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.

The case describes the historical, social and political factors, which led the German people to support the NSDAP and Hitler to power. It presents Speer's role in the process and shows his role as an innovative organisational designer.

ABB, a $30 billion giant whose portfolio covers global markets for electric power generation and transmission equipment, high speed trains, automation and robotics and environmental control systems, is the product of the world's largest cross-border merger to date. ABB has been named as an organisational prototype for the post-industrial age.

This case study examines the development of a Russian entrepreneur who worked within the chaotic post-Gorbachev environment in Russia to build a thriving Russian-American joint venture in import-export. The company has earned a steady profit, despite problems like exorbitant taxes, fickle customs regulations, and the Russian Mafia.

This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.

This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.

This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.

Describes the evolution, expansion and internationalisation of a family-owned company in the area of retail and services. It looks at the role of the family and, particularly, its driving force, Anton Dreesman.