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32 cases found.

McKinsey and LUNAR: Acquiring a Design Firm

By  Jurgen Mihm,  Manuel Sosa,  Anne-Marie Carrick
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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.

    Published 29 Oct 2018

    Reference 6374

    Topic Entrepreneurship

    Region North America

    Industry Consulting

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    McKinsey and LUNAR: Acquiring a Design Firm

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    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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      Gib Bulloch and Accenture

      By  Jasjit Singh
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      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.

        Published 30 Oct 2017

        Reference 6345

        Topic Responsibility

        Region Europe

        Industry Consulting

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        Gib Bulloch and Accenture

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        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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          Eico: Designed in China

          By  Noah Askin,  Alexander Galimberti
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          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.

            Published 30 Jul 2018

            Reference 6261

            Topic Leadership & Organisations

            Region Asia

            Industry Consulting

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            Eico: Designed in China

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            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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              Durian Capital Inc.

              By  Sameer Hasija,  Harry Groenevelt,  Chinmay Bhatt
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              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.

                Published 29 Mar 2017

                Reference 6173

                Topic Operations

                Region Asia

                Industry Private Equity,  Consulting

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                Durian Capital Inc.

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                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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                  Durian Capital Inc.: Assignment (Master Programmes)

                  By  Sameer Hasija,  Harry Groenevelt,  Chinmay Bhatt
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                  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.

                    Published 29 Mar 2017

                    Reference 6173

                    Topic Operations

                    Region Asia

                    Industry Private Equity,  Consulting

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                    Durian Capital Inc.: Assignment (Master Programmes)

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                    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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                      Durian Capital Inc.: Break-Out Exercise (Executive Education)

                      By  Sameer Hasija,  Harry Groenevelt,  Chinmay Bhatt
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                      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.

                        Published 29 Mar 2017

                        Reference 6173

                        Topic Operations

                        Region Asia

                        Industry Private Equity,  Consulting

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                        Durian Capital Inc.: Break-Out Exercise (Executive Education)

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                        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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                          Joyful Frog Digital Incubator: Accelerating Startups

                          By  Manuel Sosa,  Arvin Singh
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                          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.

                            Published 27 Aug 2018

                            Reference 6136

                            Topic Operations

                            Region Asia

                            Industry Consulting

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                            Joyful Frog Digital Incubator: Accelerating Startups

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                            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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                              Boost M6700 (A): Buyer-Seller Negotiation - Confidential Instructions for John Payne

                              By  Horacio Falcao,  Kriti Jain,  Heather Grover
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                              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.

                                Published 25 Jan 2016

                                Reference 6099

                                Topic Entrepreneurship

                                Region Global

                                Industry Consulting

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                                Boost M6700 (A): Buyer-Seller Negotiation - Confidential Instructions for John Payne

                                Add to cart popular award
                                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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                                  Boost M6700 (B): Buyer Seller Negotiation - Confidential Instructions for Cindy Tan

                                  By  Horacio Falcao,  Kriti Jain,  Heather Grover
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                                  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.

                                    Published 25 Jan 2016

                                    Reference 6099

                                    Topic Entrepreneurship

                                    Region Global

                                    Industry Consulting

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                                    Boost M6700 (B): Buyer Seller Negotiation - Confidential Instructions for Cindy Tan

                                    Add to cart popular
                                    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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                                      Annual Review: Role for Bergström (A)

                                      By  William Maddux,  Roderick Swaab
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                                      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?

                                        Published 23 Jun 2014

                                        Reference 6068

                                        Topic Leadership & Organisations

                                        Region Europe

                                        Industry Consulting

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                                        Annual Review: Role for Bergström (A)

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                                        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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                                          Annual Review: Role for Singh (B)

                                          By  William Maddux,  Roderick Swaab
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                                          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?

                                            Published 23 Jun 2014

                                            Reference 6068

                                            Topic Leadership & Organisations

                                            Region Europe

                                            Industry Consulting

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                                            Annual Review: Role for Singh (B)

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                                            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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                                              Hiring Consultants

                                              By  J. Neil Bearden
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                                              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?

                                                Published 25 Jun 2018

                                                Reference 5907

                                                Topic Leadership & Organisations

                                                Industry Consulting,  Human Resources

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                                                Hiring Consultants

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                                                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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