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
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.
ABB and Galindo: Winning the Peace (B) RH1-148-B-I
Part B of this case goes beyond the organizational problems of the restructuring described in part A, and addresses the personal situation, commitment and management of the emotions during the mentioned process. This part goes into details of how Esther decided to go above and beyond in many aspects to help resolve the personal situation of workers and managers alike with the best of all of their abilities.Academic Area:Human Resources | Negotiation
ABB and Galindo: Winning the Peace (A) RH1-148-A-I
The complexity of restructuring of large companies can hardly ever be ignored. ABB & Galindo brings up the dilemma of Esther, Human Resources director at the factory, when she is faced with the transition of a factory into a service center. This meant either relocating, retraining or letting go most if not all of the current workers, with the additional complication that even after the official announcement the factory still had to run for another 18 months. This case also has a part B.Academic Area:Human Resources | Negotiation
Professor Bernaldo (A): Should I go blended? (A) RH1-149-A-I
Tells the story in first person of the experience of a professor who is considering the possibility of starting to teach using an online setting with new technologies.Academic Area:Human Resources
Professor Bernaldo (B): I went blended. Now what? (B) RH1-149-B-I
Talks about the experience of a professor after her first contact with new teaching methods, that include online classes using videoconferences and online forums.Academic Area:Human Resources
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
Mobivery is a company dedicated to designing, developing and selling apps. The company had 40 employees and a revenue of 1.8 millionn euros by 2012.
Three partners founded Mobivery in May 2008. The technology of the new iPhone was not out, but these three people who worked for the same company and were linked to the technology sector saw the coming revolution. They knew that the “apps” were going to be disruptive and they would change the rules of the market. The iPhone would change how people used the mobile phone.
At the beginning, they had more questions than answers. However, they knew a business opportunity existed.
The iPhone 3G launched and changed the technological world in June of 2008. It appeared in Spain a month later. Mobivery was ready for the challengeAcademic Area:Human Resources
Decision Making RH1-141-I-M
The case begins by outlining the problems of the Latin American Debt Crisis of the 1980s. The student adopting the role of the president of a fictional Latin American nation during the crisis must analyze the situation in several other countries as part of a defined decision-making process. The two-fold aims of the case are to familiarize the students with South America's “Lost Decade” as well as demonstrate the steps involved in making informed well-reasoned decisions by avoiding typical biases that affect decision making.
The case includes a narrated animation explaining the causes of the Latin American Debt Crisis and an interactive stakeholder map. The situation in Latin America is explained for several countries making this case suitable also for teaching about the crisis generally. The decision making aspect highlights common cognitive biases that can lead to poorer decisions.Academic Area:Human Resources