The (B) cases bring to light individual positions, on the part of key executives, on how to handle these issues.

Uma equipa dirigida por Vivienne Cox, Vice-Presidente Executiva da Gas, Power and Reneewables, identifica e lança um novo negócio, a BP Alternative Energy. Investir um montante tão elevado num negócio de energia “verde” fora um ponto de partida radical para a BP.

A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

The electric guitar market is both enticing and daunting for a small company – a multi-billion $US sector that has grown almost constantly since the 1960s, but where competition is based as much on image as on substance. The market is naturally fragmented (similar to the market for many musical instruments), yet dominant players make entry and sustenance difficult.

The electric guitar market is both enticing and daunting for a small company – a multi-billion $US sector that has grown almost constantly since the 1960s, but where competition is based as much on image as on substance. The market is naturally fragmented (similar to the market for many musical instruments), yet dominant players make entry and sustenance difficult.

The electric guitar market is both enticing and daunting for a small company – a multi-billion $US sector that has grown almost constantly since the 1960s, but where competition is based as much on image as on substance. The market is naturally fragmented (similar to the market for many musical instruments), yet dominant players make entry and sustenance difficult.

After guiding his team through a major upgrade of the production process, Wim de Boer, production manager and a board member of a newly bought-out cosmetics firm, struggles to find time to think about strategic issues. Tired of approving and following up on every move his people made, he resolved to keep two hours of uninterrupted time each day to think more broadly about the business.

After guiding his team through a major upgrade of the production process, Wim de Boer, production manager and a board member of a newly bought-out cosmetics firm, struggles to find time to think about strategic issues. Tired of approving and following up on every move his people made, he resolved to keep two hours of uninterrupted time each day to think more broadly about the business.

This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis.

This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis.