個案總覽

Barber Cardiosystems, based in Melbourne, Australia, designs and manufactures therapeutic devices used for treatment of coronary conditions. Over four decades, it has grown to be among the top 200 medical device companies in the world. It competes against much larger companies through a continuous effort to control costs and increase productivity. It does so by aligning operational and human resource practices, particularly employee incentives, with its strategy. Concerns arise in the face of increased competition about whether the company can continue to reduce costs and maintain its margins while keeping both its generous bonus scheme and commitment to guaranteed employment. The company's executive team must decide how to respond. This case is suitable for use in undergraduate, MBA, and executive courses in organizational behavior, leadership, and strategic management. It is especially useful in a module on strategic alignment or organizational design.

The unexpected passing of Dave Goldberg in May 2015 triggered the most difficult period in the history of SurveyMonkey, a global online survey software company headquartered in the San Francisco Bay Area. In a state of emotional shock, the team was forced to find answers to complex strategic questions, navigate a convoluted process of CEO succession and, ultimately, reinvent the company. Over three years later, the company was starting a new chapter with an IPO, and faced a mix of old and new challenges, including reinventing its product portfolio and brand; expanding internationally; attracting a larger share of large clients-the "Enterprise" customers; navigating an ever-changing competitive landscape; and incorporating new technological innovations such as artificial intelligence (AI) and machine learning. The company had come a long way-that was unquestionable-but there were still obstacles ahead.

Boxed.com ("Boxed") is an ambitious e-commerce retailer start-up, founded by visionary CEO Chieh Huang in 2013. From starting in Huang's garage in 2013, to winning Emerging E-Retailer of the Year in 2016, to having 4 operational distribution centers in 2018, Boxed used a variety of strategies in order to gain customers and grow its presence. This case explores the journey that the scrappy, new entrant navigated as it competed against large, goliath players in an already established retail and e-commerce industry.

Flipz is the pseudonym for a Hong Kong-based mobile classified app for consumer-to-consumer selling and buying of new and second-hand goods. Despite the initial skepticism towards their venture, the founders managed to gain traction with their app and eventually succeeded in raising venture funding at a valuation of US$500 million six years after the company was founded. In January 2016, Lee Ju Ning, the co-founder of Flipz, a peer-to-peer online selling platform for second-hand goods, ponders about the important decisions she has to make in the wake of being confronted with multiple setbacks in her entrepreneurial journey. Eighteen months earlier, Lee and her fellow university classmate, Caden Chan, had returned to Hong Kong, feeling energised after a one-year immersion programme in Silicon Valley. Shortly after, Lee and Chan spotted a business opportunity and brought their idea of simplifying the cumbersome process of online listing and selling second-hand items to a hackathon competition. They eventually emerged the champion and with the winner's prize, Flipz was founded, despite disapproval from Lee's parents. The entrepreneurship journey was indeed not as smooth as expected, and there were many lessons to be learnt from the school of hard knocks. Successive challenges began to dampen the initial high spirits - funding rejections, technical difficulties during product development, and dwindling user downloads following a successful launch. Lee faces a common dilemma encountered by many budding tech entrepreneurs - whether to channel the remaining limited funds to marketing or product development. She also begins to cast doubts on the future: Should she hang on to the start-up or call it quits?

Aparigraha Yoga was founded in 2012 as a sustainable entrepreneurship venture in Ontario that sought to balance the environmental, social, and financial components of the triple bottom line (3BL) while providing high-quality yoga classes in its community. The founder intended to utilize synergistic solutions, which fully integrated each 3BL component, to address any business problem. In 2018, she identified two issues at her studio that challenged her belief in sustainable entrepreneurship and the reality of always finding synergistic solutions. The founder needed to either develop new synergistic approaches to these issues or modify her belief in sustainable entrepreneurship and select which components to favour in which situations.

Berkshire Hathaway Inc., a goliath enterprise that had grown tremendously over a half century, had never paid a dividend. The chairman of Berkshire Hathaway inc., advocated an investment policy of reinvesting in existing assets, acquiring diversified assets, and buying back shares in the company, but never paying a dividend. However, in 2017, excess cash and short-term reserves were earning a yield value that was less than the inflation rate, effectively decreasing the real value of the reserves. The company was not finding suitable new acquisitions, and shares in the company were trading above the company's limit for repurchase. Amid public speculation, Buffett began musing that perhaps the best course of action for Berkshire Hathaway Inc. at that point was to pay a dividend after all.

The chief executive officer and founder of Global Metal Company (GMC), had been in the business of antique reproduction hardware for more than three years, having quit his successful corporate career to start GMC in his hometown of Aligarh in northern India. After seeing the initial response to the business, he was confident that within three years, GMC would realize the annual revenue of US$1 million he had envisioned. In 2018-2019, upon completing three years in business, GMC closed the year with $0.15 million in annual revenues. The CEO wondered what had gone wrong in those years. Had his target of $1 million been over-ambitious? Or had his assessment of the overall market potential been off the mark? During those three years, he had expanded his operations in baby steps from Europe-which was overly price competitive and served by a large number of exporters from Aligarh-to the United States. Now he was wondering whether he should plunge deeply into the US market to grow GMC, or seriously consider quitting this business and moving back into his corporate career.

The case explores the journey taken by GE, at the instigation of Jeff Immelt in 2008, towards transforming itself from a global industrial giant to becoming an Industry 4.0 leader, by harnessing the nascent promise of the Industrial Internet of Things. The case illustrates the different initiatives launched including: 1. Fastworks - lean methodology including design thinking and agile-lite approach to creating new products. 2. Business analytics and sensors for products. 3. Creation of GE Digital in San Ramon, combining analytics with a platform - Predix - and working under full agile methodology. 4. 2015 - introduction of Chief Digital Officers in each industrial vertical reporting to Bill Ruh at GE Digital. 5. Digital Foundries - to help GE customers with their digital transformations. Immelt had invested more than $4 billion into GE's digital transformation. The case uses examples to illustrate the transformation and the challenges GE faced. Challenges included: the initial decision to create a separate division rather than embedding digital into the verticals upfront, culture change, different skill sets and time horizons, different recruitment and remuneration practices, and communication strategies. During the transformation, Immelt retired early due to falling stock value and what the market judged as previous bad decisions. He was replaced by John Flannery, a GE veteran, charged with overhauling GE by focusing on financials and spinning off parts of GE. Flannery announced he was supportive of GE Digital and the changes, but it was clear that the focus was on the industrial verticals. The markets were unhappy with the speed of progress under Flannery and a year later, he was also replaced. This time by Larry Culp, a GE-outsider. The case ends in 2019 with Culp's announcement that GE Digital, the digital 'home' of GE was to become a separate enterprise, although wholly-owned by GE.

The case charts the evolution of NVIDIA, the market leading producer of graphics processing units (GPU), from its beginnings to becoming a leader at the forefront of artificial intelligence (AI) development. Founded in 1993, the company designed processors for gaming, professional visualization, data centers and automotive markets. In 2019, NVIDIA's vision was to be at the forefront of the virtual reality (VR), artificial intelligence and deep learning arenas. Though the company had an impressive growth rate, there were increasing competitive threats against NVIDIA's dominance in deep learning. The case ends by asking whether NVIDIA can retain its leading position and what it has to do to sustain it.

A young, female investment banker has just been unexpectedly promoted to managing director of her group-but she'll be taking her mentor's job while he is pushed out over a 10-month stint as a "senior adviser" in their group. This case offers students two decision points and opportunities to practice difficult conversations: first, what should she do, and how, when she first learns of her promotion? Second, what should she do, and how, six months later when her mentor is sabotaging her leadership? The case is designed to surface students' instinctive decision-making and communication tendencies. Thus it is short enough to be read and responded to in class. Students are assigned readings and assignments related to the case after class discussion in which they are encouraged to reflect on their initial responses. The case is quite flexible and would work in any course that deals with leadership, difficult conversations, decision-making, organizational behavior, human resources, and related topics. It is appropriate for a range of levels and audiences, including undergraduate, MBA, and executive education. It can be particularly useful for students early enough in their careers to appreciate that this is a situation that they, in one way or another, may face as they ascend the hierarchy and thus become the formal leader of people who were previously their peer, mentor, or even boss.

Western Governors University (WGU) was a nonprofit institution of higher education whose online learning model served more than 100,000 students in 2019 and was scaling rapidly. President Scott Pulsipher wanted to expand WGU's reach to millions more with a plan called 10x Vision. 10x Vision called for scaling enrollment, creating new ventures to expand access to higher education that complement WGU's business model, and funding these ventures. Pulsipher believed WGU had a potential target market of 40 million people in the United States, as an increasing number of jobs required post-secondary education. How could WGU help these individuals participate in the higher education system and achieve upward mobility?

In 2019, ESL Investments' $5.2 billion offer to purchase Sears Holdings out of Chapter 11 bankruptcy, was accepted, despite opposition from the company's unsecured creditors and other parties. ESL, which was led by Eddie Lampert, had acquired a stake in Sears following its 2005 merger with. Kmart. Lampert was chairman and CEO. During Lampert's ownership, Sears and Kmart shrunk their store base from 5,670 to 687 stores, and over 200,000 employees lost their jobs. Some attributed Sears' woes to a challenging operating environment, others argued that Lampert's actions over the last decade benefitted himself and other shareholders at the expense of other Sears stakeholders. Was a sale of the company to ESL the best outcome?

This case describes the role of Facebook in society and its degree of responsibility to protect the privacy of user data and address the real-world impacts of misinformation and fake news across its site. Facebook's idealistic goal of giving people the power to build community and bring the world closer together has seemingly backfired as nefarious actors have exploited user data and the site's infrastructure to advance political and economic goals. Facebook's leadership has been slow to recognize and acknowledge the influence the site has had on world events, including the 2016 U.S. presidential election, and the Myanmar genocide against the Rohingya minority group. Facebook has also been slow to stem the spread of fake news, and addressing user data privacy is at odds with the company's reliance on targeted advertising as its primary source of revenue. This case offers students the opportunity to discuss the changing social and business environment in the era of the Internet, especially issues related to privacy and free speech.

In 2012, Mountain Equipment Co-op, a members-only Canadian consumers' co-operative that sold outdoor recreational gear and clothing, underwent a major revamp of its strategic focus, which involved a change of its logo. The shift was away from the co-operative's core, outdoors-focused customer base to a wider target group that included urban and rural customers who were new to outdoor sports. The change was significant and the co-operative realized that many of its core customers-all of whom were shareholders-were upset by the shift in strategy and logo change. Mountain Equipment Co-op needed a communications plan to ease the transition.

Two entrepreneur brothers purchased Trafalgar Ales, Meads and Distillery, a brewery with 19 active individual beer brands, each generating a small amount of sales. The brothers' purchase came at a time when they were transitioning from a contract brewer-a brand that outsources the actual production to another firm-to a production brewer. The challenge for the entrepreneurs was to determine how to manage their stable of brands for the future. Trafalgar Ales, Meads and Distillery seemed to be pursuing a strategy of releasing small batches of unique beers, and managing its portfolio as if it were a constellation of brands. However, the two brothers were wondering if it made more sense to focus on a handful of brands and create a distinctive identity for each brand.

The president and chief executive officer of Romet Limited, was preparing for a project team meeting that would start at 1:00 p.m. that afternoon. It was Friday April 27, 2018, and he had just finalized the architectural design and layout for the company's new plant. The lease for the current plant would expire at the end of that year, and he was reviewing the activities required to complete the facility relocation project. The plant relocation was named "Project Destiny." Recognizing that extending the completion beyond the end of the lease was impossible, he was concerned about being able to complete the project on schedule without increasing costs.

Norlha Textiles was a yak wool enterprise located on the Tibetan Plateau in China. Founded in 2007, the company designed and produced yak wool textiles made by Tibetan nomads and sold globally to customers that included such luxury brands as Hermès, Louis Vuitton, and Yves Saint Laurent. In 2015, the company employed 120 local people, enabling them to adapt to the modern world while preserving their local traditions. Also in 2015, the local government invited the company to expand its model to another nomadic community on the Tibetan Plateau. Although this seemed to be a good opportunity to grow the company's influence, the chief executive officer hesitated, reflecting on the pros and cons. Was such a partnership the right opportunity to grow the company?

In 2018, the city of Montreal debated a ban on the commercial use of wood-burning ovens used by the city's famous and iconic bagel shops. This consideration came after a domestic ban on wood-burning ovens went into effect, and amid concerns about public health and a citywide effort to substantially reduce greenhouse gas (GHG) emissions by 2020. City officials knew that commercial regulation of wood-fire bagel shop ovens could be perceived as a disruption of an important local tradition. But they also knew that failing to reduce environmental and health risks from wood burning would be seen as irresponsible. This case presents the dynamics of a situation in which environmental policy and regulation goes head-to-head with a city's culturally-important food.

Coesia was a privately owned group of industrial companies based in Bologna, Italy. The group went through a two-phase transformation journey when Isabella Seràgnoli became the full owner of the group. One of her first decisions was to name it Coesia, to symbolize cohesion and shared values among the group companies. Her vision was to build a professionally managed, value-driven, sufficiently diversified global group that would be sustainable in the long term. In 2010, Seràgnoli hired a non-Italian newcomer to the industry, Angelos Papadimitriou, as CEO. Six weeks into his tenure, Papadimitriou presented to the board an aggressive ambition of doubling the business by 2015. Achieving this ambition would require a second phase of transformation in terms of strategy, business model and organization. At that time, only one group company, G.D, was truly global. G.D. accounted for 62% of the group's revenues and 99% of its profits. However, it faced some market challenges and potential risks to its future profitability. Papadimitriou and his leadership team would have to develop an overall strategy to build a more balanced, diversified and global group while strengthening G.D. Coesia operated as a loose federation of independent companies each with its own structure, functions and processes. Aside from reshaping the strategy, the group would have to design a business model and an organizational structure to support its ambition of becoming a larger, more global group.