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Case Studies by Anne-Marie Carrick

65 case studies

by Publication Date
published: 21 Mar 2008

  • Topic: Leadership & Organisations
  • Industry: Insurance
  • Region: Global

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Abstract:
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits. Behind the scenes, however, the need for a whole new corporate culture was becoming increasingly imperative. It shows the tension between the need for immediate gains in efficiencies vs. longer-term approaches to the business that required careful nurturing and attention. It ends as the executive team's announcement of the new corporate philosophy - "to be a service provider with insurance at our core and care at our heart" - is greeted with complete disbelief by employees. Case B describes the actions taken to overcome their skepticism and successfully implement the new philosophy - actions that required significant change to the organisational culture.

Pedagogical Objectives:
This case does two things. First, it shows how easy it is for strategy and culture to come apart. In a permanent quest for strategic advantage, top executives seek ways to improve the positioning of the firm in the marketplace, often making major and seemingly sudden decisions on how the firm will play the game against competitors. Once they identify a direction, they expect the change yesterday. If the company culture is important to realising these strategic ends but is not moving in the same direction or is being asked to move too often, misalignment can occur. The second objective - how to go about realigning the culture with the strategy - follows the steps taken by this large organisation in trying to ensure the people and systems support the strategy.

Keywords:
Organisational Behaviour, Culture Change, Corporate Transformation, Leadership, Insurance, Merger, Corporate Governance, Value Creation, Strategy and Implementation

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published: 21 Mar 2008

  • Topic: Leadership & Organisations
  • Industry: Insurance
  • Region: Global

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Abstract:
Please refer to part A for the abstract

Keywords:
Organisational Behaviour, Culture Change, Corporate Transformation, Leadership, Insurance, Merger, Corporate Governance, Value Creation, Strategy and Implementation

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published: 29 Nov 2007

  • Topic: Leadership & Organisations
  • Industry: Sport
  • Region: North America

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Abstract:
This case describes the events that led up to the US Grand Prix in 2005 when only six cars out of the possible 14 completed the race. Seven of the nine teams had been supplied with Michelin tyres that were unsuitable for the Indianapolis track as they were considered a danger following an accident in practice. Various solutions were proposed to allow the Michelin-tyred cars to race but to no avail - all were rejected by the head of the Federation Internationale d'Automobile, Max Mosley. The incident raised questions as to where the real power lay and who controlled Formula One.

Pedagogical Objectives:
To illustrate the complex relationships and different objectives of the constituencies of a sport. To understand how these relationships and objectives might produce events detrimental to the image and development of the sport.

Keywords:
Formula One Racing, Tyres, Sport, Power and Politics, Interorganizational Relationships

published: 02 Jan 2007

  • Topic: Economics & Finance
  • Industry: Steel
  • Region: Europe

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Abstract:
This case describes the hostile takeover bid by Mittal steel for Arcelor steel in what turned out to be one of the most acrimonious takeovers in European history. The battle began in January 2006 and lasted six months. From the outset, Arcelor's management resisted Mittal's deal using every possible defense involving politicians, bankers and public relations advisors, among others. There was even a proposed merger with a Russian company in a desperate effort to avoid the hostile takeover bid. Finally, on 25 June 2006, after the fierce battle that included allegations of racism and much animosity, Arcelor heeded its shareholders' wishes and accepted the bid. The initial offer was 18.6 billion and the final price paid by Mittal was 26.9 billion. During the six months, Mittal's share price had increased by almost 25%, with Arcelor's more than doubling.

Pedagogical Objectives:
This case is intended to address three sets of questions: 1. How has the market for corporate control changed in Continental Europe in response to globalized industry economics and associated competitive pressures, as well as performance pressure from institutional investors controlling global equity holdings? 2. What are the mechanics of hostile M&A transactions today in Europe, including the involvement of governments as owners and rulemakers, block shareholders, employees and other stakeholders? 3. What value do investment bankers add to such transactions?

Keywords:
Mergers and Acquisitions, Global Investment Banking, Steel Industry, Corporate Governance,hostile Takeovers,cross-Border Transactions

published: 01 Sep 2006

  • Topic: Strategy
  • Industry: Healthcare
  • Region: Europe

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Abstract:
This case describes how Robert Jones decides to go against the normal NHS practice and employ a full-time orthotist. He was under pressure with longer waiting lists and increasing patient complaints. In addition, the physiotherapy budget was going to be reduced by 3-4%, meaning that cost efficiency was paramount. It was a financial risk as the cost of employing a full-time orthotist was high, but in the long term he was convinced that savings would be made. The case shows how he decides to change practice and how his gamble paid off both financially and through increased customer/patient satisfaction.

Pedagogical Objectives:
- Assess the impact of make-or-buy decisions in terms of financial risk and cost reductions - Calculate changes in system capacity with the manipulation of staff and clinic scheduling to determine the effects on waiting time - Introduce concepts associated with service quality and its measurement within the context of clinical operations/services

Keywords:
Hmi, Healthcare Delivery and Management

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics. She draws on her experience in the US to encourage the nursing staff to take on more clinical responsibilities. The case examines how nurses' roles are developing within the NHS as they take on more tasks that have traditionally been the responsibility of doctors and consultants (attending physicians). The case describes how Jamieson changes the mindset of the key players (managers, consultants and anaesthetists), and how she implements the pre-assessment clinics and improves the existing day surgery pre-admission process. Patient satisfaction is increased and fewer operations are cancelled, thus reducing costs for the Trust.

Pedagogical Objectives:
This case can be used to illustrate the following leadership and management concepts: - Strategic change and the alignment of change activities at the business unit, team and individual levels - Issues related to the adoption of externally developed managerial innovations - Economic complements and substitutes as applied to professional role expansion -The process of leading organizational change initiatives

Keywords:
Leadership, Organisational Change, Service Redesign, Staff Empowerment, Economic Complements and Substitutes, Service Improvement, Role Redesign, Innovation Adoption

Prizes won:
- 2006 EFMD Case Writing Competition, Public Sector Innovations Category

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
This case examines how Martin McShane, a general practitioner and physician manager at the Moss Valley Medical Centre, changes the mindset of all the key players involved in caring for the elderly and implements a proactive, prevention-oriented care model. McShane is up against all the different elements of the NHS - primary care, social services and acute care. Through skilful management of the various players, he succeeds in smoothly integrating new systems throughout the region. A nurse-led service for tracking hospital admission and discharge of elderly patients is introduced, with systems implemented to improve continuing care of patients and communication between services that ultimately reduce hospital stays and admission rates.

Pedagogical Objectives:
The learning objectives of this case are to: - Understand the process of change and effective leader actions - Become familiar with organizational arrangements to promote service-level integration - Understand mechanisms of power and politics associated with engaging powerful constituents in the organizational change process - Develop strategies to implement externally mandated regulations and service innovation

Keywords:
Leadership, Organisational Change, Service Redesign, Chronic Disease Management, Innovation Adoption, Public Sector Management, Inter-Organisational Collaboration, Hmi, Healthcare Delivery and Management

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management, Hmi, Healthcare Delivery and Management

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published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Keywords:
Hmi, Healthcare Delivery and Management

Related:

published: 01 Jan 2002

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Case (A) describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks. However, moving into China and turning the SOE into a profitable concern presents some unforeseen challenges over and above the usual ones of a demotivated workforce and run-down machinery. The case follows the problems that emerge within ATG, notably those concerning quality, disappointing sales and lack of marketing expertise. There are also serious managerial differences that arise between the two MNC managers at the top who have different views on key investment issues. In addition the workers resent the new strict regime introduced by the Japanese General Manager and are suspicious of ATG’s new profit agenda. Despite these problems ATG is profitable within a year.

Pedagogical Objectives:
The case deals with the most common difficulties encountered by companies attempting to transform Chinese SOEs that have operated under a planned economy so that they can succeed in the world of market, consumers and competitors. However, it differs from other cases concerned with these issues as it presents three very different cultural dimensions. The case can be used in MBA and executive programs on international management, Asian business, change management and emerging markets. The objective is to understand the challenges of transforming Chinese state-owned enterprises through a joint venture. Case (B) continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market. Pedagogical Objectives: The case demonstrates how the problems and conflicts that can emerge following the setting up of a joint venture organisational, operational, human resource and financial need to be identified, tackled and resolved by all the partners before the new company can grow successfully, a process that can take several years.

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

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