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Nuria Chinchilla: el poder de cambiar la empresa
Apfeffer, Jeffrey; Anderson, Megan ElisabethCase SGSB-OB67ESStrategyEn 1993, Nuria Chinchilla había completado recientemente su tesis doctoral en IESE Business School en Barcelona, sobre el tema de la rotación organizacional, sin un enfoque particular en las mujeres, los arreglos laborales flexibles o los problemas laborales. Ella eligió permanecer en el IESE, donde había trabajado desde principios de la década de 1980 como profesora asistente. Para el año 2003, poco más de una década después, había alcanzado e...Starting at €8.20
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Infusion's Greenfield Subsidiary in Poland
Christopher Williams; Wendelien van Eerde; Danielle TheCase IVEY-9B12M076-EEntrepreneurship, StrategyThe president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the en...Starting at €8.20
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Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Lucia F. Miree; John E. GalletlyCase IVEY-9B12M007-EInformation Technologies, Leadership and People Management, StrategyThis case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile developme...Starting at €8.20
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Mismanagement of Fiscal Policy: Greece's Achilles' Heel
Tulsi JayakumarCase IVEY-9B17M142-EStrategyIn December 2016, the debt-stricken Greek government announced the distribution of a sizeable “Christmas gift” to its low-income pensioners, a one-time bonus that would cost the government €617 million. This cost was in addition to suspending increases in the value-added tax on some Greek islands. These plans were in clear violation of the terms of a bailout provided to Greece by Eurozone nations in 2015, which required Greece to implement auster...Starting at €8.20
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The Edifício España: A Global Investor Meets Local Politics
Klaus Meyer; Alicia Wang; Tomaz FittipaldiCase IVEY-9B17M108-EEntrepreneurship, StrategyThe Dalian Wanda Group Co. Ltd. (Wanda) was a fast-growing real estate imperium in China, built by Jianlin Wang, the wealthiest man in China. In 2010, Wang transformed Wanda into an entertainment conglomerate and initiated an ambitious international growth strategy. His ambitions knew few limits; however, one of his acquisitions—the Edificio España in Spain, an iconic historical building in the centre of Madrid—ran into difficulties due to confli...Starting at €8.20
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The Ministry of Defence of Ukraine: The Role of Character in Reform
Gerard Seijts; Yaryna Boychuk; Liudmyla Kryzhanovska; Sophia Opatska; Andrew RozhdestvenskyCase IVEY-9B17C042-ELeadership and People Management, StrategyIn late 2014, the deputy minister of Ukraine’s Ministry of Defence joined the public service, six months after Ukraine’s revolution and change of government. He joined the ministry as part of the new government’s attempt to reform a bureaucracy crippled by corruption, inefficiencies, and dysfunction. In six months, he had already made notable changes. However, by March 2015, the changes were not resulting in better outcomes where they were urgent...Starting at €8.20
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Amorim: The Future of Natural Cork
Chris Laszlo; Katherine Gullett; Tim KruegerCase IVEY-9B17M019-EStrategyIn 2015, Corticeira Amorim, S.G.P.S., S.A. (Amorim), the world’s largest cork manufacturer, was facing multiple strategic dilemmas. After enjoying a near-monopoly in the wine stopper market for over 300 years, cork’s reputation had been damaged in the 20th century by concerns over “cork taint,” and the cork industry had been challenged by the resulting disruptive technologies of screw caps and synthetic corks. Amorim needed to rethink its core as...Starting at €8.20
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Hummus Bar: Dipping into International Markets
Ilan Alon; Jennifer Dugosh; Yusaf AkbarCase IVEY-9B13M060-EEntrepreneurship, StrategyThe founder of Hummus Bar, a successful restaurant in Hungary, is considering expansion. He is struggling to identify and select the most promising market. Should he pursue domestic expansion or consider internationalizing his concept? The founder wants to recruit and involve additional investors to spread risk, enhance the brand through diversified skill sets and ensure he selects the most appropriate entry strategy.Starting at €8.20
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Richter: Information Technology at Hungary’s Largest Pharma
Deborah Compeau; Jordan Mitchell; Gyorgy Drotos; Emma Incze; Gyorgy VasCase IVEY-9B07E021-EInformation Technologies, StrategyThe director of information technology (IT) at Ritcher, a major Hungarian pharmaceutical company with operations throughout Eastern Europe, is planning for the IT department for the near future. The three main considerations for the coming year are: Is the current IT structure appropriate to meet the growing demands of the organization? To what extent should IT affiliates be centrally controlled? How can IT best serve the rest of the company?Starting at €8.20
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African Tiger (A)
Rajinder RainaCase IVEY-9B10M009-EEntrepreneurship, StrategyAWARD WINNING CASE - This case series won top prize in the 2010 Association of African Business Schools (AABS)/EMERALD case competition. In early 2005, South African company Tiger Wheels Limited (Tiger) had established a global footprint in the manufacture of aluminum alloy wheels with customers comprising several high-end automotive producers. It was the 10th largest alloy wheel company in the world with a solid balance sheet and net current ass...Starting at €8.20