The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.

Russian oil giant Gazpromneft acquires a controlling stake in the only Serbian vertically integrated oil company, NIS, in a major deal between the Serbian government on one side and the Russian government and Gazpromneft on the other. Gazpromneft assembles a team of 50 managers to take charge of NIS.

The CEO of a large power company caught in the middle of a severe economic crisis struggles to come up with recommendations for the Supervisory Board regarding his executive team members' compensation.

The CEO of a large power company caught in the middle of a severe economic crisis struggles to come up with recommendations for the Supervisory Board regarding his executive team members' compensation.

The CEO of a large power company caught in the middle of a severe economic crisis struggles to come up with recommendations for the Supervisory Board regarding his executive team members' compensation.

The CEO of a large power company caught in the middle of a severe economic crisis struggles to come up with recommendations for the Supervisory Board regarding his executive team members' compensation.

VimpelCom is a Russian cellular operator that grew in less than 10 years (1992-2002) from a hypothetical concept, to small family-like company, to $2 billion NYSE-quoted corporation with 5.5 million subscribers on its wireless networks. This case study describes the perfect partnership between the two founders. One was "the professor", Dr.

A senior executive of a large oil and gas company strives to improve his leadership effectiveness and efficiency by applying a "scientific approach" learned on an executive development programme. But his well-thought through plan comes into harsh contact with organizational reality.

A senior executive of a large oil and gas company strives to improve his leadership effectiveness and efficiency by applying a "scientific approach" learned on an executive development programme. But his well-thought through plan comes into harsh contact with organizational reality.

A senior executive of a large oil and gas company strives to improve his leadership effectiveness and efficiency by applying a "scientific approach" learned on an executive development programme. But his well-thought through plan comes into harsh contact with organizational reality.