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In the annual report, Welch indicates a new priority for the company--developing a cadre of managers who can lead GE in implementing its strategy in a new organizational context. The question facing Welch is whether his bold new human resource vision is realistic and achievable.

Coopers & Lybrand open an office in Hungary.

Coopers & Lybrand open an office in Hungary.

Provides an update to the case.

Provides an evaluation of the "Leadership Through Quality" effort at Xerox. The assessment includes both negative and positive factors based on extensive interviews and surveys. Based on this assessment, a plan of action is determined and presented which was endorsed by senior management. Students will be asked to consider whether these mid-course corrections are appropriate. Allows students to see how long major changes take to occur and how much effort is involved to sustain and deepen change.

Reveals the course of action that Xerox took after discovering that its Leadership Through Quality program had not met all expectations. Reinforces the message that change is an ongoing and continuous effort, and that companies never achieve all of their change goals.

Supplements the (A) case.

Describes the complexity of setting and reconciling performance targets in a global, matrix company. The president of the Finnish industry and rail transport company has received targets from two bosses--his regional superior and his business area superior. Each has set different performance targets (financial and non-financial) which must be reconciled. In addition, a bonus scheme must be developed and approved.

Describes internal allocation conflicts in a complex global company structured as a matrix organization. ABB Switzerland has secured and will build an important power station project; however, internal market allocation policies dictate that this work be handled by ABB Sweden. Transfer pricing issues are described. The president of ABB Switzerland must decide whether or not to escalate the conflict up to superiors for resolution.

Summarizes Carlzon's new focus externally on building alliances and acquiring travel service companies. Describes the financial problems resulting from the recession and the Gulf War crisis. Designed as an in-class handout to highlight the long-term management commitment required to realign and inspire an organization to a new strategic mission. Allows a more balanced appraisal of Carlzon's leadership abilities and limitations.

Presents an urgent order for repair service from an important customer who had purchased an item from a competitor. The item, which TiFab had bid on, went out at a price that TiFab predicted was below the amount necessary to ensure quality manufacture. Now the customer needs to have the unit, part of a much larger production system, repaired and is willing to pay a very high price. The student must choose a price for this order, and decide whether to take it. Should be handed out in class after discussion of the (A) case. A rewritten version of an earlier supplement.

The CEO of Pinkerton, a security guard service firm, is considering options to alter the company's current restrictive and expensive capital structure. A leveraged recap and initial public offering are considered.

After returning to the CEO/COO job, Phil Knight makes changes to Nike's strategy, organization, and management between 1983 and 1987 aimed at making Nike more responsive to the market place. He takes cost-cutting measures, and experiments with several management and organizational changes. After much strife within the company, Knight ends up with a hybrid matrix, a new group of managers, and a new strategy. Has Knight made the right choices? Has he squashed Nike's entrepreneurial culture? Is Nike poised for recovery?

After two years of stunning financial results, Knight again appoints a new COO, Dick Donahue. Are Knight and Nike ready for a new COO? How does Donahue differ from Woodell? Will his personality, style, and agenda fit with the new Nike Knight has created? Also describes how the matrix organization has changed over two years.

Commentary by an executive familiar with the industry on what went wrong at Prelude and what the difficulties are in creating economies of scale in the lobster fishing industry.

Outlines new government economic plans and first actions after election. To be handed out in class after discussion of main case.

Describes political and economic developments that completely change the assumptions on which the strategic options in the (A) case were based. This requires a fundamental reconsideration of the economic/political, strategic, and organizational dimensions and the options. In addition, the head of Opel wants to become number one in East Germany in spite of its formidable local competitor, Volkswagen.

Illustrates organizational and industry-wide inertia to a change that threatens the status quo. Also reinforces the message that those most willing to encourage change are either the proponents of change or those who are locked out from the existing system.

Describes the concluding and bitter fight between Armstrong and the established radio manufacturing and broadcasting industry over the new, incompatible, and yet irrepressible FM technology. Illustrates the struggle between a corporation and an established system and individual champions of change. In addition, underscores the tensions that can arise in the context of personal ambitions, uncompromising attitudes, personal relationships, and corporate interests.

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