INSEAD the business school for the world

Case Studies by Christiane Bode

6 case studies

by Publication Date
published: 22 Jan 2016

Show details ...

Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 22 Jan 2016

Show details ...

Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 23 Jun 2014

Show details ...

Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Prizes won:
- 3rd Prize 2014 Oikos Case Writing Competition, Corporate Sustainability Category
- Winner 2013 EFMD Case Writing Competition

Related:

published: 23 Jun 2014

Show details ...

Abstract:
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.

Pedagogical Objectives:
To examine a new "intrapreneurial" venture from the points of view of different stakeholders within the firm, understand the importance of building sponsorship networks for the new venture, and consider how the challenge of building a new business within an established firm is heightened when it operates under a different logic (profit-neutral) from the main business (for profit).

Keywords:
Corporate Entrepreneurship, New Business Venture, Social Entrepreneurship, Sponsorship, Development, Management Consulting, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 29 Oct 2012

  • Topic: Responsibility
  • Industry: Power/Energy
  • Region: Asia

Show details ...

Abstract:
Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.

Pedagogical Objectives:
Starting out as a stand-alone social responsibility programme to serve villages with no electricity, Schneider Electric?s BOP efforts are being increasingly integrated with a for-profit rural business venture. This prompts discussion of whether and how social responsibility initiatives should be tied into the core business activities of a multinational company.

Keywords:
Emerging Markets, Rural Markets, Bottom of Pyramid, Social Entrepreneurship, Social Responsibility, International Business, Ethics, Distribution

Prizes won:
- Highly Commended at 2012 EFMD Case Writing Competition, Inclusive Business Models Category

published: 27 Jul 2012

  • Topic: Strategy
  • Industry: Power/Energy
  • Region: Asia

Show details ...

Abstract:
By 2011, Schneider Electric has built a substantial uninterruptible power supply business in India by adapting global products. But another power backup opportunity - the inverter sector - is more India-specific. The question is whether to prioritize this and, if so, whether to build it organically or by acquiring an Indian competitor.

Pedagogical Objectives:
This case illustrates globalization vs. localization forces in international business, sources of competitive advantage for multinational companies vs. emerging market players, achievement of frugal innovation in countries like India, strategic choices in international expansion, diversification strategies and use of organic growth vs. acquisition as modes of market entry and growth.

Keywords:
Emerging Markets, Power Backup and Energy Management, Corporate Strategy and Diversification, Frugal Innovation, International Business, Multinational Strategy, Competitive Advantage, Mergers and Acquisitions

by Publication Date


Share