9 cases found.
Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.
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Reference 6684
Published 15 Nov 2021
Region Europe
Industry Biotechnology
Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.
Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.
- By
Reference 6684
Published 15 Nov 2021
Region Europe
Industry Biotechnology
Kusha Ahmad is tasked with facilitating headcount reduction following the acquisition of the Societe Francaise de Biotechnologie (SFB) by Big American Pharmaceuticals (BAP), and the subsequent closure of the SFB office in Lyon, France. In accordance with regulations introduced in 2017, staff are entitled to a “rupture conventionnelle collective”.
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.
Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics.
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Reference 5353
Published 01 Jul 2006
Region Europe
Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics.
This case study provides an opportunity to explore the person-organisation interface. From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes of leadership.
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Reference 4854
Published 03 Jan 2000
Region Europe
Industry Airlines/Aviation, Entertainment, Media Production
This case study provides an opportunity to explore the person-organisation interface. From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes of leadership.
Alice in Wonderland (A) showed how the new Managing Director of LVV transformed a trucking company from a "fossilized" and "arthritic" minor subsidiary of a Dutch shipping group into a revitalized organization.
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Reference 4853
Published 01 Dec 1999
Region Europe
Alice in Wonderland (A) showed how the new Managing Director of LVV transformed a trucking company from a "fossilized" and "arthritic" minor subsidiary of a Dutch shipping group into a revitalized organization.
Codan 2000 is a change project at a Danish rubber company to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in a second, but no progress in a third.
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Reference 4792
Published 01 Dec 1997
Region Europe
Codan 2000 is a change project at a Danish rubber company to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in a second, but no progress in a third.
This case covers Christian Blanc’s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc’s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company.
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Reference 4741
Published 01 Jan 1998
Region Europe
This case covers Christian Blanc’s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc’s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company.
Banking on Change focuses on key issues involved in organisational transformation and culture integration. It looks at what happened when a well-known Swiss bank acquired a British investment bank (names are disguised): from the mismatch of corporate cultures, to the frustration and fear caused by poor communication and planning on the part of the Swiss executives.
Banking on Change focuses on key issues involved in organisational transformation and culture integration. It looks at what happened when a well-known Swiss bank acquired a British investment bank (names are disguised): from the mismatch of corporate cultures, to the frustration and fear caused by poor communication and planning on the part of the Swiss executives.