This case details the transformation of UK consumer goods company Reckitt Benckiser from 1999 to 2010, during which time CEO Bart Becht and his team attained exceptional growth, profits and stock market performance.

This case dscribes how Henkel's CEO, Ulrich Lerner, tried to transform the company during his tenure from 2000 to 2008. Although he partially succeeded in transforming several parts of the company, industry peers (notably Reckitt Benckiser in the UK) achieved far better results during the same period.

A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

This case study describes the creation, co-leadership and ambitions of Vivaki, a new entity combining the 54M buying power of Publicis' media agencies. Intent on transforming Publicis for the digital era, Maurice Lévy brought David Kenny and his Digitas agency into the Publicis group in 2007.

This case profiles the leadership style, role and typical workday of David Kenny, co-managing partner of Vivaki. The Harvard Business School-educated former consultant and pioneer of digital media, starts at 4am and finishes at midnight. The case details Kenny's views on leadership, his co-leadership with Jack Klues, and how his leadership is seen by colleagues and business partners.

This case profiles the leadership style, role and typical workday of Jack Klues, co-managing partner of Vivaki. When he is not on the road, Jack Klues, a 55-year old mid-Western media buying expert, starts works around 7am and finishes at 6pm in Publicis' Chicago offices.

This series of cases tells the story of a functional specialist whose career goal is to become a general manager. Harris Roberts is repeatedly promised a promotion that never comes around. He must decide whether to be patient and improve his internal lobbying efforts, or instead look outside the firm, perhaps making a more entrepreneurial move.

Uma equipa dirigida por Vivienne Cox, Vice-Presidente Executiva da Gas, Power and Reneewables, identifica e lança um novo negócio, a BP Alternative Energy. Investir um montante tão elevado num negócio de energia “verde” fora um ponto de partida radical para a BP.

A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

After guiding his team through a major upgrade of the production process, Wim de Boer, production manager and a board member of a newly bought-out cosmetics firm, struggles to find time to think about strategic issues. Tired of approving and following up on every move his people made, he resolved to keep two hours of uninterrupted time each day to think more broadly about the business.