Innovation

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  1. Pedro Gandara CO1-278-I

    Pedro, a young industrial engineer, had just earned his MBA and landed a job at Innovaciones Metalúrgicas S.A., a top engineering consulting firm. His manager Marta, a very intelligent woman and an excellent manager, gave him the tasks of working alone on a difficult set of technical problems they were finding in nickel and tungsten alloys and to attend and contribute to the weekly coordination meetings to the best of his ability. Pedro ended up proposing four potential improvements to Marta in a span of nine months. Marta carefully analyzed each of his proposals. She rejected the first one on the basis of a number of excellent technical arguments. She also rejected the second one because it would be too rigid and time-consuming. Marta thought his third proposal could work but that it had some weaknesses that needed to be dealt with. For his fourth proposal, he decided to focus on something that was technical in nature since that was his expertise. But it wouldn’t work either. Since he had worked so hard on the proposals, he felt very discouraged and disappointed. One the one hand, he acknowledged that Marta was an excellent professional and knew that her decisions were fair. On the other hand, he was very upset because Marta never praised his efforts and focused on the weaknesses in his proposals without any positive feedback. Her managerial style was causing him to lose his enthusiasm and motivation and he was also upset with his colleagues for criticizing him. At the end of the case, Pedro must decide how to handle the situation.

    Academic Area:
    Organisational Behaviour | Innovation
  2. Airbnb: Disrupting the hotel industry? DE1-217-I

    The case describes the creation and growth process of a company of the so called shared economy with a platform business model, which was potentially disruptive for the hotel industry. Using the setting of the Airbnb entry in Spain and the response of the hotel industry, the case looks in detail at the nature of the business model of a sharing economy firm and the challenges its advancement posed for the industry.

    The case provides insights into some of the different parts of Airbnb's business model: how it creates and captures value, how a company with fewer resources is able to compete and overcome its rivals and threaten a powerful industry, when the success of its business is based on the trust of its users because the company does not guarantee safety.

    This case helps us to understand the challenges that the growth of Airbnb poses for the hotel industry and reflect on the factors that made this business model so successful.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  3. AirBnB: ¿Desestabilizando la industria hotelera? DE1-217

    The case describes the creation and growth process of a company of the so called shared economy with a platform business model, which was potentially disruptive for the hotel industry. Using the setting of the Airbnb entry in Spain and the response of the hotel industry, the case looks in detail at the nature of the business model of a sharing economy firm and the challenges its advancement posed for the industry.

    The case provides insights into some of the different parts of Airbnb's business model: how it creates and captures value, how a company with fewer resources is able to compete and overcome its rivals and threaten a powerful industry, when the success of its business is based on the trust of its users because the company does not guarantee safety.

    This case helps us to understand the challenges that the growth of Airbnb poses for the hotel industry and reflect on the factors that made this business model so successful.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  4. El sistema retributivo de la banca minorista de BBVA … CO1-267

    The bank BBVA Spain faced a new retribution system for its office personnel. The case requires an analysis of the situation of company and the market, along with a proposal offered by a consultant.

    Academic Area:
    Organisational Behaviour | Human Resources
  5. ABB y Galindo: Ganando la Paz (B) RH1-148-B

    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
  6. ABB y Galindo: Ganando la Paz (A) RH1-148-A

    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
  7. 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
  8. 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
  9. 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
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