Jean-Louis Barsoux

Leading Organisational Change: Improving Hospital Performance

By  Mattia J. Gilmartin,  Jean-Louis Barsoux,  Thomas D'Aunno
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Tracey Burns, Director of Nursing at the King Edgar NHS Hospital Trust was assigned to head a project to improve the efficiency of patient flows throughout the hospital's system. The case describes how nurses are empowered to play a more proactive role in the process of discharging patients.

    Published 01 Feb 2007

    Reference 5354

    Topic Leadership & Organisations

    Region Europe

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    Leading Organisational Change: Improving Hospital Performance

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    Tracey Burns, Director of Nursing at the King Edgar NHS Hospital Trust was assigned to head a project to improve the efficiency of patient flows throughout the hospital's system. The case describes how nurses are empowered to play a more proactive role in the process of discharging patients.
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      Tata Steel: A Century of Corporate Social Responsibility

      By  Jean-François Manzoni,  Vikas Tibrewala,  Jean-Louis Barsoux,  Kathryn Hughes
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      For a century, Tata Steel has provided a level of “compassion” that is unmatched in its sector or its country. But the onslaught of global competition and, crucially, global capital markets have sparked serious debate on the role, level and the sustainability of social spending at Tata Steel. In particular, a new emphasis on EVA risks upsetting the century-old commitment to CSR.

        Published 12 Jan 2004

        Reference 5229

        Topic Responsibility

        Region Other Regions

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        Tata Steel: A Century of Corporate Social Responsibility

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        For a century, Tata Steel has provided a level of “compassion” that is unmatched in its sector or its country. But the onslaught of global competition and, crucially, global capital markets have sparked serious debate on the role, level and the sustainability of social spending at Tata Steel. In particular, a new emphasis on EVA risks upsetting the century-old commitment to CSR.
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          Nissan's U-Turn: 1999-2001 - Condensed Version of Redesigning Nissan (A&B) (French)

          By  Jean-François Manzoni,  Kathryn Hughes,  Jean-Louis Barsoux
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          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. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models.

            Published 08 Jan 2004

            Reference 5095

            Topic Strategy

            Region Global

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

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            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. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models.
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              Helen Ramsay: A Mediation Attempt

              By  Jean-Louis Barsoux,  Jean-François Manzoni
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              Two reasonable people, a boss and a subordinate, find each other 'impossible to handle'. Through their descriptions of each other's behavior we realize that they are in a self-perpetuating dynamic. An attempted intervention by the HR manager not only fails to resolve the situation; it actually makes it worse.

                Published 01 Jan 2004

                Reference 5116

                Topic Leadership & Organisations

                Region Global

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                Helen Ramsay: A Mediation Attempt

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                Two reasonable people, a boss and a subordinate, find each other 'impossible to handle'. Through their descriptions of each other's behavior we realize that they are in a self-perpetuating dynamic. An attempted intervention by the HR manager not only fails to resolve the situation; it actually makes it worse.
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                  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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                          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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                              Bertelsmann: Corporate Structures and the Internet Age (A)

                              By  Jean-Louis Barsoux,  Charles Galunic
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                              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.

                                Published 06 Jan 2000

                                Reference 4907

                                Topic Leadership & Organisations

                                Industry Media Production

                                Region Global

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                                Bertelsmann: Corporate Structures and the Internet Age (A)

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                                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.
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                                  Lee Coker

                                  By  Jean-François Manzoni,  Jean-Louis Barsoux
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                                  Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lee’s theory on this issue, Lee’s behaviour (as seen by both himself and his subordinates), and his subordinates’ reactions.

                                    Published 03 Jan 1996

                                    Reference 4559

                                    Topic Leadership & Organisations

                                    Region Global

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                                    Lee Coker

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                                    Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lee’s theory on this issue, Lee’s behaviour (as seen by both himself and his subordinates), and his subordinates’ reactions.
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