This case describes how an organization can structure itself around agile, autonomous teams that incorporate employees from service providers.

In 2024, Michelin adopted a living wage for all employees worldwide, paying what was deemed necessary to live decently, taking into account their family configuration and where they worked. This case describes how the company went about it as the basis for a discussion on the costs and benefits of raising wages for low paid workers, as well as the role of firms in reducing inequality.

Her Opponent is a video case. Actors of the opposite gender portray Clinton (played by a man) and Trump (played by a woman), replicating every word, intonation, facial and non-verbal expression of the candidates.

The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.

The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.

When Volkswagen and Ford combined their Argentinian and Brazilian automotive subsidiaries in 1987, it was very much a marriage of convenience. Operating in an environment of hyperinflation, weak growth and an import ban, the combined company took advantage of economies of scale, closed surplus Ford and Volkswagen (VW) plants and produced inexpensive models of cars and trucks.

This case describes how Jos de Blok, CEO of Buurtzorg, a non-profit home healthcare provider in Holland, radically overhauled home care delivery in Holland. He believed in giving responsibility back to those who knew the job best: nurses. He created an organization without managers or hierarchy, which put the patient at the centre and was based upon the concept of self-managed teams.

This case describes how Jos de Blok, CEO of Buurtzorg, a non-profit home healthcare provider in Holland, radically overhauled home care delivery in Holland. He believed in giving responsibility back to those who knew the job best: nurses. He created an organization without managers or hierarchy, which put the patient at the centre and was based upon the concept of self-managed teams.

In our global economy, manufacturing companies outsource production to multiple suppliers half a world away and spread engineering and design out among far-flung company outposts. Yet, at the same time, geographic clusters of firms in particular industries can still hold competitive advantage by virtue of co-location.