Quy Huy

Professor of Strategy
This case looks at the business and cultural transformation at Microsoft under CEO Satya Nadella, who took over in 2014 when the company had fallen prey to political infighting and the dominance of Windows over all else.

Published 19 May 2022

Reference 6393

Topic Leadership & Organisations

Region North America

View case
When Puneet Chhatwal took over as CEO of Taj Hotels in 2018, he faced an onerous task: improving the financials in a hyper-competitive environment marked by the arrival of foreigners such as Starwood Hotels and online entrants Airbnb and OYO.

Published 13 Apr 2022

Reference 6735

Topic Leadership & Organisations

Region Asia

View case
The case charts the success of Chinese hot pot restaurant chain, Haidilao, from humble beginnings to international expansion, with a focus on how an emotion-based culture is created and sustained to deliver high performance. Chinese hot pot – a blend of meat and vegetables - is boiled by customers in a broth and eaten with a variety of sauces.

Published 21 Mar 2022

Reference 6730

Topic Leadership & Organisations

Industry Food and Beverages Production

Region Asia

View case
Longfor, a real estate company in China, treats every customer as an individual with distinctive tastes, preferences and needs; the homes it designs emphasize aesthetics, comfort, landscaping and lifestyle in a holistic way. Likewise, its organizational culture emphasizes equality and professionalism in a country where hierarchy and deference to authority are the norm.

Published 30 Oct 2017

Reference 6179

Topic Strategy

Industry Real Estate

Region Asia

View case
The case examines the downward spiral of Nokia, the mobile technology giant that once conquered the world, seen from the perspective of ‘insiders’ – based on interviews with Nokia executives at top and middle management level.

Published 26 Sep 2016

Reference 6160

Topic Leadership & Organisations

Industry Telecommunications

Region Global

View case
Nissan was in a desparate situation with staggering debts, losses, producing good but plain-looking cars. How did Carlos Ghosn and the French team manage to implement massive changes in a company deeply embedded in the Japanese culture that is reputed to be nationalistic and averse to major change? How did Ghosn manage to cut cost and increase innovation dramatically at the same time?

Published 22 Jan 2016

Reference 5195

Topic Strategy

Region Asia

View case
BP CEO Tony Hayward (UK) faced intense public scrutiny from many different constituencies in the US in the wake of the oil spill in the Gulf of Mexico. The case focuses on how his words and actions were perceived by the US media and government, and how these perceptions had critical business and personal outcomes.

Published 01 Apr 2015

Reference 5816

Topic Strategy

Region Global

View case
A Nissan encontrava-se numa situação díspar, enfrentando enormes dívidas, perdas, produzindo bons veículos, embora comuns. De que modo Carlos Ghosn e a equipa Francesa conseguiram implementar alterações consideráveis numa empresa profundamente imbuída na cultura Japonesa, conhecida por ser nacionalista e adversa a grandes alterações?

Published 01 Apr 2015

Reference 5195

Topic Strategy

Region Asia

View case
The case describes the spectacular rise of UBS in the period 2000-2008 and its decline in the aftermath of the global financial crisis. CEO Ospel led an ambitious growth strategy, abandoning UBS's traditional risk-averse culture in favour of a more risk-taking form of investment banking in the USA.

Published 23 Feb 2015

Reference 5834

Topic Strategy

Industry Banking

Region Europe

View case
INGLOT is among the few Polish companies to have succeeded in ‘going global’. It is recognized in the professional cosmetics industry for its pioneering innovation and appreciated by customers for its wide range of reasonably priced high-quality products. As INGLOT plans to aggressively expand, the executive team faces several key challenges.

Published 28 Apr 2014

Reference 6028

Topic Strategy

Industry Cosmetics

Region Global

View case
Strategy Execution, Emotion and Strategy, Corporate Renewal, Building of New Organisations, Middle Managers and Strategy, Entrepreneurial Strategies, Time Dimensions of Organisational Change