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  1. 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
  2. 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
  3. Mallorca-Hubb: ¿Una combinación ganadora? DF1-218

    The case describes the various elements that should be considered when analyzing the profitability of a joint venture for one of the participants. The objective is to carry out an assessment of the company after a few years of operation, considering the historical data and the business plan for the next five years.

    The case is designed for graduate students who have an understanding of the fundamentals of business valuation. In addition, it is a document that could be used in seminars or in-company courses of executive education, in subjects related to corporate assessment and company restructuring.

    Academic Area:
    Finance
  4. [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
  5. 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
  6. 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
  7. QE Liquidity in search of profitability: the dilemma … EC1-135-I

    This case seeks two purposes. First, illustrating the relevance of the economic environment for determining business profitability. Second, putting in practice students acquired macroeconomic analytical skills by using them to support a real life financial investment decision. The students are asked to endorse one of two options, US or Brazil, for the launching of a new investment fund by FTInvest, a financial investment company. The recommendation is made by students acting as members of the Economic Research Department of the company. Therefore, it should be based on the country identified by them as providing the most favorable economic environment for the profitability of the investment in the medium/long run. The decision takes place in the second half of 2011, at a time when the US economy showed a hesitant recovery after the Great Global Recession of 2008 and when the Brazilian economy was booming after a very short blip. It was also at a time when, due to ultra-loose US monetary policy, interest rates and yields were at historical lows in the US while they were relatively high in Brazil.

    Academic Area:
    Economic Environment & Public Affairs | Finance
  8. 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
  9. Iberian Lifts, S.A. DO1-155

    Iberian Lifts is a manufacturer of elevators, which is experiencing a serious financial crisis. The shareholders—the founder’s sons—are selling their shares for a nominal €1 to their main supplier Nomo Electronics. The new owner of the company, Alberto Nogales, has appointed Lucas Alemany as managing director of Iberian Lifts. Up until this time, Alemany has been director of operations at Nomo Electronics.

    The morning after signing the share purchase agreement, Nogales is visiting the plant. During his tour of the factory, an incident involving two workers occurs which leads to their dismissal without any warning. The manager of that section is also fired for not carrying out orders.

    In the afternoon, Nogales leaves the factory to return to Nomo Electronics’ offices, situated in another city. Alemany remains as the top executive and is unsure about what will happen the following day with the union representatives regarding the dismissal of three colleagues. He is not sure if Nogales’s actions will increase the social tension in the factory even more, or, on the contrary, if it will facilitate the management of the changes to be made.

    This case is very well suited as a first approach to the case method for students, especially given its short and concise format.

    Academic Area:
    Operations & Supply Chain Management
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