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Stanford Graduate School of Business (USA)
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Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (B)
Shaw, K; Schifrin, DCase SGSB-HR44B-EThis is the follow up case to “Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (A).” This (B) case presents the results of the company’s two major people analytics projects, which are described in the (A) case. The first project used data to identify empirically the traits of great managers and subsequently identify who might or might not be a great manager. This enabled RBC to help those managers who could...Starting at €5.74
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How Stories Drive Growth: HSN
Aaker, J; Schifrin, DCase SGSB-M348B-EMarketingStories play an important role in business. They are a powerful tool for persuasion and useful in the context of understanding customers, building brands and leading teams. Set in 2014, the case explores how stories can drive the growth of a company, focusing on HSN Inc., the $3 billion interactive, multi-channel retailer. When Mindy Grossman became CEO of HSN in 2006, she had three major challenges: create a new story for a 30-year old company t...Starting at €8.20
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Quirky: A Business Based on Making Invention Accessible
Marks M; Hoyt DCase SGSB-GS84-EService and Operations ManagementBen Kaufman founded Quirky in 2009 to enable anyone with a product idea to access an online network of people to help evaluate and improve the idea, and potentially bring it to market. By the end of 2012, Quirky was shipping 74 products, and had many more in development. Its products were sold in 35,000 stores worldwide. Each week, the company took three products into the research and development process, out of more than 1,000 submitted onlin...Starting at €8.20
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Paragon Legal: A New Model (B)
Sourl, S; Correll, S; Schifrin, DCase SGSB-OB81B-EInnovation and ChangeThe case is about the San Francisco-based law firm, Paragon Legal, founded by lawyer and entrepreneur Mae O’Malley. Paragon Legal gave high-level attorneys the opportunity to have a flexible schedule and work 10 to 40 hours a week. This was in the context of an industry that typically required very long hours and had inflexible schedules and serious penalties for stepping out of the field for any length of time. Eighty-five percent of Paragon Leg...Starting at €5.74
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Pay For Success and Social Innovation Financing: Serving Santa Clara County's Mentally Ill Residents
Brest, P; Schifrin, DCase SGSB-SI133-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn 2016, Santa Clara County was launching a six-year project aimed at reducing the enormous costs of treating its most acute mental health care patients − $45 million a year − while improving their treatment and quality of life. For the project, the county chose a new model called "Pay for Success" (PFS), in which governments only pay service providers if their efforts are successful. By contrast, in the traditional payment model, providers bill...Starting at €8.20
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Vaccine Vial Monitors: "The Little Big Thing:" Taking Social Innovation to Scale
Davis, S; Schifrin, DCase SGSB-SI145-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIt is a major global health challenge to get life-saving vaccines to children in hard-to-reach parts of Africa and Asia. These vaccines must stay cool during transport, yet it is not always possible to prevent heat exposure. Historically, health workers had no means of determining whether such heat exposure had damaged the vaccines and caused them to lose potency. But Vaccine Vial Monitors, or VVMs, changed that. A VVM is a small temperature mon...Starting at €8.20
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ENGIE: Strategic Transformation of an Energy Conglomerate
Reichelstein, S; Schifrin, DCase SGSB-SM256-EStrategyIn 2016, the €75 billion French multinational energy conglomerate ENGIE was massively transforming its strategic and operational imperatives toward renewable energy. The 200-year old company owned Europe’s biggest natural gas pipeline and was a major global producer and supplier of natural gas and other energy sources. ENGIE had announced the transformation in 2014—following a sharp drop in global fossil fuel prices—viewing it as the beginning of...Starting at €8.20
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Waypoint: Reinventing Single Family Home Rental - Teaching note
Foster G; Hoyt DTeaching Note SGSB-E467TN-EEntrepreneurshipIn early 2009, following the collapse of the housing market, Doug Brien and Colin Wiel began buying single family homes (SFH) to renovate and rent. SFH rental had previously been a mom-and-pop business due to scaling difficulties—buying and managing large properties such as apartment complexes was well suited to institutional investors, but no one had solved the problem of buying and managing large numbers of relatively inexpensive SFHs. Brien a...Starting at €0.00
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LinkedIn: Transformation Driven From Within
Soule, S; Golomb, M; Schifrin, DCase SGSB-OB87-EMarketingThe case discusses LinkedIn’s corporate culture in 2012-2103 and the importance the professional networking company put on maintaining that culture as it dramatically expanded in headcount domestically and internationally. LinkedIn’s leadership believed its culture was its competitive advantage. The company fostered creativity, innovation, and a collaborative and open working environment, embraced humor, and was results oriented. LinkedIn sought ...Starting at €8.20
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Waypoint: Reinventing Single Family Home Rental
Foster G; Hoyt DCase SGSB-E467-EEntrepreneurshipIn early 2009, following the collapse of the housing market, Doug Brien and Colin Wiel began buying single family homes (SFH) to renovate and rent. SFH rental had previously been a mom-and-pop business due to scaling difficulties—buying and managing large properties such as apartment complexes was well suited to institutional investors, but no one had solved the problem of buying and managing large numbers of relatively inexpensive SFHs. Brien a...Starting at €8.20