Charles Galunic

Professor of Organisational Behaviour
Email charles.galunic@insead.edu
Digital transformations require foundations. Placing advanced technologies on top of poor organizational structures and processes is not likely to work. Digital transformation may involve long-term strategic and organizational development to create a solid foundation that can properly absorb and develop digital initiatives.

Published 02 May 2019

Reference 6484

Topic Leadership & Organisations

Industry Financial Services Insurance

Region Europe

View case
Imagine a high-tech environment which is a hive of creativity and collaboration, where people think in terms of platforms and ecosystems, and are asked to provide a rapid response in pursuit of a goal. While a start-up setting in a tech hub will likely come to mind, such a setting is typical of a more traditional (yet advanced) organization – the military.

Published 25 Mar 2019

Reference 6471

Topic Leadership & Organisations

Industry Military

Region Europe

View case
Does the digital age require companies to look and behave differently? This research note explores the digital journeys of various companies (with an initial focus on media companies) and introduces 10 “checkpoints” into their respective experiences as they strive to become digital-ready.

Published 29 Jan 2018

Reference 6349

Topic Leadership & Organisations

Region Global

View case
The telecommunications manufacturing industry has seen massive consolidation in the past 10 years. This is the story of how two major telecom providers, Alcatel and Lucent, merged and positioned themselves for the future. It focuses on the leadership challenges of the final years, just before the company was sold.

Published 24 Feb 2016

Reference 6169

Topic Strategy

Industry Telecommunications Wireless

Region Global

View case
Organizational design can be complex, involving many different levers. But at its roots are a few fundamental formal structures or forms: functional, matrix, and divisional. This case tracks the early history of a (fictitious) start-up company in the software/mobile entertainment industry that rapidly expands and needs to consider the pros and cons of these various archetypes of formal structure.

Published 26 May 2015

Reference 6139

Topic Leadership & Organisations

Industry Computer Games

Region Europe

View case
This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.

Published 26 May 2015

Reference 4850

Topic Leadership & Organisations

Industry International Trade and Development Capital Markets

Region Global

View case
Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few.

Published 27 Jan 2014

Reference 6031

Topic Leadership & Organisations

Industry Pharmaceuticals

Region Europe

View case
Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few.

Published 27 Jan 2014

Reference 6031

Topic Leadership & Organisations

Industry Pharmaceuticals

Region Europe

View case
This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China. Pedagogical Objectives The objective is to expose readers to some of the difficulties and myths of pushing well-worn ideas overseas.

Published 07 Apr 2008

Reference 4850

Topic Leadership & Organisations

Region Global

View case
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.

Published 21 Mar 2008

Reference 5502

Topic Leadership & Organisations

Industry Insurance

Region Global

View case
The telecommunications manufacturing industry has seen massive consolidation in the past 10 years. This is the story of how two major telecom providers, Alcatel and Lucent, merged and positioned themselves for the future. It focuses on the leadership challenges of the final years, just before the company was sold.

Published 24 Feb 2016

Reference 6169

Topic Strategy

Industry Telecommunications Wireless

Region Global

View case
Dynamic Capabilities and Managerial Innovation