個案總覽

Supplements the (A) case.

Supplements the (A) case.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

Supplements the (A) case.

This sequel accompanies the main case (1862.0). On Tuesday, August 29, 2005, Hurricane Katrina battered New Orleans, causing inadequate levees to collapse and flood the city in what came to be widely seen as a man-made disaster. The Federal Emergency Management Agency (FEMA) calculated that 105,000 of the city's 188,000 housing units were severely damaged or destroyed. It was the worst urban disaster in national memory. However, city leaders were not prepared to accept New Orleans' demise. On September 29, 2005, Mayor C. Ray Nagin appointed a blue-ribbon panel known as the Bring New Orleans Back (BNOB) commission to produce a reconstruction plan by the end of the year. Its volunteer members were leaders in the business and nonprofit worlds. BNOB turned for advice to the Urban Land Institute (ULI), a Washington, DC-based research and educational organization that sought to promote responsible development. HKS Case Number 1862.1

Supplement to product 907C20.

Supplement to product 907C20.

Supplement to product 907C20.

Supplement for IMD453 In addition to using Scrum and Sprint Teams internally, Guidewire has been successful at teaching their clients how to use the process as well. In these larger organization, the process has enabled: a) rapid customer feedback; b) flexible product implementations; c) fast development. If a large mainstream insurance company can derive these benefits from the process, where else might it apply?

Sometimes the good old tried and true American business team building exercises just don't work. Although frequently successful with teams made up of employees from different sections of an organization, what happens when teams consist of employees from different geographical areas like the United States and Asia-which has a whole set of unique differences. This case follows the experiences of an executive sent to Bangkok Thailand with two other managers from corporate headquarters to clean up and team build following the discovery of fiscal mismanagement and a popular senior executive's high profile firing. This three part case series puts students in the shoes of a financial auditor sent to try and strengthen weakened relationships and performance at Fasco Motors in Thailand. The material describes his efforts to rebuild trust on the Bangkok management team and the difficulties he encounters working as an outsider in every way.

Sometimes the good old tried and true American business team building exercises just don't work. Although frequently successful with teams made up of employees from different sections of an organization, what happens when teams consist of employees from different geographical areas like the United States and Asia-which has a whole set of unique differences. This case follows the experiences of an executive sent to Bangkok Thailand with two other managers from corporate headquarters to clean up and team build following the discovery of fiscal mismanagement and a popular senior executive's high profile firing. This three part case series puts students in the shoes of a financial auditor sent to try and strengthen weakened relationships and performance at Fasco Motors in Thailand. The material describes his efforts to rebuild trust on the Bangkok management team and the difficulties he encounters working as an outsider in every way.

By 2006, the Point Lisas Industrial Estate (PLIPDECO) consisted of approximately 44 industrial sites on 1,000 hectares of land. Some in Trinidad advocated the creation of additional estates as well as expansion into business like aluminum, which required a great deal of energy. The government of Trinidad had continued a menu of tax exemptions and incentives, and substantial additional foreign investments were expected. Meanwhile, Hugo Chavez had become President of Venezuela and had instituted a socialist, anti-American regime that was seizing assets and rewriting contracts with foreign investors. Trinidad looked like a favourable investment site compared with Venezuela. However, not all was happiness. The businesses involved with PLIPDECO needed relatively few employees. Some in Trinidad referred to this reality as the "curse of oil."

Supplements the (A) case.

In this three-part case, an established winery's first marketing director is charged with reviving the once-hot brand. Cofounded by an expert winemaker with ties to the famous Château Lafite-Rothschild, Clos Du Val had seen its glory days, with high ratings accompanied by robust sales. During the 1990s, however, sales had begun to lag, though it was unclear why. What should the new marketing director do first? How should the company allocate its marketing budget? A teaching note is available for verified faculty; a multimedia case supplement featuring interviews with the principals is also available.