It is now recognized that new venture start-ups can offer a career choice that is a little sexier, a little wilder, and in the long run equally lucrative, to the consulting or banking jobs that typically dominate post-MBA career paths.

It is now recognized that new venture start-ups can offer a career choice that is a little sexier, a little wilder, and in the long run equally lucrative, to the consulting or banking jobs that typically dominate post-MBA career paths.

This case looks at entrepreneurial leadership and business development on several levels.

Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia's economic problems, and that foreign firms should avoid investing in Russia for the time being.

Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia’s economic problems, and that foreign firms should avoid investing in Russia for the time being.

Alice in Wonderland (A) showed how the new Managing Director of LVV transformed a trucking company from a "fossilized" and "arthritic" minor subsidiary of a Dutch shipping group into a revitalized organization.

The case looks at the difference in Robert Horton’s and David Simon’s leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two men’s goals were nearly identical, their individual style determined failure for one, and success for the other.

The second part of the case (B) shows how the CEO belatedly took control of the transformation process himself and turned it around.

Banking on Change focuses on key issues involved in organisational transformation and culture integration. It looks at what happened when a well-known Swiss bank acquired a British investment bank (names are disguised): from the mismatch of corporate cultures, to the frustration and fear caused by poor communication and planning on the part of the Swiss executives.