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Leadership & Organisations

by Publication Date
published: 01 Jan 1994

  • Topic: Leadership & Organisations
  • Region: Europe

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Abstract:
Please refer to part A for the abstract.

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published: 01 Jan 1994

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

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Abstract:
Describes the rise and fall of Roberto Calvi and his responsibility for the greatest banking disaster in post-war European history. It traces the steps, which led to the disaster, and the role Roberto Calvi played in it.

Pedagogical Objectives:
To explore the relationship between individual and organ-isational psychopathology.

published: 01 Jan 1994

  • Topic: Leadership & Organisations
  • Industry: Shoes
  • Region: North America

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Abstract:
Describes the problems encountered by a new executive entering a highly politicised organisation. It shows the rise and fall of a family firm, where irrational processes have swayed rational decision-making practices.

Pedagogical Objectives:
To help identify the effects of psychodynamic processes in an organisation To show the vicissitudes of succession in a family firm and the effects of lack of leadership on the corporate culture

published: 01 Oct 1993

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

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Abstract:
This case describes Alcatel Bell's efforts from 1989-92 to change its culture and its approach to business. The case revolves around the CEO's mandate for all 1200 Bell managers to develop and implement a "change project". These projects were intended to accelerate change at Bell and provide a vehicle for learning. Bell's ultimate goal was to become a "learning organization".

Pedagogical Objectives:
To examine and evaluate how to manage and lead culture change To evaluate a specific technique: "change projects" as a means To discuss the meaning and validity of the concept of a learning organization

published: 12 Jan 1993

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

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Abstract:
This case documents a major restructuring of Daimler-Benz's holding organization in 1993. It considers the rationale for the change, the introduction of the changes, and an initial evaluation. The goal was to debureaucratize the Holding so as to be able to respond more quickly to the demands of the business units.

Pedagogical Objectives:
This case provides students with an inside look of how a large industrial giant is attempting "to learn to dance". The ambitions of the restructuring were extensive, as were the difficulties initially in implementing the change. Instructors can discuss the challenge of cultural and structural changes as well as some of the technologies for overcoming resistance.

published: 01 Jan 1993

  • Topic: Leadership & Organisations
  • Industry: Professional Services/Legal
  • Region: Global

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Abstract:
This case documents two critical changes in a major law firm: the merger of two law firms into one and the globalisation of the merged firm. The merger was generally viewed as successful and the integration process is described. The second goal of globalisation is steadily proceeding but represents a larger cultural and strategic challenge.

Pedagogical Objectives:
This case allows an instructor to discuss how the changes in many professional service firms are reflected in this one law firm. Globalisation has forced firms to grow through merger, but then they must tackle the real difficulties of being both global and local. This is especially true in the legal profession.

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published: 01 Jan 1993

  • Topic: Leadership & Organisations
  • Industry: Professional Services/Legal
  • Region: Europe

Show details ...

Abstract:
Please refer to part A for the abstract.

Related:

published: 01 Jan 1993

  • Topic: Leadership & Organisations
  • Industry: Aircraft
  • Region: Africa

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Abstract:
Describes a process of contract negotiation during which the negotiators have to come to terms with different ways of operating because of cultural differences.

Pedagogical Objectives:
To consider how insufficient understanding of local culture affects business negotiations.

published: 01 Jan 1993

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

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Abstract:
This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well. The (A) case ends with proposal for further change and the (B) case outlines those chosen.

Pedagogical Objectives:
The case shows how the need for change has even affected the utilities industries; to help identify the tools and techniques for "waking up" an organization; to discuss how to handle resistance to change; to identify characteristics of effective leaders of change.

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published: 01 Jan 1993

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

Show details ...

Abstract:
This case describes a series of organizational and performance improvements in EDF's largest distribution center. The case details the history of EDF, the growing need for change, and an example of how reforms were instituted in one of its key units. Resistance and difficulties in managing the change are detailed as well. The (A) case ends with proposal for further change and the (B) case outlines those chosen.

Pedagogical Objectives:
The case shows how the need for change has even affected the utilities industries; to help identify the tools and techniques for "waking up" an organization; to discuss how to handle resistance to change; to identify characteristics of effective leaders of change.

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