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10 cases found.
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.
- By
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.
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?
- By
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?
- By
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?
- By
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?
This case describes a knotty problem in consulting. The intervention explores the role of social defences and unconscious processes in organizations. It also illustrates the use of the clinical approach to organizational intervention.
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Reference 5141
Published 01 Jan 2003
Region Global
Industry Consulting
This case describes a knotty problem in consulting. The intervention explores the role of social defences and unconscious processes in organizations. It also illustrates the use of the clinical approach to organizational intervention.
This case describes a knotty problem in consulting. The intervention explores the role of social defences and unconscious processes in organizations. It illustrates the use of the clinical approach to organizational intervention.
- By
Reference 5141
Published 01 Jan 2003
Region Global
Industry Consulting
This case describes a knotty problem in consulting. The intervention explores the role of social defences and unconscious processes in organizations. It illustrates the use of the clinical approach to organizational intervention.
This case describes a knotty problem in consulting. The intervention explores the role of social defences and unconscious processes in organizations. It illustrates the use of the clinical approach to organizational intervention.
- By
Reference 5141
Published 01 Jan 2003
Region Global
Industry Consulting
This case describes a knotty problem in consulting. The intervention explores the role of social defences and unconscious processes in organizations. It illustrates the use of the clinical approach to organizational intervention.
Case Writers: Nesreen SROUJI and Elizabeth FLORENT
The objective of this case is to provide a cautionary tale. The narcissistic entrepreneur/founder of the company was initially successful in building his organization during the Internet dot.com bubble, as he was able to motivate and inspire his young employees. As they began to realize that they were being exploited, he lost control of them.
- By
Reference 5132
Published 01 Jul 2003
Region Europe
Industry Consulting
Case Writers: Nesreen SROUJI and Elizabeth FLORENT
The objective of this case is to provide a cautionary tale. The narcissistic entrepreneur/founder of the company was initially successful in building his organization during the Internet dot.com bubble, as he was able to motivate and inspire his young employees. As they began to realize that they were being exploited, he lost control of them.
Case A:
The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.
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Reference 4846
Published 01 Aug 1999
Region Global
Industry Consulting
Case A:
The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.
Case B:
An update bringing the reader current with developments in Booz Allen Hamiltons knowledge management strategy since Case A. Reinforces and deepens the point that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture.
- By
Reference 4846
Published 01 Aug 2004
Region Global
Industry Consulting
Case B:
An update bringing the reader current with developments in Booz Allen Hamiltons knowledge management strategy since Case A. Reinforces and deepens the point that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture.