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  1. Developing enhanced business analytics in healthcare … DO1-154-A-I

    This case reveals the importance of business analytics and process data to nurture organizational excellence and continuous operational improvement. The organization in focus is a paradigmatic example of a data-driven health care organization with outstanding worldwide levels of excellence. In 2005, the organization faced various challenges: it was increasingly difficult to improve donation rates (due to fewer traffic accidents and aging population) and the system exhibited large variations in observed performance (some hospitals could not replicate other’s ability to find donors). In contrast to manufacturing contexts or simpler service deliveries in the case of organ donation and transplant, the appraisal of performance is complex and subjective as (1) some factors are not controllable (e.g., patient’s age, medical background, relative’s propensity to consent) and (2) some processes are not fully observable (e.g., surgeon deciding not to accept an organ, judge not allowing a donation to take place). As a result, performance metrics are hard to define and realize in practice.
    The case can be used as part of an operations management core or courses related to business analytics, service delivery or data science.

    Academic Area:
    Operations & Supply Chain Management | Digital Technologies & Data Science
  2. Rogers Stirk Harbour and Partners RH1-147-I-M

    This interactive multimedia case describes the story of the redundancy process carried out by the architectural studio, Rogers Stirk Harbour and Partners, at the beginning of 2009. The case focuses on how this important studio, which was well-known for having a closely knit, employee-orientated culture, managed this process. The case begins with an introduction to the studio before moving on to hear the reasons of the partners for having to make redundancies. The final section of the case includes an interactive exercise in which students must make recommendations about how the company should manage the process. A dedicated professor's page, which can be shown in class, analyzes the results of the student exercise and also includes a full reaction to the process through various video interviews with employees.

    This case lies within the field of Human Resources Management and is fit to be used in such courses across all kinds of postgraduate programs. To date, it has been used successfully in MBA, Executive MBA, Executive Education courses and other management programs. 

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
  3. Rogers Stirk Harbour and Partners RH1-147-M

    This interactive multimedia case describes the story of the redundancy process carried out by the architectural studio, Rogers Stirk Harbour and Partners, at the beginning of 2009. The case focuses on how this important studio, which was well-known for having a closely knit, employee-orientated culture, managed this process. The case begins with an introduction to the studio before moving on to hear the reasons of the partners for having to make redundancies. The final section of the case includes an interactive exercise in which students must make recommendations about how the company should manage the process. A dedicated professor's page, which can be shown in class, analyzes the results of the student exercise and also includes a full reaction to the process through various video interviews with employees.

    This case lies within the field of Human Resources Management and is fit to be used in such courses across all kinds of postgraduate programs. To date, it has been used successfully in MBA, Executive MBA, Executive Education courses and other management programs. 

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
  4. Centros deportivos AQA. Estrategias para reducir las … DO1-151

    Something is changing in the sport center sector, and AQA in the district of Hortaleza (Madrid) is no exception. It is necessary to add the changing habits of current clients to the increased drop in members - Clients now use the center more intensively, which is generating a saturation that is affecting the level of service. The management of the center is doing everything possible to counteract the dwindling number of members by gaining new memberships.

    AQA is a chain that manages eleven sports centers in Spain, all of which are under a government concession for operations. AQA’s closest competition in the district of Hortaleza is the various sport centers owned by other national and international chains. But there is another new player on the court: low cost sports centers.

    AQA’s CEO believes that, thanks to the launch of concrete steps to increase customer loyalty, now is the time to reorient itself.

    Academic Area:
    Operations & Supply Chain Management
  5. Supply and demand management at UBS DO1-150-I

    Thomas Schnadt, head of supply management for Swiss bank UBS, is challenged with the goal of achieving significant cost cuts and with savings targets for non-personnel related and 3rd party costs of one billion Swiss Francs in the following two years. In order to accomplish this goal, Schnadt must restructure cost planning in order to not only deliver short term savings, but also savings that would carry on into the future. In this case, students will investigate solutions that allow for continued cost reduction.

    Academic Area:
    Operations & Supply Chain Management
  6. Rosa Vañó and Castillo de Canena CO1-259-I-M

    This case study tells the story of the gourmet olive oil company Castillo de Canena highlighting the professional career developments of its protagonists. It focuses on Rosa Vañó who just before her 40th birthday left an executive role at Coca-Cola to manage a new family business line in the olive oil company with her brother. She had given up what promised to be a brilliant career to take up a new professional challenge in a small company that is fast becoming her personal dream. It shows the dilemmas of such a decision and details the first successes and failures.

    The case puts the student into the picture with graphs and audiovisuals in depth interviews of the transformation of the company the people and their future challenges. It also includes the description of the strategy formulation process followed by the Vañó siblings as well as of their first strategic plan. It concludes with Rosa and Francisco Vañó reflecting on the future of the company. The economic crisis and the proliferation of new products have made it more difficult to achieve success through a differentiation strategy. In this context they have received an offer to buy the company which has both strategic and personal implications: Should they sell the company? Should they make the career shift from owners to managers?

    This case study can be taught as part of core MBA subjects like Organizational Behavior about career management and career transition. The case has been particularly useful in Organizational Behavior modules designed for experienced audiences, since they are more likely to be receptive to the career transition story described in the case.

    Academic Area:
    Organisational Behaviour | Innovation
  7. XSTRATA Y LA REFORMA FISCAL DEL SECTOR MINERO AUSTRA … (B) DE1-202-B

    In 2010, the Australian Government announced a proposed overhaul of the taxation regime governing its large mining sector. The announcement came at a time when Australia’s mining industry was booming but concerns were also growing about how to distribute the gains of the mining boom between mining companies and the Australian people, and how to harness the success in the mining sector to promote long term sustainable economic growth across Australia. It was partly to address these concerns, as well as to improve the efficiency of the way in which mining was taxed, that the tax reform proposal was developed. At the heart of the proposal was a shift from a volume based royalty system of taxation to a system based on mining companies’ profits.

    Focusing on Xstrata, the largest foreign mining company operating in Australia, the case charts how the mining industry acted collectively to conduct a wide-ranging and aggressive public and private lobbying campaign against the tax. Central to this campaign was the use of traditional and new media – newspapers, radio, television, internet, and social networking sites – to try and turn public opinion against the tax. This campaign successfully sowed doubts into the minds of many and attracted support from the political opposition, and other business groups outside of the mining sector

    Academic Area:
    Organisational Behaviour | Strategy
  8. XSTRATA Y LA REFORMA FISCAL DEL SECTOR MINERO AUSTRA … (A) DE1-202-A

    In 2010, the Australian Government announced a proposed overhaul of the taxation regime governing its large mining sector. The announcement came at a time when Australia’s mining industry was booming but concerns were also growing about how to distribute the gains of the mining boom between mining companies and the Australian people, and how to harness the success in the mining sector to promote long term sustainable economic growth across Australia. It was partly to address these concerns, as well as to improve the efficiency of the way in which mining was taxed, that the tax reform proposal was developed. At the heart of the proposal was a shift from a volume based royalty system of taxation to a system based on mining companies’ profits.

    Focusing on Xstrata, the largest foreign mining company operating in Australia, the case charts how the mining industry acted collectively to conduct a wide-ranging and aggressive public and private lobbying campaign against the tax. Central to this campaign was the use of traditional and new media – newspapers, radio, television, internet, and social networking sites – to try and turn public opinion against the tax. This campaign successfully sowed doubts into the minds of many and attracted support from the political opposition, and other business groups outside of the mining sector

    Academic Area:
    Organisational Behaviour | Strategy
  9. XSTRATA AND AUSTRALIAN MINING TAX REFORM (A) DE1-202-A-I

    In 2010, the Australian Government announced a proposed overhaul of the taxation regime governing its large mining sector. The announcement came at a time when Australia’s mining industry was booming but concerns were also growing about how to distribute the gains of the mining boom between mining companies and the Australian people, and how to harness the success in the mining sector to promote long term sustainable economic growth across Australia. It was partly to address these concerns, as well as to improve the efficiency of the way in which mining was taxed, that the tax reform proposal was developed. At the heart of the proposal was a shift from a volume based royalty system of taxation to a system based on mining companies’ profits.

    Focusing on Xstrata, the largest foreign mining company operating in Australia, the case charts how the mining industry acted collectively to conduct a wide-ranging and aggressive public and private lobbying campaign against the tax. Central to this campaign was the use of traditional and new media – newspapers, radio, television, internet, and social networking sites – to try and turn public opinion against the tax. This campaign successfully sowed doubts into the minds of many and attracted support from the political opposition, and other business groups outside of the mining sector

    Academic Area:
    Organisational Behaviour | Strategy
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