Innovation

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  1. 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
  2. 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
  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. Galletas Fontaneda & United Biscuits RH1-120-I-M

    This interactive multimedia case describes the crisis that surrounded the sale of the Galletas Fontaneda biscuit factory in 2002. United Biscuit's announcement to sell the factory was the beginning of a seven month conflict that would affect the employees its managers and residents of the town of Aguilar de Campoo.

    The case is based around an interactive timeline which allows students to consider the main events of the crisis in detail. For each of the milestones interviews with the president of United Biscuits the head of the worker's council and the mayor of Aguilar de Campoo provide analysis.

    Academic Area:
    Human Resources | Negotiation
  6. Clínica Santa Sofía CG1-125-I

    Felipe Izcaray, the new general manager of the Clínica Santa Sofía in Madrid, a hospital specializing in gynecological and pediatric care, was put in charge of improving management and increasing profitability. Although the company was well-managed in terms of processes, it did not have its objectives clearly defined. Although the company has improved in terms of operational efficiency and cost control, their profits had not gone up. Izcaray decided to hold a meeting with the Board of Directors to present his analysis of hospital management. He proposed making changes in the departmental structure and drawing up a new department-by-department organizational chart, providing 24-hour emergency service and treating customers in a way that their stay is a true pleasure. The conclusions from the meeting were that profitability needed to be increased by attracting high-value customers, comprehensive service needed to be provided in order to achieve cross-sales to the customer, they needed to continue arrangements with the public health system, and to improve the clinic’s reputation. The clinic’s new management committee then got together to draw up a strategic control chart. The committee was made up of managers from different departments who did not totally agree on what the clinic’s strategy should be and who all had different concerns. The managing physician emphasized that although the company was seeking profitability and economic results, they could not spare measures or restrict the use of resources. They needed to avoid giving precedence to profitability above patient health. The head of sales and public relations also mentioned that excellent service is important since word of mouth will get them new customers and positive references could create cross-sales. The nurse mentioned that the employees’ level of satisfaction also needed to be taken into account to achieve a low turnover. Someone else mentioned that they could use referrals from renowned physicians or public figures to gain more customers. When the head of management control brought up reducing costs, the managing physician strongly disagreed and said he would not ask professionals to concern themselves with cross-sales, bed turnover, etc. Izcaray knew that the support of the managing physician was essential. He needed to be sensitive to ideas from all the areas and reorient those that did not fall within the objectives of the company in order to prepare and implement a strategic control chart. The case discussion is centered in the difficulties of balancing profitability with excellent healthcare service.

    Academic Area:
    Cost Accounting & Management Control
  7. 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
  8. Anthony Research CG1-104-I-M

    An interactive exercise which encourages students to explore alternative designs for a job cost system. After studying the current cost system of a company students will simulate alternative approaches and monitor the effects on costs and profits. The material is based around four exercises:

    - cost behavior and the classification of costs
    - job cost systems
    - tracing of additional costs
    - alternative allocation bases

    Through a series of questions (with feedback) students are encouraged to explore tracing different costs and allocation bases to make comparisons.

    Academic Area:
    Cost Accounting & Management Control
  9. 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
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