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11 cases found.
After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.
- By
Reference 6181
Published 26 Aug 2016
Region Global
Industry Retail, E-Commerce
After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.
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.
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Reference 5982
Published 28 Apr 2014
Region South America
Industry Education Management, Leisure, Travel and Tourism, Banking
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.
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment.
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Reference 5538
Published 31 Jan 2009
Region Global
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment.
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment.
- By
Reference 5538
Published 31 Jan 2009
Region North America
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment.
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment.
- By
Reference 5538
Published 31 Jan 2009
Region North America
A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment.
A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.
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Reference 5473
Published 29 Oct 2007
Region Europe
A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.
The case is built on a unique and extensive dataset collected during many months of direct observation and interviews. The depth of this dataset allows the reader to analyze the myriad of perceptual factors on which collaboration and teamwork hinge
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Reference 5285
Published 06 Jul 2005
Region Global
The case is built on a unique and extensive dataset collected during many months of direct observation and interviews. The depth of this dataset allows the reader to analyze the myriad of perceptual factors on which collaboration and teamwork hinge
Two reasonable people, a boss and a subordinate, find each other 'impossible to handle'. Through their descriptions of each other's behavior we realize that they are in a self-perpetuating dynamic. An attempted intervention by the HR manager not only fails to resolve the situation; it actually makes it worse.
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Reference 5116
Published 01 Jan 2004
Region Global
Two reasonable people, a boss and a subordinate, find each other 'impossible to handle'. Through their descriptions of each other's behavior we realize that they are in a self-perpetuating dynamic. An attempted intervention by the HR manager not only fails to resolve the situation; it actually makes it worse.
Case A
This case exposes the growing pains of an older, brick-and-mortar, company as it attempts to join the New Economy. The focus is on synergy; pushed by converging technologies and managed by a young and energetic leader, Bertelsmann attempts to overcome a history of decentralization to create a more integrated and Internet savvy corporation.
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Reference 4907
Published 01 Jun 2000
Region Global
Case A
This case exposes the growing pains of an older, brick-and-mortar, company as it attempts to join the New Economy. The focus is on synergy; pushed by converging technologies and managed by a young and energetic leader, Bertelsmann attempts to overcome a history of decentralization to create a more integrated and Internet savvy corporation.
This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.
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Reference 4850
Published 01 Jan 1999
Region Global
This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.
Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lees theory on this issue, Lees behaviour (as seen by both himself and his subordinates), and his subordinates reactions.
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Reference 4559
Published 03 Jan 1996
Region Global
Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lees theory on this issue, Lees behaviour (as seen by both himself and his subordinates), and his subordinates reactions.