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Case Studies by Charles Galunic

19 case studies

by Publication Date
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: 01 Jan 2005

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

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Abstract:
This case examines the entry into China of a popular French retailer. The focus is mostly on the leader/entrepreneur, who must figure out cultural differences and establish a new operation in a foreign land. Strategic issues are in the background.

Keywords:
Leadership, Cross Cultural Management, Cultural Differences, Human Resource Management

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published: 01 Jan 2005

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

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Abstract:
This case examines the entry into China of a popular French retailer. The focus is mostly on the leader/entrepreneur, who must figure out cultural differences and establish a new operation in a foreign land. Strategic issues are in the background.

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published: 01 Aug 2004

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

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Abstract:
Case B: An update bringing the reader current with developments in Booz Allen Hamilton’s knowledge management strategy since Case A. Reinforces and deepens the point that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.

Pedagogical Objectives:
Case B: This case presents a good example of how a knowledge management system is crafted and implemented and the human / cultural adaptations needed to make it work. It also suggests some failings and unresolved issues of knowledge management.

Keywords:
Knowledge Management, Culture, Consulting

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published: 01 Apr 2004

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

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Abstract:
Case B: This case picks up after the ousting of the former CEO of Bertelsmann, following his attempts to push the company forward in its exposure to the capital markets and the extent of corporate synergies. It shows how unforgiving the New Economy could be to dreams of internet driven synergies. It also shows how business unit profitability remains a key concern, and especially as economic conditions change, although ideas for greater cooperation are not lost but re-sized.

Keywords:
Corporate Structure, New Organisational Forms, New Economy, Internet, Synergy, Integration, Leadership, Change

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published: 18 Dec 2002

  • Topic: Operations
  • Industry: Semi_conductors
  • Region: Global

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Abstract:
Intel's eBusiness program was a way to get people focused on the corporation's mantra in the last half decade – customer service is crucial for Intel to maintain their market leadership. Making this strategy happens through the e-business tool and, importantly, the intended and unintended adjustments made in structures, processes and human behaviors, is what this case is all about. This case also aims for a new realism about IT and business processes.

Pedagogical Objectives:
Document the history of one, well-known firm in its transformation to an e-corporation Document the successes of the e-business program in better aligning corporate actors with the firm�s strategy Document both the intended and unintended consequences of this program Provide a better understanding of the use of technology in strategic alignment

Keywords:
Strategy Alignment, E-Corporation, Change Management, Role of It in Strategic Alignment

published: 01 Jun 2000

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

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Abstract:
Case A This case exposes the growing pains of an older, brick-and-mortar, company as it attempts to join the New Economy. The focus is on synergy; pushed by converging technologies and managed by a young and energetic leader, Bertelsmann attempts to overcome a history of decentralization to create a more integrated and Internet savvy corporation.

Keywords:
Corporate Structure, New Organisational Forms, New Economy, Internet, Synergy, Integration, Leadership

Prizes won:
- 2014 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2009 ecch Best Selling Case in Human Ressource Management / Organisational Behaviour

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published: 01 Aug 1999

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

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Abstract:
Case A: The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors.

Pedagogical Objectives:
Case A: This case presents a good example of how a knowledge management system is crafted and implemented and the human/cultural adaptations needed to make it work. It also suggests some failings and unresolved issues of knowledge management.

Keywords:
Knowledge Management, Culture, Consulting

Prizes won:
- Winner of 2003 European Case Awards, Human Resource Management / Organisational Behaviour Category
- Winner of 2001 EFMD Case Writing Competition

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published: 01 Jan 1999

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

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Abstract:
This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.

Pedagogical Objectives:
The objective is to expose readers to some of the difficulties and myths of pushing well-worn ideas overseas. The case ends off with an important question regarding the company’s future, one that depends on its overseas strategy, of which HR is key.

Keywords:
Compensation, Cross-Culture, International Expansion, China, Incentives

Prizes won:
- 2016 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
- 2015 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
- 2014 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2013 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2012 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- 2011 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- 2010 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- 2009 ecch Best Selling Case in Human Ressource Management / Organisational Behaviour
- 2008 ecch Best-selling Case in Human Resource Management / Organisational Behaviour
- 2007 ecch Best-selling Case in Human Resource Management / Organisational Behaviour

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