The case follows the story of Brazilian business leader, Ricardo Semler, who took the family marine-pump business, Semco, to multi-national, multi-sector success. To do so, Ricardo Semler dramatically changed his own leadership style by relinquishing control and working less hard, and subsequently transformed the culture at Semco via a radical process of workplace democratisation.

The case follows the story of Brazilian business leader, Ricardo Semler, who took the family marine-pump business, Semco, to multi-national, multi-sector success. To do so, Ricardo Semler dramatically changed his own leadership style by relinquishing control and working less hard, and subsequently transformed the culture at Semco via a radical process of workplace democratisation.

The case follows the story of Brazilian business leader, Ricardo Semler, who took the family marine-pump business, Semco, to multi-national, multi-sector success. To do so, Ricardo Semler dramatically changed his own leadership style by relinquishing control and working less hard, and subsequently transformed the culture at Semco via a radical process of workplace democratisation.

This case is a role-play between a director of a consulting company and an associate during an annual performance appraisal. During the meeting, the director has the challenging task of giving some unexpected negative feedback to an otherwise high-performing associate who comes to the meeting expecting to hear nothing but good news. Can the director give the feedback effectively?

This case is a role-play between a director of a consulting company and an associate during an annual performance appraisal. During the meeting, the director has the challenging task of giving some unexpected negative feedback to an otherwise high-performing associate who comes to the meeting expecting to hear nothing but good news. Can the director give the feedback effectively?

The case follows the story of Brazilian business leader, Ricardo Semler, who took the family marine-pump business, Semco, to multi-national, multi-sector success. To do so, Ricardo Semler dramatically changed his own leadership style by relinquishing control and working less hard, and subsequently transformed the culture at Semco via a radical process of workplace democratisation.

Fifteen years after a difficult beginning, The Hype have reached the top of the music world. Their last album, however, received mixed reviews. On the eve of a meeting to decide the new record’s artistic direction, the band is split as to whether, and to what extent, change is necessary.

Fifteen years after a difficult beginning, The Hype have reached the top of the music world. Their last album, however, received mixed reviews. On the eve of a meeting to decide the new record’s artistic direction, the band is split as to whether, and to what extent, change is necessary.

Fifteen years after a difficult beginning, The Hype have reached the top of the music world. Their last album, however, received mixed reviews. On the eve of a meeting to decide the new record’s artistic direction, the band is split as to whether, and to what extent, change is necessary.

Fifteen years after a difficult beginning, The Hype have reached the top of the music world. Their last album, however, received mixed reviews. On the eve of a meeting to decide the new record’s artistic direction, the band is split as to whether, and to what extent, change is necessary.