Hanford (FH) inherited lower- and mid-level managers and thousands of unionized employees, many of whom were second- or third-generation Hanford employees. These employees had seen many contractors come and go over the previous years. Some of the managers who had worked with the previous contractor saw Fluor's emphasis on safety as getting in the way of operations. Union/management relations were fractious. Hanford's culture was described as "production driven-management told everyone what to do, and, if you didn't do it, there were consequences." Worker involvement in designing and implementing safety programs was negligible. FH also was having trouble satisfying its client, the U.S. Department of Energy (DOE).

Supplement for IMD484

As the regulatory environment for consumer lending evolves, CFJ has to decide how to respond.

This (B) case to For the Love of Good Food: The pLateTrace Project (A), product #9B09E006, allows students to synthesize their findings and assessments from the (A) case to recommend a viable, financially sustainable technology-based solution that generates long-term benefits for the multiple parties who would be involved. Given the current focus on local food and environmental responsibility, pLateTrace is a very relevant case that raises awareness for tremendous untapped opportunities to marry improving existing supply chain models with environmental stewardship.

Genzyme Corporation is in the midst of planning its new corporate headquarters, which incorporates many innovative green building features. After learning that the building as planned would likely earn a LEED Silver rating, an intermediate score in the LEED green building rating scheme, the CEO charged the building team with exploring opportunities that would enable the building to earn the highest rating, LEED Platinum. Five additional green building features are described, and students are asked to analyze and recommend which, if any, of these features to pursue based on their cost, likelihood of earning LEED credits, and their influence on the building's environmental performance.

Genzyme Corporation is in the midst of planning its new corporate headquarters, which incorporates many innovative green building features. After learning that the building as planned would likely earn a LEED Silver rating, an intermediate score in the LEED green building rating scheme, the CEO charged the building team with exploring opportunities that would enable the building to earn the highest rating, LEED Platinum. Five additional green building features are described, and students are asked to analyze and recommend which, if any, of these features to pursue based on their cost, likelihood of earning LEED credits, and their influence on the building's environmental performance.

In February 2007, shareholders of Eddie Bauer, the specialty apparel retailer, were scheduled to vote on management's proposed sale of the company to two private equity firms. More than 50% of outstanding shares in Eddie Bauer needed to be voted in favor of the deal for it to be finalized. Shareholders needed to decide whether to vote for or against the proposed sale, which was fully endorsed by the board of Eddie Bauer.

The Eddie Bauer (B) case describes the events leading up to February 2007, when shareholders of Eddie Bauer, the specialty apparel retailer, were scheduled to vote on management's proposed sale of the company to two private equity firms. The Eddie Bauer (C) case describes what happened and the outlook for the retailer.

How do we get a manager to recruit the best talent-and reward them for being a better manager for doing it-when we really want them to be a great banker? That was the question one of the top ranking female executives at JPMorgan Chase asked. This two part case offers an interesting and unique approach to diversity recruitment at a Fortune 500 company. With a white male champion-Jamie Dimon-at the helm, the material unfolds a view of how competent leaders do something interesting with diversity. In the A case, Diversity Recruiting Executive Mark Settles is hired, sets up a system, and nearly a year and a half later, the company has a strong pipeline of diverse talent for future consideration. Indeed, other Fortune 500 firms ask Settles to share recruiting best practices. But as he looks at the September 2008 issue of Fortune magazine, Settles can't help but wonder how his work has impacted JPMC. The mostly male faces of the cover caused Settles to step back for a second and consider whether his efforts were going to change the company. The B case describes several efforts that Settles sought to further integrate diversity into the talent life cycle, from recruiting to development, to creating an environment in which employees felt welcome as individuals and free to maximize their talents anywhere in the organization.

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The A case briefly describes Deutsche Telekom's background of a former state-owned monopolist and its struggles in a current competitive environment, provides information about René Obermann and his ascent to the CEO position, and outlines some of the change initiatives undertaken by the organization. It culminates in a letter sent to René Obermann and Board members of Deutsche Telekom by a company's technician in Berlin. In the letter, which later became associated with the feelings of many of Deutsche Telekom's employees, the author accuses the Board of the company in having no interest in the development of the company, well-being of employees, and service to the customers. The B case shows the reaction to the letter (which quickly leaked to the media) within Deutsche Telekom and in German society, and provides an account of an emotional response from René Obermann, who chose to respond publicly to the letter. The C case provides an overview of the change actions undertaken at Deutsche Telekom under the leadership of René Obermann and describes the outcomes known at the time of preparing this case study.

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The A case briefly describes Deutsche Telekom's background of a former state-owned monopolist and its struggles in a current competitive environment, provides information about René Obermann and his ascent to the CEO position, and outlines some of the change initiatives undertaken by the organization. It culminates in a letter sent to René Obermann and Board members of Deutsche Telekom by a company's technician in Berlin. In the letter, which later became associated with the feelings of many of Deutsche Telekom's employees, the author accuses the Board of the company in having no interest in the development of the company, well-being of employees, and service to the customers. The B case shows the reaction to the letter (which quickly leaked to the media) within Deutsche Telekom and in German society, and provides an account of an emotional response from René Obermann, who chose to respond publicly to the letter. The C case provides an overview of the change actions undertaken at Deutsche Telekom under the leadership of René Obermann and describes the outcomes known at the time of preparing this case study.

Supplement to case W88C52. This is the final addition to a three-part case that describes the reaction and attitudes demonstrated by B. Joseph White upon hearing that he was not chosen to be president of the University of Michigan in May of 2002. Joe White responded to this news resiliently by helping the University make a smooth transition to a new president. The case elaborates on Joe White's beliefs about resilience and why he believes resilience is a desirable quality among individuals. Part 3 gives students an overview of White's experience after the decision was made.

Supplement to case W88C52. This is the second of a three-part case that describes the reaction and attitudes demonstrated by B. Joseph White upon hearing that he was not chosen to be president of the University of Michigan in May of 2002. Joe White responded to this news resiliently by helping the University make a smooth transition to a new president. The case elaborates on Joe White's beliefs about resilience and why he believes resilience is a desirable quality among individuals. Part B presents the speech on disappointment that White gave at the Regents dinner.

Following the revelation that the Royal Dutch/Shell Group of Companies had overstated its proved oil reserves by over 4 billion barrels, company officials announced dramatic changes to the company's organizational structure and governance system. These changes were intended to improve management oversight and long-term corporate performance. This case outlines those changes.

"Levi Strauss & Co." explores the decision by the famed jeans maker to close a manufacturing facility in San Antonio, Texas in early 1990. The case follows then-vice president of operations Pete Thigpen and his team as they wrestle with the economic and human capital impact of closing the U.S.-based plant and outsourcing the manufacture of the company's Dockers line to a contractor in Costa Rica.

"Levi Strauss & Co." explores the decision by the famed jeans maker to close a manufacturing facility in San Antonio, Texas in early 1990. The case follows then-vice president of operations Pete Thigpen and his team as they wrestle with the economic and human capital impact of closing the U.S.-based plant and outsourcing the manufacture of the company's Dockers line to a contractor in Costa Rica.

The (B) case, second in a series of five, follows the (A) case which laid out the case for change in the context of the Telegraph's 150-plus-year history and concluded with the senior management's decision to start the change process with the editorial organization and to do so with a change of location from London's Docklands to a former trading floor by Victoria station in Central London. The (B) case describes the changes that would be necessary in the Telegraph's editorial function.

The (C) case, third in a series of five, characterizes the changes implemented in the Telegraph Media Group's editorial function as the group's senior management went about positioning the enterprise for a "giant stride in the media future." The case follows the (A) case, which laid out the case for change, and a follow-up (B) case, which described the editorial changes that necessary for the media group's transition from the 20th to the 21st century.

The (D) case, fourth in a series of five, closes a major loop left open in the preceding (B) and (C) cases, which focused on changes in the editorial organization and operations of the Telegraph Media Group: making the change, which was seen as an imperative in the (A) case, worthwhile by transforming the commercial organization, whose responsibility it is to bring revenue from advertisers and to look for other ways to "monetize" the Telegraph's considerable investment in digitization.