Since the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operatio

To maximize their effectiveness, color cases should be printed in color. Terumo faces two challenges: how to sell its catheter products in the U.S. and its new "Solution Pack" in its domestic market, Japan. The case provides rich detail on the firm's evolution from a manufacturer of thermometers to a seller of commodity products like syringes to a diversified firm offering a range of advanced products-catheters and graphs, for example-in addition...

Enables a thorough analysis of the Amazon.com business model and its evolution from 1994 to 2001. The case ends with the company poised on the brink of bankruptcy, and enables discussion of how to turnaround the company and leverage proprietary assets.

Enables a thorough analysis of the Amazon.com business model and its evolution from 1994 to 2001. The case ends with the company poised on the brink of bankruptcy, and enables discussion of how to turnaround the company and leverage proprietary assets.

To maximize their effectiveness, color cases should be printed in color. After Hurricane Katrina devastated the city in August 2005, the state had taken over 102 of the 118 public schools in New Orleans and shifted the management structure from a "single school system to a system of schools." Entrepreneurs from the region and around the country had flocked to New Orleans to run schools and provide the talent those schools needed to help their stu...

After several months into his turnaround of a global technology company's Russia subsidiary, a young and upcoming French executive reflected on how to institutionalize the subsidiary's transformation by further driving cultural change and breaking down in

A young and upcoming French executive in a global technology company is sent to Moscow as deputy managing director to turn around the Russia subsidiary. He must report to the subsidiary's managing director (a large reason for the organization's underperfo

After many shorter stints abroad, and extensive experience in China, Linda Myers took a job in human resources with Korean firm SK Holdings - but was unprepared for the culture clash. In her two years in Seoul, Myers not only experienced social isolation at the office but also found that, like many change agents, her ideas went unimplemented. Yet as one of the first American female executives at a Korean firm, there was no one she could turn to f...

Never mind what you've heard about the world being flat. Today's global landscape is marked by unbalanced growth, protectionism, and ethnic, religious, and linguistic divides. Differences still do matter. The ideal of a truly global, stateless corporation has become popular, but it simply isn't possible to achieve, says the author. Look at Rupert Murdoch's News Corporation. A major player from Australia to the United Kingdom to the United Sates, ...

Twenty years ago, few people would have predicted that Samsung could become a world leader in R&D, marketing, and design. Fewer still would have predicted success given the path it has taken: grafting Western business practices onto its essentially Japanese model. Like today's emerging giants, Samsung faced a paradox: The tightly integrated business system that worked in its home market could not secure its future in global markets. So into an or...