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11 case(s) found.
This case chronicles a successful digital transformation in Russia, where JSC Raiffeisenbank, the Russian branch of the Austrian parent company, reinvented its organizational and management system to build a new digital value network. The case discusses the transition to a less hierarchical Agile organizational structure, driven by IT-intensive cross-functional product teams.
This case chronicles a successful digital transformation in Russia, where JSC Raiffeisenbank, the Russian branch of the Austrian parent company, reinvented its organizational and management system to build a new digital value network. The case discusses the transition to a less hierarchical Agile organizational structure, driven by IT-intensive cross-functional product teams.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.
A two-party negotiation between a successful female manager in the private banking industry and her male boss about her bonus, her performance, and her potential for promotion competing against a male colleague, laden with gender issues.
A two-party negotiation between a successful female manager in the private banking industry and her male boss about her bonus, her performance, and her potential for promotion competing against a male colleague, laden with gender issues.
A two-party negotiation between a successful female manager in the private banking industry and her male boss about her bonus, her performance, and her potential for promotion competing against a male colleague, laden with gender issues.
A two-party negotiation between a successful female manager in the private banking industry and her male boss about her bonus, her performance, and her potential for promotion competing against a male colleague, laden with gender issues.
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.
Reference 5982
Published 28 Apr 2014
Length 12 page(s)
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.
This case looks at entrepreneurial leadership and business development on several levels.
Reference 4894
Published 01 Sep 2000
Length 27 page(s)
Region Other Regions
Industry Banking
This case looks at entrepreneurial leadership and business development on several levels.
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.
The second part of the case (B) shows how the CEO belatedly took control of the transformation process himself and turned it around.
