The board of directors of a charity has to decide whether to give the acting CFO a permanent appointment. The decision is not a vital one but is so poorly managed that it leads to a blowout between the board members, such that the charity ultimately has to be wound up. The case thus illustrates the vital importance of maintaining positive dynamics among board members.
The board of directors of a charity has to decide whether to give the acting CFO a permanent appointment. The decision is not a vital one but is so poorly managed that it leads to a blowout between the board members, such that the charity ultimately has to be wound up. The case thus illustrates the vital importance of maintaining positive dynamics among board members.
The case charts the history of MöllerGroup, a longstanding family business in Germany, which designs, manufactures and markets components for the global automotive industry and construction parts for industrial applications. It makes functional parts for mechanical engineering, automotive technology and other sectors.
The case charts the history of MöllerGroup, a longstanding family business in Germany, which designs, manufactures and markets components for the global automotive industry and construction parts for industrial applications. It makes functional parts for mechanical engineering, automotive technology and other sectors.
The case presents describes the tumultuous leadership of Carly Fiorina at HP, from her nomination as CEO, then chair, and early attempts at strategic change (a move to buy PwC Consulting) to a major acquisition (Compaq) and ultimately her removal by a board coup. At the time she was fired (and replaced by Mark Hurd from NCR) the share price was rising and results were coming through.
The case presents describes the tumultuous leadership of Carly Fiorina at HP, from her nomination as CEO, then chair, and early attempts at strategic change (a move to buy PwC Consulting) to a major acquisition (Compaq) and ultimately her removal by a board coup. At the time she was fired (and replaced by Mark Hurd from NCR) the share price was rising and results were coming through.
This case describes the tragedy that occurred on Everest in 1996 - when teams led by highly-skilled guides got caught in a terrible storm, causing the death of the team leaders and several of the client climbers. It delves into the factors that help teams survive when they encounter turbulence, and why others in similar circumstances meet tragedy.
This case describes the tragedy that occurred on Everest in 1996 - when teams led by highly-skilled guides got caught in a terrible storm, causing the death of the team leaders and several of the client climbers. It delves into the factors that help teams survive when they encounter turbulence, and why others in similar circumstances meet tragedy.
The case documents the epic race to the South Pole, with Amundsen, Scott and Shackleton competing to conquer what was considered the "last frontier on earth for explorers to discover." It allows for a comparison of three very different 'project managers', each with their own leadership styles, battling it out in the same hostile setting.
The case documents the epic race to the South Pole, with Amundsen, Scott and Shackleton competing to conquer what was considered the "last frontier on earth for explorers to discover." It allows for a comparison of three very different 'project managers', each with their own leadership styles, battling it out in the same hostile setting.
This case describes the tragedy that occurred on Everest in 1996 - when teams led by highly-skilled guides got caught in a terrible storm, causing the death of the team leaders and several of the client climbers. It delves into the factors that help teams survive when they encounter turbulence, and why others in similar circumstances meet tragedy.
This case describes the tragedy that occurred on Everest in 1996 - when teams led by highly-skilled guides got caught in a terrible storm, causing the death of the team leaders and several of the client climbers. It delves into the factors that help teams survive when they encounter turbulence, and why others in similar circumstances meet tragedy.
The Open Seamless Alliance is a collaboration initiative set up by Mobistar, a partly-owned subsidiary of France Telecom to administer and federate roaming activities (interfaces, pricing, service features, etc) in a club-like open alliance. Members adhere to a fair process of collaboration.
The Open Seamless Alliance is a collaboration initiative set up by Mobistar, a partly-owned subsidiary of France Telecom to administer and federate roaming activities (interfaces, pricing, service features, etc) in a club-like open alliance. Members adhere to a fair process of collaboration.
One observes that despite the continued application of superior personal strategies and leadership throughout Napoleon's lifetime, success eluded him in the end. A pattern is observed of meteoritic rise in the early stages (victories in the battle of Lodi, Marengo, Austerlitz) and a downfall later (Russian invasion, Waterloo). What is behind this rise and fall?
One observes that despite the continued application of superior personal strategies and leadership throughout Napoleon's lifetime, success eluded him in the end. A pattern is observed of meteoritic rise in the early stages (victories in the battle of Lodi, Marengo, Austerlitz) and a downfall later (Russian invasion, Waterloo). What is behind this rise and fall?
Alguém observou que, para além da execução contínua de estratégias pessoais superiores e da liderança exercida por Napoleão ao longo da sua vida, no final, o sucesso acabara por lhe escapar.
Alguém observou que, para além da execução contínua de estratégias pessoais superiores e da liderança exercida por Napoleão ao longo da sua vida, no final, o sucesso acabara por lhe escapar.
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Fair Process Leadership, Business Model, Communication
