Anton S. Ovchinnikov

Visiting Professor of Decision Sciences

Email [email protected]

Find out more about the author

Cases from same author

Integration Planning at SFB (A)

By Georgina Hall, Piyush Gulati, Anton S. Ovchinnikov

Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.

Published 15 Nov 2021

Reference 6684

Topic Leadership & Organisations

Industry Biotechnology

Region Europe

Integration Planning at SFB (A)

By Georgina Hall, Piyush Gulati, Anton S. Ovchinnikov
Published 15 Nov 2021
Reference 6684
Topic Leadership & Organisations
Region Europe
Industry Biotechnology

Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.

Integration Planning at SFB (B)

By Georgina Hall, Piyush Gulati, Anton S. Ovchinnikov

Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.

Published 15 Nov 2021

Reference 6684

Topic Leadership & Organisations

Industry Biotechnology

Integration Planning at SFB (B)

By Georgina Hall, Piyush Gulati, Anton S. Ovchinnikov
Published 15 Nov 2021
Reference 6684
Topic Leadership & Organisations
Industry Biotechnology

Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.

Integration Planning at SFB (C)

By Georgina Hall, Piyush Gulati, Anton S. Ovchinnikov

Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.

Published 15 Nov 2021

Reference 6684

Topic Leadership & Organisations

Industry Biotechnology

Region Europe

Integration Planning at SFB (C)

By Georgina Hall, Piyush Gulati, Anton S. Ovchinnikov
Published 15 Nov 2021
Reference 6684
Topic Leadership & Organisations
Region Europe
Industry Biotechnology

Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.

Presenting Banking Products

By Anton S. Ovchinnikov, Ilia Tsetlin

Isabelle, vice-president of customer loyalty and insight at a big bank, has led the development of a package of new products/services for clients, and a five-minute presentation to explain the offering. In a pilot test, where client managers randomly select walk-in customers and offer to go through the presentation, some agree to listen but others don’t have the time.

Published 03 Feb 2021

Reference 6620

Topic Operations

Industry Financial Services

Region Global

Presenting Banking Products

By Anton S. Ovchinnikov, Ilia Tsetlin
Published 03 Feb 2021
Reference 6620
Topic Operations
Region Global
Industry Financial Services

Isabelle, vice-president of customer loyalty and insight at a big bank, has led the development of a package of new products/services for clients, and a five-minute presentation to explain the offering. In a pilot test, where client managers randomly select walk-in customers and offer to go through the presentation, some agree to listen but others don’t have the time.

Analytics and Strategy Vignette #1: Eco-System Products for Small Business Customers

By Anton S. Ovchinnikov, Ilia Tsetlin

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Published 03 Dec 2020

Reference 6626

Industry Financial Services

Region Global

Analytics and Strategy Vignette #1: Eco-System Products for Small Business Customers

By Anton S. Ovchinnikov, Ilia Tsetlin
Published 03 Dec 2020
Reference 6626
Topic Strategy
Region Global
Industry Financial Services

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Analytics and Strategy Vignette #2: Churn of Call-Centre Agents

By Anton S. Ovchinnikov, Ilia Tsetlin

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Published 03 Dec 2020

Reference 6626

Industry Financial Services

Region Global

Analytics and Strategy Vignette #2: Churn of Call-Centre Agents

By Anton S. Ovchinnikov, Ilia Tsetlin
Published 03 Dec 2020
Reference 6626
Topic Strategy
Region Global
Industry Financial Services

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Analytics and Strategy Vignette #3: Analytical Projects with Multiple Technologies

By Anton S. Ovchinnikov, Ilia Tsetlin

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Published 03 Dec 2020

Reference 6626

Industry Financial Services

Region Global

Analytics and Strategy Vignette #3: Analytical Projects with Multiple Technologies

By Anton S. Ovchinnikov, Ilia Tsetlin
Published 03 Dec 2020
Reference 6626
Topic Strategy
Region Global
Industry Financial Services

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Analytics and Strategy Vignette #4: Analytical Projects with Multiple Steps

By Anton S. Ovchinnikov, Ilia Tsetlin

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Published 03 Dec 2020

Reference 6626

Industry Fine Art

Region Global

Analytics and Strategy Vignette #4: Analytical Projects with Multiple Steps

By Anton S. Ovchinnikov, Ilia Tsetlin
Published 03 Dec 2020
Reference 6626
Topic Strategy
Region Global
Industry Fine Art

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Analytics and Strategy Vignette #5: Analytical Projects with Multiple Steps

By Anton S. Ovchinnikov, Ilia Tsetlin

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.

Published 03 Dec 2020

Reference 6626

Industry Financial Services

Region Global

Analytics and Strategy Vignette #5: Analytical Projects with Multiple Steps

By Anton S. Ovchinnikov, Ilia Tsetlin
Published 03 Dec 2020
Reference 6626
Topic Strategy
Region Global
Industry Financial Services

Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.