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Case Studies by Brian Henry

44 case studies

by Publication Date
published: 29 Jun 2015

  • Topic: Family Business
  • Industry: Restaurant
  • Region: Asia

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Abstract:
The Kam family has owned Yung Kee, a huge 750-seat restaurant in Hong Kong, for more than 50 years. Starting out as a food stall, the business still 'packs them in' today. However, soon after the death of the patriarch, at the age of 96, in 2004, his two oldest sons became embroiled in a bitter and very public family feud over the restaurant's management and the family fortune, estimated to be worth HK$2 billion.

Pedagogical Objectives:
The case offers an excellent introduction to the complexities of succession in family businesses. Most students think of ownership design as a simple transfer of assets from one generation to another. As a result they fail to consider the larger social interests of the surviving family members. The Yung Kee case has the advantage of being readily accessible while giving ample opportunity to ask questions about ownership design.

Keywords:
Hong Kong, China, Restaurant, Shareholdings, British Virgin Islands, Succession, Family, Dispute, Wicfe, Succession, Next Generation, Fair Process, Communication, Psychology, Gender

published: 24 Feb 2014

  • Topic: Strategy
  • Region: Global

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Abstract:
This case explores the career development of professionals with strong leadership potential within an international business group - LVMH. It follows the career progression of an MBA graduate, her exposure to networks and mentors, and her international mobility.

Pedagogical Objectives:
To understand that each industry has its codes - specific formal and informal rules, tacit and explicit knowledge - which must be mastered. The culture of LVMH is also specific, with a focus on harnessing passion, agility, excellence, etc.

Keywords:
Leadership, Luxury Industry, Networks, Mobility, European Competitiveness Initiative, European Competitiveness, Europe, Best Practices

published: 30 Nov 2012

  • Topic: Operations
  • Industry: Connectors
  • Region: Global

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Abstract:
In 2008, Michel Safir, our protagonist, was tasked to roll out Lean throughout the Design and Engineering (D&E) departments of FCI, a large multi-national player in the connector industry. This case describes in detail the pilot project where many of the principles of Lean were applied to various aspects of D&E over a period of 18 months. Once the ideas and processes were developed and tested in the pilot project, Lean was then to be rolled out to the rest of the global organization. Case A ends just before global rollout. Case B describes, briefly, how the global rollout was handled and the protagonist's lessons learned from the how the project was handled.

Pedagogical Objectives:
This case can be used to illustrate both: (i) Lean, and its application to Engineering, and (ii) Leadership issues in rolling out Lean to a global organization. Lean principles, and how they might be applied to an engineering environment, are described in detail in Case A, within the context of the pilot project. The case ends with an open question from Michel as to how he might best roll out Lean to the rest of the organization. This then sets up a discussion on Change management, and the strategies and leadership issues that will arise in such a large change management effort. Case B reflects on what Michel actually did to roll out the initiative globally, and he reflections on the lessons learned from the exercise.

Keywords:
Lean, Engineering, Connectors, Change Management, Leadership, Continuous Improvement, Learning, Operations

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published: 30 Nov 2012

  • Topic: Operations
  • Industry: Connectors
  • Region: Global

Show details ...

Abstract:
In 2008, Michel Safir, our protagonist, was tasked to roll out Lean throughout the Design and Engineering (D&E) departments of FCI, a large multi-national player in the connector industry. This case describes in detail the pilot project where many of the principles of Lean were applied to various aspects of D&E over a period of 18 months. Once the ideas and processes were developed and tested in the pilot project, Lean was then to be rolled out to the rest of the global organization. Case A ends just before global rollout. Case B describes, briefly, how the global rollout was handled and the protagonist's lessons learned from the how the project was handled.

Keywords:
Lean, Engineering, Connectors, Change Management, Leadership, Continuous Improvement, Learning, Operations

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