Sofía López - Servicios Ambientales, S.L. GE1-146-I
Sofia Lopez is a Spanish professional who founded “Servicios Ambientales” - an environmental services agency – twice. First in 2012, after her previous employer went bankrupt because of bad management and she lost her job. Sofia convinced four former colleagues to start their own company and brought a former client as a financial partner on board. Using her positive can-do attitude and convincing communication, she defended the attempt of her financial partner to fire her. Instead, she ousted him with the help of her partners. This made it necessary to start her company a second time in 2015. Sofia held on to her clear vision to deliver quality work. She addressed late payments with partial invoicing to manage cash flow. In late 2019, Sofia was still heading “Servicios Ambientales” which now had 20 employees and offered its services across Spain and other EU countries.
What obstacles did she need to overcome and how did she do so? What skills and techniques did she develop to “bounce back” twice?Academic Area:Organisational Behaviour | Entrepreneurship | Human Resources
Halo Top Ice Cream & Behavioral Economics AH1-003-I
How do you go about making difficult decisions and what are the key psychological shortcuts and biases that may impair your rationality? This case uses the real-life example of the successful launch of Halo Top’s ice cream brand in the United States as the basis to construct a psychological review of the decision-making process of the company founder, advisers and consumers, helping to identify and illustrate some of the most common principles, heuristics and biases of Behavioral Economics. To do so, the case puts students in young entrepreneur Justin Woolverton’s shoes when he has to decide whether to launch the brand or keep his job as a lawyer, and then goes beyond to review the marketing process and consumer insights that are normally present in product introductions and promotions.
Should Justin quit his highly lucrative day job as a lawyer and pursue his ice-cream making dreams? And, if he were to decide to launch his brand, what are the psychological biases and mind-traps that he would have to avoid (when making his decisions) or factor in (when considering those of his potential consumers)?Academic Area:Organisational Behaviour | Economic Environment & Public Affairs | Others
Jane joins the club: Diversity & corporate gove … CO1-280-I
How to make an effective contribution to a closely-knit board run by a longtime and rigid chair, and how to do so as the only woman? This is the predicament this fictional case study presents Jane Pruitt, a 54-year-old CFO coming in from another company under shareholder pressure. She is striving to make a much-needed impact on a privately-held formerly family-run metalworking machinery and equipment manufacturer overseen by five male board members (and financially interconnected friends) all about 70 years of age.
Jane begins to suspect that the intellectual, generational and gender diversity she was hired to provide was brought on board only for public show.
The case raises important questions about the value of diversity in a team environment and will engage any student who has been an outsider on an insular, club-like team.
This case presents several challenges that are relevant for organizations today. First, it explores a newcomer’s perspective on being an outsider in an insider-dominated setting. Second, the case presents a number of common board/team practices that undercut effectiveness. Finally, it gives students the opportunity to think and talk about board diversity, its merits and challenges, and possible paths forward to success.
Within that setting, several instructional objectives can be met:
Academic Area:Organisational Behaviour | Human Resources | Innovation
- Diversity: The experience of the outsider, and the deep frustrations of not fitting in.
- Board Process: Board effectiveness requires both the right board composition and the right board process.
- Leadership: The next leader is often already at the table but may not match the stereotype of the old one.
Innovation at play: Gold certificate financing by Am … DF1-226-I
Mariam Fatima has recently joined Amana Bank as a member of the New Product Initiatives Division. Seeing the need for a Shariah-compliant pawn service (Qard Hasan) in Sri Lanka, Fatima presents this product gap to her team. During two years, she and her team develop a pawn service that complies with Islamic banking principles - finally offering lower-middle-class individuals the opportunity to borrow money more securely.Academic Area:Finance | Innovation
Preparing myself to deal with probable conflicts in … CO1-279-I
This case is about a recent graduate who has to make a decision about whether or not he wants to work with his father running a family business. After studying engineering, he got a job at an oil and gas company and worked his way up the ladder. But when the oil crisis hit, he was laid off and had to look for work in an industry that was no longer hiring. He finally found a new job but he was unhappy and decided to do an MBA at IE. The case first gives background information on the father and explains how he worked really hard to make his company successful. It emphasizes that the father and son have very different professional backgrounds, strengths and weaknesses. It then goes into the father’s toxic behaviors by providing examples from the student’s past experiences with him. Then, it provides cases where details are given about different situations where the student and father got into disagreements and how the disagreements were handled. Each case shows a different scenario: the father exercising poor judgment and a lack of understanding while the student is composed and level-headed; the student acting poorly and the father keeping composed and level-headed; and the father and son working well together. Each case provides an analysis and things that they could have done better. After the case examples, the student explains coping methods he uses with his father and ponders how things might turn out if they work together. The student concludes by stating, “If I do join the family business, my strategy is to adjust my work style to his very heavily in the short term. I will push for a “meet in the middle” kind of style. I will periodically asses our progress and our behavior as the partnership matures. If I see that all of the modifications are coming from me, I will seek an exit.”Academic Area:Organisational Behaviour
In Search of Purpose: Employee Engagement through Co … CO1-277-I
The case centers on Southlake Financial, a stylized company based on financial services in Canada. The case opens with a call to action from the company CEO, pledging the business will move toward a greater organization-wide focus on purpose (“purpose” meaning embedding more social and environmental intentionality in all aspects of the business). Traditionally, Corporate Social Responsibility (CSR) and Human Resources were managed separately at the company; however, the CEO’s announcement raises the question of whether greater integration of these functions will be needed. Specifically, the case examines how employee engagement can contribute to CSR objectives, while also questioning whether CSR initiatives have a positive and demonstrable benefit on employee engagement.Academic Area:Organisational Behaviour
Laura Carpenter CO1-248-I
Laura felt depressed and confused. The idea of entering the competitive world of an associate in Investment Advisory really didn’t appeal to her. She felt she had proven her ability and didn’t want to go through the initial stages of having to make a big impression again. Besides, David was her mentor, wasn’t he? Moreover, from all she had read about women in business, wasn’t the mentor system supposed to be an essential ingredient in helping women move to the top? Was she looking a gift horse in the mouth and just being a spoiled brat? After all, without David’s guidance and support, she might be still typing somewhere.
This case discusses Laura Carpenter's situation, which involves her six years of experience in an investment company and a recently acquired MBA degree. Her current role has setbacks and advantages, but when she is offered a new role in another department of the company, with a deadline for her decision, she needs to make up her mind.Academic Area:Organisational Behaviour
Jordan's Sovereign Sukuk: A dual solution to bo … DF1-221-I
The Sukuk sector is the fastest growing sector of the Islamic Finance Industry. Indeed, it grew by 14% within just one year (between 2014 and 2015). The total outstanding Sukuk globally stood at US$ 342 billion at the end of 2015. Sukuk has been widely embraced globally as Sovereign Sukuk has been issued by various countries such as UK, Malaysia, Hong-Kong and South Africa. Supranational entities such as World Bank affiliates International Finance Facility for Immunization (IFFI), the Islamic Development Bank Group and even companies such as Dubai Islamic Bank, Goldman Sachs and Zorly Energy have all issued Sukuk.
The Jordan Sovereign Sukuk transaction was the pioneer Sovereign Sukuk issuance by the country. Jordan, which is one of ICD’s member countries, has been very active for the past couple of years in terms of Islamic Finance regulations and framework given that it has four Islamic banks in operation in Jordan and passed the Islamic Finance Sukuk Law in 2012.Academic Area:Finance | Innovation
Professional Toxicity: A Case Study CO1-275-I
This case study explores the personal and professional effects of working for a toxic boss and how to approach such a situation. The case is told in first-person, which helps readers fully understand the frustrations that come along with having to work under a superior whose attitude, inability to accept his failures and lack of communication and feedback not only negatively affects the work experience, but also put business negotiations in jeopardy.Academic Area:Organisational Behaviour