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    Stanford Graduate School of Business (USA)

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    1. Willow Creek Community Church: What Really Make a Difference

      Meehan, B; Drabkin, D
      Case SGSB-SM198-E
      Strategy
      Willow Creek Community Church, located outside of Chicago, IL, was one of the best attended and most influential churches in the United States. It was devoted to attracting seekers, people who were otherwise ?unchurched,? and helping them along a journey towards conversion and spiritual maturity. Greg Hawkins, executive pastor, wondered, of all the things that the Church did, what really made a difference? If a generous donor gave Willow $100,...

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    2. DKSH in 2011

      Burgelman, R; , Ludescher, M
      Case SGSB-SM204-E
      Strategy
      The case describes the history and transformation of DKSH, a privately-held global trading company headquartered in Zurich, Switzerland, that has been doing business in the Far East for some 150 years. The case focuses on the efforts of CEO Joerg Wolle since 1999 to bring together several independent family-owned Swiss-based trading houses under one corporate roof and to transform successful but steady old-fashioned trading houses into a new type...

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    3. Waste Management's Organic Growth Group

      Burgelman, R; Siegel, R; Uribe, T
      Case SGSB-SM210-E
      Strategy
      It was 2005 and David Steiner, CEO of Waste Management (WM), had just received a report from an internal advisory panel created some months before to assess the future of the waste management industry and propose how the company?s strategy should be adapted. The core of this report was the recommendation to create a special unit within the company, chartered with the central purpose of identifying ways to extract value from waste through new and ...

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    4. SAP and Cloud Computing in 2012 and Beyond

      Burgelman R; Rolland JB
      Case SGSB-SM214-E
      Strategy
      The objective of the case is for students recognize three established key concepts and a fourth that is open for debate: (1) Strategic inflexion point, or event that results in a significant change in the progress of a company, industry, or sector situation. An inflection point can be considered a turning point after a dramatic change, yielding either positive or negative results. Companies, industries, sectors, and economies are dynamic and co...

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    5. SK Planet in 2013: A Korean Giant's Big Bet on the U.S. Market

      Burgelman, R; Chung, S, C; Nathanson, J; Lee, Won-yoh
      Case SGSB-SM222-E
      Strategy
      The case details the strategic decisions that SK Planet, a leader in web and mobile services in its home country of Korea, needed to make regarding the best way to carry out an aggressive global expansion?most importantly into the United States. The $1 billion company had a war chest of $600 million in cash, which allowed company leadership to consider three strategic options for evaluation: 1) Port or rebrand SK Planet?s top-ranked Korean servic...

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    6. SAP Desing Thinking Part B

      Shiv, B; Saucedo, M
      Case SGSB-SM250B-E
      Strategy
      The SAP Design Thinking case follows the path of Sam Yen, Chief Design Officer at SAP, on his quest to infuse design thinking into the SAP organization. Through a series of programs and events, Yen discovered that while employees of the multinational conglomerate expressed interest in leveraging design thinking in their work, they never seemed to follow through with it. Yen and his design team experimented with a plethora of tactics?ranging from ...

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    7. The "New" SFMoMA: Meaning More to More People

      Goldberg, A; Ittelson, M; Melvin, S
      Case SGSB-SM258-E
      Strategy
      In the spring of 2016, the San Francisco Museum of Modern Art, or SFMOMA, opened its doors for a series of celebrations following a three-year closure. The museum had much to rejoice: a $305 million renovation that included a spectacular new ten-story addition that almost tripled gallery space; the 100-year loan of the renowned 1,100-work Doris and Donald Fisher Collection of postwar and contemporary art; the success of the ?Campaign for Art,? w...

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    8. The Joffrey Ballet

      Goldberg, A; Ittleton, M; Riopelle, K; Hoyt, D
      Case SGSB-SM259-E
      Strategy
      The Joffrey Ballet is a landmark Chicago nonprofit performing arts organization that helped shape the landscape of American ballet. In 2016, the Joffrey was at a point of transformation after a period of financial crisis and artistic decline. It had successfully raised $4 million for the widely anticipated new production of the Nutcracker. With annual revenues at around $20 million, this production represented a significant investment, and the or...

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    9. Xiamoni's Globalization Strategy and Challenges

      Burgelman, R; Gang, Zhang, Yanting, Fuo; Schifrin, D
      Case SGSB-SM262-E
      Strategy
      Xiaomi, the Chinese smartphone company founded in 2010, had quickly become an industry leader in the Chinese market. By 2016 it had started to expand internationally, and this case lays out the company?s globalization strategies and challenges moving forward. Hugo Barra, a top Android executive, had left Google a few years earlier to lead Xiaomi?s international growth. Xiaomi?s founder and CEO, Lei Jun, said the company?s ultimate goal was ?makin...

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    10. Automakers in the Sharing Economy: An Examination of the Burgeoning Mobility Industry and Automakers' Strategies

      Beiker, S; Lewis, S
      Case SGSB-SM279N-E
      Strategy
      This paper compares different types of shared mobility solutions, in particular carsharing and ride hailing, the two most prevalent forms today. It describes the major trends prompting OEMs to engage in the mobility industry, such as urbanization, shifting consumer preference from ?owning? to ?sharing?, and various technological advances. With that understanding in mind, the authors examine the current state of the shared mobility industry in m...

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