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Case Studies by Nancy J. Brandwein

7 case studies

by Publication Date
published: 02 May 2019

  • Topic: Marketing
  • Region: Global

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Abstract:
WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the ‘gig’ economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees. It caters to freelancers and multinationals alike, all members of the ‘co-working’ community, as well as an ecosystem of likeminded entrepreneurs. The case allows discussion of customer-centricity in a B2B service context, and of how companies optimize – digitalize – the customer experiences by leveraging data. WeWork relies on analytics and artificial intelligence (AI) to mine data from its global customer base for insights and deep learning that feed into next-gen office design and usage. Customers perform a job-to-be-done analysis using a means-end ladder to understand how WeWork creates an outstanding customer experience in a competitive, commoditized market. The case offers learning about service blueprinting and customer journey mapping when designing new services and/or improving existing ones. To deliver on its customer promise WeWork integrates the key building blocks of a superior business model, for example, alliances with strategic partners secure unique resources and distinctive competences, achieving cost-effective service excellence. Discussion culminates in future growth avenues following a corporate rebranding and reorganization into three business units under the umbrella “We” brand.

Pedagogical Objectives:
Participants can reflect upon the following: . Disruption and transformation by new business models in a B2B service industry, such as shared office space . Arrive at ‘customer centricity’ by shifting from an inside-out focus (‘We rent office space’) to an outside-in perspective (i.e. ‘Space-as-a-Service’ model) . Turn a ‘data exhaust’ from the customer base into deeper insights and understand the job-to-be-done . Craft value propositions that resonate with different customer segments . Design an outstanding customer experience vs a cookie-cutter experience? (or move “from plain vanilla to wow!”) in a market threatened by commoditization and price competition . Map the critical steps of the customer journey, visualize key customer actions and use service blueprinting to design service processes in such a way that they create a memorable customer experience . Design a service business model around the customer experience to deliver on the customer promise and implement a “service factory” . Leverage acquisitions and strategic alliances to secure unique resources and distinctive competences for better business model execution . Develop the right mindset and culture in an agile, digital world . Instill and maintain an entrepreneurial service-centric startup culture in a organization growing “at warp speed” . The pros and cons of rebranding under the “We” umbrella . What are promising growth avenues for WeWork? . What insights can be applied to customer experiences in other service industries and companies?

Keywords:
Blue Ocean Strategy (bos), Business Model Innovation, Customer Centricity, Customer Experience, Service Design, Service Innovation, Servitization, Customer Insights, Job-To-Be-Done Analysis, Digital Transformation, Artificial Intelligence, Cost-Effective Service Excellence, Umbrella Branding

published: 25 Sep 2017

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

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Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part I describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part II describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 25 Sep 2017

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

Show details ...

Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part I describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part II describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 25 Sep 2017

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

Show details ...

Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part I describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part II describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 25 Sep 2017

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

Show details ...

Abstract:
Read a related Knowledge article "Three Ways to Make Your Organisation Agile" by Maria Guadalupe.

The case describes the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. This means the bank is organized around self-managed teams without traditional managers, empowering employees to make decisions. The case has four parts: Part 1 describes the background, the strategic rationale (digitalization) and how ING went through two transformation phases that laid the groundwork for the overhaul. Part 2 describes the ‘New Way of Working’ at ING: the Agile organizational blueprint adopted and the new roles and rules created. Part 3 focuses on how ING implemented the change and the complementary actions that facilitated the adoption of Agile. Part 4 is a role-play that enables participants to experience the New Way of Working.

Pedagogical Objectives:
To understand how an organization that replaces hierarchy with self-managed teams operates, and how such a change is implemented. The role play (part 4) puts the students in the shoes of people having to operate in this radically new environment with new rules.

Keywords:
Digital Transformation, Agile, Hierarchies, Organizational Change, Empowerment, Engagement, Self-Managed Teams, Managers

Related:

published: 26 Jun 2017

  • Topic: Economics & Finance
  • Industry: Truck manufacturing
  • Region: South America

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Abstract:
When Volkswagen and Ford combined their Argentinian and Brazilian automotive subsidiaries in 1987, it was very much a marriage of convenience. Operating in an environment of hyperinflation, weak growth and an import ban, the combined company took advantage of economies of scale, closed surplus Ford and Volkswagen (VW) plants and produced inexpensive models of cars and trucks. Yet, when the 1990s brought trade liberalization, an end to Brazil’s debt crisis and soaring growth, Autolatina was not prepared for the resulting competition. By early 1995, Ford and VW have split their venture, and both have decided to maintain Brazilian subsidiaries. VW faces a tough decision. Truck transport is the main way goods are moved in Brazil and VW wants a piece of this lucrative market, but unlike Ford, it has no plant in Brazil. Looking at the unique needs of the truck market, burgeoning competition, and the product development and assembly process, VW’s board commissioned several teams to develop a proposal on how to build a truck for the Brazilian market. They must decide how best to organize production to succeed in Brazil?

Keywords:
Outsourcing, Boundaries of the Firm, Modular Consortium, Vertical Integration, Volkswagen, Trucks

published: 19 Dec 2016

  • Topic: Strategy
  • Industry: Cars, Formula 1
  • Region: Europe

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Abstract:
In our global economy, manufacturing companies outsource production to multiple suppliers half a world away and spread engineering and design out among far-flung company outposts. Yet, at the same time, geographic clusters of firms in particular industries can still hold competitive advantage by virtue of co-location. This paper examines the evolution and characteristics of one such geographic cluster, Motorsport Valley, particularly in the business of Formula One racing. This cluster of over 4000 businesses is located within distinct regions of the United Kingdom and eight out of eleven of the F1 teams are based there. One of three notable outliers, Ferrari dominated Grand Prix Championship for ten years as a lone company operating out of Maranello, Italy. However, while doing so it used former employees from Motorsport Valley to help construct its cars. How does knowledge flow both within a geographic cluster and to firms, like Ferrari, which are outside the cluster? What are the possible benefits—and downsides—to operating from within a cluster and from outside?

Pedagogical Objectives:
Teaching on clusters, innovation clusters, industrial policy, firm location choices in the presence of network externalities.

Keywords:
Clusters, Agglomeration Externalities, Firm Location Choices, Innovation, Ferrari, Motorsport Valley

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