David A. Garvin, Michael A. Roberto
Leadership & Managing People
On January 7, 2002, Paul Levy became CEO of the Beth Israel Deaconess Medical Center, a troubled organization, in serious financial difficulty. This case describes the situation Levy inherited, his negotiations prior to taking the job, and his first six months as CEO.
Communication, Corporate governance, Decision making, Leadership, Managing people
Michael Beer, Sunru Yong
When students have the English-language PDF of this Brief Case in a coursepack, they will also have the option to purchase an audio version.TerraCog, a successful privately held high-tech firm that develops GPS (global positioning system) and similar products for consumer markets, has recently been caught off-guard by a competitor’s new product that makes novel use of satellite imagery. When TerraCog pursues development of a directly competing product, dubbed Aerial, the projected costs threaten to scuttle the project. The key unit managers gather in a pair of contentious meetings that feature anger, blame, and bewilderment, but produce no effective conclusion. At the end of the case it falls to Emma Richardson, a newly-promoted executive vice-president, to push the group toward a go/no-go decision.
Conflict, Crisis management, Decision making, Human resource management , Leadership, Leading teams, Meetings, Organizational culture, Technology