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LIVESTRONG: Cycling Around Lance Armstrong
James, Erika Hayes; Mead, JennyCase DARDEN-OB-1047-ELeadership and People ManagementThis case can be used in Leadership and Organizational Behavior courses or in any course dealing with challenges faced by nonprofit organizations experiencing crisis. In early 2013, the ongoing controversy involving cyclist Lance Armstrong’s use of performance-enhancing drugs was taking its toll on the nonprofit foundation Livestrong, which Armstrong himself had founded years before after being diagnosed with cancer. Armstrong had already been st...Starting at €8.20
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The Federal Reserve and Goldman Sachs: Mike Silva
Hernandez, Morela; Parmar, Bidhan; Mead, JennyCase DARDEN-OB-1078-EService and Operations ManagementMike Silva, the NY Fed’s senior supervisory officer for Goldman Sachs, is having trouble with Carmen Segarra, a recently hired bank examiner who reports to Silva. The two disagree about whether Goldman Sachs has a viable overall conflict-of-interest policy; Silva says “yes,” and Segarra says “no.” Segarra’s communication style—aggressive and frank—has irritated both Silva and others in their department, although an independent report had been cri...Starting at €8.20
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The Federal Reserve and Goldman Sachs - Teaching Note
Hernandez, Morela; Parmar, Bidhan L.; Mead, JennyTeaching Note DARDEN-OB-1078TN-ELeadership and People ManagementTeaching note for product OB-1078Starting at €0.00
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Patagonia, Inc.
Wilcox, Ronald T.; Goldberg, RebeccaCase DARDEN-M-0857-EMarketingThe marketing director of Patagonia, Inc. (Patagonia), had been tasked with considering the financial implications of a new initiative that Patagonia planned to launch within six months: Common Threads. It was envisioned as a used-clothing joint venture in which owners of Patagonia clothing could list garments for sale via an eBay-style platform. Patagonia's leadership was convinced that offering this service to its community of existing clothing...Starting at €8.20
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Managing Change in Operations
Landel, Robert D.; Goldberg, RebeccaTechnical Note DARDEN-OM-1376-EService and Operations ManagementThis note's focus is how the robustness of an organization may be due in large part to its ability to build a continuous-improvement cycle solidly into the infrastructure of its culture and operations. Students will learn that when internal or external pressures cause a company to undertake an operational improvement process such as Six Sigma or Lean, managing the human aspects of implementation is critical and utilizing the appropriate tools and...Starting at €8.20
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Six Sigma at the University of Virginia Medical Center (B): Discharge Cycle Time, 2003-04
Landel, Robert D.; Goldberg, RebeccaCase DARDEN-OM-1378-EService and Operations ManagementIn this case, students are asked to evaluate the study design and determine the next steps in implementing an enterprise-wide solution to delayed patient discharge time in two units at a medical center. A second Six Sigma study is repeated in these two units with the goal of generating a set of best practices that can be expanded throughout the medical center.Starting at €5.74
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Southeastern Mills: The Eighth Element?
Landel, Robert D.; Goldberg, Rebecca; Moon, AndrewCase DARDEN-OM-1393-EService and Operations ManagementAppropriate for courses in operations management and leadership. Owners and employees of this company spent considerable time and effort developing a unique, extremely successful high-performance work-place culture based on trust and a decentralized structure. Individuals and teams managed their areas with little direct supervision from middle and upper management. Some managers, based on sales opportunities with new, large, and demanding custome...Starting at €8.20
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Southeastern Mills: The Improvement Journey (A)
Landel, Robert D.; Goldberg, RebeccaCase DARDEN-OM-1419-EService and Operations ManagementAppropriate for courses in operations design and performance management. Owners and employees of this company spent considerable effort developing a unique, extremely successful high-performance work place culture based on trust and a decentralized structure and little direct supervision from middle and upper management. Now management wants to consider blending a Lean or Six Sigma program into their work-place culture. A Business Process Improve...Starting at €8.20
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Wyeth Pharmaceuticals in 2009: Transformation at the Site Level (B)
Landel, Robert D.; Goldberg, RebeccaCase DARDEN-OM-1429-EService and Operations ManagementAppropriate for general management courses emphasizing lean operations strategy implementation and large-scale change management across a network of global manufacturing facilities. In the (A) case, OM 1402, students critique the progress of Operational Transformation Excellence at three first-wave sites in New York and Puerto Rico and offer suggestions for a continuation of the rollout across other Wyeth sites. In this (B) case, the head of TO&P...Starting at €5.74
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Living Lean: Zeke's Tree
Weiss, Elliott N.; Goldberg, RebeccaCase DARDEN-OM-1433-EService and Operations ManagementThis case is part of the "Living Lean" series, which presents accessible, everyday scenarios for a Lean process-improvement journey. In this episode on decision analysis, a father helps his son weigh possible responses to a forgotten vocabulary list.Starting at €8.20