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Defining Moments: Leading When You're Being Followed
Detert, James R.; Black, Christina; Sachan, NikitaCase DARDEN-OB-1385-ELeadership and People ManagementThis case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn’t meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships,...Starting at €8.20
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Defining Moments: Leading When You're Being Followed - Teaching note
Detert, James R.; Black, Christina; Sachan, NikitaTeaching Note DARDEN-OB-1385TN-ELeadership and People ManagementTeaching note for product OB-1385Starting at €0.00
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Defining Moments: Leading When You're Being Followed (B)
Detert, James R.; Black, Christina; Sachan, NikitaCase DARDEN-OB-1394-ELeadership and People ManagementThis case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn’t meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships,...Starting at €5.74
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Service Improvement: A Thousand Small Improvements
Munoz-Seca, BeatrizTechnical Note PN-494-EInnovation and Change, Service and Operations ManagementImplementing a "thousand small improvements" approach depends on three essential factors: desire, opportunity and method. Desire involves identifying what self-interested objective is being pursued. Opportunity refers to the physical and mental space needed for an idea to emerge and be put forward. Method is the structural support that helps people think about and come up with improvements. Without these three elements, it will be impossible to a...Starting at €8.20
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New Features Demand
Munoz-Seca, Beatriz; Arenas, RocioTechnical Note PN-489-EService and Operations ManagementNew Features Demand is a new activity for the firm's service operational structure. Its purpose is to unleash all the potential in the agent-client service encounter. This will translate into new services or new service features. Companies can benefit greatly from their service workforce by extracting new ideas that can help them improve their competitive advantage. This note describes observation and active listening as the two main techniques t...Starting at €8.20
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The National Institute of Performing Arts and Music (INAEM)
Munoz-Seca, Beatriz; Riverola, JosepCase P-1129-EInnovation and Change, Service and Operations ManagementThe case describes the challenges that Miguel Ángel Recio, director-general of the National Institute of Performing Arts and Music (Instituto Nacional de las Artes Escénicas y de la Música, INAEM) must overcome to introduce a 21st-century approach to operations. The INAEM is a public institution with 14 affiliated units, from the Teatro de la Zarzuela (TZ) to the Spanish National Orchestra and Choir (OCNE). The case is presented mainly through a ...Starting at €8.20
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Umbrella of Protection: Health, Disability, and Life Insurance
Fairchild, Gregory B.; Fairchild, Tierney; Black, Christina; Jones, Liz Ivaniw; ; Maiden, Stephen E.Case DARDEN-F-1873-EFinanceMatthew Andrews and Elizabeth (Liz) Graham had recently graduated college and planned to get married soon. They had both accepted jobs in Washington, DC, and would be moving to Gainesville, Virginia. Matthew would be working as a software engineer with both medical and life insurance, and Liz was taking a job as an advertising agent with no benefits. Until they started their jobs, neither Matthew nor Liz had health insurance. This was a source of...Starting at €8.20
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Defining Moments: Whom Should We Promote?
Detert, James R.; Black, ChristinaCase DARDEN-OB-1301-ELeadership and People ManagementA senior manager of marketing and sales at a large medical devices firm has convened his team to help him choose a new manager that will be capable of attracting new business and promoting overall revenue growth. The decision has been narrowed down to two, equally qualified candidates: an outgoing and outspoken woman, and a well-liked man. The conversation is going in circles until someone mentions that the woman’s behavior at the office party wa...Starting at €8.20
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A Model for Configuring Operations in Service Companies
Munoz-Seca, BeatrizTechnical Note PN-495-EService and Operations ManagementThis note presents the Service Problem Driven Management (SPDM) model for the overall configuration of operations in service companies. SPDM is an integrative approach that helps managers classify and order the measures that need to be taken to ensure that operations are fully in line with company strategy. A distinguishing feature of SPDM is the use of knowledge, which is integrated in the overall operations scheme. SPDM encompasses measures tak...Starting at €8.20
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Defining Moments: Managing Your Mentor
Detert, James R.; Black, ChristinaCase DARDEN-OB-1278-ELeadership and People ManagementA young, female investment banker has just been unexpectedly promoted to managing director of her group - but she’ll be taking her mentor’s job while he is pushed out over a 10-month stint as a “senior adviser” in their group. This case offers students two decision points and opportunities to practice difficult conversations: first, what should she do, and how, when she first learns of her promotion? Second, what should she do, and how, six month...Starting at €8.20