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  1. The High-Performance Team Project (A) CO1-266-A-I

    Albert Damon, new Managing Director of the Corporate Banking Division in an International Office of an important bank in London was very much convinced of the need of turning around the whole division dynamic if they were to have a minimum chance of getting the more than ambitious objectives for next year. He needed to do something soon, something relevant that would send a clear message of change to his team and to the rest of the organization. He wanted to turn a group of people into a High Performance Team (HPT). He had clear in his mind the kind of organization that he wished, the problem was how to get it.

    Academic Area:
    Organisational Behaviour
  2. EL PROYECTO DEL EQUIPO DE ALTO RENDIMIENTO (A) CO1-266-A

    Albert Damon, new Managing Director of the Corporate Banking Division in an International Office of an important bank in London was very much convinced of the need of turning around the whole division dynamic if they were to have a minimum chance of getting the more than ambitious objectives for next year. He needed to do something soon, something relevant that would send a clear message of change to his team and to the rest of the organization. He wanted to turn a group of people into a High Performance Team (HPT). He had clear in his mind the kind of organization that he wished, the problem was how to get it.

    Academic Area:
    Organisational Behaviour
  3. Advanced Steel Designs (C) CO1-265-C-I

    The factory director decided to give the operators another opportunity, trying the new arrangement for one week. A month later, the incidents of revision and replacement of defective parts were reduced by 90 percent and for the first time in a long period, projected levels of production were met and established premiums were earned. However, six months later, the factory director decided to return to the old system, due to the enormous pressure he was receiving from other areas of the company.

    Academic Area:
    Organisational Behaviour
  4. Advanced Steel Designs (A) CO1-265-A-I

    Advanced Steel Designs (ASD) was a company providing supremely robust high-technology machines for material handling in forges, foundries, steelworks and garbage handling for energy conversion. The defective parts management was a particularly troublesome issue and could negatively impact production levels. The operators complained that they could not make the decision to accept or reject the pieces themselves and this ultimately entailed long delays, unpaid overtime, and failure to achieve the desired production levels and premiums. In this context, they decided to call for a one-day strike. In a last attempt to prevent the closure of the plant for one day, the factory director met with the representatives of the operators and they requested, as an initial condition for suspending the strike, to directly decide whether to accept or reject defective parts.

    Academic Area:
    Organisational Behaviour
  5. 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
  6. THE COST OF CAPITAL DF2-141-I

    This material focuses on determining the rate of return that will satisfy shareholders’ expectations and how to achieve it. It explains how to find the discount rate that represents the cost of the resources that will finance future investments and how to figure out the cost, or the WACC, by weighting the cost of debt and equity as a function of their relative importance in the company’s capital structure. In addition, it covers how to calculate the cost of debt based on the Gordon-Shapiro share pricing model and based on Sharpe’s asset valuation model using real-life examples and historical data. The case stresses that the manager must know how to add value to the investment; shareholders are entrusting the manager with their investment and expecting a higher rate of return than they could get without him. It wraps up by including an FAQ on WACC.

    Academic Area:
    Finance
  7. To go or not to go: Internationalisation of Crowd2Fu … DE1-210-I

    The case describes the Crowdfunding Industry in the UK and how one of its leading companies, Crowd2fund, is trying to establish sustainable competitive advantages. The case also covers the decision of Crowd2fund about whether to internationalize their operations in Spain.

    It is an opportunity for learners to strategically analyze the company, its future, how to approach it through the lens of whether this is a Winner-Take-All market or not, and how its competitive advantages can be leveraged in the medium term to ensure its sustainability.

    In general terms, the case can be used to address platforms, their network externalities and the sustainability of competitive advantages.

    This case can be used in the second part of a Core Strategy course of the MBA once students have already seen the basics of Industry Analysis, Resources & Capabilities and traditional Generic Strategies

    Academic Area:
    Strategy
  8. Entrar o no entrar: Internacionalización de Crowd2Fu … DE1-210

    The case describes the Crowdfunding Industry in the UK and how one of its leading companies, Crowd2fund, is trying to establish sustainable competitive advantages. The case also covers the decision of Crowd2fund about whether to internationalize their operations in Spain.

    It is an opportunity for learners to strategically analyze the company, its future, how to approach it through the lens of whether this is a Winner-Take-All market or not, and how its competitive advantages can be leveraged in the medium term to ensure its sustainability.

    In general terms, the case can be used to address platforms, their network externalities and the sustainability of competitive advantages.

    This case can be used in the second part of a Core Strategy course of the MBA once students have already seen the basics of Industry Analysis, Resources & Capabilities and traditional Generic Strategies

    Academic Area:
    Strategy
  9. Loewe case study: Sustainability and Durable Luxury DE1-209-I

    The case study describes the process of integrating the concept of sustainability into the operations of LOEWE. The leadership of the new CEO, Lisa Montague, is a key part of the process, as is a highly structured plan to measure and determine whether the process is moving forward. One remarkable aspect of the case is the Leather Crafts College initiative, a training centre open to people interested in developing this skill and who have passed a selection process coordinated by Getafe Council.  Having a pool of people who have become "artisans" is critical in the company´s plans for growth. 

    This case study is ideal to use with a group of students who have management experience. In addition, it is very suitable for use in an advanced level programme related to luxury or communication, when addressing issues related to sustainability. It also certainly fits into a CSR course, when dealing with CSR in more depth than simply as corporate philanthropy.
    On a Business, Government and Society course, the case is very useful for illustrating the application of Michael Porter's article: “Creating Shared Value”.

    The most appropriate time to position the case is midway through the course.

    Academic Area:
    Strategy
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