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1 – 10 of 161Richard B. Evans and Rick Green
Towers Watson (TW) has always conducted its own research into alternative approaches to market cap investing. A senior investment consultant with TW, impressed by a recent…
Abstract
Towers Watson (TW) has always conducted its own research into alternative approaches to market cap investing. A senior investment consultant with TW, impressed by a recent presentation by the CIO of Research Affiliates (RA) about an innovative investing concept called the “Fundamental Index methodology,” thinks it might be an important innovation in applying nonmarket cap approaches. But he has some concerns about the approach and whether or not it would be appropriate for TW's clients who depend on the firm to keep them on the cutting edge of institutional investing.
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In 2009, Brigade Enterprises Limited, with operations in the real estate sector and construction in South India, prepared a blueprint for implementing Total Transformation in the…
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In 2009, Brigade Enterprises Limited, with operations in the real estate sector and construction in South India, prepared a blueprint for implementing Total Transformation in the organization. A central communication channel was identified as a “must” area for improvement. Aided by Wipro Consulting Services, active and passive measures were adopted to make the internal communication vibrant, which would, it was envisioned, change organizational culture and bring about attitudinal change. However, the review after 18 months pointed towards gaps in the existing model. Should BEL continue with the existing strategies or amend? Given the organizational dynamics, what new changes, if necessary, can be initiated?
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Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team…
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Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team, during which the company's 5P principle, namely “Plan (think clearly before making promise), Perform (promise is to be fulfilled), Prioritize (company's interest is top priority), Practice (make progress every day in every year), Pioneering (venture any experiment to be a trailblazer), takes shape. After learning about Lenovo's recruitment of internationalized talents, cross-cultural coaches for senior leaders, cultural development in internationalization and risk aversion in international operations, we can understand what Lenovo's HR team does to avoid conflicts in corporate culture and ethnic culture in cross-border mergers and acquisitions and integration, and how to adjust and change the HR management system.
Aaron Fernstrom, Mary Margaret Frank, Samuel A. Lewis, Pedro Matos and John G. Macfarlane
The case examines the development and launch of an exchange-traded fund (ETF) based on JUST Capital's socially responsible corporate ranking methodologies. The case provides a…
Abstract
The case examines the development and launch of an exchange-traded fund (ETF) based on JUST Capital's socially responsible corporate ranking methodologies. The case provides a market overview of Environment, Social, and Corporate Governance (ESG) and socially responsible investing (SRI), what has driven growth in those areas worldwide, and several best-practice investment approaches. Following the overview, the case describes the founding and development of JUST Capital, explores JUST Capital's ranking methodologies, and presents the decision point faced by the CEO: requisite selection of one of three strategies in order for JUST Capital to generate “self-sustaining” revenue.
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Mubeena Soomro, Ubedullah Memon, Masroor Ali and Naveed Akhtar Qureshi
1. Analyze the concept of disruptive change and its impact on organizational learning and development; 2. Develop the ability to identify and implement effective behavioral…
Abstract
Learning outcomes
1. Analyze the concept of disruptive change and its impact on organizational learning and development; 2. Develop the ability to identify and implement effective behavioral training interventions; 3. Understand the learning and development process; 4. Evaluate the challenges associated with online learning and explore strategies to overcome them; and 5. Recognize the significance of online learning in the current era and acquire knowledge and skills using online tools and applications for different job roles.
Case overview/synopsis
This case focuses on the new challenges that Shazia Zaheer, who is Head of the Learning and Development Department, is experiencing as a consequences of COVID-19 in her department. As her learning and development department has been focused primarily on traditional learning modes since the inception of Pakistan Telecommunication Limited (PTCL), she is facing additional challenges in adopting online learning because PTCL has undergone significant structural change. Since 1947, PTCL has been a state-owned enterprise. In 2005, the Pakistan Government privatized PTCL. This privatization resulted in numerous structural changes in management, hierarchy, chain of command, pay structure, product lines, technology and other factors. Employees were reduced from 90,000 to 23,000 as part of a volunteer separation plan, and a new scheme was introduced to streamline the process and improve efficiency. However, the employees at PTCL reacted to this transformation with union strikes and behavioral changes. Hence, this became a daunting challenge for Shazia Zaheer to change employees’ mindsets and instill corporate culture values. Nonetheless, she successfully won the half battle by changing the mindset of employees, and then she faced another challenge, COVID-19. This new normal brought new challenges for Shazia to implement online learning as her department relies solely on traditional modes of learning (classroom-based learning).
Complexity academic level
This case will be a good teaching aid if included in any courses on “Training and Development,” “Human Resource Management,” “Change Management” and “Online Learning” It would be better at the undergraduate (specialization courses) or graduate level.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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Sebastian Prim and Mikael Samuelsson
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase…
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Subject area of the teaching case:
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase as well as the complexities, unexpected costs, and benefits that growing a business can bring.
Student level:
The case is aimed at MBA or Master-level students or executive education programmes as part of a strategy or entrepreneurship module.
Brief overview of the teaching case:
Lattice Towers is a South African company in the telecommunications infrastructure sector. They are struggling to generate sufficient cash flow to sustain operations as a result of poor strategic decision-making regarding tower-build site acquisition. To compound matters, the owner has been struggling with health issues related to the stress caused by the crises that Lattice Towers is going through. Recently, however, a multinational publicly listed behemoth in the telecommunications industry, Helios Towers, offered to acquire the company. The acquisition offer seems like a saving grace to the owner; however, Lattice Towers is deeply personal to the him and he would not like to lose the brand. Furthermore, there is a tremendous opportunity for business growth due to the imminent increase in demand for tower infrastructure. But based on the challenging financial position the business currently finds itself in, he might not have the option to keep the business.
Expected learning outcomes:
To develop a decision-making framework and strategy to navigate the business life-cycle stages, from survival to growth
Understand the concepts of uncertainty, risk, and liquidity premiums that apply to entrepreneurship
Understand the stress-related implications for entrepreneurs
Understand the psychological costs and benefits of entrepreneurship
Understand the personal financial implications for entrepreneurship
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Amy Fisher Moore and Tracey Toefy
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Abstract
Study level/applicability
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Subject area
Social entrepreneurship, social inclusion, business model innovation, sustainability, strategy design and strategy execution.
Case overview
The case explores the development of MITTI Café, an organisation that trains and employs individuals with intellectual, physical and/or psychiatric disabilities to work in inclusive kitchens and cafes in India. The protagonist is the founder of the café, Alina Alam, who has won several international awards for her work. The case highlights Alam’s approach and how she is trying to challenge societal and business perspectives relating to disability. From 2017 to 2021, Alam has scaled and operationalised the business, building her core team, leveraging several partnerships with stakeholders and putting into place offerings, processes and procedures that created a sustainable business model and blueprint.MITTI Café aligns itself with several of the Sustainable Development Goals (SDGs), with sustainability and social impact at the core of its strategy. As Alam considers the future in July 2021, what else needs to be taken into consideration to scale either within India or abroad?
Expected learning outcomes
Following reading and exploring the case, students should be able to identify how social exclusion and inclusion manifests in a business context, and how social entrepreneurship ventures such as MITTI Café can address this challenge; identify capabilities in the context of people with disabilities; recognise how stakeholder relationships can be leveraged as a force for good and for growth, and address SDGs through social enterprise; identify and categorise resources and capabilities within organisations; evaluate opportunities for growth and scale.
Social implications
The case explores how the protagonist is challenging the concept of “ability” and through her work with the differently abled providing scalable opportunities for social inclusion and dignity.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Todd Wilson, manager of partner development at Educational Technology Corp., needed to determine the targeting, positioning, and selling strategy for its innovative Interactive…
Abstract
Todd Wilson, manager of partner development at Educational Technology Corp., needed to determine the targeting, positioning, and selling strategy for its innovative Interactive Mathematics software for the college market. This required determining what types of colleges to target and which stakeholders to focus on within institutions. His task was complicated by the unclear objectives of nonprofit institutions and the differing motivations of teachers, students, and college administrators in adopting software-based learning technology. Highlights the difficulties in innovation adoption within large nonprofit institutions and the challenges in marketing to institutions with complex decision-making processes, multiple influencers, and conflicting motivations.
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Paula Holanda Cavalcanti Sirimarco and Luiza Neves Marques da Fonseca
The case seeks to meet the following educational objectives: provide an understanding of the problems and opportunities faced by a company doing business in a rapidly expanding…
Abstract
Learning outcomes
The case seeks to meet the following educational objectives: provide an understanding of the problems and opportunities faced by a company doing business in a rapidly expanding emerging market. Understand how the foreign environment and industry practices impinge on the company’s strategic conduct. Develop the ability to evaluate strategic internationalization decisions in light of considerations related to uncertainty, risk and commitment. Provide for the application of internationalization theories to a real case involving an emerging country company. Discuss new strategies for international market expansion.
Case overview/synopsis
This case study is about the strategic change of the Usaflex brand and how it impacted its national and international expansion. Usaflex is a Brazilian footwear company founded in 1998 and acquired in 2016 by a group of partners. The new managers started an accelerated process of national and international expansion. In the domestic market, the company adopted the franchise system and in the international market used licensed stores. In addition, the new management implemented a series of modifications, changing the positioning, design and product variety, as well as the communication strategy. This process took place in a highly negative context, with the domestic market suffering the impact of a strong recession and Brazilian footwear exports losing competitiveness in the international market.
Complexity academic level
The targeted audience of this case is undergraduate and MBA students of Business Management courses, specifically on International Business courses.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 5: International Business.
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Henrique Pacheco, Angela da Rocha and Jorge Ferreira da Silva
The case describes the efforts of a small Brazilian publishing house to export its products to foreign markets. In fact, after several years of losses, the firm has undergone…
Abstract
Synopsis
The case describes the efforts of a small Brazilian publishing house to export its products to foreign markets. In fact, after several years of losses, the firm has undergone substantial restructuring and hired a new CEO, reaching modest profitability. The challenge faced by the new management team includes, in addition to keeping the firm financially healthy, to develop an international orientation, to mobilize the resources, and to develop a new strategy to go international.
Research methodology
The case uses primary and secondary sources, including articles from business magazines and newspapers, company site, and data from Brazilian trade organizations, Brazilian federal government, International Trade Center, International Publishers Association, and an interview with the new CEO of the firm, in charge of developing its international activities. The use of different sources permitted triangulation.
Relevant courses and levels
The case is designed for use in undergraduate and graduate programs in courses related to international marketing, international business, entrepreneurship, and international entrepreneurship.
Theoretical bases
The case can be used to discuss the role of networks in the internationalization of the firm and the issue of distance to foreign markets (Ghemawat, 2001), using Ghemawats CAGE model. The case can also be utilized to examine barriers to the internationalization of smaller firms (Leonidou et al., 2007; Kahiya, 2013).
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