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32 cases found.
The case explores the possible acquisition by McKinsey &Company of design company LUNAR in response to the new directions management consulting is taking. As of 2014, a new internal unit included ‘McKinsey implementation’ and ‘digital labs’, which explored new opportunities for the Firm and soon became major growth vectors for the consultancy.
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Reference 6374
Published 29 Oct 2018
Topic Entrepreneurship
Region North America
Industry Consulting
The case explores the possible acquisition by McKinsey &Company of design company LUNAR in response to the new directions management consulting is taking. As of 2014, a new internal unit included ‘McKinsey implementation’ and ‘digital labs’, which explored new opportunities for the Firm and soon became major growth vectors for the consultancy.
After getting his MBA, Gib Bulloch pursues a conventional management consulting career with Accenture for seven years. Concerned that he is not contributing enough to society in his everyday work, he is given leave to work on a development project with Voluntary Service Overseas (VSO) in Macedonia. The experience strengthens his resolve to transition to a career with social impact.
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Reference 6345
Published 30 Oct 2017
Topic Responsibility
Region Europe
Industry Consulting
After getting his MBA, Gib Bulloch pursues a conventional management consulting career with Accenture for seven years. Concerned that he is not contributing enough to society in his everyday work, he is given leave to work on a development project with Voluntary Service Overseas (VSO) in Macedonia. The experience strengthens his resolve to transition to a career with social impact.
How can an organization help its employees’ creativity thrive? When Rokey Zhang and Ricky Xu founded Eico in 2004, no one could predict the scale of China’s mobile and e-commerce revolution. Fourteen years later, they have ridden that wave of change to play a key role in designing some of the most influential and popular digital services in China. But it has not been easy.
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Reference 6261
Published 30 Jul 2018
Region Asia
Industry Consulting
How can an organization help its employees’ creativity thrive? When Rokey Zhang and Ricky Xu founded Eico in 2004, no one could predict the scale of China’s mobile and e-commerce revolution. Fourteen years later, they have ridden that wave of change to play a key role in designing some of the most influential and popular digital services in China. But it has not been easy.
The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation.
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Reference 6173
Published 29 Mar 2017
Topic Operations
Region Asia
Industry Private Equity, Consulting
The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation.
The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation.
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Reference 6173
Published 29 Mar 2017
Topic Operations
Region Asia
Industry Private Equity, Consulting
The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation.
The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation.
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Reference 6173
Published 29 Mar 2017
Topic Operations
Region Asia
Industry Private Equity, Consulting
The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation.
Joyful Frog Digital incubator (JFDI) was the first seed accelerator to focus on Southeast Asia (SEA) and is a key resource for new start-ups in Singapore. It focuses on providing coaching, structure and a network to early-stage start-ups, and creating an open and welcoming ecosystem for digital innovation.
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Reference 6136
Published 27 Aug 2018
Topic Operations
Region Asia
Industry Consulting
Joyful Frog Digital incubator (JFDI) was the first seed accelerator to focus on Southeast Asia (SEA) and is a key resource for new start-ups in Singapore. It focuses on providing coaching, structure and a network to early-stage start-ups, and creating an open and welcoming ecosystem for digital innovation.
This is a 1-on-1 first interaction negotiation between John, a senior sales manager of high-end, state-of-the-art laptops (Boost computers), and Cindy, a procurement manager of a business consulting firm. Cindy has invited John to discuss his proposal to sell 50 of the latest technology computers.
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Reference 6099
Published 25 Jan 2016
Topic Entrepreneurship
Region Global
Industry Consulting
This is a 1-on-1 first interaction negotiation between John, a senior sales manager of high-end, state-of-the-art laptops (Boost computers), and Cindy, a procurement manager of a business consulting firm. Cindy has invited John to discuss his proposal to sell 50 of the latest technology computers.
This is a 1-on-1 first interaction negotiation between John, a senior sales manager of high-end, state-of-the-art laptops (Boost computers), and Cindy, a procurement manager of a business consulting firm. Cindy has invited John to discuss his proposal to sell 50 of the latest technology computers.
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Reference 6099
Published 25 Jan 2016
Topic Entrepreneurship
Region Global
Industry Consulting
This is a 1-on-1 first interaction negotiation between John, a senior sales manager of high-end, state-of-the-art laptops (Boost computers), and Cindy, a procurement manager of a business consulting firm. Cindy has invited John to discuss his proposal to sell 50 of the latest technology computers.
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?
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Reference 6068
Published 23 Jun 2014
Region Europe
Industry Consulting
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?
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Reference 6068
Published 23 Jun 2014
Region Europe
Industry Consulting
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 exercise can be used to illustrate challenges in implementing evidence-based hiring practices. Should screening procedures that are self-evidently valid be subjected to empirical scrutiny? What obstacles exist to challenging longstanding procedures? What is the cost of experimenting? What is the (opportunity) cost of not experimenting?
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Reference 5907
Published 25 Jun 2018
Industry Consulting, Human Resources
This exercise can be used to illustrate challenges in implementing evidence-based hiring practices. Should screening procedures that are self-evidently valid be subjected to empirical scrutiny? What obstacles exist to challenging longstanding procedures? What is the cost of experimenting? What is the (opportunity) cost of not experimenting?