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Illustrates efforts to increase student achievement through data-driven decision making in a large urban public school district. Demonstrates the challenges and results associated with how the district uses data at the central office to measure districtwide performance toward strategic goals and at the school building level to tailor instructional strategies based on a diagnosis of student needs.

One of Boston's main cultural attractions, the Museum of Fine Arts (MFA), has experienced a steady decline of its core audience over the last decade. The museum's executive director attempted to bridge the shortfall by staging new, innovative, special exhibitions, which have not been without their share of criticism. The museum's top management had to resolve the audience issue against the background of a major $500 million capital campaign to fund a new wing of the museum in 2010.

Mother and son tandem Toby and Greg Waldorf started Destination-U, an online college matching service, in April 2004. Greg had a deep background in start-ups and technology companies, most notably as an early investor in eHarmony, an online dating service. Toby had 15 years of experience as a college counselor. With Destination-U's social mission and family ties, the pair was able to raise start-up capital with ease. Although the company had been successful in building a useful matching service and getting visitors to the site by July 2005, it had yet to earn a significant volume of sales from its subscription-based business model. With the busy fall college selection season approaching, Destination-U had to rethink its business model.

Buoyed by strong recent sales growth but humbled by failed strategic bets and other missteps, Intel in 2005 initiated a major reorganization. Under its new CEO, Paul Otellini, the company shifted toward a "platform" model, inspired by the success of its Centrino mobile-computing product. That model led Intel toward development of not just faster computer chips--the historic source of its dominance of the microprocessor industry--but also of products that bundled ingredients in ways that served specific usability needs. To support such products, Intel continued to invest heavily both in manufacturing capacity and new chip technologies. Meanwhile, the company faced strong challenges from competing chip makers, particularly Advanced Micro Devices. Outlines Intel's strategic reorientation, its competitive environment, and several of its key new initiatives. Covers Intel's Itanium server product, its new Viiv platform, its investment in WiMax, and its recent deal with Apple Computer.

Accenture has long been seen as a leader in knowledge management, having received awards for many years. Over the years though, islands of knowledge have developed throughout the organization and the delivery infrastructure has become progressively more expensive. In 2004, the global knowledge management lead has been given the mandate to lead a revitalization of knowledge management. Outlines governance challenges in the global firm, the transition to a new IT infrastructure, and the strategic challenges and opportunities facing knowledge management within Accenture.

In 2004, for the first time, foreigners owned more than half of privately held U.S. public debt, mostly in the form of marketable U.S. Treasury securities. In internal discussions at the U.S. Treasury Department, the increase in the foreign appetite for Treasury securities represented global investors' vote of confidence in the U.S. economy. Many in the Treasury believed that broad foreign ownership helped lower Treasury borrowing costs. But there was an increasing uneasiness among many in Washington's power circle about U.S. dependence on foreign loans. This case describes the meeting between the Treasury and the Treasury Borrowing Advisory Committee (TBAC) of the Bond Market Association on August 3, 2004, in which the Treasury gave the Committee the charge to discuss, among other issues, the level of foreign ownership. Written for a first-year course entitled "Global Economies and Markets," this case describes the market for U.S. Treasury securities, giving details on market institutions and market participants, and some of the reasons U.S. Treasury securities serve as benchmarks and hedging instruments. As the third case in the module on global markets, it is used to describe a market that is closest to the ideal of a perfectly competitive market and to illustrate the relationship between market institutions and structure on the one hand, and market liquidity and efficiency on the other. The case has also been used in the module on open economy in Darden's first year MBA program. In this usage, it is generally preceded by a case that introduces the concept of real exchange rate and economic exposure to foreign exchange risks, and a discussion on balance of payments accounting. This case (UV1366) or the abridged version (UVA-F-1540) is then used to introduce the model of a large open economy. The case is usually followed by classes on exchange rate determination, exchange rate regimes, and balance of payments crises.

Details Whirlpool's initial years in China and illustrates the problems that a global industry leader can face while entering a new, developing market like China. Although it is relatively easy to gain access to the larger cities, there are many barriers associated with establishing a brand presence and gaining a foothold in the lesser developed regions of China. Allows students to examine how Whirlpool should reposition itself in China, investigating specifically whether Whirlpool China should concentrate on selling or sourcing in the future.

The Apollo Hospitals Group, one of Asia's premier health care organizations, had come to rival the best health care organizations on the globe. Apollo offered advanced medical procedures, such as cardiac surgery using the beating heart technique, at very high levels of quality but at a fraction of the cost of hospitals in the West. Apollo's managers must decide how best to capitalize on the group's remarkable medical capabilities. One option was to bet on global medical tourism by trying to attract patients from Asia and worldwide needing advanced medical procedures. Thailand had set the example for medical tourism and attracted more than one million patients a year, most of them undergoing plastic surgery. Another option Apollo considered was to build and manage hospitals abroad.

Provides a simple exercise to illustrate consolidation accounting.

Describes the efforts of Volkswagen of America, the U.S. subsidiary of Volkswagen AG, to arrive at a process for setting IT funding priorities so that they align with business priorities and the company's overall strategy. The process is carefully thought out and executed, but still encounters difficulties. Demonstrates the details and difficulties of setting priorities for use of a scarce organizational resource. Provides opportunities to critique the company's efforts and to propose alternative approaches.

Over the decades, Kinko's had forged a deep emotional bond with consumers by easing their anxiety and helping them solve pressing document processing problems. By 2003, however, consumer research revealed that a confusing retail experience had eroded some of this good will. Challenged to increase revenues for this segment and the company as a whole, Kinko's CEO and president faced a momentous decision: Should he radically overhaul the retail business, or should he shift resources to Kinko's healthier commercial business, "harvesting" the retail business for short-term profit?

In 2005, Kevin Sharer reflects on the challenges of sustaining the growth and success that have brought Amgen to the position of third-largest U.S. pharmaceuticals company by market capitalization and the challenge of maintaining the higher P/E ratio it traditionally held. Profiles the leadership and development of Sharer, tracing his career from the U.S. Navy through McKinsey and Co., GE, and MCI to his entrance at Amgen as president and COO. Provides information on the history and business of Amgen and its science-based discovery model. Provides information about the protagonist's career, management style, learning style, aspirations, and motivations. Raises questions about leadership in sustaining discovery-driven growth and leadership succession.

In 2005, Tad Piper reflects on the successful spin-off from US Bancorp of Piper Jaffray, the investment bank founded by his grandfather. Profiles the development of Piper Jaffray from a Midwestern brokerage house to a national, diversified financial services firm. In 1994, a crisis in its mutual fund unit nearly destroyed the firm. Provides information about the protagonist's youth, career, family life, aspirations, and motivations. Raises questions about leadership in times of crisis, openness with stakeholders, and the value of showing vulnerability as an authentic leader.

The prestigious Augusta National Golf Club's secret membership is widely believed to exclude women. When feminist advocate Martha Burk receives a mysterious list of "members," she must decide how best to use this information in her efforts to crack the glass ceiling. Burk, of the National Council of Women's Organizations (NCWO), battles Hootie Johnson, of the Augusta National Golf Club (ANGC). Both organizations make strategic use of the media to influence stakeholder groups, and each tries to put its own frame on the debate. The NCWO sees the issue as a statement by affiliated corporations of how (little) they value women, whereas the ANGC sees it as attack on a private club's right to freedom of association. The controversy brings up a host of issues that are important for corporations in dealing with NGOs, partnerships, and corporate values.

Explores issues around the portfolio management and partnership behavior in a venture capital setting.

This crossfunctional case in economics and finance highlights the concerns about protection of intellectual property rights as well as competition from traditional retailers in Shanghai's prime shopping venue. It begins with the history that led to Xiangyang Market's development, and concludes with a description of the future of the market. Located at the center of the shopping district in the trendy former French concession in Shanghai, the market is considered a shopper's paradise by many foreign visitors. This open-air bazaar is known for the incredible deals on quality knockoffs of designer products. The case includes an account of the shopping experience of two American tourists, giving details of their discoveries and bargaining sessions in the market.

In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent. Within his first few months, Kaplan had rallied the organization around a new strategic direction: to become the quality leader in health care. What Kaplan and his administrators lacked was an effective tool to execute their strategy. Soon thereafter, a series of serendipitous events led to the discovery of the Toyota production system, and the Virginia Mason Medical Center became entrenched in an overwhelming challenge: how to institute a production model in health care.

KTN is a Belgian-based logistics firm that over the last decade has successfully expanded throughout the world. Its growth strategy has been based on an innovative approach to organisational and HRM issues, and a business model that emphasises value-added, high tech services. The specific context of the case is KTN's recent entry into Thailand and the next logical place for expansion is China. But for how much longer can KTN continue to operate in this way?

Frank Heberer, a human resources manager at Medignostics, has proposed a long-term HR strategy for the German midsize pharmaceutical company. All his research points to trouble on the horizon: In just 25 years, more than a quarter of the country's population will be over age 65. What will happen to the firm when workers start retiring in droves? How will it attract smart new hires from a much smaller talent pool? But the executive team is focused on cutting costs here and now. In fact, to save money, Medignostics recently withdrew from an early-retirement program sponsored by the German government. Meanwhile, age-related tensions at the company are growing. A 58-year-old account manager, angry about being forced to resume full-time hours and report to a jargon-happy tyke, has been taking lots of sick days and otherwise disengaging from his job. Heberer believes it is only a matter of time before other employees stage unofficial "strikes," too. Heberer is convinced that, for Medignostics to stay competitive, its leaders have to start thinking strategically about the demographic shift. He's trying to sound the alarm; he's even put together plans to create a child care center to help attract working parents--but his boss has summarily rejected the idea as a luxury Medignostics can't afford. How can Heberer persuade his boss and the other executives, all nearing retirement age themselves, to take the long view? Commenting on this fictional case study in R0510A and R0510Z are Norbert Herrmann, an HR consultant in Bad Endorf, Austria; Barbara D. Bovbjerg, the director of Education, Workforce, and Income Security Issues at the U.S. Government Accountability Office in Washington, D.C.; Dietmar Martina, the director of Groupwide Performance Measurement at Deutsche Telekom in Bonn, Germany; and Eileen A. Kamerick, the CFO of Heidrick & Struggles International, headquartered in Chicago.

Frank Heberer, a human resources manager at Medignostics, has proposed a long-term HR strategy for the German midsize pharmaceutical company. All his research points to trouble on the horizon: In just 25 years, more than a quarter of the country's population will be over age 65. What will happen to the firm when workers start retiring in droves? How will it attract smart new hires from a much smaller talent pool? But the executive team is focused on cutting costs here and now. In fact, to save money, Medignostics recently withdrew from an early-retirement program sponsored by the German government. Meanwhile, age-related tensions at the company are growing. A 58-year-old account manager, angry about being forced to resume full-time hours and report to a jargon-happy tyke, has been taking lots of sick days and otherwise disengaging from his job. Heberer believes it is only a matter of time before other employees stage unofficial "strikes," too. Heberer is convinced that, for Medignostics to stay competitive, its leaders have to start thinking strategically about the demographic shift. He's trying to sound the alarm; he's even put together plans to create a child care center to help attract working parents--but his boss has summarily rejected the idea as a luxury Medignostics can't afford. How can Heberer persuade his boss and the other executives, all nearing retirement age themselves, to take the long view? Commenting on this fictional case study in R0510A and R0510Z are Norbert Herrmann, an HR consultant in Bad Endorf, Austria; Barbara D. Bovbjerg, the director of Education, Workforce, and Income Security Issues at the U.S. Government Accountability Office in Washington, D.C.; Dietmar Martina, the director of Groupwide Performance Measurement at Deutsche Telekom in Bonn, Germany; and Eileen A. Kamerick, the CFO of Heidrick & Struggles International, headquartered in Chicago.