Innovation

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  1. RELIANCE : A family feud for control of India’s priv … (A) GE1-118-A-I

    This case study describes the conflict between the Ambari brothers after their father´s death, for taking control of Reliance Industries, one of the largest industrial conglomerates in India.

    Academic Area:
    Entrepreneurship | Innovation
  2. RELIANCE : A family feud for control of India’s priv … (B) GE1-118-B-I

    This  case study  describes the conflict between the Ambari brothers after their father´s death, for taking control of Reliance Industries, one of the largest industrial conglomerates in India.

    Academic Area:
    Entrepreneurship | Innovation
  3. BBVA SI1-126-I-M

    BBVA – The Web 2.0 Innovation (Re)-Evolution provides details of the bank’s Innovation and Transformation journey that began in 2007. This case focuses specifically on the Web 2.0 applications that BBVA developed during this period and the part they played in the company's strategy.

    This case is organized through a timeline with video interviews which allow students to review the situation of the company before the Innovation and Transformation journey as well as to consider the challenges that this plan may bring in the future.

    Academic Area:
    Digital Technologies & Data Science | Innovation
  4. The Pan American Health Organization CO1-244-I

    Is it possible for a public, inter-governmental, and technical cooperation organization to implement institutional change while maintaining normal performance in different contexts and while achieving objectives established by the member governments, without labor conflicts or a significant overall increase in financial resources?

    This case documents and comparatively analyzes two experiences (Costa Rica and Nicaragua) to answer the question posed above, as these countries provide two different situations in terms of national demand profiles and institutional resources.

    Academic Area:
    Organisational Behaviour | Innovation
  5. Banesco Banco Universal. DO1-110-I

    Between 1992 and 2005, Banesco Banco Universal experienced sustainable and inexorable growth within Venezuela’s complex financial and banking market. Venezuela had weathered several political, social and economic crises over the last fifteen years. The vision of its founders Juan Carlos Escotet and Luis Xavier Lujan had been a key driver for the Bank’s success. However, after thirteen years of good decisions and results, Banesco was now a large and complex organization and was starting to show certain weaknesses that needed to be addressed by reviewing management and innovation processes to date. 

    In 2005, the Bank was in a situation in which it was able to launch a number of initiatives and projects designed to leverage strategic objectives. The demand for projects, however, was bigger than the Bank’s capacity to implement them, and it did not seem capable of prioritizing them.

    Academic Area:
    Operations & Supply Chain Management | Innovation
  6. WORKCENTER GE1-102-I

    This case analyzes the trajectory of Workcenter SGD, a Spanish company that offers digital reprography services, from the time of its founding in 1998 up to the beginning of 2005. By that time, the company had surpassed the first growth phase and was confronting important issues concerning its medium and long-term future.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  7. JIT process DO1-014-I-M

    Interacitve case Study comprised of a dynamic comparison of the pull-push processes and a virtual guide of the Ford plant in Almussafes (Valencia).

    Academic Area:
    Operations & Supply Chain Management | Digital Technologies & Data Science | Innovation
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