Business Strategy Case Studies
January 8, 2010
" Strategy requires thought, tactics require observation ", – Max Euwe
"If GE’s strategy of investment in China is wrong, it represents a loss of a billion dollars, perhaps a couple of billion dollars. If it is right, it is the future of this company for the next century. " – Jack Welch
The significance of strategy in driving the success or failure of a business has gained increased recognition in recent years. Business and Strategy case studies provide an in-depth and clear insight to this important management subject, simplifying the business jargon and abstractions that often surround business education and strategy. Business Strategy cases generally include:
- Identification of strategic objectives
- Studying the business environment
- Identifying Strategic Opportunities
- Comparison of Strategic Alternatives
- Strategy Implementation
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HBS Case Selections
Innovation at Moog Inc.
- Brian J. Hall
- Ashley V. Whillans
- Davis Heniford
- Dominika Randle
- Caroline Witten
Innovation at Google Ads: The Sales Acceleration and Innovation Labs (SAIL) (A)
- Linda A. Hill
- Emily Tedards
Juan Valdez: Innovation in Caffeination
- Michael I. Norton
- Jeremy Dann
UGG Steps into the Metaverse
- Shunyuan Zhang
- Sharon Joseph
- Sunil Gupta
- Julia Kelley
Metaverse Wars
- David B. Yoffie
- Matt Higgins
Roblox: Virtual Commerce in the Metaverse
- Ayelet Israeli
- Nicole Tempest Keller
Timnit Gebru: "SILENCED No More" on AI Bias and The Harms of Large Language Models
- Tsedal Neeley
- Stefani Ruper
Hugging Face: Serving AI on a Platform
- Shane Greenstein
- Kerry Herman
- Sarah Gulick
SmartOne: Building an AI Data Business
- Karim R. Lakhani
- Pippa Tubman Armerding
- Gamze Yucaoglu
- Fares Khrais
Honeywell and the Great Recession (A)
- Sandra J. Sucher
- Susan Winterberg
Target: Responding to the Recession
- Ranjay Gulati
- Catherine Ross
- Richard S. Ruback
- Royce Yudkoff
Hometown Foods: Changing Price Amid Inflation
- Julian De Freitas
- Jeremy Yang
- Das Narayandas
Elon Musk's Big Bets
- Eric Baldwin
Elon Musk: Balancing Purpose and Risk
- Shikhar Ghosh
- Sarah Mehta
Tesla's CEO Compensation Plan
- Krishna G. Palepu
- John R. Wells
- Gabriel Ellsworth
China Rapid Finance: The Collapse of China's P2P Lending Industry
- William C. Kirby
- Bonnie Yining Cao
- John P. McHugh
Forbidden City: Launching a Craft Beer in China
- Christopher A. Bartlett
- Carole Carlson
Booking.com
- Stefan Thomke
- Daniela Beyersdorfer
Innovation at Uber: The Launch of Express POOL
- Chiara Farronato
- Alan MacCormack
Racial Discrimination on Airbnb (A)
- Michael Luca
- Scott Stern
- Hyunjin Kim
GitLab and the Future of All-Remote Work (A)
- Prithwiraj Choudhury
- Emma Salomon
TCS: From Physical Offices to Borderless Work
Creating a virtual internship at goldman sachs.
- Iavor Bojinov
Unilever's Response to the Future of Work
- William R. Kerr
- Emilie Billaud
- Mette Fuglsang Hjortshoej
AT&T, Retraining, and the Workforce of Tomorrow
- Joseph B. Fuller
- Carl Kreitzberg
Leading Change in Talent at L'Oreal
- Lakshmi Ramarajan
- Vincent Dessain
- Emer Moloney
- William W. George
- Andrew N. McLean
Eve Hall: The African American Investment Fund in Milwaukee
- Steven S. Rogers
- Alterrell Mills
United Housing - Otis Gates
- Mercer Cook
The Home Depot: Leadership in Crisis Management
- Herman B. Leonard
- Marc J. Epstein
- Melissa Tritter
The Great East Japan Earthquake (B): Fast Retailing Group's Response
- Hirotaka Takeuchi
- Kenichi Nonomura
- Dena Neuenschwander
- Meghan Ricci
- Kate Schoch
- Sergey Vartanov
Insurer of Last Resort?: The Federal Financial Response to September 11
- David A. Moss
- Sarah Brennan
Under Armour
- Rory McDonald
- Clayton M. Christensen
- Daniel West
- Jonathan E. Palmer
- Tonia Junker
Hunley, Inc.: Casting for Growth
- John A. Quelch
- James T. Kindley
Bitfury: Blockchain for Government
- Mitchell B. Weiss
- Elena Corsi
Deutsche Bank: Pursuing Blockchain Opportunities (A)
- Lynda M. Applegate
- Christoph Muller-Bloch
Maersk: Betting on Blockchain
- Scott Johnson
Yum! Brands
- Jordan Siegel
- Christopher Poliquin
Bharti Airtel in Africa
- Tanya Bijlani
Li & Fung 2012
- F. Warren McFarlan
- Michael Shih-ta Chen
- Keith Chi-ho Wong
Sony and the JK Wedding Dance
- John Deighton
- Leora Kornfeld
United Breaks Guitars
David dao on united airlines.
- Benjamin Edelman
- Jenny Sanford
Marketing Reading: Digital Marketing
- Joseph Davin
Social Strategy at Nike
- Mikolaj Jan Piskorski
- Ryan Johnson
The Tate's Digital Transformation
Social strategy at american express, mellon financial and the bank of new york.
- Carliss Y. Baldwin
- Ryan D. Taliaferro
The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?
- Juan Alcacer
- David J. Collis
Dow's Bid for Rohm and Haas
- Benjamin C. Esty
Finance Reading: The Mergers and Acquisitions Process
- John Coates
Apple: Privacy vs. Safety? (A)
- Henry W. McGee
- Nien-he Hsieh
- Sarah McAra
Sidewalk Labs: Privacy in a City Built from the Internet Up
- Leslie K. John
Data Breach at Equifax
- Suraj Srinivasan
- Quinn Pitcher
- Jonah S. Goldberg
Apple's Core
- Noam Wasserman
Design Thinking and Innovation at Apple
- Barbara Feinberg
Apple Inc. in 2012
- Penelope Rossano
Iz-Lynn Chan at Far East Organization (Abridged)
- Anthony J. Mayo
- Dana M. Teppert
Barbara Norris: Leading Change in the General Surgery Unit
- Boris Groysberg
- Nitin Nohria
- Deborah Bell
Adobe Systems: Working Towards a "Suite" Release (A)
- David A. Thomas
- Lauren Barley
- Jan W. Rivkin
Starbucks Coffee Company: Transformation and Renewal
- Nancy F. Koehn
- Kelly McNamara
- Nora N. Khan
- Elizabeth Legris
JCPenney: Back in Business
- K. Shelette Stewart
- Christine Snively
Home Nursing of North Carolina
Castronics, llc, gemini investors, angie's list: ratings pioneer turns 20.
- Robert J. Dolan
Basecamp: Pricing
- Frank V. Cespedes
- Robb Fitzsimmons
J.C. Penney's "Fair and Square" Pricing Strategy
J.c. penney's 'fair and square' strategy (c): back to the future.
- Jose B. Alvarez
Osaro: Picking the best path
- James Palano
- Bastiane Huang
HubSpot and Motion AI: Chatbot-Enabled CRM
- Thomas Steenburgh
GROW: Using Artificial Intelligence to Screen Human Intelligence
- Ethan S. Bernstein
- Paul D. McKinnon
- Paul Yarabe
Arup: Building the Water Cube
- Robert G. Eccles
- Amy C. Edmondson
- Dilyana Karadzhova
(Re)Building a Global Team: Tariq Khan at Tek
Managing a global team: greg james at sun microsystems, inc. (a).
- Thomas J. DeLong
Organizational Behavior Reading: Leading Global Teams
Ron ventura at mitchell memorial hospital.
- Heide Abelli
Anthony Starks at InSiL Therapeutics (A)
- Gary P. Pisano
- Vicki L. Sato
Wolfgang Keller at Konigsbrau-TAK (A)
- John J. Gabarro
The 2010 Chilean Mining Rescue (A)
- Faaiza Rashid
IDEO: Human-Centered Service Design
- Ryan W. Buell
- Andrew Otazo
- Benjamin Jones
- Alexis Brownell
David Neeleman: Flight Path of a Servant Leader (A)
- Matthew D. Breitfelder
Coach Hurley at St. Anthony High School
- Scott A. Snook
- Bradley C. Lawrence
Shapiro Global
- Michael Brookshire
- Monica Haugen
- Michelle Kravetz
- Sarah Sommer
Kathryn McNeil (A)
- Joseph L. Badaracco Jr.
- Jerry Useem
Carol Fishman Cohen: Professional Career Reentry (A)
- Myra M. Hart
- Robin J. Ely
- Susan Wojewoda
Alex Montana at ESH Manufacturing Co.
- Michael Kernish
Michelle Levene (A)
- Tiziana Casciaro
- Victoria W. Winston
John and Andrea Rice: Entrepreneurship and Life
- Howard H. Stevenson
- Janet Kraus
- Shirley M. Spence
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Case Studies in Strategic Management
How Executive Input Enables Students’ Development
- Gunther Friedl 0 ,
- Andreas Biagosch 1
TUM School of Management, Technical University of Munich, Munich, Germany
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- Merges theoretical knowledge, strategic thinking and specific analysis with practical business decisions
- Presents a new approach to case studies applied at the TUM School of Management
- Includes two case studies that won the international case writing competition at EFMD
Part of the book series: Management for Professionals (MANAGPROF)
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Table of contents (4 chapters)
Front matter, case: the renewed case seminar.
- Andreas Biagosch
Supporting Companies and Participating Managers in Case Study Presentations
Case: unu gmbh: sharing is caring—a suitable business model for e-scooter in germany.
- Franziska Beck, Michael Krauß, Frieder Weidenbach
Case: UBS—Acquisition of Commerzbank AG as a Possible Growth Strategy
- Fahrudin Abazi, Philipp Deisler, Michael Eisenlauer
Back Matter
- Case Method
- Executive Education
- Business School
- Commerzbank AG
Gunther Friedl, Andreas Biagosch
Andreas Biagosch worked for McKinsey & Company for more than 30 years. He is now member of several supervisory boards of large family firms and lectures at the Technical University of Munich.
Gunther Friedl is a Professor of Management Accounting at the Technical University of Munich and Dean of its Business School TUM School of Management.
Book Title : Case Studies in Strategic Management
Book Subtitle : How Executive Input Enables Students’ Development
Editors : Gunther Friedl, Andreas Biagosch
Series Title : Management for Professionals
DOI : https://doi.org/10.1007/978-3-319-95555-1
Publisher : Springer Cham
eBook Packages : Business and Management , Business and Management (R0)
Copyright Information : Springer International Publishing AG, part of Springer Nature 2019
Hardcover ISBN : 978-3-319-95554-4 Published: 22 September 2018
Softcover ISBN : 978-3-030-07057-1 Published: 08 February 2019
eBook ISBN : 978-3-319-95555-1 Published: 08 September 2018
Series ISSN : 2192-8096
Series E-ISSN : 2192-810X
Edition Number : 1
Number of Pages : XX, 91
Number of Illustrations : 21 b/w illustrations, 45 illustrations in colour
Topics : Accounting/Auditing , Management Education , Innovation/Technology Management , Start-Ups/Venture Capital , Financial Accounting
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Related Expertise: Organizational Culture , Business Strategy , Change Management
Five Case Studies of Transformation Excellence
November 03, 2014 By Lars Fæste , Jim Hemerling , Perry Keenan , and Martin Reeves
In a business environment characterized by greater volatility and more frequent disruptions, companies face a clear imperative: they must transform or fall behind. Yet most transformation efforts are highly complex initiatives that take years to implement. As a result, most fall short of their intended targets—in value, timing, or both. Based on client experience, The Boston Consulting Group has developed an approach to transformation that flips the odds in a company’s favor. What does that look like in the real world? Here are five company examples that show successful transformations, across a range of industries and locations.
VF’s Growth Transformation Creates Strong Value for Investors
Value creation is a powerful lens for identifying the initiatives that will have the greatest impact on a company’s transformation agenda and for understanding the potential value of the overall program for shareholders.
VF offers a compelling example of a company using a sharp focus on value creation to chart its transformation course. In the early 2000s, VF was a good company with strong management but limited organic growth. Its “jeanswear” and intimate-apparel businesses, although responsible for 80 percent of the company’s revenues, were mature, low-gross-margin segments. And the company’s cost-cutting initiatives were delivering diminishing returns. VF’s top line was essentially flat, at about $5 billion in annual revenues, with an unclear path to future growth. VF’s value creation had been driven by cost discipline and manufacturing efficiency, yet, to the frustration of management, VF had a lower valuation multiple than most of its peers.
With BCG’s help, VF assessed its options and identified key levers to drive stronger and more-sustainable value creation. The result was a multiyear transformation comprising four components:
- A Strong Commitment to Value Creation as the Company’s Focus. Initially, VF cut back its growth guidance to signal to investors that it would not pursue growth opportunities at the expense of profitability. And as a sign of management’s commitment to balanced value creation, the company increased its dividend by 90 percent.
- Relentless Cost Management. VF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its businesses through initiatives in sourcing, supply chain processes, and offshoring.
- A Major Transformation of the Portfolio. To help fund its journey, VF divested product lines worth about $1 billion in revenues, including its namesake intimate-apparel business. It used those resources to acquire nearly $2 billion worth of higher-growth, higher-margin brands, such as Vans, Nautica, and Reef. Overall, this shifted the balance of its portfolio from 70 percent low-growth heritage brands to 65 percent higher-growth lifestyle brands.
- The Creation of a High-Performance Culture. VF has created an ownership mind-set in its management ranks. More than 200 managers across all key businesses and regions received training in the underlying principles of value creation, and the performance of every brand and business is assessed in terms of its value contribution. In addition, VF strengthened its management bench through a dedicated talent-management program and selective high-profile hires. (For an illustration of VF’s transformation roadmap, see the exhibit.)
The results of VF’s TSR-led transformation are apparent. 1 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. Notes: 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. The company’s revenues have grown from $7 billion in 2008 to more than $11 billion in 2013 (and revenues are projected to top $17 billion by 2017). At the same time, profitability has improved substantially, highlighted by a gross margin of 48 percent as of mid-2014. The company’s stock price quadrupled from $15 per share in 2005 to more than $65 per share in September 2014, while paying about 2 percent a year in dividends. As a result, the company has ranked in the top quintile of the S&P 500 in terms of TSR over the past ten years.
A Consumer-Packaged-Goods Company Uses Several Levers to Fund Its Transformation Journey
A leading consumer-packaged-goods (CPG) player was struggling to respond to challenging market dynamics, particularly in the value-based segments and at the price points where it was strongest. The near- and medium-term forecasts looked even worse, with likely contractions in sales volume and potentially even in revenues. A comprehensive transformation effort was needed.
To fund the journey, the company looked at several cost-reduction initiatives, including logistics. Previously, the company had worked with a large number of logistics providers, causing it to miss out on scale efficiencies.
To improve, it bundled all transportation spending, across the entire network (both inbound to production facilities and out-bound to its various distribution channels), and opened it to bidding through a request-for-proposal process. As a result, the company was able to save 10 percent on logistics in the first 12 months—a very fast gain for what is essentially a commodity service.
Similarly, the company addressed its marketing-agency spending. A benchmark analysis revealed that the company had been paying rates well above the market average and getting fewer hours per full-time equivalent each year than the market standard. By getting both rates and hours in line, the company managed to save more than 10 percent on its agency spending—and those savings were immediately reinvested to enable the launch of what became a highly successful brand.
Next, the company pivoted to growth mode in order to win in the medium term. The measure with the biggest impact was pricing. The company operates in a category that is highly segmented across product lines and highly localized. Products that sell well in one region often do poorly in a neighboring state. Accordingly, it sought to de-average its pricing approach across locations, brands, and pack sizes, driving a 2 percent increase in EBIT.
Similarly, it analyzed trade promotion effectiveness by gathering and compiling data on the roughly 150,000 promotions that the company had run across channels, locations, brands, and pack sizes. The result was a 2 terabyte database tracking the historical performance of all promotions.
Using that information, the company could make smarter decisions about which promotions should be scrapped, which should be tweaked, and which should merit a greater push. The result was another 2 percent increase in EBIT. Critically, this was a clear capability that the company built up internally, with the objective of continually strengthening its trade-promotion performance over time, and that has continued to pay annual dividends.
Finally, the company launched a significant initiative in targeted distribution. Before the transformation, the company’s distributors made decisions regarding product stocking in independent retail locations that were largely intuitive. To improve its distribution, the company leveraged big data to analyze historical sales performance for segments, brands, and individual SKUs within a roughly ten-mile radius of that retail location. On the basis of that analysis, the company was able to identify the five SKUs likely to sell best that were currently not in a particular store. The company put this tool on a mobile platform and is in the process of rolling it out to the distributor base. (Currently, approximately 60 percent of distributors, representing about 80 percent of sales volume, are rolling it out.) Without any changes to the product lineup, that measure has driven a 4 percent jump in gross sales.
Throughout the process, management had a strong change-management effort in place. For example, senior leaders communicated the goals of the transformation to employees through town hall meetings. Cognizant of how stressful transformations can be for employees—particularly during the early efforts to fund the journey, which often emphasize cost reductions—the company aggressively talked about how those savings were being reinvested into the business to drive growth (for example, investments into the most effective trade promotions and the brands that showed the greatest sales-growth potential).
In the aggregate, the transformation led to a much stronger EBIT performance, with increases of nearly $100 million in fiscal 2013 and far more anticipated in 2014 and 2015. The company’s premium products now make up a much bigger part of the portfolio. And the company is better positioned to compete in its market.
A Leading Bank Uses a Lean Approach to Transform Its Target Operating Model
A leading bank in Europe is in the process of a multiyear transformation of its operating model. Prior to this effort, a benchmarking analysis found that the bank was lagging behind its peers in several aspects. Branch employees handled fewer customers and sold fewer new products, and back-office processing times for new products were slow. Customer feedback was poor, and rework rates were high, especially at the interface between the front and back offices. Activities that could have been managed centrally were handled at local levels, increasing complexity and cost. Harmonization across borders—albeit a challenge given that the bank operates in many countries—was limited. However, the benchmark also highlighted many strengths that provided a basis for further improvement, such as common platforms and efficient product-administration processes.
To address the gaps, the company set the design principles for a target operating model for its operations and launched a lean program to get there. Using an end-to-end process approach, all the bank’s activities were broken down into roughly 250 processes, covering everything that a customer could potentially experience. Each process was then optimized from end to end using lean tools. This approach breaks down silos and increases collaboration and transparency across both functions and organization layers.
Employees from different functions took an active role in the process improvements, participating in employee workshops in which they analyzed processes from the perspective of the customer. For a mortgage, the process was broken down into discrete steps, from the moment the customer walks into a branch or goes to the company website, until the house has changed owners. In the front office, the system was improved to strengthen management, including clear performance targets, preparation of branch managers for coaching roles, and training in root-cause problem solving. This new way of working and approaching problems has directly boosted both productivity and morale.
The bank is making sizable gains in performance as the program rolls through the organization. For example, front-office processing time for a mortgage has decreased by 33 percent and the bank can get a final answer to customers 36 percent faster. The call centers had a significant increase in first-call resolution. Even more important, customer satisfaction scores are increasing, and rework rates have been halved. For each process the bank revamps, it achieves a consistent 15 to 25 percent increase in productivity.
And the bank isn’t done yet. It is focusing on permanently embedding a change mind-set into the organization so that continuous improvement becomes the norm. This change capability will be essential as the bank continues on its transformation journey.
A German Health Insurer Transforms Itself to Better Serve Customers
Barmer GEK, Germany’s largest public health insurer, has a successful history spanning 130 years and has been named one of the top 100 brands in Germany. When its new CEO, Dr. Christoph Straub, took office in 2011, he quickly realized the need for action despite the company’s relatively good financial health. The company was still dealing with the postmerger integration of Barmer and GEK in 2010 and needed to adapt to a fast-changing and increasingly competitive market. It was losing ground to competitors in both market share and key financial benchmarks. Barmer GEK was suffering from overhead structures that kept it from delivering market-leading customer service and being cost efficient, even as competitors were improving their service offerings in a market where prices are fixed. Facing this fundamental challenge, Barmer GEK decided to launch a major transformation effort.
The goal of the transformation was to fundamentally improve the customer experience, with customer satisfaction as a benchmark of success. At the same time, Barmer GEK needed to improve its cost position and make tough choices to align its operations to better meet customer needs. As part of the first step in the transformation, the company launched a delayering program that streamlined management layers, leading to significant savings and notable side benefits including enhanced accountability, better decision making, and an increased customer focus. Delayering laid the path to win in the medium term through fundamental changes to the company’s business and operating model in order to set up the company for long-term success.
The company launched ambitious efforts to change the way things were traditionally done:
- A Better Client-Service Model. Barmer GEK is reducing the number of its branches by 50 percent, while transitioning to larger and more attractive service centers throughout Germany. More than 90 percent of customers will still be able to reach a service center within 20 minutes. To reach rural areas, mobile branches that can visit homes were created.
- Improved Customer Access. Because Barmer GEK wanted to make it easier for customers to access the company, it invested significantly in online services and full-service call centers. This led to a direct reduction in the number of customers who need to visit branches while maintaining high levels of customer satisfaction.
- Organization Simplification. A pillar of Barmer GEK’s transformation is the centralization and specialization of claim processing. By moving from 80 regional hubs to 40 specialized processing centers, the company is now using specialized administrators—who are more effective and efficient than under the old staffing model—and increased sharing of best practices.
Although Barmer GEK has strategically reduced its workforce in some areas—through proven concepts such as specialization and centralization of core processes—it has invested heavily in areas that are aligned with delivering value to the customer, increasing the number of customer-facing employees across the board. These changes have made Barmer GEK competitive on cost, with expected annual savings exceeding €300 million, as the company continues on its journey to deliver exceptional value to customers. Beyond being described in the German press as a “bold move,” the transformation has laid the groundwork for the successful future of the company.
Nokia’s Leader-Driven Transformation Reinvents the Company (Again)
We all remember Nokia as the company that once dominated the mobile-phone industry but subsequently had to exit that business. What is easily forgotten is that Nokia has radically and successfully reinvented itself several times in its 150-year history. This makes Nokia a prime example of a “serial transformer.”
In 2014, Nokia embarked on perhaps the most radical transformation in its history. During that year, Nokia had to make a radical choice: continue massively investing in its mobile-device business (its largest) or reinvent itself. The device business had been moving toward a difficult stalemate, generating dissatisfactory results and requiring increasing amounts of capital, which Nokia no longer had. At the same time, the company was in a 50-50 joint venture with Siemens—called Nokia Siemens Networks (NSN)—that sold networking equipment. NSN had been undergoing a massive turnaround and cost-reduction program, steadily improving its results.
When Microsoft expressed interest in taking over Nokia’s device business, Nokia chairman Risto Siilasmaa took the initiative. Over the course of six months, he and the executive team evaluated several alternatives and shaped a deal that would radically change Nokia’s trajectory: selling the mobile business to Microsoft. In parallel, Nokia CFO Timo Ihamuotila orchestrated another deal to buy out Siemens from the NSN joint venture, giving Nokia 100 percent control over the unit and forming the cash-generating core of the new Nokia. These deals have proved essential for Nokia to fund the journey. They were well-timed, well-executed moves at the right terms.
Right after these radical announcements, Nokia embarked on a strategy-led design period to win in the medium term with new people and a new organization, with Risto Siilasmaa as chairman and interim CEO. Nokia set up a new portfolio strategy, corporate structure, capital structure, robust business plans, and management team with president and CEO Rajeev Suri in charge. Nokia focused on delivering excellent operational results across its portfolio of three businesses while planning its next move: a leading position in technologies for a world in which everyone and everything will be connected.
Nokia’s share price has steadily climbed. Its enterprise value has grown 12-fold since bottoming out in July 2012. The company has returned billions of dollars of cash to its shareholders and is once again the most valuable company in Finland. The next few years will demonstrate how this chapter in Nokia’s 150-year history of serial transformation will again reinvent the company.
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Managing Director & Senior Partner, Chairman of the BCG Henderson Institute
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Strategy Case Studies
7 Favorite Business Case Studies to Teach—and Why
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FEATURED CASE STUDIES
The Army Crew Team . Emily Michelle David of CEIBS
ATH Technologies . Devin Shanthikumar of Paul Merage School of Business
Fabritek 1992 . Rob Austin of Ivey Business School
Lincoln Electric Co . Karin Schnarr of Wilfrid Laurier University
Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth . Gary Pisano of Harvard Business School
The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron . Francesca Gino of Harvard Business School
Warren E. Buffett, 2015 . Robert F. Bruner of Darden School of Business
To dig into what makes a compelling case study, we asked seven experienced educators who teach with—and many who write—business case studies: “What is your favorite case to teach and why?”
The resulting list of case study favorites ranges in topics from operations management and organizational structure to rebel leaders and whodunnit dramas.
1. The Army Crew Team
Emily Michelle David, Assistant Professor of Management, China Europe International Business School (CEIBS)
“I love teaching The Army Crew Team case because it beautifully demonstrates how a team can be so much less than the sum of its parts.
I deliver the case to executives in a nearby state-of-the-art rowing facility that features rowing machines, professional coaches, and shiny red eight-person shells.
After going through the case, they hear testimonies from former members of Chinese national crew teams before carrying their own boat to the river for a test race.
The rich learning environment helps to vividly underscore one of the case’s core messages: competition can be a double-edged sword if not properly managed.
Executives in Emily Michelle David’s organizational behavior class participate in rowing activities at a nearby facility as part of her case delivery.
Despite working for an elite headhunting firm, the executives in my most recent class were surprised to realize how much they’ve allowed their own team-building responsibilities to lapse. In the MBA pre-course, this case often leads to a rich discussion about common traps that newcomers fall into (for example, trying to do too much, too soon), which helps to poise them to both stand out in the MBA as well as prepare them for the lateral team building they will soon engage in.
Finally, I love that the post-script always gets a good laugh and serves as an early lesson that organizational behavior courses will seldom give you foolproof solutions for specific problems but will, instead, arm you with the ability to think through issues more critically.”
2. ATH Technologies
Devin Shanthikumar, Associate Professor of Accounting, Paul Merage School of Business
“As a professor at UC Irvine’s Paul Merage School of Business, and before that at Harvard Business School, I have probably taught over 100 cases. I would like to say that my favorite case is my own, Compass Box Whisky Company . But as fun as that case is, one case beats it: ATH Technologies by Robert Simons and Jennifer Packard.
ATH presents a young entrepreneurial company that is bought by a much larger company. As part of the merger, ATH gets an ‘earn-out’ deal—common among high-tech industries. The company, and the class, must decide what to do to achieve the stretch earn-out goals.
ATH captures a scenario we all want to be in at some point in our careers—being part of a young, exciting, growing organization. And a scenario we all will likely face—having stretch goals that seem almost unreachable.
It forces us, as a class, to really struggle with what to do at each stage.
After we read and discuss the A case, we find out what happens next, and discuss the B case, then the C, then D, and even E. At every stage, we can:
see how our decisions play out,
figure out how to build on our successes, and
address our failures.
The case is exciting, the class discussion is dynamic and energetic, and in the end, we all go home with a memorable ‘ah-ha!’ moment.
I have taught many great cases over my career, but none are quite as fun, memorable, and effective as ATH .”
3. Fabritek 1992
Rob Austin, Professor of Information Systems, Ivey Business School
“This might seem like an odd choice, but my favorite case to teach is an old operations case called Fabritek 1992 .
The latest version of Fabritek 1992 is dated 2009, but it is my understanding that this is a rewrite of a case that is older (probably much older). There is a Fabritek 1969 in the HBP catalog—same basic case, older dates, and numbers. That 1969 version lists no authors, so I suspect the case goes even further back; the 1969 version is, I’m guessing, a rewrite of an even older version.
There are many things I appreciate about the case. Here are a few:
It operates as a learning opportunity at many levels. At first it looks like a not-very-glamorous production job scheduling case. By the end of the case discussion, though, we’re into (operations) strategy and more. It starts out technical, then explodes into much broader relevance. As I tell participants when I’m teaching HBP's Teaching with Cases seminars —where I often use Fabritek as an example—when people first encounter this case, they almost always underestimate it.
It has great characters—especially Arthur Moreno, who looks like a troublemaker, but who, discussion reveals, might just be the smartest guy in the factory. Alums of the Harvard MBA program have told me that they remember Arthur Moreno many years later.
Almost every word in the case is important. It’s only four and a half pages of text and three pages of exhibits. This economy of words and sparsity of style have always seemed like poetry to me. I should note that this super concise, every-word-matters approach is not the ideal we usually aspire to when we write cases. Often, we include extra or superfluous information because part of our teaching objective is to provide practice in separating what matters from what doesn’t in a case. Fabritek takes a different approach, though, which fits it well.
It has a dramatic structure. It unfolds like a detective story, a sort of whodunnit. Something is wrong. There is a quality problem, and we’re not sure who or what is responsible. One person, Arthur Moreno, looks very guilty (probably too obviously guilty), but as we dig into the situation, there are many more possibilities. We spend in-class time analyzing the data (there’s a bit of math, so it covers that base, too) to determine which hypotheses are best supported by the data. And, realistically, the data doesn’t support any of the hypotheses perfectly, just some of them more than others. Also, there’s a plot twist at the end (I won’t reveal it, but here’s a hint: Arthur Moreno isn’t nearly the biggest problem in the final analysis). I have had students tell me the surprising realization at the end of the discussion gives them ‘goosebumps.’
Finally, through the unexpected plot twist, it imparts what I call a ‘wisdom lesson’ to young managers: not to be too sure of themselves and to regard the experiences of others, especially experts out on the factory floor, with great seriousness.”
4. Lincoln Electric Co.
Karin Schnarr, Assistant Professor of Policy, Wilfrid Laurier University
“As a strategy professor, my favorite case to teach is the classic 1975 Harvard case Lincoln Electric Co. by Norman Berg.
I use it to demonstrate to students the theory linkage between strategy and organizational structure, management processes, and leadership behavior.
This case may be an odd choice for a favorite. It occurs decades before my students were born. It is pages longer than we are told students are now willing to read. It is about manufacturing arc welding equipment in Cleveland, Ohio—a hard sell for a Canadian business classroom.
Yet, I have never come across a case that so perfectly illustrates what I want students to learn about how a company can be designed from an organizational perspective to successfully implement its strategy.
And in a time where so much focus continues to be on how to maximize shareholder value, it is refreshing to be able to discuss a publicly-traded company that is successfully pursuing a strategy that provides a fair value to shareholders while distributing value to employees through a large bonus pool, as well as value to customers by continually lowering prices.
However, to make the case resonate with today’s students, I work to make it relevant to the contemporary business environment. I link the case to multimedia clips about Lincoln Electric’s current manufacturing practices, processes, and leadership practices. My students can then see that a model that has been in place for generations is still viable and highly successful, even in our very different competitive situation.”
5. Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth
Gary Pisano, Professor of Business Administration, Harvard Business School
“My favorite case to teach these days is Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth .
I love teaching this case for three reasons:
1. It demonstrates how a company in a super-tough, highly competitive business can do very well by focusing on creating unique operating capabilities. In theory, Pal’s should have no chance against behemoths like McDonalds or Wendy’s—but it thrives because it has built a unique operating system. It’s a great example of a strategic approach to operations in action.
2. The case shows how a strategic approach to human resource and talent development at all levels really matters. This company competes in an industry not known for engaging its front-line workers. The case shows how engaging these workers can really pay off.
3. Finally, Pal’s is really unusual in its approach to growth. Most companies set growth goals (usually arbitrary ones) and then try to figure out how to ‘backfill’ the human resource and talent management gaps. They trust you can always find someone to do the job. Pal’s tackles the growth problem completely the other way around. They rigorously select and train their future managers. Only when they have a manager ready to take on their own store do they open a new one. They pace their growth off their capacity to develop talent. I find this really fascinating and so do the students I teach this case to.”
6. The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron
Francesca Gino, Professor of Business Administration, Harvard Business School
“My favorite case to teach is The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron .
The case surprises students because it is about a leader, known in the unit by the nickname Chaos , who inspired his squadron to be innovative and to change in a culture that is all about not rocking the boat, and where there is a deep sense that rules should simply be followed.
For years, I studied ‘rebels,’ people who do not accept the status quo; rather, they approach work with curiosity and produce positive change in their organizations. Chaos is a rebel leader who got the level of cultural change right. Many of the leaders I’ve met over the years complain about the ‘corporate culture,’ or at least point to clear weaknesses of it; but then they throw their hands up in the air and forget about changing what they can.
Chaos is different—he didn’t go after the ‘Air Force’ culture. That would be like boiling the ocean.
Instead, he focused on his unit of control and command: The 99th squadron. He focused on enabling that group to do what it needed to do within the confines of the bigger Air Force culture. In the process, he inspired everyone on his team to be the best they can be at work.
The case leaves the classroom buzzing and inspired to take action.”
7. Warren E. Buffett, 2015
Robert F. Bruner, Professor of Business Administration, Darden School of Business
“I love teaching Warren E. Buffett, 2015 because it energizes, exercises, and surprises students.
Buffett looms large in the business firmament and therefore attracts anyone who is eager to learn his secrets for successful investing. This generates the kind of energy that helps to break the ice among students and instructors early in a course and to lay the groundwork for good case discussion practices.
Studying Buffett’s approach to investing helps to introduce and exercise important themes that will resonate throughout a course. The case challenges students to define for themselves what it means to create value. The case discussion can easily be tailored for novices or for more advanced students.
Either way, this is not hero worship: The case affords a critical examination of the financial performance of Buffett’s firm, Berkshire Hathaway, and reveals both triumphs and stumbles. Most importantly, students can critique the purported benefits of Buffett’s conglomeration strategy and the sustainability of his investment record as the size of the firm grows very large.
By the end of the class session, students seem surprised with what they have discovered. They buzz over the paradoxes in Buffett’s philosophy and performance record. And they come away with sober respect for Buffett’s acumen and for the challenges of creating value for investors.
Surely, such sobriety is a meta-message for any mastery of finance.”
More Educator Favorites
Emily Michelle David is an assistant professor of management at China Europe International Business School (CEIBS). Her current research focuses on discovering how to make workplaces more welcoming for people of all backgrounds and personality profiles to maximize performance and avoid employee burnout. David’s work has been published in a number of scholarly journals, and she has worked as an in-house researcher at both NASA and the M.D. Anderson Cancer Center.
Devin Shanthikumar is an associate professor and the accounting area coordinator at UCI Paul Merage School of Business. She teaches undergraduate, MBA, and executive-level courses in managerial accounting. Shanthikumar previously served on the faculty at Harvard Business School, where she taught both financial accounting and managerial accounting for MBAs, and wrote cases that are used in accounting courses across the country.
Robert D. Austin is a professor of information systems at Ivey Business School and an affiliated faculty member at Harvard Medical School. He has published widely, authoring nine books, more than 50 cases and notes, three Harvard online products, and two popular massive open online courses (MOOCs) running on the Coursera platform.
Karin Schnarr is an assistant professor of policy and the director of the Bachelor of Business Administration (BBA) program at the Lazaridis School of Business & Economics at Wilfrid Laurier University in Waterloo, Ontario, Canada where she teaches strategic management at the undergraduate, graduate, and executive levels. Schnarr has published several award-winning and best-selling cases and regularly presents at international conferences on case writing and scholarship.
Gary P. Pisano is the Harry E. Figgie, Jr. Professor of Business Administration and senior associate dean of faculty development at Harvard Business School, where he has been on the faculty since 1988. Pisano is an expert in the fields of technology and operations strategy, the management of innovation, and competitive strategy. His research and consulting experience span a range of industries including aerospace, biotechnology, pharmaceuticals, specialty chemicals, health care, nutrition, computers, software, telecommunications, and semiconductors.
Francesca Gino studies how people can have more productive, creative, and fulfilling lives. She is a professor at Harvard Business School and the author, most recently, of Rebel Talent: Why It Pays to Break the Rules at Work and in Life . Gino regularly gives keynote speeches, delivers corporate training programs, and serves in advisory roles for firms and not-for-profit organizations across the globe.
Robert F. Bruner is a university professor at the University of Virginia, distinguished professor of business administration, and dean emeritus of the Darden School of Business. He has also held visiting appointments at Harvard and Columbia universities in the United States, at INSEAD in France, and at IESE in Spain. He is the author, co-author, or editor of more than 20 books on finance, management, and teaching. Currently, he teaches and writes in finance and management.
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