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- January 1993 (Revised April 1993)
- Case
Chadwick, Inc.: The Balanced Scorecard
By: Robert S. Kaplan
The pharmaceutical division of a diversified company has been asked to develop a Balanced Scorecard. Research and development projects take about ten years to bring a new product to the marketplace and the division depends on good relations and active feedback from its... View Details
- December 1992 (Revised March 1997)
- Case
Peoria Engine Plant (A)
By: Robert S. Kaplan and Amy P. Hutton
Describes the cost control system used at an automobile engine plant for labor and overhead costs. The finance staff prepares daily, weekly, and monthly variance reports against budgets. Department supervisors, finance staff, and the plant manager discuss the use and... View Details
- December 1991 (Revised February 1992)
- Case
Dayton Electric Corp.
Concerns a product redesign decision for one of the company's most successful motor products, its rectified power, medium D-C motor, the RPM. A one-year redesign program has proposed a design that comes close to meeting its stated cost and performance goals, but at the... View Details
- October 1991 (Revised January 2000)
- Case
Workplace Safety at Alcoa (A)
By: Kim B. Clark and Joshua D. Margolis
Examines the challenge facing the managers of a large aluminum manufacturing plant in its drive to improve workplace safety. The CEO of the company has made safety a top priority. The plant has made good progress in reducing the injury rate, but now confronts the need... View Details
- September 1991 (Revised January 1992)
- Case
Allegheny Ludlum: Research and Engineering Resource Allocation
By: Dorothy Leonard-Barton and Geoffrey K. Gill
Allegheny Ludlum's (AL) technical vice president, Jack Shilling faces the task of determining how to allocate engineering resources among five areas of technology. AL's technology organization has great strategic importance and has therefore been untouched by the... View Details
- April 1991 (Revised July 1991)
- Case
RJR Nabisco Board: Guardians of the Gate? (A)
By: Jay W. Lorsch
Charles Hugel, the chairman of RJR Nabisco, receives a call from RJR Nabisco's CEO, Ross Johnson; Johnson plans to present an LBO plan to the board of directors at the board meeting the following week. The case details Hugel's actions as chairman, and describes the... View Details
- March 1991 (Revised July 1993)
- Case
Kyocera Corp.
By: John P. Kotter
Examines the three factors critical to this company's remarkable success in the high tech field. The first factor is the founder, Dr. Inamori's powerful leadership. The second is the strong corporate culture or philosophy of the firm. The third element in Kyocera's... View Details
- February 1991
- Case
Burlington Northern: The ARES Decision (B)
By: Julie H. Hertenstein and Robert S. Kaplan
The ARES team formally proposes that Burlington Northern implement the ARES system. The project meets resistance. In light of financial restructuring and high level of debt, executives wonder whether the company can afford ARES. Weak links during the ARES development... View Details
- October 1990
- Supplement
Center for Machine Intelligence: Electronic Meeting Support at GM/EDS, Video
- October 1990 (Revised September 1993)
- Case
Changing the Culture at British Airways
By: John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981... View Details
- July 1990
- Case
Ceramics Process Systems Corp. (B)
By: Kim B. Clark and Brent D. Barnett
Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives... View Details
- June 1990 (Revised March 1991)
- Supplement
Jonah Creighton (B)
By: Anne Donnellon and Joshua D. Margolis
Covers Jonah's two-hour meeting with the company's executive vice president who is next in line to become president, and the outcome of the discriminatory hiring incident that initially troubled Jonah. View Details
- April 1990 (Revised November 1992)
- Case
Population Services International: The Social Marketing Project in Bangladesh (Abridged)
By: James E. Austin
Population Services International (PSI) was a not-for-profit agency founded to disseminate family planning information and to market birth control products, primarily in less developed countries seeking to curb their population explosions. In 1976, PSI concluded an... View Details
- September 1989 (Revised April 1990)
- Case
Banc One Corp.--1989
Banc One Corp., an innovative and financially successful super-regional bank holding company, has a track record of upgrading performance of acquisitions while retaining previous management--doing better with the same people. In June 1989 Banc One made its first... View Details
- September 1989 (Revised August 1990)
- Case
Don Burr
By: Shoshana Zuboff
Traces the career development of People Express founder Don Burr. Shows how an individual's evolving set of needs and values influences career choices and how each successive working environment meets these needs or spurs the individual to move on. Concludes as Burr is... View Details
- June 1989 (Revised July 1993)
- Case
CIGNA Worldwide
By: John A. Quelch
A CIGNA Worldwide (CWW) task group of European country directors and key functional managers is meeting in November 1988 to discuss how CWW should respond to the European Community's plan to remove existing internal barriers and restrictions to the free flow of goods... View Details
- September 1988 (Revised June 1993)
- Case
Ring Medical
Describes the progress of a new product launch (HCS-100, a hospital communication system). Ring Medical has sold only five systems in six months against an annual target of 30. There is a lack of agreement internally on how the new product effort should be organized.... View Details
- October 1987 (Revised July 1991)
- Case
Tiffany & Co.
This premier retail jewelry company was bought from its parent, Avon, by a group of investors led by its own management in 1984. The company was highly leveraged, financially, and had to scramble to meet the cash flow and earnings requirements laid down by its lenders.... View Details