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  1. 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
  2. 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
  3. EL PROYECTO DEL EQUIPO DE ALTO RENDIMIENTO (B) CO1-266-B

    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. EL PROYECTO DEL EQUIPO DE ALTO RENDIMIENTO (A) CO1-266-A

    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
  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. 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
  8. Tradition-based innovation for strategic Change in B … DF1-216-I

    In 1993 Bank Muscat was among the smallest banks in the Sultanate of Oman but over the last decade has grown to be the largest with a 40% market share in 2013. This increase in terms of market relevance has been driven by both organic growth and external factors. In 2014 Franco Álvarez a foreign consultant is trying to help Bank Muscat build a comprehensive innovation model. His first step is focused on understanding the current state of innovation within the bank. The ´Ibda (Innovation) competition organized by the bank offers him a first glance of how internal innovation could be fostered in the bank.

    The case provides insight into the innovation process in the Middle Eastern financial sector, focusing on Bank Muscat in Oman. It describes how an international consultant tries to help create an innovative model for the bank by asking top management questions and delving into the bank’s strategy. Through the questions he asks, readers learn about the history of the bank, the business culture and banking industry in Oman and Islamic banking. They also hear about an Ibda competition that ends up being a big inspiration for innovation at the bank.

    Academic Area:
    Finance | Innovation
  9. 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
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