This case describes how Motorola has created a center of software excellence in an Indian offshore site. A proper blend of software process management and organizational leadership lies at the heart of this success story.

The technological ability to trade financial assets on the Internet is changing the structure of the brokerage industry, altering the rules of competition, creating new sources of competitive advantage, and attracting new customers.

Starting in 1995, the Internet has been flooded by auto retail outlets like Auto-By-Tel (ABT) who are offering on-line automobile retailing services to customers.This case describes the metamorphosis that the automotive retailing industry is undergoing, since the birth of these services and the utilization of the Internet as an effective distribution channel.

This case describes how Xerox is leading a business transformation effort to support its ambition of global leadership. Xerox built its recovery strategy in the mid-1980s on a single-minded dedication to total quality management.

The case describes the creation of an Internet based company, which offers services to fans of teenage celebrities in the United States. The case describes the creation of the company, and its evolution during its first two years. Particular attention is paid to the design of the site, the marketing of the service, and the continuous innovation in the company.

A majority of companies today utilize the Internet to conduct some or all of their business. Retail grocers are fast becoming a major part of this trend by offering on-line grocery shopping services. This case describes two pioneering companies in on-line retailing: Peapod and Streamline.

The Internet is transforming the dynamics of the airline industry significantly. This case focuses on the impact of the Internet specifically on the Polish Airline LOT.

This case outlines a large scale systems migration project in a major Finnish bank. Starting in 1982, Kansallis Bank succeeded in migrating its entire banking systems to a new platform only in 1995. While such large and ‘never-ending’ IT projects are painfully common, few organizations can afford them today when business planning cycles are increasingly measured in months.

Knowledge Management lies at the core of Arthur Andersen’s competitive advantage. This case describes how Arthur Andersen leverages its worldwide knowledge and best practices in an unrivalled manner. There is a specific focus within the case on Arthur Andersen’s unique culture of teamwork and use of advanced groupware systems.

Spawned by the protracted amalgamation of dozens of non-profit making Trustees Savings Banks, the TSB group became a " for profit " institution when it floated on the London Stock Exchange in 1986.