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Florián Coute: An EMBA at an Impasse (B): A pending conversation
Stein, Guido; Pin Arboledas, José Ramón; Cuadrado, MartaCase DPO-293-ELeadership and People ManagementSome time later Rafael called Florián to his office. Florián assumed it was to talk about his situation. He had been imagining this conversation ever since he had been told he was not going to be offered the position. So he had planned what he was going to say and was convinced he would succeed, if only he was able to stay calm. He thought the best thing would be to let Rafael talk as much as wanted. After the conversation, Florián went back to h...Starting at €5.74
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Taking Off in a New Role: Reflections From Top Management
Stein, Guido; Cuadrado, MartaTechnical Note DPON-115-ECorporate Governance, Leadership and People Management, StrategyThe purpose of this technical note is to explore some of the initial actions that should be taken when starting out in a top management position through the experience of the president and CEO for Spain of a global U.S. financial services company - one of the 30 most prestigious companies in the United States - and three other senior executives from different sectors. It also addresses the competencies and characteristics that define an effective...Starting at €8.20
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The Merger of Banca Popolare (A, B and C) - Teaching Note
Pin Arboledas, José Ramón; Stein, Guido; Cuadrado, MartaTeaching Note DPOT-71-EThe objective of the case "The Merger of Banca Popolare" is to teach the real dynamic of merger and acquisition processes in companies, particularly their influence on people. However many attempts are made to carry out a balanced process, in which the managers from both companies have equal opportunities, it will be almost impossible to achieve this. Likewise, the case should be used to guide students on how to act if they work for one of the c...Starting at €0.00
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Nacre (B): a Steep and Risky Climb to Success: Decisions & Consequences
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7-EEntrepreneurship, Innovation and ChangeThis case B cannot be taught as a stand-alone case, but is a direct continuation of the FocusCase "Nacre: Turning a Lab Idea into a High-Growth Firm (A)" [EFC-2-E]. This case B describes the strategic decisions and actions of the CEO and how eventually, this firm - with only 12-15 employees at that time (plus a large contract manufacturer) - manages to land a US-$30 million deal with the US Marine Corp. Soon after, this company is acquired by a l...Starting at €8.20
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Florián Coute: An EMBA at an Impasse (A)
Stein, Guido; Pin Arboledas, José Ramón; Cuadrado, MartaCase DPO-292-ELeadership and People ManagementIn October 2011 Florián was pondering his next step and the direction his career should take. The situation at work was awkward. His position at Infraestructuras Brasileñas (IB), a state-owned aeronautical company based in São Paolo, was a guarantee of comfortable, stable employment. In January 2012, eager to grow professionally and seek out new challenges, Florián started an Executive MBA (EMBA) at a business school. The EMBA was part-time and s...Starting at €8.20
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JacobsRimell (A): Leading out of Bankruptcy: A CEO takes on the role of "bad cop" to save a failing UK software company
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-8-EEntrepreneurship, Innovation and ChangeThis FocusCase is about a young VC-backed technology company in the UK, trying to turn around from a near-death crisis. The company offered a technology related to the management of broadband access, VoIP and digital television (DTV) services to large TelCos and cable providers, but is on the verge of bankruptcy after they have unexpectedly lost two large contracts within a very short time. The VC firm is bringing in a new (first-time) CEO in ord...Starting at €8.20
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Intrapreneurship in Telefónica: Wayra, a Company Faster Than the Wind
de Ros, María del Mar; Prats, Mª JuliaCase E-162-EEntrepreneurship, Information Technologies, Innovation and ChangeWayra was founded as an independent company (100% owned by Telefónica) with the mission of detecting talent in young entrepreneurs, developing the local entrepreneurship ecosystem and, at the same time, attempting to transform corporate culture. If, up until this point, the Wayra team had sought perfection in its method of operation rather than being the exception, now that it was reporting directly to the CEO and the organization had its eyes on...Starting at €8.20
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Atam: Innovating in the Social Sector (A)
Elvira, Marta; Prats, Mª Julia; Plaza López, LuisCase DPO-244-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeAtam is an association of Grupo Telefónica, which was founded in 1973 with the aim of providing assistance for the disabled and elderly dependents. It was the result of an agreement between the company and its labor unions. It is a nonprofit, national organization, declared to be serving the public interest, and has 60,000 members belonging to 28 companies of the group. Atam has three major areas of action: individual financial support, direct-ca...Starting at €8.20
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Telefónica: 95 Years of Innovation
Prats, Mª Julia; Bria, Vittoria EmanuelaCase E-217-EEntrepreneurship, Innovation and ChangeIt was another hot sunny day in Madrid. Miguel Arias was sitting in his office. On the Global Entrepreneurship Director's desk was a list of questions to address during an interview that afternoon. It had been a long road to open innovation in Telefónica, characterized by the many challenges the company faced: innovation in products, the rise of new competitors in new economies; as well as by the many goals reached, especially in the last ten yea...Starting at €8.20
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Volkswagen Navarra, 8th Collective Agreement (A, B, C and D) - Teaching Note
Stein, Guido; Escobar, Carlos; Cuadrado, Marta; Pin Arboledas, José RamónTeaching Note DPOT-76-EEconomics, Leadership and People ManagementThe case reflects an everyday situation for many companies: the negotiation of a collective agreement. There are a number of things that can help us to understand how a bargaining process should be approached by management: the importance of the team and its roles; the role of stakeholders, affected and interested parties, during the entire process and how they should be kept informed; the need to have a person leading the negotiation who is capa...Starting at €0.00