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Case Studies by Fares Boulos

8 case studies

by Publication Date
published: 16 Dec 2015

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Abstract:
The case describes how Justin Trudeau came from a seeminly hopeless third place (in the party rankings) to win a stunning majority and become Canada's 23rd prime minister. Trudeau's win is analysed through a Blue Ocean lens, showing how his campaign broke with the traditional rules of engagement by reaching out to non-voters, and increasing willingness-to-vote while lowering the cost-of-voter acquisition.

Pedagogical Objectives:
The case can be taught in any course that includes BOS, in MBA, GEMBA and EDP programmes, notably the BOS OEP. It can be used to let students/participants apply the BOS toolkit (value curves, etc.) to explain Trudeau's win.

Keywords:
Blue Ocean Strategy, Strategy, Public Policy, Government

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published: 16 Dec 2015

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Abstract:
The case describes how Justin Trudeau came from a seemingly hopeless third place (in the party rankings) to win a stunning majority and become Canada's 23rd prime minister. Trudeau's win is analysed through a Blue Ocean lens, showing how his campaign broke with the traditional rules of engagement by reaching out to non-voters, and increasing willingness-to-vote while lowering the cost-of-voter acquisition.

Pedagogical Objectives:
The case can be taught in any course that includes BOS, in MBA, GEMBA and EDP programmes, notably the BOS OEP. It can be used to let students/participants apply the BOS toolkit (value curves, etc.) to explain Trudeau's win.

Keywords:
Blue Ocean Strategy, Strategy, Public Policy, Government

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published: 30 Jan 2012

  • Topic: Strategy
  • Industry: Financial services
  • Region: Europe

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Abstract:
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization. Ultimately, Lloyds’s board of directors end up facing significant corporate governance issues with long-term implications for the future of the company.

Pedagogical Objectives:
1.To examine the transformation of a business portfolio and the drivers of portfolio choices - financial, resource-based and industry-based criteria. 2.To examine the role of corporate parents in defining a) the overarching governing principle, b) the corporate domain, c) the value creation logic, d) the organizational context of their company. 3.To discuss the role of the CEO in shaping corporate strategy, capability development, and organizational and cultural fit. 4.To examine the role of value-based management in shaping corporate strategy. 5.To examine the tensions between managers and shareholders, notably in mature markets, between short-term and long-term objectives, as well as between exploitation and exploration. 6.To discuss the role of the board of directors in managing the tension inherent between finding and sustaining a profitable growth path on the one hand, and the risk parameters posed by overly aggressive growth plans on the other.

Keywords:
Corporate Strategy, Value-Based Management, Corporate Governance, Diversification Strategy, Financial Services, Leadership, Corporate Governance, Value Creation, Strategy and Implementation, European Competitiveness, Europe

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published: 30 Jan 2012

  • Topic: Strategy
  • Industry: Financial services
  • Region: Europe

Show details ...

Abstract:
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization. Ultimately, Lloyds’s board of directors end up facing significant corporate governance issues with long-term implications for the future of the company.

Pedagogical Objectives:
1.To examine the transformation of a business portfolio and the drivers of portfolio choices ? financial, resource-based and industry-based criteria. 2.To examine the role of corporate parents in defining a) the overarching governing principle, b) the corporate domain, c) the value creation logic, d) the organizational context of their company. 3.To discuss the role of the CEO in shaping corporate strategy, capability development, and organizational and cultural fit. 4.To examine the role of value-based management in shaping corporate strategy. 5.To examine the tensions between managers and shareholders, notably in mature markets, between short-term and long-term objectives, as well as between exploitation and exploration. 6.To discuss the role of the board of directors in managing the tension inherent between finding and sustaining a profitable growth path on the one hand, and the risk parameters posed by overly aggressive growth plans on the other.

Keywords:
Corporate Strategy, Value-Based Management, Corporate Governance, Diversification Strategy, Financial Services, Leadership, Corporate Governance, Value Creation, Strategy and Implementation, European Competitiveness, Europe

Related:

published: 30 Jan 2012

  • Topic: Strategy
  • Industry: Financial services
  • Region: Europe

Show details ...

Abstract:
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization. Ultimately, Lloyds’s board of directors end up facing significant corporate governance issues with long-term implications for the future of the company.

Pedagogical Objectives:
1.To examine the transformation of a business portfolio and the drivers of portfolio choices ? financial, resource-based and industry-based criteria. 2.To examine the role of corporate parents in defining a) the overarching governing principle, b) the corporate domain, c) the value creation logic, d) the organizational context of their company. 3.To discuss the role of the CEO in shaping corporate strategy, capability development, and organizational and cultural fit. 4.To examine the role of value-based management in shaping corporate strategy. 5.To examine the tensions between managers and shareholders, notably in mature markets, between short-term and long-term objectives, as well as between exploitation and exploration. 6.To discuss the role of the board of directors in managing the tension inherent between finding and sustaining a profitable growth path on the one hand, and the risk parameters posed by overly aggressive growth plans on the other.

Keywords:
Corporate Strategy, Value-Based Management, Corporate Governance, Diversification Strategy, Financial Services, Leadership, Corporate Governance, Value Creation, Strategy and Implementation, European Competitiveness, Europe

Related:

published: 01 Nov 2001

  • Topic: Strategy
  • Industry: Food and Drink
  • Region: Europe

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Abstract:
The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.

Pedagogical Objectives:
The immediate purpose of the series is to allow an informed discussion on the use and implementation of so-called Value Based Management, from a broader managerial rather than the typical financial perspective. The broader purpose is to illustrate how VBM can lead to Corporate Transformation and a sharpening of Leadership Practices in large firms.

Keywords:
Value Based Management, Corporate Transformation, Leadership Practices, Managing for Value, Performance Management Process, Performance Contract, Strategy Development, Strategy Dialogue, Economic Profit, Incentive Compensation

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published: 01 Nov 2001

  • Topic: Strategy
  • Industry: Food and Drink
  • Region: Europe

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Abstract:
The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.

Pedagogical Objectives:
The immediate purpose of the series is to allow an informed discussion on the use and implementation of so-called Value Based Management, from a broader managerial rather than the typical financial perspective. The broader purpose is to illustrate how VBM can lead to Corporate Transformation and a sharpening of Leadership Practices in large firms.

Keywords:
Value Based Management, Corporate Transformation, Leadership Practices, Managing for Value, Performance Management Process, Performance Contract, Strategy Development, Strategy Dialogue, Economic Profit, Incentive Compensation

Related:

published: 01 Jan 2000

  • Topic: Strategy
  • Industry: Chemicals
  • Region: North America

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Abstract:
This case deals with the transformation of Dow Chemical under Value Based Management. Set in the period 1993-1999, it traces how Dow’s organizational structure, management systems, human resources practices and ultimately its culture were thoroughly transformed by VBM.

Pedagogical Objectives:
To contrast VBM as an agent of cultural transformation, as opposed to a financially-driven technique. This case can also be used in programmes where specific companies have adopted or are contemplating adopting VBM in order to show similarities/differences in implementation. Ultimately it leads readers to arrive at their own conclusions on what VBM is all about.

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