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.
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.
This case examines the entry into China of a popular French retailer. The focus is mostly on the leader/entrepreneur, who must figure out cultural differences and establish a new operation in a foreign land. Strategic issues are in the background.
This case examines the entry into China of a popular French retailer. The focus is mostly on the leader/entrepreneur, who must figure out cultural differences and establish a new operation in a foreign land. Strategic issues are in the background.
This case examines the entry into China of a popular French retailer. The focus is mostly on the leader/entrepreneur, who must figure out cultural differences and establish a new operation in a foreign land. Strategic issues are in the background.
This case examines the entry into China of a popular French retailer. The focus is mostly on the leader/entrepreneur, who must figure out cultural differences and establish a new operation in a foreign land. Strategic issues are in the background.
Case B:
An update bringing the reader current with developments in Booz Allen Hamiltons knowledge management strategy since Case A. Reinforces and deepens the point that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture.
Case B:
An update bringing the reader current with developments in Booz Allen Hamiltons knowledge management strategy since Case A. Reinforces and deepens the point that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture.
Case B:
This case picks up after the ousting of the former CEO of Bertelsmann, following his attempts to push the company forward in its exposure to the capital markets and the extent of corporate synergies. It shows how unforgiving the New Economy could be to dreams of internet driven synergies.
Case B:
This case picks up after the ousting of the former CEO of Bertelsmann, following his attempts to push the company forward in its exposure to the capital markets and the extent of corporate synergies. It shows how unforgiving the New Economy could be to dreams of internet driven synergies.
Intel's eBusiness program was a way to get people focused on the corporation's mantra in the last half decade customer service is crucial for Intel to maintain their market leadership. Making this strategy happens through the e-business tool and, importantly, the intended and unintended adjustments made in structures, processes and human behaviors, is what this case is all about.
Intel's eBusiness program was a way to get people focused on the corporation's mantra in the last half decade customer service is crucial for Intel to maintain their market leadership. Making this strategy happens through the e-business tool and, importantly, the intended and unintended adjustments made in structures, processes and human behaviors, is what this case is all about.
Case A
This case exposes the growing pains of an older, brick-and-mortar, company as it attempts to join the New Economy. The focus is on synergy; pushed by converging technologies and managed by a young and energetic leader, Bertelsmann attempts to overcome a history of decentralization to create a more integrated and Internet savvy corporation.
Case A
This case exposes the growing pains of an older, brick-and-mortar, company as it attempts to join the New Economy. The focus is on synergy; pushed by converging technologies and managed by a young and energetic leader, Bertelsmann attempts to overcome a history of decentralization to create a more integrated and Internet savvy corporation.
Case A:
The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.
Case A:
The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.
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.
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.
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.
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.
Dynamic Capabilities - The Social Fabric of Innovation and Strategic Processes within Organisations, including Studies at the Organisational Level, focusing on Firm Dynamic Capabilities and at the Actor Level, exploring the Contribution of Human/ Social Capital on managerial innovativeness , Social networks in organizations, Cultural Change and “Evolution”, The Backstage Work of leaders in shaping processes and contexts to help develop strategies and align the organisation
