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Case Studies by Yves L. Doz

81 case studies

by Publication Date
published: 25 Sep 2017

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

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Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part I describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part II describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 25 Sep 2017

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

Show details ...

Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part I describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part II describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 25 Sep 2017

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

Show details ...

Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part I describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part II describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 25 Sep 2017

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

Show details ...

Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part 1 describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part 2 describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 28 Oct 2016

  • Topic: Leadership & Organisations
  • Industry: Motor vehicles and passenger car bodies
  • Region: Global

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Abstract:
In 1998, Renault proposed an alliance with Nissan, the Japanese auto manufacturing giant which was in financial trouble. Subsequently, a Renault team led by Carlos Ghosn helped Nissan achieve one of the most spectacular turnarounds in recent history. The alliance partners continued to grow through synergies of distribution, manufacturing and know-how that enabled significant cost reductions. Yet within a decade it became apparent that Renault was growing less quickly and less profitably than its partner. Whereas Nissan profited from better access to the US market and from selling upscale models under the Infiniti brand (which later attracted Daimler to join the alliance), Renault competed mainly in the small and mid-size car segments in Europe, a congested, competitive segment with low margins. In 2015, the French government sought to consolidate its control over Renault, and by extension Nissan, which was 43.4 % owned by Renault. Clearly the alliance had reached a turning point in which Nissan’s relative advantages had to be taken into account.

Pedagogical Objectives:
1. To analyse how the governance of an alliance must evolve to reflect the contributions and benefits of each partner. Nissan’s superior profitability raises the question of why ownership and governance structures still assume Renault predominates. 2. To analyse the potential and limits of cooperation among partners over time. The case shows the mechanisms used to deepen cooperation as well as the phases of development that ultimately upset the internal balance of the alliance as Nissan becomes the dominant partner. Simultaneously, Renault restructures and its workers are asked to make sacrifices, setting the stage for government intervention. 3. The role of alliance leaders in addressing various stakeholders. As CEO of two major firms bound by a close partnership, Ghosn’s turnaround of Nissan is unique. Yet his succession remains unclear, and a period of turbulence sets in as the government votes against a proposed pay increase for the Renault chief. 4. To discuss the specific nature of state owned or influenced companies in global competition and international alliances. By 2015 Renault’s viability rests on dividends from Nissan and its “Entry” product line and brand. Cuts in production in France to remain competitive become a major source of tension with the French state, still the majority shareholder.

Keywords:
Renault, Nissan, Renault-Nissan Alliance, Carlos Ghosn, Automobile Manufacturing, Strategic Alliance, Alliance Synergies, Daimler, Logan, Louis Schweitzer, France, Japan, Cross-Functional Teams, Cross-Cultural Alliances, Corporate Governance, Value Creation, Strategy and Implementation

published: 23 Sep 2016

  • Topic: Strategy
  • Industry: Pharmaceuticals
  • Region: Global

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Abstract:
Teva appoints four senior executives as global "integrators", for specific functional areas (strategic marketing, R&D, manufacturing and business development) reporting to a key general manager, following a phase of rapid internationalisation via acquisitions. How are they going to define their mission, roles, priorities, and action plans?

Pedagogical Objectives:
To assess how functional x-boundary coordinators can be effective in the integration process of international acquisitions, and review source of influence and self-efficacy in a fragmented context.

Keywords:
Global Integration, Organisational Change, Renewal, Globalisation, Generic Pharmaceuticals

Related:

published: 29 Jun 2015

  • Topic: Strategy
  • Industry: Public administration
  • Region: Europe

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Abstract:
Following the victory of the Scottish Nationalist Party in the 2008 elections, the Scottish Government had some complex societal issues to tackle, such as youth offending. The case describes the issue, the approach taken to address it, and how an integrated "whole of government" solution was imposed and implemented at the local level.

Pedagogical Objectives:
To illustrate how a "whole of government" approach at the local level can reduce youth delinquency, and analyze how the integrative approach can be made to work.

Keywords:
Government Reform, Social Services, Youth Delinquency, "whole of Government" Approach, Collaboration Across Government Branches, Local Administrative Reform, Organizational Change, European Competitiveness, Europe, Government and Policy

published: 20 Dec 2013

  • Topic: Strategy
  • Industry: Government; Public Administration
  • Region: Europe

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Abstract:
The A case describes how leadership unity was achieved and maintained across party lines between 1999 and 2007. It also analyses the policy development and resource allocation processes put in place in the devolved government of Scotland. The B case describes how effective leadership in times of a significant shift in Scotland’s political landscape helped achieve organizational and cultural transformation, and move towards a more unified approach to government. It features the change process as well as a series of action to mobilize fragmented constituencies around strategic objectives that cut across policy areas.

Pedagogical Objectives:
The teaching objective is to show how a single government approach, as developed by the Scottish Government, has successfully built upon the strategic agility framework to transform its public administration into a more strategically agile organization by using a combination of change management and organizational approaches.

Keywords:
Scottish Government, Strategic Agility, Public Governance, Public Administration, Adaptive Leadership, Public Value, Change Management, Outcomes-Based Approach, European Competitiveness Initiative, Iaf, Corporate Governance, Corporate Governance Across the World, European Competitiveness, Europe

Related:

published: 20 Dec 2013

  • Topic: Strategy
  • Industry: Government; Public Administration
  • Region: Europe

Show details ...

Abstract:
The A case describes how leadership unity was achieved and maintained across party lines between 1999 and 2007. It also analyses the policy development and resource allocation processes put in place in the devolved government of Scotland. The B case describes how effective leadership in times of a significant shift in Scotland’s political landscape helped achieve organizational and cultural transformation, and move towards a more unified approach to government. It features the change process as well as a series of action to mobilize fragmented constituencies around strategic objectives that cut across policy areas.

Pedagogical Objectives:
The teaching objective is to show how a single government approach, as developed by the Scottish Government, has successfully built upon the strategic agility framework to transform its public administration into a more strategically agile organization by using a combination of change management and organizational approaches.

Keywords:
Scottish Government, Strategic Agility, Public Governance, Public Administration, Adaptive Leadership, Public Value, Change Management, Outcomes-Based Approach, European Competitiveness Initiative, Iaf, Corporate Governance, Corporate Governance Across the World, European Competitiveness, Europe

Related:

published: 07 Apr 2013

  • Topic: Strategy
  • Industry: Health
  • Region: Global

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Abstract:
Tracing the evolution of the Global Alliance for Vaccines and Immunization since its inception as the first global public-private partnership for the immunization of children in the developing world, this two-part case offers an overview of the functioning and the funding mechanisms developed to shape the vaccine market and encourage western pharmaceutical firms to produce low-price vaccines for developing countries.

Pedagogical Objectives:
To show how a non-profit organization in the competitive global health arena succeeds in starting and scaling up operations through an innovative public-private partnership between stakeholders with (sometimes) competing agendas. Of particular note is the GAVI governance structure, composed of various partners with an interest in vaccines and immunisation, and the role of the board in achieving alignment and consensus between disparate constituencies.

Keywords:
Gavi, Alliance, Global Public-Private Health Partnership, Immunization, Vaccines, Pharmaceuticals, Market Shaping, Developing Countries, Iaf

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