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  1. Leroy Merlin España (LME): La apuesta estratégica de … CO1-270

    In 2008, a leader in home improvement and decoration Leroy Merlin began a strategic approach to communication intended to reflect the transformation taking place in its business model to transition from the traditional brick and mortar retail model to an omnichannel model. This communication strategy allowed individual stores to not only continue with the company's strongest traditions but also give them a key role in identifying and developing projects while acting as leaders and spokespersons for the organization. At the heart of this approach is the idea that success or failure of a strategy ultimately lies in the people who will carry them out.

    Academic Area:
    Organisational Behaviour
  2. Hadi, The Key to Cepsa’s Transformation CO1-269-I

    This case describes the implementation of Hadi Project in Cepsa until 2015. It goes into details about how it changed the landscape for the workforce at the company and deeply changed their culture. The generational changes with the irruption of millennials into the workforce is described managed with this project, with eyes also placed in the future and how this will affect the way the company works.

    The case ends with the challenges ahead at that point, and particularly targets the communications department and how its contribution could be able to support the further implementation of the project in other countries and even within the industrial facilities.

    Academic Area:
    Organisational Behaviour
  3. Hadi, la palanca de la transformación de la nueva Ce … CO1-269

    This case describes the implementation of Hadi Project in Cepsa until 2015. It goes into details about how it changed the landscape for the workforce at the company and deeply changed their culture. The generational changes with the irruption of millennials into the workforce is described managed with this project, with eyes also placed in the future and how this will affect the way the company works.

    The case ends with the challenges ahead at that point, and particularly targets the communications department and how its contribution could be able to support the further implementation of the project in other countries and even within the industrial facilities.

    Academic Area:
    Organisational Behaviour
  4. J. Rutz. Desarrollo de un modelo estratégico de mejo … DO1-156

    The case study describes the experience of Javier Rutz as operations director and later as general manager of NERTUS, a leading company in the sector of railway maintenance services in Spain.

    The company was founded by Spanish rail operator Renfe and Siemens, a leading train manufacturing company, to provide maintenance services for Siemens’ trains. From the beginning, NERTUS stands out for the high quality of its services and its great capacity for continuous improvement.
    Shortly after its Foundation, Javier Rutz joined the company, first as director of operations and later as general manager. During this period, the philosophy of continuous improvement reached its maximum splendor.

    After concluding a highly successful professional stage, Javier Rutz leaves the company and asks himself which is the best way to exploit his experience for his professional future: should he continue as a senior executive in another company or undertake a different challenge through his own company to provide consulting services that offer “the design and implementation of management models based on continuous improvement, with a strategic perspective?” 

    Aims to identify what are the key strategic and organizational elements that allow the successful implementation of a continuous improvement methodology. These strategic and organizational variables, such as customer orientation, company culture, leadership, transparency of information, etc., are shown throughout the case in a general way and in some examples presented by J. Rutz on NERTUS.

    Academic Area:
    Operations & Supply Chain Management
  5. J. Rutz. Developing a Strategic Continuous Improveme … DO1-156-I

    The case study describes the experience of Javier Rutz as operations director and later as general manager of NERTUS, a leading company in the sector of railway maintenance services in Spain.

    The company was founded by Spanish rail operator Renfe and Siemens, a leading train manufacturing company, to provide maintenance services for Siemens’ trains. From the beginning, NERTUS stands out for the high quality of its services and its great capacity for continuous improvement.
    Shortly after its Foundation, Javier Rutz joined the company, first as director of operations and later as general manager. During this period, the philosophy of continuous improvement reached its maximum splendor.

    After concluding a highly successful professional stage, Javier Rutz leaves the company and asks himself which is the best way to exploit his experience for his professional future: should he continue as a senior executive in another company or undertake a different challenge through his own company to provide consulting services that offer “the design and implementation of management models based on continuous improvement, with a strategic perspective?” 

    Aims to identify what are the key strategic and organizational elements that allow the successful implementation of a continuous improvement methodology. These strategic and organizational variables, such as customer orientation, company culture, leadership, transparency of information, etc., are shown throughout the case in a general way and in some examples presented by J. Rutz on NERTUS.

    Academic Area:
    Operations & Supply Chain Management
  6. [Russian Version] Eva Brollo: The Light-and-Shadow P … CO1-268-R

    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
  7. Eva Brollo: The Light-and-Shadow Play CO1-268-I

    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
  8. 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
  9. 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
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