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Describes the actions taken by Prodigy executives.

Describes the organizational aftermath.

Supplements the (A) case. Designed as a class handout. Allows students to evaluate the Board's response.

Supplements the (A) case. Describes the CEO's decision.

Supplements the (A) case. Describes the implementation of the CEO's decision.

Supplements the (A) case. Describes the aftermarket performance of the units.

Describes events in 1991 involving Fleet Call, Inc., a potential competitor who plans to introduce an alternative form of mobile communication.

Focuses in detail on implementing a corporate restructuring program in ABB's German subsidiary. Special attention is given to Germany's unique form of industrial governance. Two major problem areas--power plants and power transformers--are described in detail, as is a decentralization proposal for the German sales operation. How should the head of ABB Germany proceed? Why did he take this job? What choices did he make? What challenges does he face, particularly as a newcomer? Why are power plants and power transformers in deep trouble and what action can be taken? Does decentralization of the sales force make sense? What are the challenges, opportunities, and risks facing ABB's Germany country head? Will the new international matrix be a help or a hindrance?

Addresses the results and the lessons from the German restructuring effort by focusing in detail on the relationship with the works council and the actions taken for power plants and power transformers, and the sales organization. Closes with a "second wave" of cost cutting and some reflections by the head of ABB Germany, as well as some excerpts from an interview with Percy Barnevik. How did international knowledge transfer help? How much of a constraint were German national and BBC corporate cultures? Can the organization digest a "second wave" of cost cutting? How does the ABB international matrix work, especially for the power transformers business area and for the German power plant operations? How does the domestic matrix work for the sales organization? What leadership and managerial skills are required to succeed in the international matrix? Is ABB the prototype of the global organization of the future?

Describes McCaw Cellular Communications, Inc.'s investment decision and strategic plans in 1990, following the situation in the (A) case. Outlines the competitive situation in other types of mobile communications in the United States and the United Kingdom in 1991.

Provides an update of competition in mobile communications through 1992 for both the United States and the United Kingdom.

Describes a competitor's decision to install capital equipment using switching technology incompatible with McCaw's.

Covers the firm's growth from 1956 to 1966. May be used with McKinsey & Co. (A)--1956.

Continues the story of the implementation of the ARES project.

Describes the aftermath of the (A) case. Describes the actions taken and the possible consequences for the company and its principals. Also describes the principals' attitudes at this point. A rewritten version of an earlier case.

Shows the final ending of the situation. A rewritten version of an earlier case.

Supplement for case UV2314

Describes Burroughs Wellcome's response to protests over the pricing of its AIDS drug AZT in September 1989. Also presents short-term reactions by government officials, AIDS activists, and investors to Burroughs Wellcome's strategy.

Describes key developments relating to Burroughs Wellcome, AZT and other AIDS drugs, and the AIDS issue in general from late 1989 through 1992. Includes excerpts from Wellcome PLC's financial statements and updated statistics on AIDS in the United States.

Supplements the (A) case.