Todd Jick

Cases from same author

Singapore Airlines Continuing Service Improvement (Japanese)

By Francesca Gee, Todd Jick

This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests.

Published 30 Sep 2000

Reference 4249

Topic Leadership & Organisations

Region Asia

Singapore Airlines Continuing Service Improvement (Japanese)

By Francesca Gee, Todd Jick
Published 30 Sep 2000
Reference 4249
Topic Leadership & Organisations
Region Asia

This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests.

Daimler-Benz Holding Restructuring and Culture Change

This case documents a major restructuring of Daimler-Benz's holding organization in 1993. It considers the rationale for the change, the introduction of the changes, and an initial evaluation. The goal was to debureaucratize the Holding so as to be able to respond more quickly to the demands of the business units.

Published 12 Jan 1993

Reference 4247

Topic Leadership & Organisations

Industry Automotive, Transportation/Trucking/Railroad

Region Europe

Daimler-Benz Holding Restructuring and Culture Change

By Todd Jick
Published 12 Jan 1993
Reference 4247
Topic Leadership & Organisations
Region Europe
Industry Automotive, Transportation/Trucking/Railroad

This case documents a major restructuring of Daimler-Benz's holding organization in 1993. It considers the rationale for the change, the introduction of the changes, and an initial evaluation. The goal was to debureaucratize the Holding so as to be able to respond more quickly to the demands of the business units.

This case describes Alcatel Bell's efforts from 1989-92 to change its culture and its approach to business. The case revolves around the CEO's mandate for all 1200 Bell managers to develop and implement a "change project". These projects were intended to accelerate change at Bell and provide a vehicle for learning. Bell's ultimate goal was to become a "learning organization".

Published 10 Jan 1993

Reference 4433

Topic Leadership & Organisations

Industry Telecommunications

Region Europe

Alcatel Bell

By Todd Jick
Published 10 Jan 1993
Reference 4433
Topic Leadership & Organisations
Region Europe
Industry Telecommunications

This case describes Alcatel Bell's efforts from 1989-92 to change its culture and its approach to business. The case revolves around the CEO's mandate for all 1200 Bell managers to develop and implement a "change project". These projects were intended to accelerate change at Bell and provide a vehicle for learning. Bell's ultimate goal was to become a "learning organization".

Singapore Airlines Continuing Service Improvement

By Francesca Gee, Todd Jick

This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests.

Published 01 Jan 1993

Reference 4249

Topic Leadership & Organisations

Industry Airlines/Aviation, Transportation/Trucking/Railroad

Region Asia

Singapore Airlines Continuing Service Improvement

By Francesca Gee, Todd Jick
Published 01 Jan 1993
Reference 4249
Topic Leadership & Organisations
Region Asia
Industry Airlines/Aviation, Transportation/Trucking/Railroad

This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests.

Clifford Chance (A): The Merger

By Francesca Gee, Todd Jick

This case documents two critical changes in a major law firm: the merger of two law firms into one and the globalisation of the merged firm. The merger was generally viewed as successful and the integration process is described. The second goal of globalisation is steadily proceeding but represents a larger cultural and strategic challenge.

Published 01 Jan 1993

Reference 4245

Topic Leadership & Organisations

Industry Legal Services

Region Global

Clifford Chance (A): The Merger

By Francesca Gee, Todd Jick
Published 01 Jan 1993
Reference 4245
Topic Leadership & Organisations
Region Global
Industry Legal Services

This case documents two critical changes in a major law firm: the merger of two law firms into one and the globalisation of the merged firm. The merger was generally viewed as successful and the integration process is described. The second goal of globalisation is steadily proceeding but represents a larger cultural and strategic challenge.

EDF-GDF Services - Paris Tour Eiffel (A)

By Francesca Gee, Todd Jick

This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well.

Published 01 Jan 1993

Reference 4219

Topic Leadership & Organisations

Industry Electrical/Electronic Manufacturing

Region Europe

EDF-GDF Services - Paris Tour Eiffel (A)

By Francesca Gee, Todd Jick
Published 01 Jan 1993
Reference 4219
Topic Leadership & Organisations
Region Europe
Industry Electrical/Electronic Manufacturing

This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well.

Clifford Chance (B): International Expansion

By Francesca Gee, Todd Jick

Please refer to part A for the abstract.

Published 01 Jan 1993

Reference 4245

Topic Leadership & Organisations

Industry Legal Services

Region Europe

Clifford Chance (B): International Expansion

By Francesca Gee, Todd Jick
Published 01 Jan 1993
Reference 4245
Topic Leadership & Organisations
Region Europe
Industry Legal Services

Please refer to part A for the abstract.

EDF-GDF Services - Paris Tour Eiffel (B)

By Francesca Gee, Todd Jick

This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well.

Published 01 Jan 1993

Reference 4219

Topic Leadership & Organisations

Industry Electrical/Electronic Manufacturing

Region Europe

EDF-GDF Services - Paris Tour Eiffel (B)

By Francesca Gee, Todd Jick
Published 01 Jan 1993
Reference 4219
Topic Leadership & Organisations
Region Europe
Industry Electrical/Electronic Manufacturing

This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well.

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