Case ID: 417068

Case Solution & Analysis for Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (A) by Tsedal Neeley, Esel Cekin

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Case ID: 409056

Case Solution & Analysis for Addleshaw-Goddard LLP by Robert G. Eccles; Amy C. Edmondson, James Weber

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Case ID: 409046

Case Solution & Analysis for The Credit Suisse/Gerson Lehrman Group Alliance by Robert G. Eccles, Laura Winig

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Case ID: 409090

Abstract:
Case Solution & Analysis for Barbara Norris: Leading Change in the General Surgery Unit by Boris Groysberg, Nitin Nohria, Deborah Bell
Barbara Norris struggles to address the many problems facing her as a recently promoted nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). She has inherited a unit with the lowest employee satisfaction scores and highest employee turnover rate among all of the departments at EMU. Furthermore, her new unit was infamous for its culture of confrontation, blaming and favoritism. The staff that has remained is dissatisfied, unmotivated and not functioning as a team to deliver patient care. In fact, GSU's patient satisfaction scores, although average, had been declining steadily over the past few years. Barbara has been asked by EMU'S Director of Nursing to turn the unit around in the midst of an economic crisis and deep cost-cutting measures throughout the hospital. Where and how should she begin?

Keywords:
Crisis management, Group dynamics, Human resource management, Incentives, Job satisfaction, Leadership, Middle management, Morale, Motivation, Organizational behavior, Organizational change, Organizational culture, Performance appraisals, Project teams, Work environments, Barbara Norris Leading Change in the General Surgery Unit Case Solution

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Case ID: 409108

Abstract:
Case Solution & Analysis for PNC Financial: Grow Up Great (A) by Christopher Marquis, V. Kasturi Rangan, Alison Coming
In 2003, PNC Financial focused its corporate citizenship and philanthropic resources on a ten-year, $100 million investment in early childhood education called PNC Grow Up Great. The case tracks the origination of Grow Up Great, how it was developed and implemented within PNC, and some of the key challenges and successes of the program during its first 5 years of operation. Key elements of the case are the process by which PNC decided to focus on Grow Up Great as its signature program, and how the program was designed to provide extensive volunteering opportunities for employees. The case also explores how PNC leadership has engaged in extensive advocacy on the issue of early childhood education. The branding and marketing issues associated with Grow Up Great and how it fits in PNC's organizational structure are also highlighted in the case.

Keywords:
Branding, Brands, Community relations, Leadership, Organizational structure, Partners, Social responsibility, Strategic philanthropy, PNC Financial Grow Up Great (A) Case Solution

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Case ID: 409106

Abstract:
Case Solution & Analysis for IBM: The Corporate Service Corps by Christopher Marquis, Rosabeth Moss Kanter
Describes the conception, development and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees were deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines and Vietnam. The case provides data for students to assess the first year of operation and recommend what changes IBM should make to the program moving forward. Also considered is how the CSC fits into IBM's broader corporate citizenship portfolio and IBM's globalization strategy.

Keywords:
Developing countries, Economic development, Globalization, Innovation, Leadership, Organizational structure, Partnerships, Social responsibility, IBM The Corporate Service Corps Case Solution

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Case ID: 409021

Abstract:
Case Solution & Analysis for Buro Happold by Robert G. Eccles, Kerry Herman
Padraic Kelly became Managing Director (MD) of the engineering services firm Buro Happold in 1996. One of his first initiatives was "Aim for Growth," which was intended to help the firm grow beyond its current size where it was constrained by a structure of having each of the firm's founding partners responsible for a group of 25-30 engineers. This initiative was very successful, but the firm then found itself with a lack of leadership skills at all levels of the organization to manage a company of a much larger size, growing by a factor of 10 over 10 years. In response, Buro Happold developed its first formal internal training programs under the name of "Archimedes Academy." The first two programs were (1) the Job Leader Program, targeted for senior engineers and designed to help them be more effective in working with clients, and (2) the Project Leader Program, targeted for project leaders and designed to help them develop the "softer" management skills to complement their technical ones. A distinctive aspect of Archimedes Academy is that these first programs were developed and delivered by the cohors who first attended them. Rather than partner with a university to develop an accredited program, the firm decided it would be better off developing the program itself, with the help of an outside consultant who had done something similar at his previous employer, in order to make sure the programs were specific enough to Buro Happold's needs and relevant to the firm's culture. The first two programs were a big success and the firm expanded the training offerings under the Archimedes Banner. The case ends with a client, a Middle Eastern city authority, asking Buro Happold Consulting, a new unit created by Padraic Kelly after stepping down as MD in 2006, to develop a training program for them. This request raises the question of whether this internal training capability should become the basis of an external service offering.

Keywords:
Diversification, Employee development, Entrepreneurship, Management skills, Organizational design, Buro Happold Case Solution

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Case ID: 409107

Abstract:
Case Solution & Analysis for Bob Beall at the Cystic Fibrosis Foundation by Robert Steven Kaplan, Sophie Hood
Bob Beall is the Chief Executive Officer of the Cystic Fibrosis Foundation ("CFF"). CFF is an extremely successful organization, but Beall has to determine how to manage the organization through the financial crisis of 2008/2009. In this situation, donations are likely to decline, investment surplus has declined and biotech partners are challenged to finance joint projects as well as their own operations. Beall is striving to find a cure for cystic fibrosis while also determining what priorities he must emphasize and what trade-off decisions he must make in managing through the current period. He is preparing for a meeting with his board of trustees where he plans to discuss the current situation and the key decisions the organization needs to make.

Keywords:
Business models, Entrepreneurship, Growth strategy, Infrastructure, Internet, Marketing strategy, Network effects, Networks, Platforms, Technology adoption lifecycle, Virtual environments, Bob Beall at the Cystic Fibrosis Foundation Case Solution

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Case ID: 409111

Abstract:
Case Solution & Analysis for Corporate Solutions at Jones Lang LaSalle (2001) by Ranjay Gulati, Lucia Marshall
Peter Barge, CEO of the newly created Corporate Solutions Group of Jones Lang LaSalle (JLL), is executing a restructuring of the U.S. corporate real estate services division that will enable the company to offer its clients integrated solutions. Barge has created an account management function to coordinate the activities of the three, product-based business units which, until now, have operated autonomously. As he is executing the restructuring, Bank of America, an important account of the firm, announces its intention to reduce its providers to the two or three who can offer forward-looking, integrated services. While Barge's new organization is not yet fully in place, he is determined to win the Bank of America business, and moves quickly to hire a senior account manager and establish an organizational architecture that will encourage collaboration within his group. The case examines the many tradeoffs Barge must make in balancing the benefits of the former organization with those of the new structure to achieve the firm's strategic goal of becoming more customer solutions oriented.

Keywords:
Business units, Corporate reorganization, Customer relationship management, Matrix organization, Organizational design, Organizational structure, Restructuring, Strategic alignment, Corporate Solutions at Jones Lang LaSalle 2001 Case Solution

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Case ID: 409099

Abstract:
Case Solution & Analysis for Keeping Google "Googley" (Abridged) by Boris Groysberg, David A. Thomas, Alison Berkley Wagonfeld

Keywords:
Business growth, Entrepreneurship, Organizational change, Organizational culture, Participative management, Technology, Keeping Google Googley Abridged Case Solution

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Case ID: 409116

Abstract:
Case Solution & Analysis for Mina O'Reilly at Logan Airport's TSA by Michel Anteby, Erin McFee
Mina O'Reilly, an officer at Logan Airport's Transportation Security Administration (TSA) in Boston, must discipline an employee responsible for a security breach that resulted in a 45-minute terminal closure during peak hours, a potential threat to traveler safety, and travel delays across the U.S. O'Reilly considers the impact of her decision on a shifting labor force: the growing divide between those employees deeply committed to the mission and those joining to simply find a job. The senior TSA staff and airlines are calling for accountability, but the person responsible for the breach is a passionate and valued employee who has been with TSA since its formation. As her shift approaches, O'Reilly must decide whether or not she can clock in as usual.

Keywords:
Government, Loyalty, Organizational behavior, Organizational culture, Teams, Mina O'Reilly at Logan Airport's TSA

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Case ID: 409115

Abstract:
Case Solution & Analysis for The Rise of President Barack Hussein Obama by David A. Thomas, Laura Morgan Roberts, Stephanie J. Creary
This case profiles President Barack Hussein Obama's rise to the presidency as an "improbable candidate." The case illustrates the ways in which he overcame criticism from those who questioned his credibility and his values and skepticism from those who were unsure of whether America was ready to elect its first African American President. It also explores how President Obama was able to gain support from the American people despite lagging behind Senator Hillary Clinton, the presumed Democratic frontrunner, throughout much of the pre-primary period.

Keywords:
Career advancement, Career planning, Leadership, Power and influence, The Rise of President Barack Hussein Obama Case Solution

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Case ID: 410006

Abstract:
Case Solution & Analysis for VeeV on the Rocks? by Joshua D. Margolis, Christopher Marquis, Laura Winig
Three pressing challenges (equity split, extent of commitment to social responsibility, and product discoloration) confront VeeV, the world's first alcoholic beverage infused with acai berries. Brothers Courtney and Carter Reum founded VeeV in 2007 and the firm has experienced rapid growth since then. The case documents the backgrounds of the young founders, details the launch and early phase of the company, and presents three challenges the founders must address: how to split the equity of the new company, how far to go in their efforts to be a "green" and socially responsible brand; and an unexpected potential product quality issue.

Keywords:
Business ethics, Energy, Entrepreneurs, Leadership, Natural resources, Small & medium-sized enterprises, Social responsibility, Waste disposal, VeeV on the Rocks Case Solution

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Case ID: 410018

Abstract:
Case Solution & Analysis for Managing Creativity at Shanghai Tang by Roy Y. J. Chua, Robert G. Eccles
Shanghai Tang is a luxury brand that focuses on Chinese-inspired fashion, accessories, and home decoration products. In Fall 2008, amidst a growing global economic crisis, Raphael Ie Masne, executive chairman of Shanghai Tang, had to decide what to do with the recently vacant creative director position. Did Shanghai Tang need to hire a new creative director at this uncertain economic time? Or could he take on the role of the creative director himself? In addition, Ie Masne had to grapple with balancing the perennial tensions between business imperatives and the creative aspirations of his designers. How could he better manage employees who see themselves as artists?

Keywords:
Creativity, Leadership, Organizational behavior, Managing Creativity at Shanghai Tang Case Solution

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Case ID: 410007

Abstract:
Case Solution & Analysis for Jones Lang LaSalle: Reorganizing around the Customer (2005) by Ranjay Gulati, Lucia Marshall
Peter Roberts, CEO of Jones, Lang, LaSalle (JLL) Americas division, has been charged with expanding the company's presence in its core geographic markets while simultaneously growing its corporate account business. Roberts and his task force have narrowed their options to two proposals. The first is an enhancement of the account management model put in place in 2001 where independent service units co-existed with an account management group. The second is a realignment of the firm's operations around geography and key accounts. By examining the tradeoffs required by each option, the case illustrates the tensions involved in structuring an organization around product, geography, and key customers. It also explores the importance of aligning strategic choices with organizational architecture.

Keywords:
Execution, Global business, International business, Organizational development, Strategy, Jones Lang LaSalle Reorganizing around the Customer 2005 Case Solution

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Case ID: 410023

Abstract:
Case Solution & Analysis for Whole Foods: Balancing Social Mission and Growth by Christopher Marquis, Marya Besharov, Bobbi Thomason
In 2009, Whole Foods stands at a crossroads. Their incredible growth over the past 25 years has vaulted them into the ranks of the largest US supermarkets and they have arguably led to the widespread acceptance of natural and organic foods in the United States. Yet more recently, Whole Foods has come under attack as having abandoned their prior social mission as they have increasingly sought to deliver economic growth. The case begins with their acquisition of Wild Oats, at that time their largest competitor and describes many of the mechanisms they have used to successfully integrate prior acquisitions. Furthermore, the case shows the significant tension between their social mission and their far-flung supply chain, while discussing some of the tradeoffs that exist in the development of the "industrial organic" model. Finally, the case 'Whole Foods: Balancing Social Mission and Growth' also allows for students to assess CEO John Mackey's new model of "conscious capitalism." Is Mackey's idea a workable model, or just an excuse for Whole Foods extensive growth while avoiding progressive practices such as a unionized workforce?

Keywords:
Business growth, Growth strategy, Leadership, Social responsibility, Whole Foods Balancing Social Mission and Growth Case Solution

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Case ID: 410050

Abstract:
Case Solution & Analysis for Western Union: Our World, Our Family by Christopher Marquis
In 2006, Western Union spun-off from its former parent, First Data Corporation and began the process of defining itself as a standalone organization. Part of that effort was the creation of a strategic corporate social responsibility program called Our World, Our Family. The case tracks Western Union's earlier CSR initiatives and how they resulted in the creation Our World, Our Family. Key elements of the case focus on understanding the Western Union business model focused on financial remittances, and how their corporate citizenship efforts bring value to the company by satisfying the diverse needs of Western Union's stakeholders.

Keywords:
Developing countries, Economic development, Finance, Globalization, Leadership, Philanthropies, Social responsibility, Western Union Our World Our Family Case Solution

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Case ID: 910013

Abstract:
Case Solution & Analysis for Congressional Candidate Dan Silver and KNP Communications by Amy J.C. Cuddy, Nithyasri Sharma
In the 2006 election cycle, Dan Silver was challenging a popular 26-year incumbent for the U.S. congressional seat in Florida's 19th Congressional District. To win the election, Silver needed to find a way to relate to his voters on a personal level. Silver's campaign manager advised him to work with consulting firm KNP Communications. Over the course of a few sessions, Silver worked with the KNP team to learn techniques that would help him project warmth and authenticity. On election night, Silver wondered if KNP's training had allowed him to successfully connect with his voters, and more importantly, if this personal connection mattered more to voters than his competence and skills. Some information in this case has been disguised.

Keywords:
Group dynamics, Interpersonal communications, Organizational management, Public opinion, Public relations, Congressional Candidate Dan Silver and KNP Communications Case Solution

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Case ID: 410056

Abstract:
Case Solution & Analysis for Eden McCallum: A Network-Based Consulting Firm (A) by Heidi K. Gardner, Robert G. Eccles
Eden McCallum pioneered the network-based ("virtual") consulting firm model in the UK. Contracting freelance consultants on a per-project basis keeps overheads lean so that Eden McCallum's fees are a fraction of the big firms' rates. Their flexible, low-cost model has attracted top-notch corporate clients, resulting in steady double-digit annual growth in its first nine years. In January 2009, however, the global economic crisis has dramatically reshaped the competitive landscape and the founders must decide between pursuing their high-growth strategy versus retrenching - including cutting costs and pulling out of their first international expansion that they had launched the prior year. This case explores how the elements of a firm's innovative model reinforce each other and what happens when the environment changes.

Keywords:
Entrepreneurship, Leadership, Organizational behavior, Organizational change, Eden McCallum A Network-Based Consulting Firm (A) Case Solution

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Case ID: 910017

Abstract:
Case Solution & Analysis for Carolina for Kibera by Kathleen L. McGinn, Cailin B. Hammer
A growing NGO based in Kibera, Nairobi, Kenya, is facing a complete change in leadership as the founders step back. At the same time, a $1 million grant presents new opportunities and challenges.
Keywords:
Developing countries, Negotiation, Organizational change, Power and influence, Social enterprise, Carolina for Kibera Case Solution

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