Human Resources

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  1. MOSABI GE1-149-I

    Founded by Chris Czerwonka, John Roberts and Julie Monniot-Gaillis, Mosabi is an app-based solution addressing the lack of financial literacy education and financial inclusion for informal sector entrepreneurs in Africa. By providing an alternative to traditional credit-scoring through education, Mosabi seeks to empower its users in the long-term generating a multiplier effect on their lives.

    It is designed to be financially sustainable as it also reduces the high cost of accessing the underbanked for the financial services providers (FSPs). In order to achieve its social and financial objectives, Mosabi measures both financial and social impact and ensures the two go in lock-step.

    Academic Area:
    Entrepreneurship | Human Resources | Innovation
  2. Vincit: A Great Place to Work CO1-281-I

    The Vincit case describes the unique leadership model and organizational culture in the Nordic high-tech company named Vincit. The case covers the development of the company’s culture from its creation in 2007 to very recent, July 2019. The case ends by describing a recent public crisis caused by its recruitment advertisement and the founder’s confusion about the causes and solutions of this crisis.

    By highlighting the responsibility of the founders and leaders in developing Vincit’s culture, the case narratively unfolds the procedure of the formation of organizational culture in an entrepreneurial firm. Moreover, due to the self-managing nature of Vincit, the case also raises questions about what the responsibilities of the CEO/leaders are in a self-managing company, as well as the dynamic interaction between leadership and organization culture in an entrepreneurial firm.

    Academic Area:
    Organisational Behaviour | Human Resources
  3. Avantchange (A): ¿Merece la pena impartir programas … (A) RH1-150-A

    Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.

    This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s  participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.

    Academic Area:
    Organisational Behaviour | Human Resources
  4. Avantchange (B): ¿Merece la pena impartir programas … (B) RH1-150-B

    Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.

    This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s  participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.

    Academic Area:
    Organisational Behaviour | Human Resources
  5. El Confidencial: liderando la revolución digital de … DE1-227

    El Confidencial is an example of how a young company can become the leader in an industry undergoing a transformation. The case describes the changes in technology and consumer habits that occurred with the digitalization of the newspaper industry. This has resulted in financial hardship for traditional newspapers as their model based on print newspapers fades away. 

    First, the case explores the industry by describing what success traditionally looked like and how it has evolved with the digitalization of the industry.


    Second, it explores the emergence of new digital “native” competitors and how they have managed to gain a high level of readership and influence over public opinion in a short period of time. This has redesigned the map of mass media establishing new positions of leadership, such as that of El Confidencial.


    Told in chronological order, the case explains the evolution of El Confidential starting with its foundation in 2001. The reader tracks how it faced its main challenges and achieved success.

     

    Academic Area:
    Strategy | Entrepreneurship
  6. El Confidencial: leading the digital revolution of t … DE1-227-I

    El Confidencial is an example of how a young company can become the leader in an industry undergoing a transformation. The case describes the changes in technology and consumer habits that occurred with the digitalization of the newspaper industry. This has resulted in financial hardship for traditional newspapers as their model based on print newspapers fades away. 

    First, the case explores the industry by describing what success traditionally looked like and how it has evolved with the digitalization of the industry.


    Second, it explores the emergence of new digital “native” competitors and how they have managed to gain a high level of readership and influence over public opinion in a short period of time. This has redesigned the map of mass media establishing new positions of leadership, such as that of El Confidencial.


    Told in chronological order, the case explains the evolution of El Confidential starting with its foundation in 2001. The reader tracks how it faced its main challenges and achieved success.

     

    Academic Area:
    Strategy | Entrepreneurship
  7. 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
  8. Sushita: Making Sushi Mainstream DE1-228-I

    Eating raw fish was not very common in Madrid in 1999, other than a few Japanese restaurants that existed. These restaurants were either targeting Japanese tourists in Madrid or well-traveled, high-income individuals who had discovered sushi abroad. Sushita’s founders belonged to the second group.  Young and cosmopolitan, both Sandra Segimon and Natasha Apolinario were quickly attracted to sushi on their trips to London and New York. 

    They started their business by developing sushi trays. After years of growing a successful sushi takeaway business, one of their most important clients was lost in an expansion strategy disagreement. The client was forcing Sushita to open a large number of sushi corners at their own expense. This client represented 35% of their sales so losing them as a client could be a huge blow to their projected revenues for that year and years to come.

    Following this major setback, Sandra and Natasha decided to never again be overly dependent on a single client. So what should they do? They knew that they needed to continue growing the Sushita brand but how? They were already present in the most important supermarket chains in Spain, and they had recently started selling frozen takeaways to major Spanish national hotel chains.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  9. PLAYGIGA: THE GROWTH PAINS OF A PIONEER IN CLOUD GAM … GE1-144-I

    In September 2016, Javier Polo, a senior executive from the Telco sector, was appointed as CEO of PlayGiga, a technology start-up. The company had spent three years successfully developing a technology to enable users to play Videogames from the cloud, without needing a gaming console (e.g. PlayStation, Xbox) or an expensive gaming PC. However, no significant sales had materialized until now. After three months in the position, the CEO needed to prove the market acceptance for the new service. Important decisions had to be taken about the value proposition, which customer segment to focus on and about the go-to-market strategy; in particular, if a direct-to-consumer commercialization would be better than selling the service through Telecom and Media companies.

    The case is intended to be taught in the initial modules of an entrepreneurship course for Undergraduates, MBA students or Executive MBAs. It can also be taught in entrepreneurship modules within specialized masters such as a Master in Technology or Digital Business.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
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