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After two and a half years of effort, Fraser Bullock, COO of the 2002 Winter Olympics, faced projected deficits and post-9/11 security requirements only five months before the opening ceremony. Summarizes the organizational structure and processes put in place by Bullock and CEO Mitt Romney, as well as how they created systems and culture to endow effective working knowledge to the 90% of their staff who started working two weeks before the games began.

Provides a context and exercise for introducing retail inventory management, including cost optimization, service-level criteria, and forecasting in single and multiproduct settings. The owner of a single-location paper and paper products store considers the implications of expansion for inventory management. Considerations include lost sales, retail metrics for multiproduct settings, and shelf space constraints. An Excel spreadsheet accompanies and is integral to the case, allowing students to explore these issues. For spreadsheet inquiries, please contact customer service at 1-800-545-7685 or [email protected]

Operations of Royal Dutch/Shell in Russia included a strategic alliance with Gazprom, the country's natural gas monopoly, the development of the Salym oil fields in Siberia, and a small retail refilling network in St. Petersburg. Focuses on the Sakhalin II project. Sakhalin II is the reason for the existence of the Sakhalin Energy Investment Co. (SEIC), owned by Royal Dutch/Shell (55%), Mitsui (25%), and Mitsubishi (20%). Worth approximately $10 billion, the second phase of Sakhalin II would be the single largest investment decision in the history of Royal Dutch/Shell, as well as the single largest foreign direct investment in Russia's history. Sakhalin II would also be the largest integrated oil and gas project in the world. The project, however, faces a number of challenges, however. A production sharing agreement (PSA)--a commercial contract between the foreign investor and a host government that replaces the country's tax and license regimes for the life of the project--governs Sakhalin II. Although Sakhalin II's PSA enjoys the status of Russian law, other Russian laws conflict with the terms of the PSA. PSAs have also become controversial within Russia. After several years of waiting in vain for "legal stabilization," Shell and SEIC executives must decide whether the project should go forward.

A medium-size European manufacturer of pharmaceuticals and chemicals faces a number of information strategy issues. The case focuses on the issues of coordinating international IT activities and day-to-day operations as well as balancing the company's IT applications portfolio. To encourage discussion of the appropriate role and background of a CIO.

The Commission of Agriculture in Texas wants to improve the nutritional quality of the school lunch program to help fight obesity in students. It needs the cooperation of the soft drink industry to change their products and the manner in which they provide financial support to the school system.

Describes the transformation of a company's corporate-level strategy. Begins by laying out the strategy that brought the Newell Co. stunning success for nearly three decades. The highly integrated, internally consistent strategy was tailored for manufacturing and selling a particular genre of products to a particular kind of customer. In the mid-1990s, Newell encountered some shifts in its competitive environment and a subtle erosion in profits. In 1999, the $3.5 billion company paid a 49% premium to acquire the $2.5 billion Rubbermaid Co., in part for its product development process and strong consumer brands. After the acquisition, the profits of the combined enterprise deteriorated at an accelerated rate and the CEO was replaced. In less than a year, a fundamentally new strategy was announced, profits improved, and both Wall Street and major retailers were encouraged. Some setbacks followed, leading to reduced earnings and revised expectations. Exposes students to the pains and struggles of changing a deeply ingrained and long-lived strategy. Also forces them to confront the question of whether the new strategy is the right one and the markers one should seek to prove the case.

Describes the history and challenges of the economically distressed inner city areas of St. Louis, a major U.S. metropolitan area. Profiles regional and inner city economics and describes a new effort by community leaders to develop and implement a strategy to revitalize the inner city economy.

John Johnson, the owner of the FinePrint Company, is presented with several opportunities to consider: (1) whether to accept a one-time special printing order (the A case), (2) whether to outsource some of his printing to another printing company (the B case, UVA-C-2194), and (3) whether to both accept the one-time special order and outsource it to another printing company (the C case, UVA-C-2195). In making his decision, he must consider the relevance of certain costs, the behavior of those costs, and the extent to which he has capacity constraints.

The Agreement on Trade-Related Intellectual Property (TRIPS) at the World Trade Organization (WTO) was the most comprehensive and far-reaching international agreement on intellectual property rights ever made. Perhaps the most widely discussed TRIPS-related issue was the debate over the impact of the agreement on efforts to improve public health in the developing world. Some developing countries held that TRIPS patent rules prevented them from having access to essential medicines, concerns that were intensified by the dramatic rise in the incidence of HIV/AIDS. Nonprofits such as Doctors without Borders accused drug companies of putting "patents over people." Negotiations ensued at the WTO to address these concerns. HKS Case Number 1736.0

The Hong Kong brand Nin Jiom was popularly known in the territory by its flagship product Pei Pa Koa Cough Syrup. It was through the profitable mass selling of such an over-the-counter traditional Chinese medicine (TCM) that Nin Jiom thrived through decades of history. By the early 2000s, the rapidly modernizing consumer culture in Hong Kong and the Hong Kong government's new TCM policies required manufacturers of TCM products to adapt constantly to a changing business environment. Nin Jiom's attention to this earned it an annual turnover of several hundred million Hong Kong dollars by early 2000s. The company was able to continue expanding overseas and in mainland China. How did Nin Jiom's products fit in an era when the Hong Kong government and the Hong Kong as well as western public paid more attention to TCM than before? How did the company manage to maintain its success as a TCM brand in modern Hong Kong?

Examines RealNetwork's (Real's) strategy for the rapidly emerging online music market. In contrast to rivals who sell individual copies of songs, Real offers online music on a subscription basis. For a $10 monthly fee, subscribers to Real's Rhapsody service have unlimited rights to stream all songs from a 600,000-title library to any PC and can burn CD copies of these songs for 79 cents apiece. Real faces significant marketing challenges in persuading consumers to "rent" rather than own their music. The company must decide which channel partners--broadband access providers, consumer electronics retailers, PC manufacturers, or portals--are best equipped to help sell its services. Finally, Real must determine how to differentiate its services from those soon to be offered by a glut of new competitors poised to enter the online music market, including Wal-Mart, Viacom, Sony, Dell, and Microsoft.

ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industry-shaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking institutions to joint ventures with banks) and assesses future challenges.

Agnes Insurance calls in KPMG Forensic to conduct a routine "fraud and misconduct diagnostic" requested by a potential merger partner. The diagnostic reveals a money laundering operation that has gone undetected for several years. The chief financial officer must decide what to do about the money laundering incident as well as how to ensure it does not happen again.

Examines the challenges and opportunities for strategic integration at LVMH, global, luxury brands company based in Paris. The company is composed of established and newly developed brands of luxury goods such as apparel, leather goods, watches, wines and liquors, and fragrances, which it manufactures and sells in countries around the world. Includes in-depth interviews with key LVMH executives.

Choosing the right summer internship can often mean landing a plum position in the company after graduation. Ria Kumar arrived fully prepped for the summer slot interview having studied industry reports, research articles, and analyst reports. She talked to alumni and even spent time at the local Wal-Mart studying the merchandising assortment and product placement. Not surprisingly, she was offered the 12-week internship. The disguised (A) case describes Kumar's 12 weeks and allows students to think about the issues her experience brings forth. Were there red flags? Was her supervision appropriate? Would she be offered a position post graduation? Would she want it? In the (B) case, Kumar decides to work part-time in the local Wal-Mart to gain an "in-store" perspective. Again, she behaved proactively as part of her strategy to get the job offer. The in-store-experience, however, left an unfavorable view of the organization in Kumar's mind. What had her expectations been when she started the part-time job? What did this suggest about corporate management practices?

With so many team-driven activities for students in the fast-paced, high-pressure environment of a business school, students need to have an opportunity to discuss the issues and dilemmas that may arise. Harry's difficulties in mastering finance cause some members of the team to feel frustrated, because they have to spend so much time helping him. When the members pressure the others to spend less time with Harry, other problems arise in the team dynamics, involving such issues as trust, participation, team performance, and quality of learning. Students need to explore alternative ways to improve the situation.

By June 2003, IBM had made significant progress in changing the way it managed new, emerging businesses. Describes the development of a separate management program at IBM designed to identify, fund, and shepherd new businesses through growth. Traces the history of the program, its evolution, and the current challenges senior management faces in scaling up the program.

It is very difficult to be an effective leader if you don't know who you are and what you want. People in leadership positions are expected to clarify things for others--purpose, vision, values, strategy, and goals. This technical note describes several fundamentals of an effective organizational and work group charter including the important elements of a personal charter. Once leaders have a clear vision for themselves, they are prepared to make better career, lifestyle, and professional decisions.

Presents data on Harvard Business School MBA job searches from 1997 to 2002. Includes color exhibits.

Describes the evolution and passage of the Sarbanes-Oxley Act of 2002 from the perspective of the senior counsel on capital markets for the U.S. House Committee on Financial Services.