Innovation

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  1. 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
  2. WORKCENTER GE1-102

    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
  3. Tomás Gamboa en Alimentaria S.A. (D) CO1-101-D

    Here it is described how the coaching and leadership program has made a decisive contribution to accelerating the transformation of the organizational culture. It highlights how in five years they have been able to reduce the personnel to 50% and positively changed the working environment.

    Academic Area:
    Organisational Behaviour
  4. Tomás Gamboa en Alimentaria S.A. (B) CO1-101-B

    The implementation of a coaching program along with a 360º feedback process with the general manager of the company achieved having all the employees in the same route and boarding the train of change.

    Academic Area:
    Organisational Behaviour
  5. Tomás Gamboa en Alimentaria S.A. (C) CO1-101-C

    Here we can see how the 360º feedback questionnaire was created, which were the processes, what values were highlighted and what should be reduced. Once the questionnaire was created and delivered to the board to reproduce it for the rest of the company, they were able to gradually create the ideal manager profile. Then they created a relationship between coach and coachee that allowed the employee to grow within the company and create the feeling of wellbeing within Alimentaria S.L.

    Academic Area:
    Organisational Behaviour
  6. Tomás Gamboa en Alimentaria S.A. (A) CO1-101

    Alimentaria S.A. goes through the fusion of two of its business units: Fructosa and Selecta. They are very different from one another, with different ways of doing business but with one problem in common: lack of leadership closeness of the bosses. What can the HR Director do to solve this issue?

    Academic Area:
    Organisational Behaviour
  7. Galletas Fontaneda and United Biscuits RH1-120-I

    This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.

    Academic Area:
    Human Resources | Negotiation
  8. Galletas Fontaneda y United Biscuits RH1-120

    This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.

    Academic Area:
    Human Resources | Negotiation
  9. Proceso JIT DO1-014-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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