Ford's F-Series of trucks were first introduced in 1948, and ever since they have represented American identity for their consumers. Both earned media, in movies like Urban Cowboy, and Ford's paid media positioned Ford as part of the pioneering culture. Ford also constantly introduced innovations to the F-Series to make the trucks more suitable to the changing needs of its consumers.In 2018, Ford's management decided to retreat from the low-margin cars segment and focus on trucks and SUVs. Ford was also working toward robot taxis and driverless delivery by 2021. These two parallel trajectories converge to pose a pivotal challenge for Ford: Should the company invest in developing driverless capabilities for its best-selling and highest-margin product, the F-150? The case provides students with a context in which to discuss the changing technologies in the auto industry and their implications for industry structure, along with the specific aspects of software-driven business models, consumer preferences, and brand identity. It also offers an opportunity to explore the challenges faced by traditional businesses as they develop digital capabilities and reimagine their business models to fully leverage artificial intelligence (AI). The competition among Ford, Google Inc. (Google), Uber Technologies, Inc. (Uber), and Tesla, Inc. (Tesla) in the automonous vehicle industry highlights the different routes these companies have taken to obtain develop autonomous vehicle capability that leverages their respective strategic capabilities. Excerpt UVA-M-0967 Rev. Jul. 10, 2020 Driverless Trucks at Ford: Cruising into a Compromised Brand Identity? In the summer of 2018, iconic American automaker Ford Motor Company (Ford) created a new limited liability company, Ford Autonomous Vehicles LLC (Ford AV). Ford charged the organization “with accelerating [Ford's] AV business to capitalize on market opportunities.” As members of the newly appointed management team at Ford AV considered the best way to guide Ford, the second-largest automaker in the United States, toward its well-publicized robot-taxi and driverless delivery services slated to debut in 2021, they had several important decisions to make regarding the company's strategy and driverless car product offerings of the future. Alongside its goals in the self-driving space, Ford had made a seminal product decision several months earlier, when the company announced it was retreating from the American car business and dropping several sedans, such as the Fusion, Fiesta, and Taurus (while preserving the Mustang and Focus Active crossover launching in 2019), in order to improve its profit margin. The company's decision to turn away from its slow-selling car models and instead focus on its more lucrative line of trucks and SUVs was in line with Ford's long-standing reliance on the success of its trucks division, especially the F-Series (which included the classic F-150 pickup truck and “super duty” F-250 and -
{"title":"Driverless Trucks at Ford: Cruising into a Compromised Brand Identity?","authors":"R. Venkatesan, Jenny Craddock","doi":"10.2139/ssrn.3331362","DOIUrl":"https://doi.org/10.2139/ssrn.3331362","url":null,"abstract":"Ford's F-Series of trucks were first introduced in 1948, and ever since they have represented American identity for their consumers. Both earned media, in movies like Urban Cowboy, and Ford's paid media positioned Ford as part of the pioneering culture. Ford also constantly introduced innovations to the F-Series to make the trucks more suitable to the changing needs of its consumers.In 2018, Ford's management decided to retreat from the low-margin cars segment and focus on trucks and SUVs. Ford was also working toward robot taxis and driverless delivery by 2021. These two parallel trajectories converge to pose a pivotal challenge for Ford: Should the company invest in developing driverless capabilities for its best-selling and highest-margin product, the F-150? The case provides students with a context in which to discuss the changing technologies in the auto industry and their implications for industry structure, along with the specific aspects of software-driven business models, consumer preferences, and brand identity. It also offers an opportunity to explore the challenges faced by traditional businesses as they develop digital capabilities and reimagine their business models to fully leverage artificial intelligence (AI). The competition among Ford, Google Inc. (Google), Uber Technologies, Inc. (Uber), and Tesla, Inc. (Tesla) in the automonous vehicle industry highlights the different routes these companies have taken to obtain develop autonomous vehicle capability that leverages their respective strategic capabilities. \u0000Excerpt \u0000UVA-M-0967 \u0000Rev. Jul. 10, 2020 \u0000Driverless Trucks at Ford: \u0000Cruising into a Compromised Brand Identity? \u0000In the summer of 2018, iconic American automaker Ford Motor Company (Ford) created a new limited liability company, Ford Autonomous Vehicles LLC (Ford AV). Ford charged the organization “with accelerating [Ford's] AV business to capitalize on market opportunities.” As members of the newly appointed management team at Ford AV considered the best way to guide Ford, the second-largest automaker in the United States, toward its well-publicized robot-taxi and driverless delivery services slated to debut in 2021, they had several important decisions to make regarding the company's strategy and driverless car product offerings of the future. \u0000Alongside its goals in the self-driving space, Ford had made a seminal product decision several months earlier, when the company announced it was retreating from the American car business and dropping several sedans, such as the Fusion, Fiesta, and Taurus (while preserving the Mustang and Focus Active crossover launching in 2019), in order to improve its profit margin. The company's decision to turn away from its slow-selling car models and instead focus on its more lucrative line of trucks and SUVs was in line with Ford's long-standing reliance on the success of its trucks division, especially the F-Series (which included the classic F-150 pickup truck and “super duty” F-250 and -","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128480877","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This note provides a description of international flows and positions data, a way to identify extreme capital flow episodes (such as surges and stops), and a straightforward technique to predict whether a country should receive more or fewer portfolio inflows in the coming year based on a notion of benchmark inflows. Excerpt UVA-GEM-0171 Jan. 23, 2019 A User's Guide to International Capital Flows In some ways, capital flows are like oxygen: too little or too much can be dangerous. Surges of capital inflows are often followed by crises. Capital flows in, at first funding worthy projects but later enabling questionable ones, and all is well as long as capital continues to flow in and the recipient economy remains buoyant. But when the tide turns and the capital inflow surge turns into a sudden stop, questionable projects are exposed, defaults increase, and the economy suffers. It need not be this way—not all surges end in stops—but the specter of a virtuous cycle turning vicious looms over international capital flows. This note is intended to get the reader from 0 to 60 in just 10 pages. For those unaccustomed to capital flows, it begins with a description of balance of payments (BOP) and international investment position (IIP) data. It then proceeds to measures of extreme capital flows (such as surges and stops), before ending with new thinking on the benchmark amount of inflows a country can expect to receive. BOP and IIP Data: The Basics . . .
{"title":"A User's Guide to International Capital Flows","authors":"Francis E. Warnock","doi":"10.2139/ssrn.3331361","DOIUrl":"https://doi.org/10.2139/ssrn.3331361","url":null,"abstract":"This note provides a description of international flows and positions data, a way to identify extreme capital flow episodes (such as surges and stops), and a straightforward technique to predict whether a country should receive more or fewer portfolio inflows in the coming year based on a notion of benchmark inflows. \u0000Excerpt \u0000UVA-GEM-0171 \u0000Jan. 23, 2019 \u0000A User's Guide to International Capital Flows \u0000In some ways, capital flows are like oxygen: too little or too much can be dangerous. Surges of capital inflows are often followed by crises. Capital flows in, at first funding worthy projects but later enabling questionable ones, and all is well as long as capital continues to flow in and the recipient economy remains buoyant. But when the tide turns and the capital inflow surge turns into a sudden stop, questionable projects are exposed, defaults increase, and the economy suffers. It need not be this way—not all surges end in stops—but the specter of a virtuous cycle turning vicious looms over international capital flows. \u0000This note is intended to get the reader from 0 to 60 in just 10 pages. For those unaccustomed to capital flows, it begins with a description of balance of payments (BOP) and international investment position (IIP) data. It then proceeds to measures of extreme capital flows (such as surges and stops), before ending with new thinking on the benchmark amount of inflows a country can expect to receive. \u0000BOP and IIP Data: The Basics \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125388489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Markko Hamalainen, Tim Kraft, Gerry Yemen, Meng Zhang, Yanchong Zheng
This case uses the experiences of a Finnish craft chocolate company to analyze the impact of supply chain transparency on suppliers and consumers. The case discusses the rationale behind entrepreneur Jukka Peltola's business committed to social responsibility and purpose over profit. It describes Goodio's efforts toward transparency and follows Peltola as he asks what more he can do to advance transparency and how different presentations of supply chain transparency affect consumer purchase decisions cross-culturally. Excerpt UVA-OM-1613 Jan. 17, 2019 Goodio Supply Chain: A Chocolatey Future? Thinking it was unhealthy, Jukka Peltola had never eaten much chocolate. When he learned that cacao was high in antioxidants providing health benefits, Peltola was surprised and decided to try it. As he added raw cacao to his diet and discarded dairy products, Peltola started to feel rejuvenated. He carefully read labels searching for healthy chocolate products, but found it difficult to find out where ingredients came from or how they were processed. He kept coming back to a simple notion—“what if there was a food brand you could trust?” That set Peltola in motion to become a chocolatier and share his newfound energy and well-being with others. Leaving his work as a video game producer for Rovio Entertainment (of Angry Birds fame), Peltola opened his first craft chocolate factory in Helsinki, Finland, becoming chief creative officer. Goodio, his company, started with a EUR15,000 subsidy and a EUR35,000 loan from the government of Finland. Three years later, Goodio moved to a new factory to increase production volume and accommodate more staff. Not the typical manufacturing site, this one included a visitor center. Goodio reached EUR1million in sales in 2016 and by the end of summer 2018, Peltola and his team were running a medium-sized chocolate company with markets in Finland, Sweden, Norway, Denmark, Germany, the United Kingdom, the United States, and Japan. Goodio was committed to social responsibility and purpose over profit. Peltola believed that transparency was key to that promise. As a result, Goodio purchased 35 tonnes of cacao from Luis Mancini, a farmer/supplier with whom Goodio had developed a relationship over the years. Mancini paid above farm-gate prices to farmers for cacao beans. In addition, Goodio focused on purchasing quality ingredients, such as locally picked Finnish blueberries, to go into the raw chocolate. . . .
{"title":"Goodio Supply Chain: A Chocolatey Future?","authors":"Markko Hamalainen, Tim Kraft, Gerry Yemen, Meng Zhang, Yanchong Zheng","doi":"10.2139/ssrn.3320845","DOIUrl":"https://doi.org/10.2139/ssrn.3320845","url":null,"abstract":"This case uses the experiences of a Finnish craft chocolate company to analyze the impact of supply chain transparency on suppliers and consumers. The case discusses the rationale behind entrepreneur Jukka Peltola's business committed to social responsibility and purpose over profit. It describes Goodio's efforts toward transparency and follows Peltola as he asks what more he can do to advance transparency and how different presentations of supply chain transparency affect consumer purchase decisions cross-culturally. \u0000Excerpt \u0000UVA-OM-1613 \u0000Jan. 17, 2019 \u0000Goodio Supply Chain: A Chocolatey Future? \u0000Thinking it was unhealthy, Jukka Peltola had never eaten much chocolate. When he learned that cacao was high in antioxidants providing health benefits, Peltola was surprised and decided to try it. As he added raw cacao to his diet and discarded dairy products, Peltola started to feel rejuvenated. He carefully read labels searching for healthy chocolate products, but found it difficult to find out where ingredients came from or how they were processed. He kept coming back to a simple notion—“what if there was a food brand you could trust?” That set Peltola in motion to become a chocolatier and share his newfound energy and well-being with others. \u0000Leaving his work as a video game producer for Rovio Entertainment (of Angry Birds fame), Peltola opened his first craft chocolate factory in Helsinki, Finland, becoming chief creative officer. Goodio, his company, started with a EUR15,000 subsidy and a EUR35,000 loan from the government of Finland. Three years later, Goodio moved to a new factory to increase production volume and accommodate more staff. Not the typical manufacturing site, this one included a visitor center. Goodio reached EUR1million in sales in 2016 and by the end of summer 2018, Peltola and his team were running a medium-sized chocolate company with markets in Finland, Sweden, Norway, Denmark, Germany, the United Kingdom, the United States, and Japan. \u0000Goodio was committed to social responsibility and purpose over profit. Peltola believed that transparency was key to that promise. As a result, Goodio purchased 35 tonnes of cacao from Luis Mancini, a farmer/supplier with whom Goodio had developed a relationship over the years. Mancini paid above farm-gate prices to farmers for cacao beans. In addition, Goodio focused on purchasing quality ingredients, such as locally picked Finnish blueberries, to go into the raw chocolate. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121470873","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Alaska Airlines (Alaska) acquired the small but sleek and much beloved Virgin America (Virgin) at the end of 2016. Alaska's executives had to set a strategy to take all the good in Virgin, integrate it into the larger company, and present the unified commercial carrier in a digestible way to its customers and affected employees. But taking over Virgin's fleet and operations without keeping its brand meant Alaska was going to feel blowback from the many Virgin fans in the Pacific Northwest and beyond when it subsumed its competitor.Systems guru Sandy Stelling and her leadership team—a carefully selected group of seven subject-matter experts, most of them women—were tasked with guiding Alaska through the trickiest part of the integration process: turning off the lights on Virgin's passenger service system (PSS) and merging all the data into Alaska's PSS. When the dust settled on the PSS integration, customers would no longer see any trace of Virgin's brand online, in airports, or when contacting call centers. The PSS integration was the highest-risk portion of the merger. Communicating exactly what Alaska planned to do and how—both to its customers and internal stakeholders—was critical. To make matters worse, executives were asking Stelling and her team to perform the integration faster than any airline had ever done it.If the company didn't perform the PSS integration flawlessly, Alaska risked wasting considerable time responding to bad press, infighting, and fixing mistakes. How would Stelling and her team make sure they did their job right? Excerpt UVA-BC-0268 Rev. Feb. 25, 2019 Leading Change: How Alaska Airlines Took Over an Industry Darling Sandy Stelling and her team sat together at Alaska Airlines (Alaska) headquarters in Seattle, plotting to eliminate a product customers loved. The airline had acquired the small but sleek and much beloved Virgin America (Virgin), closing the deal at the end of 2016. And Alaska planned to take over the smaller firm's fleet and operations without keeping its brand. Alaska was going to feel blowback from the many Virgin lovers in the Pacific Northwest and beyond when it subsumed its competitor. Alaska's executives had to set a strategy to take all the good in Virgin, integrate it into the larger company, and present the new unified commercial carrier in a digestible way to its customers and affected employees. . . .
{"title":"Leading Change: How Alaska Airlines Took Over an Industry Darling","authors":"J. West, Shea Gibbs","doi":"10.2139/ssrn.3310465","DOIUrl":"https://doi.org/10.2139/ssrn.3310465","url":null,"abstract":"Alaska Airlines (Alaska) acquired the small but sleek and much beloved Virgin America (Virgin) at the end of 2016. Alaska's executives had to set a strategy to take all the good in Virgin, integrate it into the larger company, and present the unified commercial carrier in a digestible way to its customers and affected employees. But taking over Virgin's fleet and operations without keeping its brand meant Alaska was going to feel blowback from the many Virgin fans in the Pacific Northwest and beyond when it subsumed its competitor.Systems guru Sandy Stelling and her leadership team—a carefully selected group of seven subject-matter experts, most of them women—were tasked with guiding Alaska through the trickiest part of the integration process: turning off the lights on Virgin's passenger service system (PSS) and merging all the data into Alaska's PSS. When the dust settled on the PSS integration, customers would no longer see any trace of Virgin's brand online, in airports, or when contacting call centers. The PSS integration was the highest-risk portion of the merger. Communicating exactly what Alaska planned to do and how—both to its customers and internal stakeholders—was critical. To make matters worse, executives were asking Stelling and her team to perform the integration faster than any airline had ever done it.If the company didn't perform the PSS integration flawlessly, Alaska risked wasting considerable time responding to bad press, infighting, and fixing mistakes. How would Stelling and her team make sure they did their job right? \u0000Excerpt \u0000UVA-BC-0268 \u0000Rev. Feb. 25, 2019 \u0000Leading Change: How Alaska Airlines Took Over an Industry Darling \u0000Sandy Stelling and her team sat together at Alaska Airlines (Alaska) headquarters in Seattle, plotting to eliminate a product customers loved. \u0000The airline had acquired the small but sleek and much beloved Virgin America (Virgin), closing the deal at the end of 2016. And Alaska planned to take over the smaller firm's fleet and operations without keeping its brand. Alaska was going to feel blowback from the many Virgin lovers in the Pacific Northwest and beyond when it subsumed its competitor. \u0000Alaska's executives had to set a strategy to take all the good in Virgin, integrate it into the larger company, and present the new unified commercial carrier in a digestible way to its customers and affected employees. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121833683","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The new business development manager for Evergreen Executive Education has been asked by the firm's CEO to develop a list of as many revenue growth ideas as he could over the next week. The COE saw this task as critical for the new services initiative that he had been hired to lead. The list would be an inventory of possibilities for ongoing consideration as well as a catalyst for other professionals in the firm to generate additional ideas. The CEO had described the task for him was to keep his primary business-development mission in mind, and to think big and out of the box. Excerpt UVA-G-0644 Rev. Feb 15, 2019 Generating Revenue Growth Ideas at Evergreen Executive Education, LLC (A) As the newly hired business development manager for Evergreen Executive Education, LLC (EEEL), Curtis Koch had just finished his second week with the firm. As he settled behind his office desk after a meeting with Martha Hires, the firm's CEO, he took in the park-like view outside his office window and a smile spread across his face. Over the course of his first two weeks, he felt he had achieved a pretty good grasp of the firm's personnel, programs, and client portfolio. Indeed, the point of the meeting with Hires had been mostly for him to give her a sense of what he had learned about the firm. She had asked a few pertinent questions, listened intently to his answers, and, in the end, she had expressed her pleasure and affirmation that he had done his homework well and had learned so quickly. The genesis of the smile-inducing moment he was experiencing had come near the end of his meeting with Hires. She had asked him to develop a list of as many revenue growth ideas as he could over the next week. They had to be potentially viable, although not specifically proven. They had to be briefly described, although not fully fleshed out. She wanted him to imagine, to brainstorm, and to bring to bear all his experience, prior reading, and creativity to craft the ideas. She had expressed no illusion that all his ideas would be doable, but she had also expressed optimism that many of them would be actionable when studied further. She saw this task as critical for the new services initiative that Koch had been hired to lead. The list would be an inventory of possibilities for ongoing consideration as well as a catalyst for other professionals in the firm to spark their own creativity for generating additional ideas. The way Hires had framed the task for him as he was leaving was, with his primary business-development mission in mind, to think big and out of the box, think what if and why not? . . .
{"title":"Generating Revenue Growth Ideas at Evergreen Executive Education, Llc (a)","authors":"Mark E. Haskins","doi":"10.2139/ssrn.3310475","DOIUrl":"https://doi.org/10.2139/ssrn.3310475","url":null,"abstract":"The new business development manager for Evergreen Executive Education has been asked by the firm's CEO to develop a list of as many revenue growth ideas as he could over the next week. The COE saw this task as critical for the new services initiative that he had been hired to lead. The list would be an inventory of possibilities for ongoing consideration as well as a catalyst for other professionals in the firm to generate additional ideas. The CEO had described the task for him was to keep his primary business-development mission in mind, and to think big and out of the box. \u0000Excerpt \u0000UVA-G-0644 \u0000Rev. Feb 15, 2019 \u0000Generating Revenue Growth Ideas at \u0000Evergreen Executive Education, LLC (A) \u0000As the newly hired business development manager for Evergreen Executive Education, LLC (EEEL), Curtis Koch had just finished his second week with the firm. As he settled behind his office desk after a meeting with Martha Hires, the firm's CEO, he took in the park-like view outside his office window and a smile spread across his face. Over the course of his first two weeks, he felt he had achieved a pretty good grasp of the firm's personnel, programs, and client portfolio. Indeed, the point of the meeting with Hires had been mostly for him to give her a sense of what he had learned about the firm. She had asked a few pertinent questions, listened intently to his answers, and, in the end, she had expressed her pleasure and affirmation that he had done his homework well and had learned so quickly. \u0000The genesis of the smile-inducing moment he was experiencing had come near the end of his meeting with Hires. She had asked him to develop a list of as many revenue growth ideas as he could over the next week. They had to be potentially viable, although not specifically proven. They had to be briefly described, although not fully fleshed out. She wanted him to imagine, to brainstorm, and to bring to bear all his experience, prior reading, and creativity to craft the ideas. She had expressed no illusion that all his ideas would be doable, but she had also expressed optimism that many of them would be actionable when studied further. She saw this task as critical for the new services initiative that Koch had been hired to lead. The list would be an inventory of possibilities for ongoing consideration as well as a catalyst for other professionals in the firm to spark their own creativity for generating additional ideas. The way Hires had framed the task for him as he was leaving was, with his primary business-development mission in mind, to think big and out of the box, think what if and why not? \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121521669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When Justin Thomas began as principal of Shining Star Academy, an elementary school in Alabama, the school had been failing for eight years and was in serious risk of state takeover. One of Thomas's innovations was to implement data-driven instruction, but teachers struggled to change their routines. As hard as everyone was working, progress was minimal after a year. Thomas was heartbroken, and he didn't know what else to try. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes. Excerpt UVA-OB-1269 Dec. 12, 2018 Justin Thomas at Shining Star Academy (A) Shining Star Academy in Akron, Alabama—which served 310 students in pre-K to third grade—had been a failing school for eight years running. Identified by the superintendent as in a cluster of 10 schools that required transformation, Shining Star was in serious risk of state takeover. Before Principal Justin Thomas arrived, the school had struggled to promote a positive climate and build student engagement, and it lacked a structured process to train and support teachers. Instruction methods were based on exposure rather than mastery. Thomas had to start from scratch because the school had been reconstituted, which meant all teachers and staff were terminated. He needed to hire everyone from cafeteria workers to teachers to his leadership team. He was looking for people who had a vision for the school that complemented his own and who shared a sense of urgency about the project of school transformation. Unfortunately, Thomas soon realized that the available teachers had neither strong content expertise nor a notable track record of achieving results. . . .
当贾斯汀·托马斯(Justin Thomas)开始担任阿拉巴马州闪亮之星学院(Shining Star Academy)的校长时，这所小学已经失败了八年，面临着被政府接管的严重风险。托马斯的创新之一是实施数据驱动教学，但教师们很难改变他们的常规。尽管每个人都在努力工作，但一年之后进展甚微。托马斯伤心欲绝，他不知道还能做些什么。这个案例被用在达顿商学院针对教育领域领导者的高管课程和领导变革的二年级MBA课程中。它也适用于涵盖数据驱动教学、学校转型、领导力和变革过程的课程。阿拉巴马州阿克伦闪亮之星学院(A)的贾斯汀·托马斯(Justin Thomas)为310名学前班到三年级的学生提供服务，这所学校连续八年都是一所失败的学校。被督学认定为需要转型的10所学校之一，闪亮之星面临着被政府接管的严重风险。在贾斯汀·托马斯校长上任之前，学校一直在努力营造积极的氛围，培养学生的参与度，而且缺乏一个结构化的过程来培训和支持教师。教学方法是基于接触而不是掌握。托马斯不得不从头开始，因为学校已经重组，这意味着所有的教师和员工都被解雇了。他需要雇佣所有人，从食堂员工到老师，再到他的领导团队。他在寻找那些对学校有远见的人，这些人可以补充他自己的远见，并且对学校转型项目有共同的紧迫感。不幸的是，托马斯很快意识到，现有的教师既没有很强的内容专业知识，也没有显著的成绩记录. . . .
{"title":"Justin Thomas at Shining Star Academy (a)","authors":"Morela Hernandez, Scott Guggenheimer","doi":"10.2139/ssrn.3301957","DOIUrl":"https://doi.org/10.2139/ssrn.3301957","url":null,"abstract":"When Justin Thomas began as principal of Shining Star Academy, an elementary school in Alabama, the school had been failing for eight years and was in serious risk of state takeover. One of Thomas's innovations was to implement data-driven instruction, but teachers struggled to change their routines. As hard as everyone was working, progress was minimal after a year. Thomas was heartbroken, and he didn't know what else to try. This case is used at Darden in executive programs for leaders in education and second-year MBA courses on leading change. It would also be suitable in courses covering data-driven instruction, school transformation, leadership, and change processes. \u0000Excerpt \u0000UVA-OB-1269 \u0000Dec. 12, 2018 \u0000Justin Thomas at Shining Star Academy (A) \u0000Shining Star Academy in Akron, Alabama—which served 310 students in pre-K to third grade—had been a failing school for eight years running. Identified by the superintendent as in a cluster of 10 schools that required transformation, Shining Star was in serious risk of state takeover. \u0000Before Principal Justin Thomas arrived, the school had struggled to promote a positive climate and build student engagement, and it lacked a structured process to train and support teachers. Instruction methods were based on exposure rather than mastery. \u0000Thomas had to start from scratch because the school had been reconstituted, which meant all teachers and staff were terminated. He needed to hire everyone from cafeteria workers to teachers to his leadership team. He was looking for people who had a vision for the school that complemented his own and who shared a sense of urgency about the project of school transformation. Unfortunately, Thomas soon realized that the available teachers had neither strong content expertise nor a notable track record of achieving results. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130361375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This field-based case explores the University of Virginia's Body Imaging Division (BID) along with the group's new director, Arun Krishnaraj, who is trying to assess and ameliorate the frustrations, confusions, delays, and other issues BID and its patients are dealing with.The case challenges students to address issues related to change management, in this case in a health care setting. If the instructor would rather focus on problem solving, Lean, and A3 thinking, please see "Improving the Body Imaging Division at the University of Virginia Health System" (UVA-OM-1597).Krishnaraj knew instinctively that there was much untapped potential in BID and significant value that could be created for the patients receiving care there. In addition, the entire health system and all BID employees would benefit from removing the waste in the various processes. The key would be moving beyond individual definitions of the issues toward a commonly accepted description of both the problem and the best approach to finding real solutions and managing change. Excerpt UVA-OM-1609 Dec. 12, 2018 Change Management at the University of Virginia Health System's Body Imaging Division A 64-year-old gentleman presented to the hospital with a fever and elevated white blood cell count, which are signs of an infection. After admission and treatment with antibiotics, the patient did not respond as expected. A CT scan of the abdomen was ordered, which revealed an organized fluid collection in the abdominal cavity. The referring physician requested that the fluid collection be aspirated and potentially drained under image guidance to determine if the fluid collection was the source of infection. —Arun Krishnaraj . . .
{"title":"Change Management at the University of Virginia Health System's Body Imaging Division","authors":"E. N. Weiss, R. Goldberg, A. English","doi":"10.2139/ssrn.3301960","DOIUrl":"https://doi.org/10.2139/ssrn.3301960","url":null,"abstract":"This field-based case explores the University of Virginia's Body Imaging Division (BID) along with the group's new director, Arun Krishnaraj, who is trying to assess and ameliorate the frustrations, confusions, delays, and other issues BID and its patients are dealing with.The case challenges students to address issues related to change management, in this case in a health care setting. If the instructor would rather focus on problem solving, Lean, and A3 thinking, please see \"Improving the Body Imaging Division at the University of Virginia Health System\" (UVA-OM-1597).Krishnaraj knew instinctively that there was much untapped potential in BID and significant value that could be created for the patients receiving care there. In addition, the entire health system and all BID employees would benefit from removing the waste in the various processes. The key would be moving beyond individual definitions of the issues toward a commonly accepted description of both the problem and the best approach to finding real solutions and managing change. \u0000Excerpt \u0000UVA-OM-1609 \u0000Dec. 12, 2018 \u0000Change Management at the \u0000University of Virginia Health System's Body Imaging Division \u0000A 64-year-old gentleman presented to the hospital with a fever and elevated white blood cell count, which are signs of an infection. After admission and treatment with antibiotics, the patient did not respond as expected. A CT scan of the abdomen was ordered, which revealed an organized fluid collection in the abdominal cavity. The referring physician requested that the fluid collection be aspirated and potentially drained under image guidance to determine if the fluid collection was the source of infection. \u0000—Arun Krishnaraj \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123350661","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The head of an R&D unit in a high-tech firm in India faces a tough decision about whether to recommend firing and replacing or investing even larger amounts of time and resources into training employees who have come up through India's “reservation system.” Similar to “affirmative action” policies in the United States and Brazil (where the focus is on race), the reservation system in India is meant to counteract inequalities resulting from the historic oppression of “lower” castes in the country. The question faced by the protagonist in this case is whether and how a middle manager can address problems in her team that result from much larger, systemic problems in her country.The case is designed to surface and explore students' instinctive decision-making tendencies around a complicated problem. Thus, it is short enough to be read and responded to in class. Students are assigned readings and assignments related to the case after class discussion in which they are encouraged to reflect on their initial responses.The case is quite flexible and would work in any course that deals with leadership, ethics, difficult conversations, decision-making, organizational behavior, human resources, and related topics. It is appropriate for a range of levels and audiences, including undergraduate, MBA, and executive education. Excerpt UVA-OB-1261 Nov. 5, 2018 Fair to Whom? Anaya Deshpande stared at the blank screen in front of her. Scattered around her desk were several depressing reports on her unit's projects, a glowing newspaper article on her high-tech, global employer as a model company for India, and an internal memo reiterating the top management team's belief that it was the company's unique culture—one focused on unwavering commitment to world-class quality work, high ethical standards, and manifest desire to help Indians build fulfilling careers and upper-middle-class lives—that had been and must remain its core differentiator. The contrast between the company's general performance and external reputation, and the situation she was facing in her own role, could hardly be starker—or more paralyzing. Deshpande was angry and scared. She knew she had to do something, but none of the obvious options were attractive or tenable. Upon becoming the head of one of the company's major internal R&D units 18 months ago, Deshpande had inherited a number of PhD-level employees whose core job functions were research, data analysis, and report writing. Her elation and optimism about what her unit could accomplish had faded relatively quickly as she received report after report revealing underwhelming progress on almost all of her unit's projects. Looking into the issues more closely, Deshpande found that, of the 15 researchers working for her, 12 lacked anything close to the level of sophistication in theorizing, research design, and data analysis to which she had been exposed during her schooling in the United States. The employees' work revealed gaps and flaws
{"title":"Fair to Whom?","authors":"J. Detert, C. Black, Britton Taubenfeld","doi":"10.2139/ssrn.3291192","DOIUrl":"https://doi.org/10.2139/ssrn.3291192","url":null,"abstract":"The head of an R&D unit in a high-tech firm in India faces a tough decision about whether to recommend firing and replacing or investing even larger amounts of time and resources into training employees who have come up through India's “reservation system.” Similar to “affirmative action” policies in the United States and Brazil (where the focus is on race), the reservation system in India is meant to counteract inequalities resulting from the historic oppression of “lower” castes in the country. The question faced by the protagonist in this case is whether and how a middle manager can address problems in her team that result from much larger, systemic problems in her country.The case is designed to surface and explore students' instinctive decision-making tendencies around a complicated problem. Thus, it is short enough to be read and responded to in class. Students are assigned readings and assignments related to the case after class discussion in which they are encouraged to reflect on their initial responses.The case is quite flexible and would work in any course that deals with leadership, ethics, difficult conversations, decision-making, organizational behavior, human resources, and related topics. It is appropriate for a range of levels and audiences, including undergraduate, MBA, and executive education. \u0000Excerpt \u0000UVA-OB-1261 \u0000Nov. 5, 2018 \u0000Fair to Whom? \u0000Anaya Deshpande stared at the blank screen in front of her. Scattered around her desk were several depressing reports on her unit's projects, a glowing newspaper article on her high-tech, global employer as a model company for India, and an internal memo reiterating the top management team's belief that it was the company's unique culture—one focused on unwavering commitment to world-class quality work, high ethical standards, and manifest desire to help Indians build fulfilling careers and upper-middle-class lives—that had been and must remain its core differentiator. The contrast between the company's general performance and external reputation, and the situation she was facing in her own role, could hardly be starker—or more paralyzing. Deshpande was angry and scared. She knew she had to do something, but none of the obvious options were attractive or tenable. \u0000Upon becoming the head of one of the company's major internal R&D units 18 months ago, Deshpande had inherited a number of PhD-level employees whose core job functions were research, data analysis, and report writing. Her elation and optimism about what her unit could accomplish had faded relatively quickly as she received report after report revealing underwhelming progress on almost all of her unit's projects. Looking into the issues more closely, Deshpande found that, of the 15 researchers working for her, 12 lacked anything close to the level of sophistication in theorizing, research design, and data analysis to which she had been exposed during her schooling in the United States. The employees' work revealed gaps and flaws","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130620084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case illustrates how exchange rate shocks affect international businesses. The focus is on one recent stark example: the effect on Swatch Group of the Swiss National Bank's January 2015 decision to end its policy of putting a ceiling on the euro/Swiss franc exchange rate. It is useful for an introductory class that defines different exchange rate concepts, illustrates why managers should care about exchange rates, and motivates/previews the study of the macroeconomics of exchange rates, capital flows, and monetary policy. This case is appropriate for use in a first-year MBA course that deals with international economics or finance, though it is written to be standalone and thus could also be employed in an advanced undergraduate or master's level course on international macroeconomics or finance. Excerpt UVA-GEM-0167 Oct. 29, 2018 Swatch Group and Francogeddon “The Swiss National Bank has decided to discontinue the minimum exchange rate of CHF 1.20 per euro with immediate effect and to cease foreign currency purchases associated with enforcing it.” Thomas Jordan, Chairman, Swiss National Bank With that one sentence uttered on a cold Zurich day in early 2015, Thomas Jordan ended the Swiss National Bank (SNB) policy to hold the Swiss franc (CHF) down against the euro (EUR). The policy, which had been in place since September 2011, had SNB purchasing foreign currency in exchange for the Swiss franc in order to maintain a floor of CHF1.2 per euro (or, equivalently, a ceiling of EUR0.83 per franc). Within a week of removing this policy, the franc appreciated over 20% and the stock price of Swatch Group, a Swiss watch manufacturer and exporter, fell by over 20% (Figure 1). Swatch CEO Nick Hayek Jr. proclaimed, “Words fail me! Jordan is not only the name of the SNB president, but also of a river and today's SNB action is a tsunami; for the export industry and for tourism, and finally for the entire country.” . . .
这个案例说明了汇率冲击如何影响国际企业。人们关注的焦点是最近一个鲜明的例子:瑞士央行(Swiss National Bank)于2015年1月决定结束欧元/瑞士法郎汇率上限的政策，这对斯沃琪集团(Swatch Group)产生了影响。它是一个有用的入门类，定义不同的汇率概念，说明为什么管理者应该关心汇率，并激励/预览汇率，资本流动和货币政策的宏观经济学的研究。本案例适用于国际经济或金融的一年级MBA课程，尽管它是独立编写的，因此也可以用于国际宏观经济或金融的高级本科或硕士课程。2018年10月29日斯沃琪集团和法国“瑞士国家银行决定立即停止1.20瑞郎兑欧元的最低汇率，并停止与执行该汇率相关的外汇购买。”托马斯·乔丹，瑞士国家银行主席，在2015年初苏黎世寒冷的一天，托马斯·乔丹说了这句话，结束了瑞士国家银行(SNB)压低瑞士法郎(CHF)兑欧元(EUR)的政策。该政策自2011年9月开始实施，瑞士央行购买外币以换取瑞士法郎，以维持1欧元兑1.2瑞郎的下限(或相当于1法郎兑0.83欧元的上限)。在取消这一政策的一周内，瑞士法郎升值超过20%，而瑞士手表制造商和出口商斯沃琪集团(Swatch Group)的股价下跌超过20%(图1)。斯沃琪首席执行官尼克·哈耶克(Nick Hayek Jr.)宣称:“我说不出话来!约旦不仅是瑞士央行行长的名字，也是一条河流的名字，今天瑞士央行的行动是一场海啸;为出口行业和旅游业，最后为整个国家。“……
{"title":"Swatch Group and Francogeddon","authors":"K. Walsh","doi":"10.2139/ssrn.3291190","DOIUrl":"https://doi.org/10.2139/ssrn.3291190","url":null,"abstract":"This case illustrates how exchange rate shocks affect international businesses. The focus is on one recent stark example: the effect on Swatch Group of the Swiss National Bank's January 2015 decision to end its policy of putting a ceiling on the euro/Swiss franc exchange rate. It is useful for an introductory class that defines different exchange rate concepts, illustrates why managers should care about exchange rates, and motivates/previews the study of the macroeconomics of exchange rates, capital flows, and monetary policy. This case is appropriate for use in a first-year MBA course that deals with international economics or finance, though it is written to be standalone and thus could also be employed in an advanced undergraduate or master's level course on international macroeconomics or finance. \u0000Excerpt \u0000UVA-GEM-0167 \u0000Oct. 29, 2018 \u0000Swatch Group and Francogeddon \u0000“The Swiss National Bank has decided to discontinue the minimum exchange rate of CHF 1.20 per euro with immediate effect and to cease foreign currency purchases associated with enforcing it.” \u0000Thomas Jordan, Chairman, Swiss National Bank \u0000With that one sentence uttered on a cold Zurich day in early 2015, Thomas Jordan ended the Swiss National Bank (SNB) policy to hold the Swiss franc (CHF) down against the euro (EUR). The policy, which had been in place since September 2011, had SNB purchasing foreign currency in exchange for the Swiss franc in order to maintain a floor of CHF1.2 per euro (or, equivalently, a ceiling of EUR0.83 per franc). Within a week of removing this policy, the franc appreciated over 20% and the stock price of Swatch Group, a Swiss watch manufacturer and exporter, fell by over 20% (Figure 1). Swatch CEO Nick Hayek Jr. proclaimed, “Words fail me! Jordan is not only the name of the SNB president, but also of a river and today's SNB action is a tsunami; for the export industry and for tourism, and finally for the entire country.” \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130753498","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This is a Russian translation of the January 29, 2018 version of UVA-F-1819. The case describes a hypothetical hedge fund manager who is examining whether to invest in bitcoin. The case discusses potential risks and rewards of investing in bitcoin, the role of bitcoin and digital currencies more broadly, and financial innovation in the space, such as ICOs. It can be taught as part of a second-year MBA elective course in investments, financial institutions/capital markets, or fintech. Excerpt UVA-F-1851 Rev. Jan. 29, 2018 Биткоин: инвестиции или иллюзии Если вы покупаете биткоин или любую другую криптовалюту, вы не владеете ничем, что производит хоть что-то…. Вы не инвестируете, когда делаете это, вы просто спекулируете. – Уоррен Эдвард Баффетт (известный инвестор и миллиардер). Это мошенничество. Это хуже, чем луковицы тюльпанов. - Джеймс Даймон (главный директор JP Morgan Chase). Биткойн предлагает широкую перспективу возможностей. - Марк Андреессен (американский инвестор и программист, совладелец Andreessen Horowitz). . . .
{"title":"Bitcoin: Investment or Illusion? (Russian)","authors":"G. Allayannis, A. Fernstrom, Anastasiya Luzgina","doi":"10.2139/ssrn.3246241","DOIUrl":"https://doi.org/10.2139/ssrn.3246241","url":null,"abstract":"This is a Russian translation of the January 29, 2018 version of UVA-F-1819. The case describes a hypothetical hedge fund manager who is examining whether to invest in bitcoin. The case discusses potential risks and rewards of investing in bitcoin, the role of bitcoin and digital currencies more broadly, and financial innovation in the space, such as ICOs. It can be taught as part of a second-year MBA elective course in investments, financial institutions/capital markets, or fintech. \u0000Excerpt \u0000UVA-F-1851 \u0000Rev. Jan. 29, 2018 \u0000Биткоин: инвестиции или иллюзии \u0000Если вы покупаете биткоин или любую другую криптовалюту, вы не владеете ничем, что производит хоть что-то…. Вы не инвестируете, когда делаете это, вы просто спекулируете. – Уоррен Эдвард Баффетт (известный инвестор и миллиардер). \u0000Это мошенничество. Это хуже, чем луковицы тюльпанов. - Джеймс Даймон (главный директор JP Morgan Chase). \u0000Биткойн предлагает широкую перспективу возможностей. - Марк Андреессен (американский инвестор и программист, совладелец Andreessen Horowitz). \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122535353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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