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Case Studies by Todd Jick

8 case studies

by Publication Date
published: 30 Sep 2000

  • Topic: Leadership & Organisations
  • Industry: Airline
  • Region: Asia

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Abstract:
This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests. One of SIA's ground agents accommodated, while another did not. To order this case, please contact: Publications.Fb@insead.edu.

Pedagogical Objectives:
This case helps students to see the challenges in continuing improvement efforts: there are competing philosophies proposed at the end of the case - one that advocates greater discretion and empowerment for employees, while the other advocates tighter organizational systems. Continuous improvement initiatives need to manage this tension carefully.

Keywords:
Service, Entrepreneurship, Change, Organization

Related:

published: 01 Oct 1993

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

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Abstract:
This case describes Alcatel Bell's efforts from 1989-92 to change its culture and its approach to business. The case revolves around the CEO's mandate for all 1200 Bell managers to develop and implement a "change project". These projects were intended to accelerate change at Bell and provide a vehicle for learning. Bell's ultimate goal was to become a "learning organization".

Pedagogical Objectives:
To examine and evaluate how to manage and lead culture change To evaluate a specific technique: "change projects" as a means To discuss the meaning and validity of the concept of a learning organization

published: 12 Jan 1993

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

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Abstract:
This case documents a major restructuring of Daimler-Benz's holding organization in 1993. It considers the rationale for the change, the introduction of the changes, and an initial evaluation. The goal was to debureaucratize the Holding so as to be able to respond more quickly to the demands of the business units.

Pedagogical Objectives:
This case provides students with an inside look of how a large industrial giant is attempting "to learn to dance". The ambitions of the restructuring were extensive, as were the difficulties initially in implementing the change. Instructors can discuss the challenge of cultural and structural changes as well as some of the technologies for overcoming resistance.

published: 01 Jan 1993

  • Topic: Leadership & Organisations
  • Industry: Professional Services/Legal
  • Region: Global

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Abstract:
This case documents two critical changes in a major law firm: the merger of two law firms into one and the globalisation of the merged firm. The merger was generally viewed as successful and the integration process is described. The second goal of globalisation is steadily proceeding but represents a larger cultural and strategic challenge.

Pedagogical Objectives:
This case allows an instructor to discuss how the changes in many professional service firms are reflected in this one law firm. Globalisation has forced firms to grow through merger, but then they must tackle the real difficulties of being both global and local. This is especially true in the legal profession.

Related:

published: 01 Jan 1993

  • Topic: Leadership & Organisations
  • Industry: Professional Services/Legal
  • Region: Europe

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Abstract:
Please refer to part A for the abstract.

Related:

published: 01 Jan 1993

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

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Abstract:
This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well. The (A) case ends with proposal for further change and the (B) case outlines those chosen.

Pedagogical Objectives:
The case shows how the need for change has even affected the utilities industries; to help identify the tools and techniques for "waking up" an organization; to discuss how to handle resistance to change; to identify characteristics of effective leaders of change.

Related:

published: 01 Jan 1993

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

Show details ...

Abstract:
This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well. The (A) case ends with proposal for further change and the (B) case outlines those chosen.

Pedagogical Objectives:
The case shows how the need for change has even affected the utilities industries; to help identify the tools and techniques for "waking up" an organization; to discuss how to handle resistance to change; to identify characteristics of effective leaders of change.

Related:

published: 01 Jan 1993

  • Topic: Leadership & Organisations
  • Industry: Airline
  • Region: Asia

Show details ...

Abstract:
This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests. One of SIA's ground agents accommodated, while another did not.

Pedagogical Objectives:
This case helps students to see the challenges in continuing improvement efforts: there are competing philosophies proposed at the end of the case - one that advocates greater discretion and empowerment for employees, while the other advocates tighter organizational systems. Continuous improvement initiatives need to manage this tension carefully.

Related:

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