Steven White

HSBC: Migrating for Value

By  Steven White
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As part of a corporate-wide change initiative initiated in 1998, HSBC aimed to double shareholder value in the five-year period, 1999-2003. A key strand of the change programme was to migrate back-office operations in Hong Kong to a data processing centre in Guangzhou, Mainland China.

    Published 01 Oct 2003

    Reference 5162

    Topic Strategy

    Region Asia

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    HSBC: Migrating for Value

    Add to cart
    As part of a corporate-wide change initiative initiated in 1998, HSBC aimed to double shareholder value in the five-year period, 1999-2003. A key strand of the change programme was to migrate back-office operations in Hong Kong to a data processing centre in Guangzhou, Mainland China.
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      Nancheng Glass Works (A)

      By  Steven White
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      From the perspective of a senior Chinese manager, Case (A) traces the history of Nancheng Glass Works, a local state-owned enterprise in China that has gone through dramatic changes since economic reforms began in 1980, until the recent acquisition of a controlling stake by a Filipino conglomerate.

        Published 01 Apr 2003

        Reference 5105

        Topic Leadership & Organisations

        Region Asia

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        Nancheng Glass Works (A)

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        From the perspective of a senior Chinese manager, Case (A) traces the history of Nancheng Glass Works, a local state-owned enterprise in China that has gone through dramatic changes since economic reforms began in 1980, until the recent acquisition of a controlling stake by a Filipino conglomerate.
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          Nancheng Glass Works (B)

          By  Steven White
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          In the format of an interview, Case (B) provides insights into the personality and motivations of the Filipino manager as he recalls changes in both himself and his firm over his 30-year career.

            Published 01 Apr 2003

            Reference 5105

            Topic Leadership & Organisations

            Region Asia

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            Nancheng Glass Works (B)

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            In the format of an interview, Case (B) provides insights into the personality and motivations of the Filipino manager as he recalls changes in both himself and his firm over his 30-year career.
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              CINCO: Challenging Traditions and Charting Reform (A)

              By  Steven White
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              CINCO (A) With China’s entry into the World Trade Organisation (WTO), one of the country’s largest insurance companies and state-owned enterprise—CINCO (Chinese Insurance Corporation)—finds itself threatened by a flood of new and sophisticated foreign competitors. Challenges to implementing internal changes, however, are proving just as great as those in the external marketplace.

                Published 04 Jan 2003

                Reference 5102

                Topic Leadership & Organisations

                Region Asia

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                CINCO: Challenging Traditions and Charting Reform (A)

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                CINCO (A) With China’s entry into the World Trade Organisation (WTO), one of the country’s largest insurance companies and state-owned enterprise—CINCO (Chinese Insurance Corporation)—finds itself threatened by a flood of new and sophisticated foreign competitors. Challenges to implementing internal changes, however, are proving just as great as those in the external marketplace.
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                  CINCO: Turf Wars (B)

                  By  Steven White
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                  Within one month of China’s entry into the WTO, CINCO announced a major corporate restructuring program to transform the group into a shareholding company and open its doors to foreign investors. This case describes the features of the structure and operating systems that have become sources of conflict between rival subsidiaries and functions within subsidiaries.

                    Published 04 Jan 2003

                    Reference 5102

                    Topic Leadership & Organisations

                    Region Asia

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                    CINCO: Turf Wars (B)

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                    Within one month of China’s entry into the WTO, CINCO announced a major corporate restructuring program to transform the group into a shareholding company and open its doors to foreign investors. This case describes the features of the structure and operating systems that have become sources of conflict between rival subsidiaries and functions within subsidiaries.
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                      Hammer Bank Group: Micro-View of a Mega-Merger

                      By  Steven White
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                      Following two key acquisitions in 1995, Hammer Bank Group had made no attempt to merge these entities into its own operations until 1997, and only limited progress by 2000.

                        Published 01 Jan 2003

                        Reference 5103

                        Topic Strategy

                        Region Asia

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                        Hammer Bank Group: Micro-View of a Mega-Merger

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                        Following two key acquisitions in 1995, Hammer Bank Group had made no attempt to merge these entities into its own operations until 1997, and only limited progress by 2000.
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                          Mitsubishi & Volvo: Managing Co-opetition in NedCar

                          By  Steven White
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                          In May 1991, Mitsubishi Motors Corporation and Volvo announced their joint venture NedCar to develop two small passenger car models, which would be produced on the same line but still differentiated and sold under their respective labels.

                            Published 01 Jan 2003

                            Reference 5104

                            Topic Strategy

                            Region Europe

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                            Mitsubishi & Volvo: Managing Co-opetition in NedCar

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                            In May 1991, Mitsubishi Motors Corporation and Volvo announced their joint venture NedCar to develop two small passenger car models, which would be produced on the same line but still differentiated and sold under their respective labels.
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                              Bank of Hong Kong: Refocusing BranchesBank of Hong Kong (A)

                              By  Steven White
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                              Following significant competitive developments in the Hong Kong banking environment, BHK, one of the region’s largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the bank’s traditional branch structure into tailored financial service centers.

                                Published 01 Jan 2003

                                Reference 5160

                                Topic Leadership & Organisations

                                Region Asia

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                                Bank of Hong Kong: Refocusing BranchesBank of Hong Kong (A)

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                                Following significant competitive developments in the Hong Kong banking environment, BHK, one of the region’s largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the bank’s traditional branch structure into tailored financial service centers.
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                                  Bank of Hong Kong: Introducing Financial Services Executives (B)

                                  By  Steven White
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                                  Following significant competitive developments in the Hong Kong banking environment, BHK, one of the region’s largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the bank’s traditional branch structure into tailored financial service centres.

                                    Published 01 Jan 2003

                                    Reference 5160

                                    Topic Leadership & Organisations

                                    Region Asia

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                                    Bank of Hong Kong: Introducing Financial Services Executives (B)

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                                    Following significant competitive developments in the Hong Kong banking environment, BHK, one of the region’s largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the bank’s traditional branch structure into tailored financial service centres.
                                      View case