A List of Other Cases and their Potential Use
Suggested Additional Cases and their Potential Use with Organizational Change
| | | | |
|Case Title |Brief Description |Suggested Use |Where They Can Be Viewed and Acquired |
|Morita’s Legacy and |Case deals with Sony’s shift from success to dramatic |Ch 1, 2, 3 |Harvard Business School or Richard Ivey |
|International Strategy |losses in 2001. The challenge is how to reverse the slide| |School of Business |
|at Sony |and whether or not the founder’s vision was still the one| | |
| |needed to drive the business forward. The case is an | | |
| |interesting one for the start of the course because it | | |
| |opens the discussion of what was changing and then extend| | |
| |that to the present, opening the door to discussions | | |
| |around environmental changes and their impact on | | |
| |previously successful firms | | |
|The Case of the Unseen |Socio-technical systems change |Ch 2 & 3: Introductory |Tupper Cawsey or Gene Deszca |
|Customer | |level case on change |gdeszca@wlu.ca |
|Gillette Metal |Poorly performing metal fabrication plant has technical |Ch 2 & 3: Organizational|Copyright 1993, Jack Brittain, School of |
|Fabrication |skills but a culture and systemic environment that |Analysis, formal and |Management, University of Texas; In Harlan|
| |motivates suboptimal performance. |informal systems |D. Platt and Marjorie B. Platt (eds), A |
|Gillette – Walt | | |Casebook |
|& |We have used just the Walt version of the case with the | |on Corporate Renewal. Ann Arbor: The |
|Gillette – Jon Ball |class. Alternatively, we have also used both versions | |University of Michigan Press, 2004. |
| |together, giving class members different versions of the | | |
| |case as a setup to the analysis and possible role play | |An inspection copy of this case can be |
| | | |obtained in the case portion of this |
| | | |website. |
| | | | |
| | | |Contact Jack Brittain for permission to |
| | | |distribute copies to classes and for |
| | | |corporate training use: |
| | | |Brittain@business.utah.edu |
|Radio Station WEAA: |News Director of public radio station needs to convince |Ch 2, 3, 4, 6 |North American Case Research Association |
|Leading in a Challenging|multiple constituents that change is essential | |(NACRA). |
|Situation | | | |
|Northwell Inc. |Launching an e-business |Ch 2, 3, 4, 6:The need |Available for free to adopters on this |
| | |for change and |book’s website. |
| | |competitive positioning | |
|GuideStar |This not-for-profit has achieved significant success |Ch 4:Need for change and|Harvard Business School |
| |under the original vision of improving transparency and |visioning | |
| |accountability in non-profits and facilitating data | | |
| |exchange with participant. The question is how to take | | |
| |it to the next level | | |
|Dashman Redux |New Purchasing Director charged with bringing |Ch 4: Organizational |Copyright 1988 Babson College |
| |coordination to purchasing in a decentralized firm with |analysis, need for |To obtain a copy, contact: |
| |highly autonomous divisions |change and vision for |Valerie Duffy |
| | |change |Manager, |
| | | |Babson Faculty Pedagogical Fund and Babson|
| | | |Cases |
| | | |Blank Center, Room 101, Babson Park, MA |
| | | |02457 |
| | | |direct: 781-239-3970 |
| | | |fax: 781-239-4178 |
| | | |vduffy@babson.edu |
|Alpha and Omega |Chairman and CEO announce a merger and must speak to |Ch 4, 7: Communicating |Harvard Business School |
| |employees at Alpha and Omega (short two page case). This |need for change and | |
| |is an old case but it effectively sets up the challenge |vision to recipients of | |
| |of how best to communicate the need for change to |change | |
| |recipients. | | |
|One Firm One Future at |The senior partner in a successful construction |Ch 4, 5 |Harvard Business School |
|Davis Langdon (A) |professional services firm faces questions concerning how| | |
| |to frame and enact its new vision that is more global in | | |
| |nature and how best to align the organization with that | | |
| |vision | | |
|Atlantis Paradise Island|The resort has undertaken the renewal of its vision and |Ch 4, 9, 10 |Harvard Business School |
|Resort and Casino: |mission. The case sets out the actions undertaken to date| | |
|Improving Performance |to bring the vision to life. The challenge is how to now | | |
|with a New Vision and |sustain and deepen the needed changes, so that these | | |
|Mission |drive improvements in the resort’s performance. | | |
|American Repertory |The case explores the vision and strategy the new |Ch 4, 6, 7, 9 |Harvard Business School |
|Theatre |artistic director and CEO of this important cultural | | |
| |institution. Changing times have generated significant | | |
| |pressure for new approaches to theatre programming and | | |
| |management. Her changes meet with market success during | | |
| |her first three years but are decried by some | | |
| |stakeholders as too commercial and not in keeping with | | |
| |theatre’s original vision. | | |
|Fox Relocation |President needs to decide if another layer of management |Chapter 5: |North American Case Research Association |
|Management Corp. |and changes to compensation and incentive plans are | |(NACRA). |
| |needed for the firm to continue its grow trajectory | | |
| | | |And at Harvard Business School |
|World Vision |World Vision and the key individual attempting to develop|Ch 5, 6, 9 |Harvard Business School |
|International’s AIDS |and enact their AIDS strategy faces significant | | |
|Initiative: Challenging |challenges on multiple fronts that must be managed | | |
|a Global Partnership | | | |
|Kent Chemical: |The CEO is proposing a third reorganization after two |Ch 5, 6 |Harvard Business School |
|Reorganizing for |failed ones, to create a more effective alignment. The | | |
|International Growth |goal is international expansion and the context is a | | |
| |difficult one, both internally and externally. | | |
|Gentro |New HR Director challenged to bring about structural and |Ch 5 & 6: Formal and |Contact Gene Deszca (gdeszca@wlu.ca) |
| |systemic change to widely decentralized firm with highly |informal structures, | |
| |autonomous divisions |systems and processes, | |
| | |action planning, change | |
| | |leadership | |
|Alice Saddy: Caring for |The HR manager of a Canadian non-profit agency is faced |Ch 5, 6, 7 |Ivey Business School or Harvard Business |
|the Community |with support worker concerns related to the structure. | |School |
| |They were of the belief that is was creating confusion, | | |
| |slowing decision-making and creating risks for their | | |
| |clients (people with developmental disabilities). | | |
|Jess Westerly at |A new manager has been tasked with implementing changes |Ch 4, 6, 7 9 |Harvard Business School |
|Kauflauf GmbH |with field sales staff. One month into her assignment, | | |
| |she faces backlash from the affected staff and three | | |
| |months later the data suggests little compliance. She is | | |
| |given three weeks to develop a new implementation plan | | |
| |which she will be asked to implement, if it is accepted | | |
| |by key senior executives | | |
|Campbell and Bailyn’s |Reorganization of the sales function and the performance |Ch 5, 6, 7 |Harvard Business School |
|Boston Office: Managing |management system, of the bond division, in the aftermath| | |
|the Reorganization |of the financial meltdown, is creating frustration from | | |
| |both staff and large institutional clients. The manager | | |
| |is left wondering what he should do. | | |
|Bon Star Hotel |A management consultant from the US is brought in to |Ch 6 |Ivey Business School or Harvard Business |
| |assess the viability of a hotel and make change | |School |
| |recommendations. During his two week, onsite visit to the| | |
| |Central Asian hotel the purpose of his assignment becomes| | |
| |increasingly confused, stakeholder conflicts and ethical | | |
| |issues emerge, and the environment becomes increasingly | | |
| |conflictual. The consultant is left to figure out what to| | |
| |do now. | | |
|Fighting Childhood |Donors have pulled together $10 million to fight |Ch 6, 9, 10 |Harvard Business School or Kellogg School |
|Pneumonia in Uganda |childhood pneumonia in Uganda and Milestone has the | |of Management |
| |challenge of developing a three year action plan for this| | |
| |important initiative and the vision that lay behind it. | | |
| |The plan needs to include specific targets/metrics that | | |
| |the action plan would strive to achieve. | | |
|Scarborough YMCA |Young woman with experience in the organization takes |Ch 5, 6, 7, 8, 9: |Ivey Business School or Harvard Business |
| |over a demoralized, poorly performing YMCA and has to |Organizational |School |
| |tackle the challenges of developing and implementing a |diagnosis, vision, | |
| |change initiative that will revive the facility in this |action planning, | |
| |difficult context. |measurement, change | |
| | |leadership – a good | |
| | |comprehensive case | |
|Electronic Data |Attempts to advance technological change creates great |Ch 6 & 7: Recipients of |Contact Gene Deszca (gdeszca@wlu.ca) |
|Interchange and the |backlash in a large, provincial, professional |change, organizational | |
|Ontario Dental |organization |analysis, action | |
|Association | |planning | |
|Travelink Solutions |Case focuses on internal reactions to changes enacted by |Ch. 7: Recipients of |Available for free to adopters on this |
| |senior management and their impact on the organization |change |book’s website. |
| |and its capacity to deliver on its value proposition | | |
|Donna Dubinsky (A) & (B)|Manager at Apple caught in the middle of a major |Ch 7: Recipient of |Harvard Business School |
| |interdivisional conflict at the senior level, concerning |change | |
| |the future direction at Apple (video available). Dubinsky| | |
| |went on to be one of the founding executives at Palm. | | |
| |Case was revised in 2011 | | |
|Jessica Casserra’s |Leading a taskforce to integrate medical services |Ch 6, 7, 9: Resistance |Available for free to adopters on this |
|Taskforce: Hospital | |to change, action |book’s website. |
|Integration in the | |planning | |
|Region of Erie | | | |
|Western Prairie: The |Team dynamics in the middle of change implementation |Ch 6, 7, 8, 9: |Available for free to adopters on this |
|Greenfield Start Up |requires the change leader to reassess where things are |Organizational |book’s website. |
| |at and why and how best to proceed. |diagnosis, action | |
| | |planning & leadership | |
|Barbara Norris: Leading |In this 5-page case, Norris is promoted to nurse manager |Ch 6, 7, 8, 9: |Harvard Business School |
|Change in a General |of a unit with very low morale, high turnover and a |Organizational | |
|Surgery Unit |dysfunctional culture. It is a context made all the more |diagnosis, action | |
| |difficult, due to an economic crisis and deep |planning & leadership | |
| |cost-cutting at the hospital | | |
|Lululemon Athletica’s |After a very successful run, Lululemon has experienced a |Ch 6, 7, 8, 9 |Ivey Business School or Harvard Business |
|Product, Employee and |number of stumbles that are putting the future of the | |School |
|Public Relations Issiues|enterprise at risk. The change challenge is | | |
| |multidimensional and increasingly urgent, if they are to | | |
| |effectively manage the fallout and accelerate their | | |
| |success. | | |
|The Perils and Pitfalls |A young Brazilian manager is tasked with revitalizing a |Ch 7, 9: |Kellogg School of Management or Harvard |
|of Leading Change |failing outlet of a fashion retailer. His change plan |Recipients of change, |Business School |
| |stumbles and he must sort out how best to proceed and |action planning and | |
| |bring about the needed improvements. |implementation | |
|Medisys Corp,: The |The cross-functional team, charged with bringing an |Ch 7, 8 |Harvard Business School |
|IntensCare Product |important new product to fruition, is faltering and | | |
|Development Team |placing this initiative at risk. The manager is faced | | |
| |with having to figure out how best to proceed, in the | | |
| |face of serious time, technical and financial challenges.| | |
| | | | |
|Xerox and the Vision |This two page case deals with the question of how should |Ch 7 |Darden Business Pub., or the Harvard |
|Quest |the senior manager respond to the concerns of a junior | |Business School |
| |manager, related to their discomfort with Xerox’s “vision| | |
| |quests” developmental initiatives. These had spirituality| | |
| |themes attached to them and had been used for several | | |
| |years to foster creativity | | |
|CloudFlare Inc.: Running|A rapidly growing startup is experiencing its fifth |Ch 7, 9 |Harvard Business School |
|Hot? |resignation in three months. With as staff of 35, they | | |
| |must figure out whether this is normal attrition as one | | |
| |scales, or there something else going on from a change | | |
| |perspective, that they need to address. | | |
|Celeritas Inc.: |An external consultant interviews the senior executive of|Ch 6, 7, 9 |Harvard Business School |
|Leadership Challenges in|Celeritas to assess the current climate, and follows up | | |
|a Fast-Growth Industry |with a 2-day offsite meeting with them, to discuss the | | |
| |issues raised. When the results of the offsite meeting | | |
| |and related decision are shared with those who report to | | |
| |the senior manager, very negative reactions ensue, | | |
| |placing the future of the change initiative in doubt. | | |
|Monique Leroux: Leading |Case describes the difficult and highly successful |Ch 4, 6, 7, 8, 9 |Harvard Business School |
|Change at Desjardins |transformation Leroux led at this large Canadian | | |
| |financial institution – one made more so because it is a | | |
| |co-op that competes directly with the top banks. This | | |
| |included entry into new markets and acquisitions into new| | |
| |financial services | | |
|Amir Dan Rubin: Success |The case describes the arrival in 2010 and subsequent |Ch 6, 7, 8, 9 |Stanford Graduate School of Business or |
|from the Beginning |actions of Rubin, the new CEO of the Stanford Hospital | |Harvard Business School |
| |and Clinics, to tackle cultural challenges. The | | |
| |organization was dealing with the aftereffects of a | | |
| |failed merger and performance challenges in an | | |
| |increasingly competitive world. It also describes the | | |
| |next steps that he has planned for 2014. | | |
|Captains of Lives (A) |An interesting case about a successful cultural change in|Ch 8 |INSEAD or Harvard Business School |
|and (B) |the Singapore Prison Service over several years, while | | |
| |under the direction of a transformational leader. As | | |
| |leadership changes hands, this sets the stage for | | |
| |questions related to what happens next | | |
|Anne Mulcahy: Leading |This case is similar to the one described above (Monique |Ch 8 |Harvard Business School |
|Xerox Through the |Leroux). It describes how Mulcahy tackled changes at a | | |
|Perfect Storm |most difficult time in Xerox’s life | | |
|Restoring the British |This is another case that describes how a leader tackled |Ch 8 |Harvard Business School or IMD, Lausanne, |
|Museum |a very difficult change challenge, but this time in a | |Switzerland |
| |national non-profit museum | | |
|Baltimore City Public |The case describes changes undertaken in Baltimore’s |Ch 5, 7, 8 |Harvard Business School and the Public |
|Schools: Implementing |public schools by Dr Alonso, the CEO, and the | |Education Leadership Project at Harvard |
|Bounded Autonomy |improvements in school performance that have been | |University |
| |accomplished. This was a significant cultural shift in an| | |
| |underperforming system, placing much more decision-making| | |
| |authority at the school level. | | |
|Jazztec Inc |Issues with a strategic alliance |Ch 8: Change agent |Laurier Institute, Wilfrid Laurier |
| | |effectiveness |University |
|Rodale Press |The re-entry of Maria Rodale into Rodale Press, revised |Ch 8: Change leadership,|Darden School, University of Virginia |
| |2014 |action planning | |
|Oshawa Industries |Young engineer appointed manager of a poorly performing, |Ch 7, 8, 9, 10: Action |Available for free to adopters on this |
| |small auto parts plant in a larger auto parts firm |planning, measurement, |book’s website. |
| | |change leadership | |
|Building a Developmental|The case describes the journey taken by Barry Salzberg |Ch 6, 8, 9 |Harvard Business School |
|Culture: The Birth of |that results in the ground breaking for the new facility.| | |
|Deloitte University |The actions taken to bring the change to this stage are | | |
| |set out in detail and concludes with Salzberg wondering | | |
| |about that to do now, in order to ensure the new | | |
| |educational facility delivers the desired outcomes to the| | |
| |firm, its members, and ultimately, its clients | | |
|Robin Ash and Printzhof |Ash, a newly appointed executive, faces the daunting task|Ch 9 |Harvard Business School |
|Press |of developing an action plan that transform the | | |
| |educational publisher so that it can win in an industry | | |
| |that is undergoing significant change, but do so in ways | | |
| |that sustain their close-knit and collaborative culture. | | |
| |Case fits very well with Ch. 9 | | |
|Leading Change at |The new CEO is seeking to change the culture in his |Ch 6, 7, 9 |Harvard Business School |
|Simmons (A) |organization. A training intervention he is considering | | |
| |as a key part of his change strategy is an unconventional| | |
| |and expensive experiential team-building program. He has | | |
| |piloted the approach and now is seeking approval for what| | |
| |to do next. This is happening in the face of the loss of| | |
| |their three largest customers who accounted for a third | | |
| |of their revenues. | | |
| |Subsequent parts (B to E) of the case can be used to | | |
| |follow up on what happened at the firm and provide | | |
| |specific details on the way the initial intervention | | |
| |evolved over time and the organization’s performance over| | |
| |the next several years. | | |
|Case of the Amalgamated |Merging departments |Ch 9: Action planning |Laurier Institute, Wilfrid Laurier |
|Laboratory | | |University |
|Board Games at |Change at the governance level in a not-for-profit that |Ch 5 – 9: Another |gdeszca@wlu.ca |
|Lutherwood Coda |houses three separate and yet interconnected boards |comprehensive, complex | |
| | |case concerning change | |
| | |at the board level – | |
| | |appropriate with more | |
| | |mature students | |
|Allentown (A) (B) and |This is an old but very comprehensive case that takes |Ch 9: Good comprehensive|Harvard Business School |
|(C) |students through a complex change in the division of a |case. Organizational | |
| |large organization. A new VP challenged to bring about |analysis, vision, action| |
| |change to a division facing major environmental changes. |planning and | |
| |The B and C allow the students to see what has occurred |implementation in a | |
| |and make subsequent assessments as to what to do next. |larger technical | |
| | |organization in a | |
| | |turbulent environment | |
|Self Managed Work Teams |A comprehensive case involving the introduction of |Ch 9, 10: Organizational|Available for free to adopters on this |
|at South Australian |self-managed teams, action planning & measurement |diagnosis, action |book’s website. |
|Ambulance Service | |planning, change agent | |
| | |effectiveness, | |
| | |measurement | |
|StratAFin Inc: Auditing |Case describes the cultural transformation of a S. |Ch 4, 8, 9 |Ivey Business School or Harvard Business |
|Change |African accounting firm over a seven year period, from | |School |
| |the perspective of the CEO who led the change initiative.| | |
| |It provides an opportunity to read about how they had | | |
| |pursued the challenges and managed the change over time. | | |
| |What should they now do to sustain the continuing | | |
| |transformation of the organization into the future? | | |
|AT&T: The Dallas Works |Classic case dealing with implementing change at the |Ch 9: Action planning |Harvard Business School |
|(A) and (B) |plant level – turnaround situation |and implementation | |
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