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13 case studies

by Publication Date
published: 20 Apr 2011

  • Topic: Strategy
  • Industry: Consumer Goods
  • Region: Europe

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Abstract:
This case details the transformation of UK consumer goods company Reckitt Benckiser from 1999 to 2010, during which time CEO Bart Becht and his team attained exceptional growth, profits and stock market performance.

Pedagogical Objectives:
To learn how a CEO can transform a company and attain long-term profitable growth.

Keywords:
Leadership, Growth, Sustainability, European Competitiveness, Europe

published: 26 Jul 2010

  • Topic: Strategy
  • Industry: Consumer goods
  • Region: Europe

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Abstract:
This case dscribes how Henkel's CEO, Ulrich Lerner, tried to transform the company during his tenure from 2000 to 2008. Although he partially succeeded in transforming several parts of the company, industry peers (notably Reckitt Benckiser in the UK) achieved far better results during the same period. The case allows students to analyze what worked in the transformation and also why the company's performance was not exceptional.

Pedagogical Objectives:
This case allows students to analyze why some company transformations are successful while others are not, and the role of leadership in the process.

Keywords:
Leadership, Performance, Strategy, Change Management, General Management, Transformation, Consumer Goods

published: 14 Jan 2010

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

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Abstract:
A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

Pedagogical Objectives:
The case was designed to teach what leaders do to create change and innovation. It also illustrates how leadership style affects change processes.

Keywords:
Leadership, Corporate Entrepreneurship, Innovation, Corporate Social Responsibility, Women and Leadership, Corporate Governance, Investors, Stakeholders and Accountability

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published: 21 Dec 2009

  • Topic: Strategy
  • Industry: Marketing & Advertising
  • Region: Global

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Abstract:
This case profiles the leadership style, role and typical workday of David Kenny, co-managing partner of Vivaki. The Harvard Business School-educated former consultant and pioneer of digital media, starts at 4am and finishes at midnight. The case details Kenny's views on leadership, his co-leadership with Jack Klues, and how his leadership is seen by colleagues and business partners. The corresponding video shows 'a day in the life of' David Kenny.

Pedagogical Objectives:
The case series was set up to: 1. Set up a compare and contrast of two effective but very different leaders in the tradition of the HBSs famous ?Fred and Renn? cases 2. Explore the role of chief executives in today?s context, in the tradition of Mintzberg and Kotter, who pioneered the ?day in the life? method to discern ?what leaders really do? 3. Highlight the different roles a formal leader can play in leading change 4. Explore the pros and cons of co-CEO arrangements and what is needed to make them work.

Keywords:
Leadership, Co-Leadership, Media, Digital, Leadership Style, Leading Change, Future of Advertising

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published: 21 Dec 2009

  • Topic: Strategy
  • Industry: Marketing & Advertising
  • Region: Global

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Abstract:
This case profiles the leadership style, role and typical workday of Jack Klues, co-managing partner of Vivaki. When he is not on the road, Jack Klues, a 55-year old mid-Western media buying expert, starts works around 7am and finishes at 6pm in Publicis' Chicago offices. The case details Klues' views on leadership, his co-leadership with David Kenny and how his leadership is seen by colleagues and business partners. The corresponding video shows 'a day in the life of' Jack Klues.

Pedagogical Objectives:
The case series was set up to: 1. Set up a compare and contrast of two effective but very different leaders in the tradition of the HBSs famous ?Fred and Renn? cases 2. Explore the role of chief executives in today?s context, in the tradition of Mintzberg and Kotter, who pioneered the ?day in the life? method to discern ?what leaders really do? 3. Highlight the different roles a formal leader can play in leading change 4. Explore the pros and cons of co-CEO arrangements and what is needed to make them work

Keywords:
Leadership, Co-Leadership, Media, Digital, Leadership Style, Leading Change, Future of Advertising

Related:

published: 21 Dec 2009

  • Topic: Strategy
  • Industry: Marketing & Advertising
  • Region: Global

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Abstract:
This case study describes the creation, co-leadership and ambitions of Vivaki, a new entity combining the 54M buying power of Publicis' media agencies. Intent on transforming Publicis for the digital era, Maurice Lévy brought David Kenny and his Digitas agency into the Publicis group in 2007. One year later, Kenny and Jack Klues, then Chairman of Publicis Groupe Media, became co-managing partners of Vivaki, which combined into a single P&L entity media-buying giants Starcom MediaVest and ZenithOptimedia, digital consultancy Denuo, and Digitas. The case describes how Kenny and Klues, a study in contrasts, are leading the organizational and talent transformation implied by the rapidly changing digital communication environment.

Pedagogical Objectives:
The cases were set up to: 1. Set up a compare and contrast of two effective but very different leaders in the tradition of the HBSs famous "Fred and Renn" cases. 2. Explore the role of chief executives in today?s context, in the tradition of Mintzberg and Kotter, who pioneered the "day in the life" method to discern "what leaders really do". 3. Highlight the different roles a formal leader can play in leading change 4. Explore the pros and cons of co-CEO arrangements and what is needed to make them work 4. Explore the pros and cons of co-CEO arrangements and what is needed to make them work

Keywords:
Leadership, Co-Leadership, Media, Digital, Leadership Style, Leading Change, Future of Advertising

Related:

published: 27 Apr 2009

  • Topic: Leadership & Organisations
  • Industry: Biotech / Medical

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Abstract:
This series of cases tells the story of a functional specialist whose career goal is to become a general manager. Harris Roberts is repeatedly promised a promotion that never comes around. He must decide whether to be patient and improve his internal lobbying efforts, or instead look outside the firm, perhaps making a more entrepreneurial move.

Pedagogical Objectives:
This series of cases is designed to open modules concerned with the career decision-making process. What strategies are effective when one decides to make a career transition? How does one garner support, from mentors, sponsors and significant others, for such a transition? What is the process of change? How does one come to define what one truly wants to do next? The case series is designed as a companion to readings from

Keywords:
Career Choice, Mentoring, Managing Re-Entry

Related:

published: 06 Mar 2008

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

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Abstract:
Uma equipa dirigida por Vivienne Cox, Vice-Presidente Executiva da Gas, Power and Reneewables, identifica e lança um novo negócio, a BP Alternative Energy. Investir um montante tão elevado num negócio de energia “verde” fora um ponto de partida radical para a BP.

Pedagogical Objectives:
O presente caso � apontado para ensinar a maneira como os l�deres procedem para trazerem mudan�as e inova��es. Ilustra o modo como Cox dirigiu a emerg�ncia de uma vis�o para a AE, persuadiu os principais interessados e ainda, as condi��es que estabelecera para uma equipa altamente motivada. Tamb�m ilustra as repercuss�es em procedimentos de mudan�as, directamente derivadas do modo de lideran�a.

Keywords:
Lideran�a, Organiza��o Empreendedora, Inova��o, Responsabilidade Social Corporativa, as Mulheres and E a Lideran�

Related:

published: 29 Oct 2007

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

Show details ...

Abstract:
A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

Pedagogical Objectives:
The case was designed to teach what leaders do to create change and innovation. It also illustrates how leadership style affects change processes.

Keywords:
Leadership, Corporate Entrepreneurship, Innovation, Corporate Social Responsibility, Women and Leadership, Corporate Governance, Investors, Stakeholders and Accountability

Prizes won:
- 2010 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- Winner of 2008 EFMD Case Writing Competition, Entrepreneurship Category

Related:

published: 19 Jan 2007

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

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Abstract:
After guiding his team through a major upgrade of the production process, Wim de Boer, production manager and a board member of a newly bought-out cosmetics firm, struggles to find time to think about strategic issues. Tired of approving and following up on every move his people made, he resolved to keep two hours of uninterrupted time each day to think more broadly about the business. But when a new acquisition was presented at a board meeting without his input, he realized he was out of the loop.

Pedagogical Objectives:
This case shows how moving into bigger leadership roles challenges managers to operate in ways that run counter to what has made them successful to date. New leaders must learn to: - Adopt a strategic perspective - Work through coalitions and informal networks with people outside their direct control - Adapt their leadership styles to better delegate and involve others The case can be used to teach what the work of leadership entails and how assuming a leadership role challenges manager and individual contribiutors to rethink their roles and work values.

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