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Case Studies by Stanislav Shekshnia

42 case studies

by Publication Date
published: 28 Jun 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
In less than five years The Global Informality Project evolved from a one scholar's dream to a global network-based research exercise uniting hundreds of people across the world. It produced two volumes of The Global Encyclopaedia of Informality, published by UCL Press in early 2018, a wiki-site and dozens of events around the globe. Within a year, the books were downloaded 40,000 times from 156 countries. Work on the first two volumes had been intuitive, experimental, and conducted without major funding. Editor-in-chief Alena Ledenva must now decide how to organize work on the third volume, form the team, secure funding, and re-define her own role.

Pedagogical Objectives:
The case offers a comprehensive description of how a global non-profit project is designed, planned and implemented, the challenges to overcome, the leadership practices used, and the role of networks in the project's implementation.

Keywords:
Leadership, Network Leadership, Project Management, Informal Networks, Teams and Teaming, Global, 'slow-Cooking' Method, Bottom-Up Management

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published: 28 Jun 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
In less than five years The Global Informality Project evolved from a one scholar's dream to a global network-based research exercise uniting hundreds of people across the world. It produced two volumes of The Global Encyclopaedia of Informality, published by UCL Press in early 2018, a wiki-site and dozens of events around the globe. Within a year, the books were downloaded 40,000 times from 156 countries. Work on the first two volumes had been intuitive, experimental, and conducted without major funding. Editor-in-chief Alena Ledenva must now decide how to organize work on the third volume, form the team, secure funding, and re-define her own role.

Pedagogical Objectives:
The case offers a comprehensive description of how a global non-profit project is designed, planned and implemented, the challenges to overcome, the leadership practices used, and the role of networks in the project's implementation.

Keywords:
Leadership, Network Leadership, Project Management, Informal Networks, Teams and Teaming, Global, 'slow-Cooking' Method, Bottom-Up Management

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published: 25 Mar 2019

  • Topic: Strategy
  • Region: Europe

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Abstract:
The case represents a role-play simulation in which a team of up to 6 participants acts as a board of directors of a privately-owned automotive lighting products manufacturer. At a regular meeting, the board has to make two decisions: 1) define growth targets for the next eight years; 2) decide the fate of a newly appointed CEO whose style has created a wave of uproar at the company. The board consists of two shareholders, chairman of the board, two independent directors and employee representative. After the two-hours meeting, the participants will have time to reflect on their experience and exchange views within their groups.

Pedagogical Objectives:
The simulation is designed to serve as a basis for class discussion in the format of a board meeting, for which students are expected to use all the knowledge gained during the programme. The learning objectives are: 1) to experience the dynamics of a board of directors, 2) to understand the systemic nature of boards and board-management interaction, 3) to use different approaches to decision making, 4) to lead a board (for the chair), 5) to collaborate with people with different backgrounds and agendas.

Keywords:
Board of Directors, Management, Board Process, Chair of the Board, Ceo, Strategy, Ceo Succession, Automotive Industry

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published: 25 Mar 2019

  • Topic: Strategy
  • Region: Europe

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Abstract:
The case represents a role-play simulation in which a team of up to 6 participants acts as a board of directors of a privately-owned automotive lighting products manufacturer. At a regular meeting, the board has to make two decisions: 1) define growth targets for the next eight years; 2) decide the fate of a newly appointed CEO whose style has created a wave of uproar at the company. The board consists of two shareholders, chairman of the board, two independent directors and employee representative. After the two-hours meeting, the participants will have time to reflect on their experience and exchange views within their groups.

Pedagogical Objectives:
The simulation is designed to serve as a basis for class discussion in the format of a board meeting, for which students are expected to use all the knowledge gained during the programme. The learning objectives are: 1) to experience the dynamics of a board of directors, 2) to understand the systemic nature of boards and board-management interaction, 3) to use different approaches to decision making, 4) to lead a board (for the chair), 5) to collaborate with people with different backgrounds and agendas.

Keywords:
Board of Directors, Management, Board Process, Chair of the Board, Ceo, Strategy, Ceo Succession, Automotive Industry

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published: 28 Aug 2017

  • Topic: Entrepreneurship
  • Industry: Transportation
  • Region: Europe

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Abstract:
RAPID, a private company with complex ownership and nontransparent management systems, faces challenges associated with fast growth and an archaic governance structure. The founders of the company recognize the challenges, but lack knowledge and experience to deal with them. Specifically, they are about to discuss replacement of the CEO and reorganization of their governance system. The system of corporate governance which has emerged at RAPID represents a strange mix of some contemporary practices such as a separation of chairman and CEO roles, and independent audit, family traditions, and an informal entrepreneurial approach. The case recounts the different approaches the RAPID founders explored in approaching the CEO succession and governance reform, and shows how their thinking process evolved and what decisions they made at different stages of the change process.

Pedagogical Objectives:
The pedagogical objective is to give students the opportunity to see the real situation in managing a family business, the challenges such a firm faces, and possible ways to deal with them. Moreover, the case study allows students to see how local companies in emerging markets enter the global world, how such growth affects the culture and the management system inside the organization, and how challenging it is for successful first-generation entrepreneurs to adapt and to switch to a different, international corporate and financial strategy.

Keywords:
Corporate Governance, Management, Board of Directors, Family Business, Ceo Succession, Entrepreneurship, Founder, Russia, Corporate Governance, Board Process and Remuneration at the Top

published: 21 Apr 2017

  • Topic: Strategy
  • Industry: Agriculture, forestry and fishing
  • Region: Other Regions

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Abstract:
In this role-play simulation, a team of up to nine participants act as the board of directors of a privately-owned fishing company. The board has to make decisions about (1) a management proposal to acquire processing facilities in a foreign country, (2) an adjustment to the CEO’s remuneration package requested by the CEO following the significant depreciation of local currency. The board consists of three types of directors – affiliated (the two shareholders and a representative of the bank-creditor), executive (CEO and CFO), and independent directors (including the chairman) – as well as three committees responsible for Strategy & Investments, Nomination & Remuneration, and Audit.

Pedagogical Objectives:
- To experience real dynamics of the board of directors - To understand a systemic nature of boards and board-shareholders and boards- stakeholders' relationships - To learn to collaborate with people with different backgrounds and agendas - To practice roles of effective directors: expert, strategist, team player, mentor, owner, facilitator - To assess the personal motivation and skill required to become an effective board member

Keywords:
Multi-Party Simulation, Corporate Governance, Board Dynamics, Group Dynamics, Board of Directors, Board Committees, Chairman of the Board, Executive Compensation, Board Process, Strategy, M&a, Ceo, Fishing, Corporate Governance, Board Process and Remuneration at the Top

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published: 21 Apr 2017

  • Topic: Strategy
  • Industry: Agriculture, forestry and fishing
  • Region: Other Regions

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Abstract:
In this role-play simulation, a team of up to nine participants act as the board of directors of a privately-owned fishing company. The board has to make decisions about (1) a management proposal to acquire processing facilities in a foreign country, (2) an adjustment to the CEO’s remuneration package requested by the CEO following the significant depreciation of local currency. The board consists of three types of directors – affiliated (the two shareholders and a representative of the bank-creditor), executive (CEO and CFO), and independent directors (including the chairman) – as well as three committees responsible for Strategy & Investments, Nomination & Remuneration, and Audit.

Pedagogical Objectives:
- To experience real dynamics of the board of directors - To understand a systemic nature of boards and board-shareholders and boards- stakeholders' relationships - To learn to collaborate with people with different backgrounds and agendas - To practice roles of effective directors: expert, strategist, team player, mentor, owner, facilitator - To assess the personal motivation and skill required to become an effective board member

Keywords:
Multi-Party Simulation, Corporate Governance, Board Dynamics, Group Dynamics, Board of Directors, Board Committees, Chairman of the Board, Executive Compensation, Board Process, Strategy, M&a, Ceo, Fishing, Corporate Governance, Board Process and Remuneration at the Top

Related:

published: 22 Apr 2016

  • Topic: Strategy
  • Industry: Transportation
  • Region: Europe

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Abstract:
A private company with a complex ownership structure and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize some of these, but lack the knowledge and experience to deal with them. The major perceived challenge is to find a replacement for the company's CEO, who has run it from day one and is exhausted. The case demonstrates the different approaches the founders take to deal with the challenge and how the existing governance system restricts their options.

Pedagogical Objectives:
The main objective is to give students the opportunity to see how one the most critical events in any company's history - CEO succession - is dealt with in the context of a fast-growing family business. Students are invited to put themselves in the chairs of the company's founders-directors and make important strategic decisions.

Keywords:
Corporate Governance, Management, Board of Directors, Family Business, Ceo Succession, Entrepreneurship, Founder, Russia, Corporate Governance, Value Creation, Strategy and Implementation, Wicfe, Succession, Next Generation

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published: 27 Jul 2015

  • Topic: Strategy
  • Industry: Air Transportation, Scheduled
  • Region: Global

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Abstract:
This case examines the turnaround of Aeroflot, a former Soviet carrier, into one of Europe's leading airlines in customer service. It describes the period between 2009 and 2015, when a new CEO rescues the company from bankruptcy. Under his leadership, a new team of top managers successfully changes the culture of the organization to make it more consumer-focused.

Keywords:
Turnaround, Leadership, Customer Care, Value Innovation

published: 29 Jun 2015

  • Topic: Entrepreneurship
  • Industry: Computer Processing and Data Preparation and Processing Services
  • Region: Other Regions

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Abstract:
This case describes the story of Kaspersky Lab, one of the fastest growing IT security companies in the world. Under the leadership of its founder, Eugene Kaspersky, the Moscow-based company attains $711 million in revenues, becoming one of the world's top three market players and a widely recognized brand.

Keywords:
Leadership, Entrepreneurship, Strategy, Information Technologies, Innovations, International Expansion, European Competitiveness, Europe, Best Practices

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