Search results for: 'environment'
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.
Innovation Island DE1-223-I-M
Innovation Island is an out-of-the-box interactive simulation created to facilitate a practical in-class learning journey for instructors focusing on various strategic and leadership themes, such as leadership intelligence, collaborative innovation, design thinking and scenario planning.
After a plane crash, learners are stranded on a deserted island together with limited resources and an abundance of dangers. Using lessons from the professor himself, survivors must work in groups to develop a prototype that will assist them in confronting at least one particular uncertainty that jeopardizes their survival on this unforgiving island.
This multimedia is unique in that it gives instructors the freedom to focus their session on the themes they choose (e.g. soft skills and leadership intelligence).
The activity is also heavily based on collaboration and teamwork, encouraging learners to spend the majority of their time putting into practice the takeaways provided by the instructors in their class in a highly constructive way. Also, being put in a fictitious situation not typically used in higher-education/continuing-education settings, participants are 1) all able to connect and collaborate on a goal, regardless of their professional backgrounds, and 2) forced to think outside the box critically.
This simulation can be used effectively in MBA, MIB and M.Sc.; Global or Executive programs at any level, particularly in courses focusing on: innovation, leadership, strategy, strategy execution, complexity management and/or team dynamicsAcademic Area:Strategy | Innovation