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Supplements the (A) case.

A supplement to Telus: The Acquisition of PSINet Canada (A), product 9B02C025. Telus has become a front-runner in the purchase of the now-bankrupt PSINet Canada. There are rumours of other companies in the race to purchase the company - all suitors will attend an auction at a later date to determine who wins the right to buy the company. The vice-president of strategic integration has four days to prepare for a town hall meeting with PSINet Canada employees. There, an offer will be made to the employees. Telus has determined that retention of the majority of the employees - should it proceed with the acquisition - is a key priority. He must decide how to present his case to the employees; most are probably demoralized and affected by the bankruptcy proceedings. He also needs to determine how Telus should manage the relationship between it and the bankruptcy monitors.

This supplement Telus: The Acquisition of PSINet Canada (A), product 9B02C025 discusses the challenges the vice-president of strategic integration faces with the purchase of PSINet Canada. He must decide how to properly integrate the company into Telus.

The C case is the third in the Telezoo series that trraces the growth of this Internet start-up. The firm has now entered the economic decline of the late 1990's and has been caught in the collapse of the telecom industry. The case traces the options available to Ms. Murville and describe how Telezoo cna come back from the brink. The case further developes the cras of the Telecom industry and places Telezoo's challenges within this larger context.

The case briefly outlines the European strategy for a major player in the agricultural chemicals industry. This description provides the basis for developing a Balanced Scorecard program to help align the firm's European supply chain operations with the company's strategic goals.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements Joline Godfrey and the Polaroid Corp. (A).

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Vivek Paul was hired to run the IT division of a global company that originally sold cooking oil. Paul was brought on board to develop Wipro Technologies into a leading provider of software services to the world's largest corporations. He was a native of India, yet was educated and had worked in the United States for many years. Paul faced a number of challenges in achieving this goal. His most immediate challenge was attracting, developing, and retaining key talent. Paul needed someone at the helm who had established relationships and held credibility with the employees at Wipro Technologies' Indian operation centers. He wanted someone who knew the Indian corporate culture and who had the cross-cultural sophistication that comes from extended expatriate experience to be the director of Wipro Technologies Europe. Sudip Nandy was the perfect fit for such an assignment. This story illustrates the cultural challenges of transforming an Indian company to enhance its global effectiveness. The A case discusses some of the methods Wipro used to leverage diversity in the workforce to create competitive advantage for the firm. The B case further describes some of Nandy's ideas for business growth. In the C case, Nandy reviews more strategies and updates the business situation to late 2002. The Wipro series illustrates the importance of national culture and ethnicity issues to everything a large corporation does--including its own culture of origin, the cultures of its potential customers, and the cultures of its employees. The cases lend themselves well to the unfolding of the Hofstede cultural model during class.

Vivek Paul was hired to run the IT division of a global company that originally sold cooking oil. Paul was brought on board to develop Wipro Technologies into a leading provider of software services to the world's largest corporations. He was a native of India, yet was educated and had worked in the United States for many years. Paul faced a number of challenges in achieving this goal. His most immediate challenge was attracting, developing, and retaining key talent. Paul needed someone at the helm who had established relationships and held credibility with the employees at Wipro Technologies' Indian operation centers. He wanted someone who knew the Indian corporate culture and who had the cross-cultural sophistication that comes from extended expatriate experience to be the director of Wipro Technologies Europe. Sudip Nandy was the perfect fit for such an assignment. This story illustrates the cultural challenges of transforming an Indian company to enhance its global effectiveness. The A case discusses some of the methods Wipro used to leverage diversity in the workforce to create competitive advantage for the firm. The B case further describes some of Nandy's ideas for business growth. In the C case Nandy reviews more strategies and updates the business situation to late 2002. The Wipro series illustrates the importance of national culture and ethnicity issues to everything a large corporation does--including its own culture of origin, the cultures of its potential customers, and the cultures of its employees. The cases lend themselves well to the unfolding of the Hofstede cultural model during class.

Supplements the (A) case.

Supplements the (A) case.

In the spring of 1998, nonprofit agencies known as "child-sponsorship" organizations found themselves on the defensive. The agencies-dedicated to raising charitable funds in the United States to support children and their communities in poor, developing countries-had been the subject of a scathing critique, a two-part series in the Chicago Tribune accusing them, in effect, of misleading donors. The series asserted that the organizations had not lived up to the promise implicit in fundraising advertisements: that specific children would benefit directly from the contributions of individual sponsors. The agencies mounted a spirited and largely successful public defense of their approach-one in which aid was targeted not only at individual children but at the communities in which they lived. At the same time, however, they sought new ways to reassure the public about their effectiveness. This case details the ensuing effort by a group of six child sponsorship agencies to agree on "industry" standards that would make their goals and methods clear. The case describes the differing situations of the various organizations so as to lay the groundwork for discussion about likely difficulties in reaching agreement on standards, as well as extrapolation as to what sort of standards could both command consensus among the agencies and satisfy public demands for "transparency." The case serves the broader purpose of framing the issues and dynamics of industry self-regulation more generally, particularly in a nonprofit context. See also, Part B (1665.0). HKS Case Number 1665.0

In January 2000, two British middle-tier high technology companies, Stream and Line, announce their merger agreement. On 6 May 2000, in a record period of four months one of the biggest high technology companies with a capitalized market value of more than US$84 billion is formally launched on the world stock markets. On August 1st, the company celebrates its launch with world-wide satellite links in the presence of the newly designated CEO, Roger Farrell. This series of three sequential cases recounts the story of the merger from the perspective of one of the business unit, the Sales Organization, in the UK. The first case, "The Story of a Merger" covers the period between January 2000 and August 2000. It introduces the key character of the three cases, Anne Wright, the newly appointed Sales Organization President. After describing the business and cultures of the two merging companies, it proceeds by giving an account of the two most emotionally engaging events faced by the protagonist early in her position: her introduction to the acquired company, Stream, and the process of site selection and announcement. The second case, "Building the New Organization" covers the second half of 2000. It describes the painful experience of those remaining with the unsuccessful and closing site and the journey of those moving, temporary, to the winning location. After reviewing the appointment process, it gives an account of how the company brings to life the new values of the merged company. The third case, "Bumpy Road of Transformation" gives an account of the major activities during 2001 and 2002. It opens up by going over the residual frustrations as experienced by middle managers. It then proceeds by giving an overview of the systems and initiatives launched by the global and the UK company to equip the organization to meet the challenges of the future.

In January 2000, two British middle-tier high technology companies, Stream and Line, announce their merger agreement. On 6 May 2000, in a record period of four months one of the biggest high technology companies with a capitalized market value of more than US$84 billion is formally launched on the world stock markets. On August 1st, the company celebrates its launch with world-wide satellite links in the presence of the newly designated CEO, Roger Farrell. This series of three sequential cases recounts the story of the merger from the perspective of one of the business unit, the Sales Organization, in the UK. The first case, "The Story of a Merger" covers the period between January 2000 and August 2000. It introduces the key character of the three cases, Anne Wright, the newly appointed Sales Organization President. After describing the business and cultures of the two merging companies, it proceeds by giving an account of the two most emotionally engaging events faced by the protagonist early in her position: her introduction to the acquired company, Stream, and the process of site selection and announcement. The second case, "Building the New Organization" covers the second half of 2000. It describes the painful experience of those remaining with the unsuccessful and closing site and the journey of those moving, temporary, to the winning location. After reviewing the appointment process, it gives an account of how the company brings to life the new values of the merged company. The third case, "Bumpy Road of Transformation" gives an account of the major activities during 2001 and 2002. It opens up by going over the residual frustrations as experienced by middle managers. It then proceeds by giving an overview of the systems and initiatives launched by the global and the UK company to equip the organization to meet the challenges of the future.

Describes the implementation in Seattle Public Schools, under the direction of Superintendent Joseph Olchefske, of a systemwide standards and accountability scheme, known as the Performance Agenda. The Performance Agenda set academic standards for students and defined professional expectations for teachers and administrators. A primary goal of the agenda was to align teaching practices with academic outcomes for students and to introduce performance-based practices into the management of teachers and staff. Focuses significantly on the interaction of the district's labor contracts with efforts to introduce teacher accountability.