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Field Service for Corporate Clients (Spanish version)
Frei, Frances X.; Edmondson, Amy C.; Hajim, CoreyCase HBS-606S38Used as part of the first module of a course on Managing Service Operations, which addresses managing the operating role of customers (606-032). Explores the highly successful PC and low-end server manufacturer's entry into the large-scale server market in the United States. A key difference of this new market is the intense service element required to support the larger hardware. Specifically, the industry standard is to have a technician onsite...Starting at €8.20
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Cargill (A) (Spanish version)
Goldberg, Ray A.; Porraz, Jose MiguelCase HBS-903S04EconomicsCargill es uno de los principales comercializadores, procesadores y distribuidores de productos agrícolas, alimenticios, industriales y productos financieros del mundo. En 1998, la compañía decidió desarrollar un intento estratégico para reestructurar y reorientar la empresa. Así lo hizo en respuesta a la consolidación de la industria, la globalización y el impacto de la revolución genética. Se tuvo que cambiar su enfoque desde el productor hasta...Starting at €8.20
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Columbia's Final Mission (Abridged) (B)
Edmondson, Amy C.; Herman, KerryCase HBS-612096-ESupplement for 612095.Starting at €5.74
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Open Innovation at Fujitsu (A)
Edmondson, Amy C.; Harvey, Jean-FrancoisCase HBS-616034-EKnowledge and CommunicationThis case study examines the open innovation journey at Fujitsu, a global information and communication technology company. The case ends with the location decision between Tokyo, Japan, downtown San Francisco or Sunnyvale, California, regarding establishing a small unit for the purpose of institutionalizing Fujitsu's open innovation journey. Mohi Ahmed, together with Mikito Kiname and Tango Matsumoto, embarked on the journey to strengthen Fujits...Starting at €8.20
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Cargill (A)
Goldberg, Ray A.; Porraz, Jose MiguelCase HBS-903420-EEconomicsCargill is one of the world's leading marketers, processors, and distributors of agricultural, food, industrial, and financial products. In 1998, the company decided to develop a strategic intent to restructure and refocus the company. It did so in response to the consolidation of the industry, globalization, and the impact of the genetic revolution. It had to change its focus from the producer to the consumer and market solutions.Starting at €8.20
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The Full Yield
Goldberg, Ray A.; Delfassy, NoemieCase HBS-911402-EEntrepreneurshipNew firm created to provide understanding of the role of food in health and nutrition.Starting at €8.20
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Strategies for Learning from Failure (Spanish version)
Edmondson, Amy C.Article HBS-R1104BLeadership and People Managementpreventable ones in predictable operations, which usually involve deviations from spec; unavoidable ones in complex systems, which may arise from unique combinations of needs, people, and problems; and intelligent ones at the frontier, where "good" failures occur quickly and on a small scale, providing the most valuable information. Strong leadership can build a learning culture-one in which failures large and small are consistently reported and...Starting at €8.20
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Group Process in the Challenger Launch Decision (B) (Spanish version)
Edmondson, Amy C.; Feldman, Laura R.Case HBS-609S17Service and Operations ManagementSupplements the (A) case.Starting at €5.74
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Transformation at the IRS (Spanish version)
Edmondson, Amy C.; Frei, Frances X.; Hajim, CoreyCase HBS-613S04Used as the capstone case for a course on Managing Service Operations (606-092). Describes the service transformation occurring at the U.S. Internal Revenue Service. Plagued by a history of poor service, enormous complexity, and an insular employee base, the 100,000-person organization grapples with a turnaround process that attempts to change virtually every aspect of the organization, including IT systems, This case includes information regardi...Starting at €8.20
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Columbia's Final Mission (Abridged) (A) (Spanish version)
Edmondson, Amy C.; Herman, KerryCase HBS-617S01StrategyThis case documents decision-making processes, organizational culture, and other contributors to NASA's failed Columbia mission in 2003. Addresses the question of how organizations should deal with "ambiguous threats" - weak signals of potential crisis - and explores why ambiguous threats are so challenging to manage.Starting at €8.20