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Palmer-Dunford-Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition
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 Front Matter
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| 1 pp.
| Preface
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| 1. Introduction: Stories of Change
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| 22 pp.
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| 2 pp.
| Case — Nestle’s Globe Program (B): July Executive Board Meeting
Author(s): Killing, Peter
Publication Date: 01/01/2003 Revision Date: 03/17/2005
Product Type: Supplement (Field)
Publisher: IMD - International Institute for Management Development
Product Description: Supplements the (A) case. Must be used with: (IMD194) Nestle’s Globe Program (A): The Early Months.
HBS Number: IMD196
Subjects: Beverages; Change management; Food; Globalization; Implementation; Multinational corporations; Project management; Standardization; Switzerland
Academic Discipline: General management
Supplementary Materials: Teaching Note, (IMD195), 13p, by Peter Killing
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| 15 pp.
| Case — Massport (A): The Aftermath of 9/11
Author(s): Roberto, Michael A.; Ferlins, Erika M.
Publication Date: 03/29/2004 Revision Date: 06/14/2004
Product Type: Case (Field)
Product Description: Looks at the turnaround at the Massachusetts Port Authority after the 9/11 terrorist attacks. Begins with the situation during the immediate aftermath of 9/11 and then describes how the new CEO restructures the public agency to operate much more like a business organization. Teaching Purpose: To demonstrate how a CEO enhances performance during a turnaround by altering the organizational context — structure, systems, and culture. Also, to show how a CEO uses private sector methods and systems to establish accountability and control in a public agency.
HBS Number: 9-304-081
Geographic Setting: Boston, MA Industry Setting: transportation Number of Employees: 1,000 Gross Revenues: $180 million revenues
Event Year Start: 2001 Event Year End: 2004
Subjects: Business government relations; Corporate culture; Leadership; Management of change; Organizational design; Organizational structure; Public sector; Security; Transportation; Transportation services
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-304-097), 6p, by Michael A. Roberto, Erika M. Ferlins; Supplement (Field), (9-304-098), 10p, by Michael A. Roberto, Erika M. Ferlins; Supplement (Field), (9-304-099), 1p, by Michael A. Roberto, Erika M. Ferlins
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| 6 pp.
| Case — Massport (B): Change at the Top
Author(s): Roberto, Michael A.; Ferlins, Erika M.
Publication Date: 03/29/2004 Revision Date: 06/14/2004
Product Type: Supplement (Field)
Product Description: Supplements the (A) case. Must be used with: (9-304-081) Massport (A): The Aftermath of 9/11.
HBS Number: 9-304-097
Subjects: Business government relations; Corporate culture; Leadership; Management of change; Organizational design; Organizational structure; Public sector; Security; Transportation; Transportation services
Academic Discipline: Organizational behavior & leadership
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| 10 pp.
| Case — Massport (C): A Revitalized Organization
Author(s): Roberto, Michael A.; Ferlins, Erika M.
Publication Date: 03/29/2004 Revision Date: 06/14/2004
Product Type: Supplement (Field)
Product Description: Supplements the (A) case. Must be used with: (9-304-081) Massport (A): The Aftermath of 9/11.
HBS Number: 9-304-098
Subjects: Business government relations; Corporate culture; Leadership; Management of change; Organizational design; Organizational structure; Public sector; Security; Transportation; Transportation services
Academic Discipline: Organizational behavior & leadership
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| 1 pp.
| Case — Massport (D): Looking to the Future
Author(s): Roberto, Michael A.; Ferlins, Erika M.
Publication Date: 03/29/2004 Revision Date: 06/14/2004
Product Type: Supplement (Field)
Product Description: Supplements the (A) case. Must be used with: (9-304-081) Massport (A): The Aftermath of 9/11.
HBS Number: 9-304-099
Subjects: Business government relations; Corporate culture; Leadership; Management of change; Organizational design; Organizational structure; Public sector; Security; Transportation; Transportation services
Academic Discipline: Organizational behavior & leadership
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| 2. Images of Managing Change
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| 25 pp.
| Text
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| 27 pp.
| Case — Yahoo!: Business on Internet Time
Author(s): Rivkin, Jan W.; Girotto, Jay
Publication Date: 07/10/1999 Revision Date: 01/06/2000
Product Type: Case (Field)
Product Description: In the wake of major competitive moves, CEO Tim Koogle and his senior team at Yahoo!, an Internet portal, must decide whether and how to adjust their strategy. Following deals between AOL and Netscape, Excite and @Home, Infoseek and Disney, and Snap and NBS, Yahoo! faces the prospect of being the last portal without a significant partner. Students must grapple with the benefits and costs of integration in the rapidly changing world of the Internet. Teaching Purpose: Examines how a company organizes itself to formulate strategy in the midst of rapid environmental change. Reveals how external turbulence puts new pressures on a firm’s strategy, its organizational structure, and its managers. Considers how one successful company has structured itself to cope with severe environmental uncertainty. Special emphasis is given to the interactions among Yahoo!‘s functions and the effects of those interactions on firm flexibility. Also permits students to examine the structural attractiveness of the portal industry and the strength of Yahoo!'s position in the industry.
HBS Number: 9-700-013
Geographic Setting: United States Industry Setting: Internet portals Number of Employees: 900 Gross Revenues: $200 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Internet; Management of change; Online information services; Organization; Strategy formulation; Uncertainty
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-700-086), 20p, by Jan W. Rivkin, Jay Girotto; Supplement (Note), (9-602-112), 3p, by Alan MacCormack
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| 3. Why Organizations Change
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| 35 pp.
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| 6 pp.
| Case — CAPITAL COAST HEALTH LIMITED: BEING A GOOD EMPLOYER IN THE MIDST OF CHANGE (A)
Author(s): Anne Marie Francesco; Alvin Hwang
Ivey ID: 9B05M009
Publication Date: 2/21/2005 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05M09
Geographic Setting: New Zealand Industry Setting: Health Services Size: Medium Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Environmental Change; Strategy Development; Change Management; Employment Equity
Major Disciplines: General Management; International
Product Description: Capital Coast Health Limited is a public healthcare facility in central New Zealand. The new chief executive is confronted with serious internal problems and a persistent annual financial deficit that has been with the organization since its inception. Working in an uncertain and rapidly changing healthcare environment and constrained by government regulations, the chief executive officer must find a way to deliver quality care to the community and at the same time, motivate a large team of professionals who were already weary after years of change. The supplement Capital Coast Health Limited: Being a Good Employer in the Midst of Change (B), product 9B05M010 looks at one of the policies the chief executive officer must focus on.
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| 23 pp.
| Case — PETA’S KENTUCKY FRIED CRUELTY, INC. CAMPAIGN
Author(s): Seijts G; Sider M
Publication Date: 11/5/2003 Revision Date: 3/29/2004
Industry: Eating and Drinking Places
Abstract: A year and a half after calling off their campaign against fast-food giant McDonald’s, the vegan campaign coordinator of People for the Ethical Treatment of Animals (PETA), contacted Kentucky Fried Chicken (KFC) to warn them that they would be thenext target. He pointed out in his letter that while many of KFC‘s competitors had convened advisory panels to help them investigate the welfare of animals raised and slaughtered for their businesses, KFC appeared completely uninterested in theissue. PETA would rather not engage KFC in a campaign, but if the company refused to put together an animal welfare panel and to begin to look into the issue of how to raise and slaughter their chickens more humanely, all the leaflets, actionalerts, posters, billboards, T-shirts and press releases PETA was now preparing would be dedicated to KFC and its cruel treatment of chickens. In January 2003, PETA, fed up with what it saw as KFC's lack of open communication, public misinformation,and outright stonewalling on change, announced a campaign against the company to the media in a news event replete with bloody descriptions of the cruelties of KFC's animal factories. Now it was time for Kentucky Fried Chicken to respond.
Ivey Number: 9B03C045
Geographic Location: United States Company Size: Large organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management
Subjects: Management Communication; Crisis and Change; Business and Society; Ethical Issues
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| 23 pp.
| Case — The Transformation of BP
Rogan, Michelle; Gratton, Lynda; Ghoshal, Sumantra
The case describes how BP fundamentally transformed its operations through changes in the company’s organizational structure, management processes and leadership philosophy. The case concludes with a brief description of the reorganization of 2001 and the challenges facing the company as it prepares to move beyond “Act 1” of the transformation process — which has created the architecture of an empowered learning organization -- to the next phase which entails fully exploiting the power of this organization to achieve outstanding business performance.
Publication Date: 2004
Geographic Setting: United Kingdom Industry Setting: Petroleum
Event Year Start: 1992 Event Year End: 2001
Courses: Business Policy; International Course Sequence: Implementation
Subjects: Implementation; Organizational Change
Supplementary Material: Teaching Note; Video
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| 4. What Changes in Organizations
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| 35 pp.
| Text
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| 7 pp.
| Case — IREKA CONSTRUCTION BERHAD: A CHINESE FAMILY BUSINESS GOES PUBLIC
Author(s): Anne Marie Francesco
Ivey ID: 9B05M005
Publication Date: 1/31/2005 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05M05
Geographic Setting: Malaysia Industry Setting: Construction other than Building Size: Medium Year of Event: 1997 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Change Management; Strategic Change; Environmental Change
Major Disciplines: Entrepreneurship; General Management; International
Product Description: Ireka Construction Berhad is a small Chinese family business in Malaysia founded in 1967. The company’s primary business was earthmoving for the mining industry, factory sites and housing lots, and has expanded its business into civil and structural engineering projects, building and construction, and hotel and property development. In 1992 it became a public company. This case illustrates the process of going from a private to a public company and discusses change management processes.
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| 12 pp.
| Case — Cultural Change at Nissan Motors
Author(s): Kotter, John P.; Rothbard, Nancy
Publication Date: 02/19/1991 Revision Date: 07/28/1993
Product Type: Case (Field)
Product Description: Depicts the reformation of Nissan Motor Co.’s corporate culture and the company‘s subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the organization. Despite the difficulty of effecting widespread change in such a large organization, Nissan's managers and employees got behind this effort. By 1990, there was a discernable difference in Nissan's image and product. The infamous “econo-boxes” of the early 1980s had been replaced by sleek new models like the Silva (240sx). This case explores many of the changes which took place throughout the organization to make such cultural change possible and effective, from the top management level, to the design department, to the assembly line. Also examines the difficulty and time needed to make lasting change in an organization.
HBS Number: 9-491-079
Geographic Setting: Japan Industry Setting: Automotive industry Company Size: large Number of Employees: 129,546
Event Year Start: 1985 Event Year End: 1990
Subjects: Automobiles; Corporate culture; Leadership; Managerial behavior; Organizational behavior; Organizational change
Academic Discipline: Organizational behavior & leadership
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| 14 pp.
| Case — DELOITTE & TOUCHE: INTEGRATING ARTHUR ANDERSEN
Author(s): Seijts G; Mark K
Description: In 2002, approximately 1,000 Arthur Andersen employees joined Deloitte & Touche, effectively creating the largest professional services organization in Canada. The combined entity employed 6,600 people and represented annual billings of over $1billion.A co-chair for the national integration team was faced with a huge challenge: to develop a company-wide plan to create support materials to aid the Deloitte staff in integrating the Andersen staff in the organization. The integration process wasmonitored through a monthly survey and would be used by the team to benchmark unit to unit over time, and to take remedial action at specific stages if the integration goals were not attained.The most recent survey indicated that Deloitte employees felt that in the company’s haste to finalize the deal with Andersen, it was forgetting about its own employees. Some within the Deloitte organization did not understand the amount of attentiongiven to Andersen employees, whom they viewed as "damaged goods." The co-chair and integration team must determine the best way to deal with the feedback and the cultural differences that are surfacing.
Ivey Number: 9B04C004
Publication Date: 1/16/2004
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2002
Subjects: Change Management; Corporate Culture; Mergers & Acquisitions; Employee Attitude
Level of Difficulty: Undergraduate/MBA
Functional Area: Human Resource Management
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| 5. Diagnosis for Change
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| 38 pp.
| Text
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| 6. Resistance to Change
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| 32 pp.
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| 24 pp.
| Case — Triangle Community Foundation
Author(s): Dees, J. Gregory; Anderson, Beth
Publication Date: 05/01/2001 Revision Date: 06/25/2001
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In February 2000, Triangle Community Foundation (TCF) director of Philanthropic Services Tony Pipa presented the foundation’s new mission statement and its internal ramifications to the staff. It had been over two years since TCF‘s board had mandated that donors, not nonprofit organizations, were the foundation's primary customers. Executive Director Shannon St. John, Pipa, and other members of the management team had met for months and wrestled with fundamental questions around the definition of philanthropy, how to achieve meaningful, long-term impact, and the foundation's role in the communities it served. They were excited about the progress they had made but knew that many questions still remained, and they expected some resistance to their proposals. Much of the staff had come to TCF from nonprofit, community-based organizations and spent much of their time working with the nonprofit sector. They were not sure what this new focus on donors as customers meant for their work, nor were they comfortable with not considering the nonprofit community their customers.
HBS Number: SI09
Geographic Setting: Research Triangle Park, NCIndustry Setting: philanthropyNumber of Employees: 12Gross Revenues: $19 million revenues
Event Year Start: 1999Event Year End: 2000
Subjects: Employee morale; Fund raising; Management of change; Mission statements; Nonprofit sector; Philanthropy; Strategy formulation; Strategy implementation; Vision
Academic Discipline: General management
Supplementary Materials: Teaching Note, (SI09T), 8p, by J. Gregory Dees, Beth Anderson
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| 23 pp.
| Case — Taking Charge at Dogus Holding (A)
Author(s): Khurana, Rakesh; Carioggia, Gina M.; Johns
Publication Date: 11/30/2001 Revision Date: 04/02/2002
Product Type: Case (Field)
Product Description: Describes 37-year-old Ferit Sahenk’s challenges in taking over his father‘s traditionally managed $14 billion Turkish conglomerate in a period of economic instability. Leading the large holding company into the 21st century will require the establishment of a more institutionalized structure as opposed to the highly personal style of Ferit's father as he grew the company over the past 50 years. Addresses issues of how to establish credibility as the company's new leader, how to motivate his board members to participate more in the company decisions, how to manage in a period of increasing international competition and Turkey's political and financial instability, and the complexities of succession in family-owned businesses.
HBS Number: 9-402-009
Geographic Setting: Turkey Industry Setting: conglomerate Number of Employees: 20,000 Gross Revenues: $5.7 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Family owned businesses; Leadership; Management of change; Organizational behavior; Succession planning
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-402-046), 1p, by Rakesh Khurana, Gina M. Carioggia
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| Case — Taking Charge at Dogus Holding (B)
Author(s): Khurana, Rakesh; Carioggia, Gina M.
Publication Date: 03/25/2002
Product Type: Supplement (Field)
Product Description: Supplements the (A) case. Must be used with: (9-402-009) Taking Charge at Dogus Holding (A).
HBS Number: 9-402-046
Subjects: Family owned businesses; Leadership; Management of change; Organizational behavior; Succession planning
Academic Discipline: Organizational behavior & leadership
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| 14 pp.
| Case — Donna Dubinsky and Apple Computer, Inc. (A)
Author(s): Jick, Todd D.; Gentile, Mary
Publication Date: 02/21/1986 Revision Date: 12/11/1995
Product Type: Case (Field)
Product Description: Describes a major conflict within Apple Computer in 1985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubinsky. Dubinsky believed, however, that this process would be practically and financially unworkable. Presents her defensive and unsuccessful conflict management, culminating in her threatened resignation. May be used with Debi Coleman and Apple Computer, Inc.
HBS Number: 9-486-083
Geographic Setting: California Industry Setting: computers
Company Size: Fortune 500
Event Year Start: 1985 Event Year End: 1985
Subjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence; Silicon Valley
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-486-084), 3p, by Todd D. Jick, Mary Gentile; Supplement (Field), (9-486-085), 1p, by Todd D. Jick, Mary Gentile; Supplement (Field), (9-487-077), 2p, by Todd D. Jick, Mary Gentile; Supplement (Field), (9-486-087), 4p, by Todd D. Jick; Teaching Note, (5-491-055), 8p, by Todd D. Jick; Case Video, (9-887-521), 18 min, by Todd D. Jick, Mary Gentile; Case Video, (9-499-503), 20 min, by Herminia Ibarra, Naomi Atkins
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| 7. Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-M
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| 28 pp.
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| 29 pp.
| Case — The New England Patriots: Making the Team
Author(s): Beaulieu, Nancy Dean; Zimmerman, Aaron M.G.
Publication Date: 04/05/2005 Revision Date: 05/17/2005
Product Type: Case (Library)
Product Description: Examines the organizational strategy of a professional football team that contributed to the team’s sustained success. Considers several aspects of the team‘s “blueprint” with respect to players: recruitment, retention, task structure, training, culture, and compensation. Presents opportunities to explore: the potential complementarities between multiple human resources systems, the role of intrinsic motivation and extrinsic incentives, whether star players are incompatible with well-functioning teams, and the establishment and maintenance of a culture that reinforces goal alignment.
HBS Number: 9-905-011
Event Year Start: 2004 Event Year End: 2004
Subjects: Compensation; Corporate culture; Human resources management; Incentives; Recruitment; Sports; Teams
Academic Discipline: Human resources management
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| 19 pp.
| Case — SMA: Micro-Electronic Products Division (A)
Author(s): Beer, Michael; Tushman, Michael L.
Publication Date: 05/10/2000 Revision Date: 12/15/2005
Product Type: Case (Field)
Product Description: The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by change in organization and management. A rewritten version of an earlier case. May be used with: (9-400-085) SMA: Micro-Electronic Products Division (B).
HBS Number: 9-400-084
Geographic Setting: Switzerland Industry Setting: Electronics industry Number of Employees: 1,200
Event Year Start: 1990 Event Year End: 1990
Subjects: Business conditions; Change management; Electronics; Employee morale; Implementation; Organizational behavior; Organizational design; Organizational development
Academic Discipline: Human resources management
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| 15 pp.
| Case — SMA: Micro-Electronic Products Division (B)
Author(s): Beer, Michael; Tushman, Michael L.
Publication Date: 05/10/2000 Revision Date: 11/14/2005
Product Type: Case (Field)
Product Description: Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division’s problems. A rewritten version of an earlier case. May be used with: (9-400-084) SMA: Micro-Electronic Products Division (A).
HBS Number: 9-400-085
Geographic Setting: Switzerland Industry Setting: Electronics industry Number of Employees: 1,200
Event Year Start: 1999 Event Year End: 1999
Subjects: Business conditions; Change management; Electronics; Employee morale; Implementation; Organizational behavior; Organizational design; Organizational development
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-400-086), 5p, by Michael Beer, Michael L. Tushman
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| 22 pp.
| Case — Avon Products (A)
Author(s): Paine, Lynn Sharp; Rogers, Gregory C.
Publication Date: 10/23/2000 Revision Date: 07/27/2001
Product Type: Case (Field)
Product Description: The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first women in Mexico to attain this level of responsibility. Lezama’s all-male executive team has doubts about the candidate‘s readiness but Lezama is also cognizant of Avon's global vision which calls for the advancement of women at all levels of the organization. Earlier in the year, the Avon Mexico organization had completed an exercise called "appreciative inquiry" aimed at enhancing gender relations in the workforce. Teaching Purpose: To examine the cultural aspects of managing in the Mexican environment and to illustrate the use of "appreciative inquiry" as part of a cultural change process. May be used with: (9-301-060) Avon Products (B).
HBS Number: 9-301-059
Geographic Setting: New York, NYIndustry Setting: beauty productsNumber of Employees: 33,900Gross Revenues: $5 billion revenues
Event Year Start: 1992Event Year End: 1998
Subjects: Corporate culture; Cosmetics; Cross cultural relations; Diversity; Globalization; Mexico; Sex discrimination; Women
Academic Discipline: General management
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| 31 pp.
| Case — Sony Europa (A)
Author(s): Kashani, Kamran; Kassarjian, John B.M.
Publication Date: 01/01/1998 Revision Date: 12/27/2002
Product Type: Case (Field)
Publisher: IMD - International Institute for Management Development
HBS Number: IMD057
Subjects: Centralization; Change management; Marketing organization; Organizational change; Reorganization; Restructuring
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (IMD060), 28p, by Kamran Kashani, John B.M. Kassarjian, Janet Shaner
Product Description: In 1994, Sony’s European operation moved to centralize its organization to improve operating efficiencies, implement pan-European marketing, and develop a unified position vis-a-vis Sony headquarters in Japan. In this transition, the powerful local country organizations lost much of their autonomy in key decision areas. Informally referred to as Big Bang, the radical organizational change ran into trouble almost from the beginning. This case provides the background to the organizational change, including important market forces that are reshaping the consumer electronics market in Europe. A 1999 EFMD award winner. Learning Objective: To illustrate the management challenges involved in moving from a decentralized country management structure to a pan-regional centralized organization as well as to raise issues about the management of radical change. To discuss global marketing, marketing implementation, and change management.
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| 8 pp.
| Case — Peter Browning and Continental White Cap (A)
Author(s): Jick, Todd D.; Gentile, Mary
Publication Date: 03/12/1986 Revision Date: 07/24/2000
Product Type: Case (Field)
Product Description: Presents a new divisional vice president’s entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that the crisis is real and to make changes in the organization‘s family culture and practice, in order to better position them to face the onslaught of price wars and new technology. Concludes with several complex choices facing the new vice president as he considers whether or not to replace some key but problematic senior managers, and what strategy to adopt in his relations with the retired but still visible descendant of the firm's founder.
HBS Number: 9-486-090
Geographic Setting: Illinois Industry Setting: bottle caps
Event Year Start: 1984 Event Year End: 1984
Subjects: Corporate culture; Human resources management; Management of change; Management of crises; Management styles; Manufacturing
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-486-091), 3p, by Todd D. Jick, Mary Gentile; Supplement (Field), (9-486-092), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (5-491-110), 9p, by Todd D. Jick; Case Video, (9-887-502), 17 min, by Todd D. Jick, Mary Gentile
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| Case — Peter Browning and Continental White Cap (B)
Author(s): Jick, Todd D.; Gentile, Mary
Publication Date: 03/12/1986 Revision Date: 10/15/1990
Product Type: Supplement (Field)
Product Description: Describes the new divisional vice president’s decisions and strategies in his first full year of management there. His influence style and tactics are demonstrated. Must be used with: (9-486-090) Peter Browning and Continental White Cap (A).
HBS Number: 9-486-091
Subjects: Corporate culture; Human resources management; Management of change; Management of crises; Management styles; Manufacturing
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-491-110), 9p, by Todd D. Jick; Case Video, (9-887-502), 17 min, by Todd D. Jick, Mary Gentile
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| 8. Implementing Change: Change Management, Contingency, and Processual Approaches
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| 29 pp.
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| 9. Linking Vision and Change
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| 41 pp.
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| 10 pp.
| Case — Pastor Karl at the Whitney Avenue Congregational Church
Author(s): David O’Connell, St. Ambrose University
Publication Date: Spring 2005
Industry Setting: Religious organization
Description: This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is expected to help foster growth, but as he has learned, some organization members fear that he may want to change more than they would like to see changed. Karl must decide how to conduct himself at the next church council meeting. He also must decide on an approach to effect positive change in the organization.
Courses: Organizational Behavior; Principles of Management
Subjects: Organizational culture
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| 14 pp.
| Case — Boman Communications
Author(s): John S. Haywood-Farmer; Erika Lundholm
Publication Date: 8/30/2006 Revision Date: 4/2/2007
Product Type: Case
Ivey ID: 9B06D016
Geographic Setting: Sweden Industry Setting: Business Services Size: Small
Year of Event: 2005 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Marketing communication; Management of technology; Technology; Personnel management; Management of change; Corporate strategy; Advertising
Major Disciplines: International; Production and Operations Management
Product Description: The owner and founder of Boman Communications, was proud of the company’s business concept which utilized technology to allow flexibility and efficiency in the production of marketing materials. However, despite this strategic advantage, the company had been unable to attract more than one large client. More importantly, recent events had led the owner to believe that many of his own employees did not understand the company‘s business concept. If they did not understand the company's business concept, how could they sell it to customers? Bowman knew he had to address these issues soon but was unsure how to do so.
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| 20 pp.
| Case — Circus Oz
Author(s): Phills, James; Stockton, Hilary
Publication Date: 08/20/2006
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: SI69A
Geographic Setting: Australia Industry Setting: Entertainment industry; Performing arts
Subjects: Change management; Compensation; Competitive advantage; Human resources management; Management philosophy; Organizational environment; Strategy
Academic Discipline: Organizational behavior & leadership
Product Description: Circus Oz was Australia’s premier international circus, having performed in 26 countries on five continents. In early 2002, Circus Oz enjoyed its strongest financial position since its founding in 1977, making a profit and sitting on a surplus of AUD$1,169,313. Although in recent years the company had increased the percentage of revenue generated from the box office, more than 60% of its funding still came from the Australia Council, its largest government sponsor. Linda Mickleborough, general manager of Circus Oz, was pondering how to respond to a recent offer by the Australia Council to fund a new position, director of development, at Circus Oz. The Australia Council was strongly encouraging the circus to hire development professionals to expand its funding from corporate donors. As an enticement, the council offered to underwrite the cost of the position for two years. Mickleborough had found the ideal candidate. The decision, however, was still a difficult one. Circus Oz had relatively flat salaries, reflecting deeply held egalitarian and democratic values. These values were central to the company‘s creative process, culture, and aesthetic. The suggested salary of the development director position was more than two times the highest salary currently paid to any employee at Circus Oz. Such a large salary disparity might wreak havoc on the company's morale and culture.
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| 8 pp.
| Article — Are the Strategic Stars Aligned for Your Corporate Brand?
Author(s): Hatch, Mary Jo; Schultz, Majken
Publication Date: 02/01/2001
Product Type: Harvard Business Review Article
Product Description: In recent years, companies have increasingly seen the benefits of creating a corporate brand. Rather than spend marketing dollars on branding individual products, giants like Disney and Microsoft promote a single umbrella image that casts one glow over all their products. A company must align three interdependent elements—call them strategic stars--to create a strong corporate brand: vision, culture, and image. Aligning the stars takes concentrated managerial skill and will, the authors say, because each element is driven by a different constituency: management, employees, or stakeholders. To effectively build a corporate brand, executives must identify where their strategic stars fall out of line. The authors offer a series of diagnostic questions designed to reveal misalignments in corporate vision, culture, and image. The first set of questions looks for gaps between vision and culture; for example, when management establishes a vision that is too ambitious for the organization to implement. The second set addresses culture and image, uncovering possible gaps between the attitudes of employees and the perceptions of the outside world. The last set of questions explores the vision-image gap--is management taking the company in a direction that its stakeholders support? The authors discuss the benefits of a corporate brand, but they also point to cases in which a corporate brand doesn’t make sense.
HBS Number: R0102K
Subjects: Brand equity; Brands; Corporate branding; Corporate culture; Marketing strategy; Vision
Academic Discipline: Marketing
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| 26 pp.
| Case — Nokia and MIT’s Project Oxygen
Author(s): Henderson, Rebecca; Confrey, Nancy
Publication Date: 04/21/2003 Revision Date: 11/03/2003
Product Type: Case (Library)
Product Description: Pending developments in wireless networking and in embedded computing present a long-range strategic challenge to Nokia, Inc. This case outlines the ways in which technology is likely to develop in the next 20 years, briefly describes Nokia’s history and strategic positioning, and challenges the reader to develop a coherent strategy for Nokia going forward. Teaching Purpose: To give students practice in developing strategy for a high-technology company in an exceedingly complex industry.
HBS Number: 9-703-450
Geographic Setting: Finland Industry Setting: telecommunications Number of Employees: 52,000 Gross Revenues: $30.8 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Careers & career planning; Corporate strategy; General management; Human relations; Innovation; Networking; Power & influence; Strategic planning; Technology; Telecommunications; Telecommunications industry
Academic Discipline: Competitive strategy
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| 14 pp.
| Case — Bob Galvin and Motorola, Inc. (A)
Jick, Todd D.; Gentile, Mary
Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The challenge is somewhat ambiguous, however, and the reaction is mixed. May be used with: (9-487-064) Bob Galvin and Motorola, Inc. (C).
HBS Number: 9-487-062 Type: Case (Field)
Publication Date: 4/9/1987 Revision Date: 3/27/1989
Geographic Setting: Chicago, IL and Phoenix, AZ Industry Setting: telecommunications
Company Size: Fortune 500
Event Year Start: 1983 Event Year End: 1986
Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications
Supplementary Materials: Supplement (Field), (9-487-063), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (5-491-100), 7p, by Todd D. Jick
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| 18 pp.
| Case — Charlotte Beers at Ogilvy & Mather Worldwide (A)
Author(s): Ibarra, Herminia; Sackley, Nicole
Publication Date: 01/26/1995 Revision Date: 10/12/1999
Product Type: Case (Field)
HBS Number: 9-495-031
Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues
Event Year Start: 1992 Event Year End: 1993
Subjects: Advertising; Leadership; Multinational corporations; Organizational change
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-495-032), 2p, by Herminia Ibarra, Nicole Sackley; Case Video, (9-497-501), 6 min, by Herminia Ibarra, Nicole Sackley; Case Video, DVD, (9-497-500), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note, (5-495-033), 16p, by Herminia Ibarra, Nicole Sackley
Product Description: Examines Beer’s actions on assuming leadership of Ogilvy & Mather Worldwide, the world‘s sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (95204) Leading Change: Why Transformation Efforts Fail; (R0111F) What Leaders Really Do (HBR Classic).
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| 10. Strategies for Communicating Change
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| 31 pp.
| Text
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| 23 pp.
| Case — PSI India — Will Balbir Pasha Help Fight AIDS? (A)
Author(s): Ofek, Elie; Wickersham, Peter
Publication Date: 09/24/2006 Revision Date: 08/06/2007
Product Type: Case (Field)
HBS Number: 9-507-032
Geographic Setting: India Industry Setting: Nonprofit
Event Year Start: 2002 Event Year End: 2003
Subjects: Advertising strategy; AIDS; Communication strategy; Consumer behavior; Media relations; Social learning
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (9-507-058), 6p, by Elie Ofek
Product Description: In 2002, Population Services International (PSI) was committed to curbing the growing HIV/AIDS epidemic in India. Sanjay Chaganti, program director of HIV/AIDS at PSI India, has to decide on the best communication strategy to achieve this goal. Up to this date most efforts consisted of on-the-ground efforts by PSI personnel, but Chaganti was considering shifting a significant portion of funds to a provocative mass media advertising campaign. The campaign would feature a fictional character — Balbir Pasha. At one extreme the campaign would impact that target population and lift barriers to safe sex practices. At the other extreme the campaign could be controversial, ineffective, and squander precious resources.
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| 15 pp.
| Case — Redesigning Nissan (A): Carlos Ghosn Takes Charge
Author(s): Hughes, Kathryn; Barsoux, Jean-Louis; Manzoni, Jean-François
Publication Date: 03/2003
INSEAD ID: 03-03-5095
Subjects: Auto industry
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| 11. Skills for Communicating Change
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| 31 pp.
| Text
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| 6 pp.
| Case — Anita Jairam at Metropole Services
Author(s): Allison Konrad; Ken Mark
Publication Date: 2006
Ivey ID: 9B06C003
Subjects: Human resources management; Communication; Leadership; Personnel management
Product Description: The senior project manager at Metropole Services is getting the sense that her business relationship with her software development group is taking a turn for the worse. According to her, she was their project manager and it seemed strange that her team members — all subordinates, were excluding her from an important client meeting. She must figure out what the issue is, and if something truly is wrong, and take the appropriate steps to correct it immediately.
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| 14 pp.
| Case — BRISTOL-MYERS SQUIBB COMPANY — MANAGING SHAREHOLDERS’ EXPECTATIONS
Author(s): Bryant MJ; Narula T
Publication Date: 10/13/2005
Product Type: Case
Ivey ID: 9B05B008
Geographic Setting: United States Industry Setting: Chemicals and Allied Products Size: Large organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: Ethical Issues; Communications; Accounting - Transactions; Revenue Recognition
Functional Area: Accounting
Product Description: A senior accountant at Bristol-Myers Squibb has to assess the appropriateness of revenue recognition as the company has dramatically altered its relationships with its channel customers. The decision maker has to determine not only appropriatenessbut the right approach to deal with senior management on the issue.
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| 7 pp.
| Case — Nestle’s Globe Program (A): The Early Months
Author(s): Killing, Peter
Publication Date: 01/01/2003 Revision Date: 03/17/2005
Product Type: Case (Field)
Publisher: IMD - International Institute for Management Development
Product Description: Chris Johnson has been given the task of initiating and managing the world’s largest SAP rollout. The scope is global, the time frame for completion is five years, and the cost is estimated at 3 billion Swiss francs. Johnson has to move to Switzerland to start building an organization and get Nestle ready for a new way of managing the business. Documents his first months in his new job and lays out the early challenges.
HBS Number: IMD194
Event Year Start: 2000Event Year End: 2000
Subjects: Beverages; Business processes; Change management; Food; Globalization; Implementation; Multinational corporations; Project management; Standardization; Switzerland
Academic Discipline: General management
Supplementary Materials: Supplement (Field), (IMD196), 2p, by Peter Killing; Supplement (Field), (IMD197), 4p, by Peter Killing; Teaching Note, (IMD195), 13p, by Peter Killing
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| 2 pp.
| Case — Nestle’s Globe Program (B): July Executive Board Meeting
Author(s): Killing, Peter
Publication Date: 01/01/2003 Revision Date: 03/17/2005
Product Type: Supplement (Field)
Publisher: IMD - International Institute for Management Development
Product Description: Supplements the (A) case. Must be used with: (IMD194) Nestle’s Globe Program (A): The Early Months.
HBS Number: IMD196
Subjects: Beverages; Change management; Food; Globalization; Implementation; Multinational corporations; Project management; Standardization; Switzerland
Academic Discipline: General management
Supplementary Materials: Teaching Note, (IMD195), 13p, by Peter Killing
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| 4 pp.
| Case — Nestle’s Globe Program (C): “Globe Day”
Author(s): Killing, Peter
Publication Date: 01/01/2003 Revision Date: 03/17/2005
Product Type: Supplement (Field)
Publisher: IMD - International Institute for Management Development
Product Description: Supplements the (A) case. Must be used with: (IMD194) Nestle’s Globe Program (A): The Early Months.
HBS Number: IMD197
Subjects: Beverages; Change management; Food; Globalization; Implementation; Multinational corporations; Project management; Standardization; Switzerland
Academic Discipline: General management
Supplementary Materials: Teaching Note, (IMD195), 13p, by Peter Killing
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| 12. Sustaining Change
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| 29 pp.
| Text
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| 24 pp.
| Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
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| 42 pp.
| Case — Citigroup 2003: Testing the Limits of Convergence (A)
Author(s): Applegate, Lynda M.
Publication Date: 01/13/2004 Revision Date: 06/04/2004
Product Type: Case (Library)
Product Description: Examines Citigroup’s strategic transition and highlights issues that its newly announced CEO Charles Prince will face as he assumes leadership of this global financial corporation upon the retirement of its charismatic CEO, Sandy Weill. Teaching Purpose: To illustrate the process of building businesses and evolving business models.
HBS Number: 9-804-041
Geographic Setting: Global Industry Setting: financial services Number of Employees: 260,000 Gross Revenues: $75.8 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Business models; Electronic commerce; Entrepreneurship; Financial services; Growth strategy; Leadership; New economy; Organizational behavior
Academic Discipline: Competitive strategy
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| 23 pp.
| Case — New HP: The Clean Room and Beyond
Author(s): Kind, Liz; Perlow, Leslie A.
Publication Date: 02/22/2004
Product Type: Case (Field)
Product Description: When the $19 billion merger of Silicon Valley legend Hewlett-Packard and Houston-based PC giant Compaq Computer Corp. legally closed on May 3, 2002, both companies had already devoted an immense amount of time to preparing for the challenges that lay ahead. Chief among these challenges was avoiding the culture clashes that often accompany large mergers. This issue was particularly relevant given the very different cultures of HP and Compaq. Provides an inside view of the integration planning process undertaken to create "The New HP," highlighting the work of the integration office, known as "the clean room," and the human resources team of HP vice-president Jackie Kane. Also describes the dilemma facing one division manager, Rich Marcello, who struggled with the implications of a clean room decision. Teaching Purpose: To explore the process of post-merger integration; to provide insight into how managers can create a context in which conflicts are effectively dealt with and how employees can recognize and deal with their differences.
HBS Number: 9-404-064
Geographic Setting: Palo Alto, CA Industry Setting: high tech Number of Employees: 140,000 Gross Revenues: $72 billion revenues
Event Year Start: 2001 Event Year End: 2002
Subjects: California Research Center; Corporate culture; Leadership; Mergers; Organizational change; Organizational problems; Power & influence
Academic Discipline: Organizational behavior & leadership
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| Back Matter
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| 29 pp.
| Index
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