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  1. Eva Brollo: Entre luces y sombras CO1-268

    Eva Brollo, a successful young professional, gets promoted to lead a team of people for the first time. Following the recipe for success that has worked for her so far, she jumps into the role trying to achieve as much as possible herself and setting strict expectations for her team members. However, her direct style rubs off other company leaders the wrong way and the team relationships begin to suffer. Eva’s boss, Alex Korbel, tried to remedy the situation by having a series of conversations with her and doing a 360-degree feedback exercise, but the situation may already be beyond repair. She is a talent and a valuable asset to the company, so it is not an easy decision, and Alex guesses that he might have also contributed to the problem. This is a typical story of a talented but inexperienced young manager, which can be used to teach a variety of topics related to career management, transitions, onboarding, talent development, self-awareness and career derailment.

    Academic Area:
    Organisational Behaviour
  2. El sistema retributivo de la banca minorista de BBVA … CO1-267

    The bank BBVA Spain faced a new retribution system for its office personnel. The case requires an analysis of the situation of company and the market, along with a proposal offered by a consultant.

    Academic Area:
    Organisational Behaviour | Human Resources
  3. The High-Performance Team Project (B) CO1-266-B-I

    Albert Damon, new Managing Director of the Corporate Banking Division in an International Office of an important bank in London was very much convinced of the need of turning around the whole division dynamic if they were to have a minimum chance of getting the more than ambitious objectives for next year. He needed to do something soon, something relevant that would send a clear message of change to his team and to the rest of the organization. He wanted to turn a group of people into a High Performance Team (HPT). He had clear in his mind the kind of organization that he wished, the problem was how to get it.

    Academic Area:
    Organisational Behaviour
  4. The High-Performance Team Project (A) CO1-266-A-I

    Albert Damon, new Managing Director of the Corporate Banking Division in an International Office of an important bank in London was very much convinced of the need of turning around the whole division dynamic if they were to have a minimum chance of getting the more than ambitious objectives for next year. He needed to do something soon, something relevant that would send a clear message of change to his team and to the rest of the organization. He wanted to turn a group of people into a High Performance Team (HPT). He had clear in his mind the kind of organization that he wished, the problem was how to get it.

    Academic Area:
    Organisational Behaviour
  5. Advanced Steel Designs (C) CO1-265-C-I

    The factory director decided to give the operators another opportunity, trying the new arrangement for one week. A month later, the incidents of revision and replacement of defective parts were reduced by 90 percent and for the first time in a long period, projected levels of production were met and established premiums were earned. However, six months later, the factory director decided to return to the old system, due to the enormous pressure he was receiving from other areas of the company.

    Academic Area:
    Organisational Behaviour
  6. Advanced Steel Designs (A) CO1-265-A-I

    Advanced Steel Designs (ASD) was a company providing supremely robust high-technology machines for material handling in forges, foundries, steelworks and garbage handling for energy conversion. The defective parts management was a particularly troublesome issue and could negatively impact production levels. The operators complained that they could not make the decision to accept or reject the pieces themselves and this ultimately entailed long delays, unpaid overtime, and failure to achieve the desired production levels and premiums. In this context, they decided to call for a one-day strike. In a last attempt to prevent the closure of the plant for one day, the factory director met with the representatives of the operators and they requested, as an initial condition for suspending the strike, to directly decide whether to accept or reject defective parts.

    Academic Area:
    Organisational Behaviour
  7. A Rose by any other name? Socially conscious investm … EC1-133-I

    Private enterprise often financed by foreign capital is the most direct and lasting route to economic development and poverty reduction for countries at the bottom of the pyramid. However those investments and economic development itself also have potentially large negative effects on society and the natural environment which may or may not outweight their benefits. If an outside investor is seeking to be socially responsible while setting in motion the dynamics of development that would alleviate poverty how should it juggle these issues? This case presents the situation of a socially conscious private investment firm which is deciding whether to invest in a rose farm in Ethiopia.

    Academic Area:
    Economic Environment
  8. The Housing Market in Spain EC1-138-I-M

    Have house prices stopped falling? What is their natural resting place? The Housing Market in Spain provides a framework for analyzing and predicting house prices. The case study focusses on Spain, however, the analysis can be extrapolated to other countries. Students are presented with different information across six steps. In each step they must make a prediction, modifying their previous decision according to their analysis of the new information. The case takes a look at such topics as speculative bubbles, income trends, disposable income and income elasticity of demand.

    A dedicated professor’s page, designed to be shown in the class session, allows for a full analysis of decisions in each of the steps. As well as seeing the tendency of the predictions for the whole class, the professor can highlight a specific student’s analysis and use this to encourage class discussion.

    * This material will have personalized links for each student and the professor will have the ability to see individual and aggregate responses before and during the class session.

    Academic Area:
    Economic Environment
  9. Ethiopia: Life at the base of the pyramid EC1-132-I-M

    This multimedia case tells the story of three groups of IE International MBA students who embarked on volunteer and research projects in Ethiopia. The first phase involved students staying and working in an NGO in Dilla whilst researching the three pillars of poverty: health nutrition and education. The second stage will look at the opportunities to do business in Ethiopia and the final phase plans to focus on attracting foreign investment to the country.

    The students' experiences are brought to life through images and video interviews. The conclusion section for the first phase considers whether NGOs can solve the problems in Ethiopia and possible solutions to the poverty trap.

    Academic Area:
    Economic Environment
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