Jean-François Manzoni

Redesigning Nissan (B): Leading Change

By  Jean-François Manzoni,  Jean-Louis Barsoux
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This is the second of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.

    Published 01 Mar 2003

    Reference 5095

    Topic Strategy

    Region Global

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    Redesigning Nissan (B): Leading Change

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    This is the second of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
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      Nissan's U-Turn: 1999-2001 - Condensed Version of Redesigning Nissan (A&B)

      By  Jean-François Manzoni,  Kathryn Hughes,  Jean-Louis Barsoux
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      This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.

        Published 03 Jan 2003

        Reference 5095

        Topic Strategy

        Region Global

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        Nissan's U-Turn: 1999-2001 - Condensed Version of Redesigning Nissan (A&B)

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        This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
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          Redesigning Nissan (A): Carlos Ghosn Takes Charge

          By  Jean-François Manzoni
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          This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.

            Published 02 Jan 2003

            Reference 5095

            Topic Strategy

            Region Global

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            Redesigning Nissan (A): Carlos Ghosn Takes Charge

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            This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
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              Flying into a Storm: British Airways (1996-2000)

              By  Jean-François Manzoni,  Jean-Louis Barsoux
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              This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.

                Published 07 Feb 2002

                Reference 4906

                Topic Strategy

                Region Europe

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                Flying into a Storm: British Airways (1996-2000)

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                This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.
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                  Friends Provident: A Balanced Scorecard for IT Performance Management (B)

                  By  Soumitra Dutta,  Jean-François Manzoni,  Luk Van Wassenhove
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                  This case is a supplement to Case A (same title as this case) and describes some of the changes that occurred in the balanced scorecard for IT within Friends Provident in the years following the time period of Case A (1999-2000). Tony Griffiths, the IT manager described in the case is forced to make changes in the balanced scorecard to better reflect the changing concerns about IT performance.

                    Published 01 Jan 2001

                    Reference 4878

                    Topic Operations

                    Industry Insurance

                    Region Europe

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                    Friends Provident: A Balanced Scorecard for IT Performance Management (B)

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                    This case is a supplement to Case A (same title as this case) and describes some of the changes that occurred in the balanced scorecard for IT within Friends Provident in the years following the time period of Case A (1999-2000). Tony Griffiths, the IT manager described in the case is forced to make changes in the balanced scorecard to better reflect the changing concerns about IT performance.
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                      Friends Provident: A Balanced Scorecard for IT Performance Management (A)

                      By  Soumitra Dutta,  Jean-François Manzoni,  Luk Van Wassenhove
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                      This case deals with the important issue of defining an appropriate set of metrics for measuring IT performance. A balance score-card approach forms the core thrust of the new measurement system set up within Friends Provident for measuring IT performance.

                        Published 01 Jan 2000

                        Reference 4878

                        Topic Operations

                        Industry Insurance

                        Region Europe

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                        Friends Provident: A Balanced Scorecard for IT Performance Management (A)

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                        This case deals with the important issue of defining an appropriate set of metrics for measuring IT performance. A balance score-card approach forms the core thrust of the new measurement system set up within Friends Provident for measuring IT performance.
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                          Air France: Resistance to Change at Air France: Bernard Attali's Experience

                          By  Jean-François Manzoni
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                          This case looks at Bernard Attali’s five year spell as the chairman of Air France. A very bright, energetic and ambitious leader, his appointment in 1988 is initially perceived as a breath of fresh air. His growth oriented strategy is undermined by the advent of the Gulf War and recession.

                            Published 01 Jan 1998

                            Reference 4741

                            Topic Leadership & Organisations

                            Region Europe

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                            Air France: Resistance to Change at Air France: Bernard Attali's Experience

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                            This case looks at Bernard Attali’s five year spell as the chairman of Air France. A very bright, energetic and ambitious leader, his appointment in 1988 is initially perceived as a breath of fresh air. His growth oriented strategy is undermined by the advent of the Gulf War and recession.
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                              Becoming 'The World's Favourite Airline' British Airways: 1980-93 (A)

                              By  Jean-François Manzoni
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                              This case considers the spectacular transformation of British Airways under the joint leadership of Lord King and Sir Colin Marshall. After a massive downsizing effort, they managed to revitalise service levels, image and revenues through a combination of structural change, massive training, IT investment and innovative branding.

                                Published 01 Jan 1998

                                Reference 4740

                                Topic Strategy

                                Region Europe

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                                Becoming 'The World's Favourite Airline' British Airways: 1980-93 (A)

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                                This case considers the spectacular transformation of British Airways under the joint leadership of Lord King and Sir Colin Marshall. After a massive downsizing effort, they managed to revitalise service levels, image and revenues through a combination of structural change, massive training, IT investment and innovative branding.
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                                  Air France: Pulling out of its Dive: Air France Under Christian Blanc

                                  By  Jean-François Manzoni
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                                  This case covers Christian Blanc’s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc’s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company.

                                    Published 01 Jan 1998

                                    Reference 4741

                                    Topic Leadership & Organisations

                                    Region Europe

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                                    Air France: Pulling out of its Dive: Air France Under Christian Blanc

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                                    This case covers Christian Blanc’s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc’s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company.
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                                      Remaining 'The World's Favourite Airline' British Airways: 1993-97 (B)

                                      By  Jean-François Manzoni
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                                      This case considers the transition from Sir Colin Marshall, key architect of BA’s spectacular restructuring and revitalisation (described in the case Becoming the World’s Favourite Airline), to Robert Ayling. In an increasingly deregulated market, Ayling’s challenge is to sustain BA’s position of leadership in the airline industry.

                                        Published 01 Jan 1998

                                        Reference 4740

                                        Topic Strategy

                                        Region Europe

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                                        Remaining 'The World's Favourite Airline' British Airways: 1993-97 (B)

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                                        This case considers the transition from Sir Colin Marshall, key architect of BA’s spectacular restructuring and revitalisation (described in the case Becoming the World’s Favourite Airline), to Robert Ayling. In an increasingly deregulated market, Ayling’s challenge is to sustain BA’s position of leadership in the airline industry.
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