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In November 1998, Jan Kasl, a successful architect and erstwhile city councilor, was his party's surprise choice for mayor of Prague, the capital city of the Czech Republic. A virtual political unknown, Kasl was chosen for the post only after the presiding mayor was rejected by the other political parties in negotiations to form a coalition government. Given Kasl's inexperience and low profile, most observers assumed he would be a quiet figurehead, following in his predecessor's footsteps and toeing the party line. Kasl, however, had different ideas. While a relative newcomer to government, Kasl had long been frustrated by what he viewed as the opaqueness of city operations, and angered by suspected abuses by those in power. Soon after his appointment, Kasl vowed to do his best to open up municipal government and stop the conflicts of interest, lack of accountability, and questionable deals he believed had damaged the image and effectiveness of City Hall. To do so, though, he would have to figure out how to overcome significant institutional and political obstacles without causing a political backlash that could stymie all progress, or even force him from office. Is it better for a leader with a reform agenda to confront antagonists-and rely on public support to force change? Or would a behind-the-scenes, coalition-building strategy be the more pragmatic and effective? Or does successful reform borrow from both approaches? In addition to these leadership issues, this case provides a window into the political life of post-socialist Eastern Europe-the so-called "New Europe"-and provides a vehicle for analysis of the question of what is the best structure for local government in a newly-democratizing (and decentralizing) state. HKS Case Number 1798.0

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case.

An abstract is not available for this product.

This is a supplement to PETA's Kentucky Fried Cruelty, Inc. Campaign, product 9B03C045. PETA escalated its tactics to pressure Kentucky Fried Chicken to implement stronger animal welfare guidelines. KFC was once again embarrassed worldwide when an investigation for PETA captured video of chickens being kicked and stomped on by workers at a processing plant that the company used. The footage provided new ammunition for PETA to increase the pressure on KFC to make significant changes, including protesting of KFC executives at their homes and encouraging celebrities to organize a boycott of KFC. Both PETA and KFC testified to the Senate Judiciary Committee presenting their sides of the story. One had to wonder whether the campaign unleashed by PETA had gained enough momentum to pressure the decision-makers at Kentucky Fried Chicken into making meaningful changes in its animal welfare practices, and if so, how the conflicts between KFC and PETA could ever by resolved, given both the increasing escalation and philosophical differences between the two organizations.

The Canadian division of Mearl Oil Company does not want to implement the company's environmental impact targets and would like to continue using its homegrown environmental management system and standards. The division is allowed to present its arguments to the International Environmental Group. This is a supplement to Mearl Oil Company: Environmental Impact Targets (A), product 9B05M018. The supplement Mearl Oil Company: Environmental Impact Targets (C), product 9B05M020 discusses the International Environmental Group's perspective.

Mearl Canada Limited and Mearl Oil Company are presenting their cases to the International Environmental Group, who will make a decision on whether or not the Mearl Canada must comply with the company's environmental impact targets. This is a supplement to Mearl Oil Company: Environmental Impact Targets (A) and (B), products 9B05M018 and 9B05M019.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

To be used with 9B05C011.

BookMart has a breach in the company's information systems. In this supplement to A Hacker Attack: An e-Commerce Nightmare, product 9B05E002, the general manager has to develop immediate and long term plans to deal with the situation.

This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center. It also describes how the R and D center is organized to develop various types of product lines.

This case describes how IDEO adapt its famed innovation process (developed to design new products) to the particularities of services and their design. The case series describes four service design projects to show how IDEO has developed and codified a series of design methods, which constitute a toolbox from which teams can pick and choose depending on the innovation project.

As a Harvard University freshman in 1992, Eric Dawson began working on a social service project known as Peace Games, a one-day festival to teach school-age children about peace and cooperation. Dawson, however, had bigger ideas for the program. Operating first within Harvard, and later through the independent nonprofit that he founded, Dawson transformed Peace Games from a simple celebration of community into a kindergarten-8th grade, year-long conflict-resolution curriculum that he hoped to implement in schools across the country. As challenging and as critical as the program design itself, however, was the need to create, fund, and manage an organization capable of carrying the project forward. This case tells the story of how Dawson developed Peace Games in the Boston area; established a Peace Games outpost beyond Massachusetts; and attempted to launch a major nationwide expansion deemed essential not only to reach significant numbers of children and communities, but to attract the funding the organization needed to survive. HKS Case Number 1795.1

As a Harvard University freshman in 1992, Eric Dawson began working on a social service project known as Peace Games, a one-day festival to teach school-age children about peace and cooperation. Dawson, however, had bigger ideas for the program. Operating first within Harvard, and later through the independent nonprofit that he founded, Dawson transformed Peace Games from a simple celebration of community into a kindergarten-8th grade, year-long conflict-resolution curriculum that he hoped to implement in schools across the country. As challenging and as critical as the program design itself, however, was the need to create, fund, and manage an organization capable of carrying the project forward. This case tells the story of how Dawson developed Peace Games in the Boston area; established a Peace Games outpost beyond Massachusetts; and attempted to launch a major nationwide expansion deemed essential not only to reach significant numbers of children and communities, but to attract the funding the organization needed to survive. HKS Case Number 1796.0

Supplements the (A) case.

This case describes the life and career of Donna Dubinsky, a high-ranking female executive and entrepreneur. Throughout her career, Dubinsky remained on the leading edge of the technology field. In the A case, two exciting options lay ahead of Dubinsky, one with a leader she knew, respected, and had worked for before, and the other from a new contact with an opportunity to lead a small, unproven startup firm. The B case describes her decision and brings the reader up to venture number three called Numenta. The cases are intended to give management students a broad view of one executive's lifestyle, of how she built and maintained business and personal relationships, and the way she developed her personal style throughout her professional career.