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Award Winning & Best Selling Cases

Did you know that INSEAD wrote 6 of the 10 best-selling cases distributed by the Case Centre in the past 40 years? That INSEAD cases were the Overall Winner of 5 of the last 10 Case Centre Global Case Awards? And that INSEAD cases are used in more than 100 business schools and universities around the world?

179 case studies

by Title
ARM Holdings Plc RESEARCH Prize Winner
published: 29 Oct 2002

  • Topic: Strategy
  • Industry: Semi-conductors
  • Region: Global

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Abstract:
The case traces the development of ARM and its innovative business model, based on partnering, to become the de facto standard for RISC chips used in mobile phones, storage devices, automotive, set-top boxes, etc. It explores how ARM builds and manages an alliance network for learning from the world the knowledge it needs to stay ahead of competitors, and through which its licenses and manufactures it designs. A detailed example of how ARM innovates is presented.

Pedagogical Objectives:
The case can be used in executive programmes and the MBA to explore the issues of building and managing a global alliance network, to discuss the innovation process in a company that must mobilise knowledge from around the world, and to illustrate the nature and workings of a metanational strategy that allows companies to globalise at a much more rapid pace.

Keywords:
Innovation, Alliances, Globalisation, Metanational, Entrepreneurship, Business Model, Spin-Off, Partnering

Prizes won:
- 2008 ecch Best-selling Case

published: 27 Sep 2012

  • Topic: Entrepreneurship
  • Region: Europe

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Abstract:
Accelerace is a unique partnership between the Danish government and the private sector to accelerate the growth of high-potential start-ups in Denmark. The case focuses on the challenges involved in managing the process of accelerating growth in start-ups and measuring success in entrepreneurship.

Pedagogical Objectives:
The case discusses issues related to the acceleration of the growth of high-potential start-ups. It can also be used to debate the measurement of success of entrepreneurial ventures and identify the challenges of rolling out public-private partnerships across the country.

Keywords:
Entrepreneurship, High Technology Start Up, European Ventures, High Technology Management, High Growth Companies, Measuring Entrepreneurship, European Competitiveness, Europe

Prizes won:
- Highly Commended at 2012 EFMD Case Writing Competition, Entrepreneurship Category

published: 23 Jun 2014

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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: 26 Aug 2016

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Abstract:
Read a related Knowledge article "Lessons in Digital Transformation from the Hotel Industry" by David Dubois.

The case focuses on AccorHotels’ ambitious digital transformation, aiming to put the customer back at the center of its strategy and operations. Responding to a powerful wave of digital disruptions in the hospitality ecosystem, from the emergence of review websites, online travel agents and active forums to the rise of new competitors such as Airbnb, the transformation entailed: (1) designing and implementing an innovative content marketing strategy (including online content creation or co-creation, curation and dissemination) (2) incorporating e-reputation as a core business objective, and (3) creating and/or adapting organizational structures – from management to operations – to support this new dynamic and maximize value creation.
The case starts in Fall 2015, when Olivier Arnoux, SVP Customer Satisfaction at AccorHotels, and his team, are asked to devise an ambitious plan to address the new challenges facing major players in the hotel industry brought about by digital disruptions. It follows the decision-making process step by step, from (1) understanding the nature and impact of online content in the customer journey, to (2) building a strategic plan to integrate online insights into AccorHotels’ core business objectives (in particular the importance of e-reputation), (3) redefining where and how value is created, and creating incentive structures aligned with the new objectives. Participants have multiple opportunities to put themselves in the shoes of the protagonists so as to understand the logic behind the decisions taken.
What is novel is the systematic articulation of how digital and social media impact the customer journey, as well as the integration of online content into marketing strategy (i.e., content marketing) and organizational design (i.e., team structure, incentive system), underlining how embracing the digital revolution entails breaking traditional silos between functions such as marketing, strategy, finance and human resources.
Detailed information on the consumer, the ecosystem, the firm, marketing and financial indicators is provided. Teaching notes and accompanying PowerPoint presentations suggest appropriate classroom exercises and include supplemental material and databases for group exercises. Videos provide insight on what drove the digital transformation and vividly illustrate its implementation and initial impressive results. They include interviews with Emilie Couton (Vice President Digital Marketing Asia Pacific), a video-recorded session of Olivier Arnoux on the digital transformation at AccorHotels, as well as examples of content created or co-created by AccorHotels.

Pedagogical Objectives:
This case offers a forum to discuss what it means for a company to engage its digital transformation in order to foster customer-centricity. A discussion of the nature and role of online content in shifting consumer behavior in the hoteling industry serves as a basis to explore how companies can create value at different points of the customer journey and what these steps entail. The case also touches on a variety of important strategic, organizational and operational decisions that the company must undertake to fully leverage online content and can be used to address the following broad questions (Specific questions are available in the teaching note): 1) How does online content stemming from digital and social media create value in the hoteling industry? 2) How can a company actively manage online content and implement a content strategy? and 3) What aspects of its organizational design a company need to remodel in order to maximize value creation through digital and social media.

Keywords:
Digital Transformation, Content Marketing, Customer Centricity, Hoteling & Tourism, Social Media Marketing, Customer Journey, Consumer Experiences, Digital Disruptions e-Reputation, Reputation Management, Accorhotels Booking Airbnb, Tripadvisor, Online Reviews, Social Media Listening, Digital Organizational Integration, Corporate Governance, Value Creation, Strategy and Implementation

Prizes won:
- 2018 Case Centre Best-selling Case in Marketing
- 2018 Case Awards Winner, Marketing Category, Case Centre
- 2017 Case Centre Best-selling Case in Marketing
- 2017 AFM-CCMP Award for the Best case study in Marketing, Finalist

Related:

published: 01 Jan 1988

  • Topic: Entrepreneurship
  • Industry: Pharmaceutical Industry
  • Region: Global

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Abstract:
This case series deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity. The following cases analyse the structure of the agreement and the evolving actual functioning of the partnership between 1978 and 1981. The final cases describe the dissolution of the partnership in 1982, and the longer-term consequences of the partnership for each company.

Pedagogical Objectives:
The general objective of the case series is to provide an opportunity for discussing the generic issues arising in technological partnerships between large and small companies. Specific objectives are: . To provide an understanding of the reasons for technological partnerships between large and small companies . To allow participants to design an interface structure for a partnership To develop an understanding of the role of different management tools in partnership effectiveness, and to provide practice in diagnosing a concrete partnership situation and suggesting remedial action to enhance effectiveness . To understand the causes of conflicts in partnerships . To provide practice in assessing whether a partnership is sustainable . To understand the problems involved in terminating a partnership . To provide an opportunity for evaluating the success of a partnership and for understanding the factors which influence partnership success

Keywords:
Partnership Effectiveness, Technological Partnership, Usa, Pharmaceutical Industry, Small Company

Prizes won:
- Best-selling cases, ecch

Related:

published: 27 Mar 2009

  • Topic: Operations
  • Industry: Transport and Logistics/ Humanitarian Sector
  • Region: Middle-East

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Abstract:
Agility is a global logistics provider, based in Kuwait. In 2006, it reorganized and joined the ranks of the top ten global logistics providers worldwide. Following this reorganization, CEO Tarek Sultan took the initiative to give greater definition to his company’s corporate social responsibility (CSR) profile. Shortly after his first company-wide statement, humanitarian crisis emerges in Lebanon. Urged on by its employees from the region, including the 120 employees and company office located in Lebanon, the company reaches out to assist the international humanitarian relief effort. The case chronicles the unique position of this global company as a humanitarian partner. Agility’s assets build on its position as an emerging market multinational, and the unique assets of its employees from the regions. Leveraging those assets, Agility offers its services in partnership with the international humanitarian relief effort in Lebanon.

Pedagogical Objectives:
Discuss the design and implementation of a corporate social responsibility program for a global company.

Keywords:
Humanitarian, Corporate Social Responsibility, Disaster, Emergency, Public Private Partnership, Lebanon, Middle East, Red Cross and Red Crescent, Adec

Prizes won:
- Winner of 2010 EFMD Case Writing Competition Award, Corporate Social Responsibility Category

published: 01 Jan 1998

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

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Abstract:
This case covers Christian Blanc’s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc’s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company. He then proposes a plan that, in some respects, is tougher than the rejected plan - and puts it to the vote. Over 80% of employees support it and it serves as a springboard for the revival of the airline.

Pedagogical Objectives:
The case considers how an incoming a leader establishes credibility, wins over the employees and initiates a painful change process which was inconceivable just a few months previously. The case raises three key themes: the role and enactment of fair process, making a case for change and then implementing it; and the determinants of charismatic leadership.

Keywords:
Fair Process, Leadership, Crisis, Change, Procedural Justice, Unions, Succession, Industrial Relations

Prizes won:
- EFMD

Related:

published: 01 Dec 1999

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

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Abstract:
Alice in Wonderland (A) showed how the new Managing Director of LVV transformed a trucking company from a "fossilized" and "arthritic" minor subsidiary of a Dutch shipping group into a revitalized organization. The case looks at how her own leadership characteristics, as well as Dutch leadership styles, contributed to the development of an authentizotic culture of trust, affiliation, and meaning for employees, and how the financial situation of the company was turned around as a result. Alice in Wonderland (B) case follows Marike van Lier Lels as she takes on the position of COO of Schiphol Airport. Despite her brilliant previous career successes, her tenure there ends acrimoniously. This case series explores leadership in different contexts, and highlights the management of disappointment. NOTE: Alice in Wonderland (A) was a disguised case, but at the time of writing the (B) case, Marike van Lier Lels gave permission to use her real name.

Pedagogical Objectives:
Emma van Nijmegen(Marike van Leir Lels) is a rare example of a female top executive in a typically male dominated industry (Shipping and Transport). The (A) case aims to show how LVV's remarkable turnaround from a loss making company in 1996 to a very profitable market-focused organization was facilitated by van Nijmegen's focus on a change of culture, a change of image and a drive for open communication. The (B) case focuses on the problems that her authentizotic leadership style created within the executive team of Schiphol, and shows how she managed her disappointment when her vision could not be carried out. Teaching objectives include: - provide insight into the dynamics of female leadership and its influence on the corporate culture, - an opportunity to discuss the importance of emotional intelligence in leaders, - discussing the ways in which corporate culture is shaped and changed. - management of disappointment

Keywords:
Authentizotic Organizations, Corporate Transformation, Dutch Leadership Style, Female Top Executive, Corporate Culture

Prizes won:
- Winner of 2005 European Case Awards, Human Resource Management / Organisational Behaviour Category
- 2003 ecch Best-selling Case in Human Resource Management / Organisational Behaviour

Related:

published: 01 Jan 1992

  • Topic: Strategy
  • Industry: Consulting
  • Region: Europe

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Abstract:
Building on its existing strengths in the systems integration business, Andersen Consulting is aiming to create the business of "business integration", i.e. to help clients re-structure their companies through an integrated and coherent review of strategy, operations and information technology capabilities. The case describes the challenges being faced by Andersen in creating the new competencies required to support this business thrust, and in integrating these competencies with its existing strengths in the systems integration business.

Pedagogical Objectives:
The case addresses the question of how organizations learn; to give students an understanding of the differences between single-loop and double-loop learning and to discuss the specific mechanisms a company needs to build in order to support these different learning processes.

Keywords:
Strategy, Corporate Structure and Development, Information Technology, Management Development

Prizes won:
- Overall Winner of 1994 European Case Awards
- Winner of 1992 EFMD Case Writing Competition, Management Services Category

Related:

published: 24 May 2012

  • Topic: Economics & Finance
  • Industry: Infrastructure
  • Region: Other Regions

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Abstract:
Aquasure - a consortium formed by Macquarie, Degremont and Thiess - won the concession to finance, build, maintain and operate the A$5.72 billion Victorian Desalination plant under a public-private partnership initiative known as Partnerships Victoria. Financing took place during the period of the global financial crisis and there was a subsequent political backlash.

Pedagogical Objectives:
The structure of project finance; how risk is allocated and mitigated within the structure; the pros and cons of public-private partnerships; the discount rate as a measure of the transfer of risk; political risk in PPP.

Keywords:
Public-Private Partnership, Partnerships Victoria, Project Finance, Global Financial Crisis, Public Sector Comparator, Discount Rate, Transfer of Risk, Political Backlash, Corporate Governance, Auditing, Risk Control and Performance

Prizes won:
- Winner of 2011 EFMD Case Writing Competition, Public Sector Innovations Category

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