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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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The members of Lee Coker's team have varying degrees of experience and successes. How can he best manage this mixed group so that each person achieves his or her goals, as well as the milestones of the overall organisation? Professor Jean-Francois Manzoni and Research Fellow Jean-Louis Barsoux illustrate the challenges of operational management in this case study.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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From its humble start in 1868 in Marysville, Ohio, as a seller of hardware and seeds, the Scotts Company has grown into the world's number one marketer of branded consumer lawn and garden products. Its expansion into Europe in the 1990s marked the company's first foray into the region, an area US managers felt was ripe for growth. But after buying five businesses that had leading brands in their regions, numerous obstacles sprouted up, making it difficult for Scotts to create a streamlined, fully integrated pan-European business. Professors Luk Van Wassenhove and Regine Slagmulder, along with Research Associate Margaret Vaysman, pick up the story in this recent case.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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In early 2000, four of the largest companies in Denmark began to explore an alliance aimed at the New Economy. Within months they designed a business, set strategy, and launched the first Nordic B2B e-marketplace. But they couldn't predict how events would affect their strategies, individually or as a group.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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In just ten years, ARM transformed itself from beleaguered computer company to designer of RISC chips that are today the de facto standard for mobile phones, storage devices, automotive computing, and others. In this Case Study, Eleanor O'Keeffe and Professor Peter Williamson present the company's innovative business model based on partnerships that give it unrivalled capability to "learn from the world".

This article offers a look at the unique management philosophy and values of Yarde Metals.

George Lucas' Industrial Light and Magic is the nations premier special effects shop with credits that include "Star Wars." Part of its phenomenal growth and success stems from the innovative management of its employees -- most of whom don't even know they're being managed.

At first glance, what Honda of America does to develop its products, sustain its supply base and manage its purchasing function seems little different from what most other car makers do. But the results that Honda achieves are often remarkably superior.

Note: Older EBF articles are not currently online. I'm not sure if this is temporary or permanent. If you click you will be taken to the Archive.org site to find an archived copy.

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This article - a specially abridged version of a full case study - describes how the company went from the brink of disaster to becoming one of the world's leading airline companies.

The true test of any company's leadership development is the caliber and depth of its senior management ranks.Yet so often we hear CEOs complain that they just don't have enough talent on the bench. The problem is that traditional management development remains too far removed from the day-to-day realities of business. A few companies have pioneered effective approaches. Consider the tack taken by Kraft Foods. At Kraft, leadership development isn't an isolated process; it goes hand in hand with the company's business model. It takes place on the job and, even more important, for the job.

The development and diffusion of a winning mindset is central to the ability of a high-performance business to outpace its competitors. Here's how one company - Harrah's Entertainment - created that mindset by mastering five key tasks.

Note: TWM articles ARE still available BUT: (1) you must be a member (free for existing members, not free for new members)   (2) you must be logged-in for the link to work. If you get an error page, visit the homepage, login and then try the link again.

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After 25 years of diligently working her way up the corporate ladder at Xerox, one would imagine that being named President and Chief Operating Officer would be a moment of great satisfaction for Anne Mulcahy. As it turned out, however, it was not. In truth, a word she has used to describe the feeling of being given the position is dread. Of course, there was a significant amount of pride blended with the dread, but nonetheless, dread was a prominent sensation.

The reason for this was simple. Xerox, the company in which she had toiled for two and a half decades, looked as if it might be teetering on the brink of bankruptcy.

Drawing on a wealth of stable values, strategic history and shared mindsets, the company's leaders have created a strong but flexible performance anatomy that allows the organization to build on past successes and adapt to future challenges.

Will Volkswagen's "Olympic" program help it reassert its advantage in China?

How Coach learned to know, not guess, what customers want.

The office-furniture design leader is betting on innovation as it continues to push the envelope of management practice.

How one of the world’s most innovative companies discovered the value of focusing its R&D attention on its own business practices.

In a new market, you need to secure a foothold. World domination can come later.