Dominikamiazek

The case analysis answers the following questions: 1. What advice do you have for Day as she begins her new role at lululemon? Are you generally happy for her in this current position? How would you deal with Chip? 2. What value does the company’s culture add to (or detract from) the company’s performance? Why? 3. What topics and companies have we discussed this period that you can draw connections to Day and lululemon?

The case analysis answers the following questions: 1. What are the most important knowledge-management challenges faced by Danone? What does the company need to do well to succeed? 2. What is your assessment of the Networking Attitude initiative? 3. What should Franck Mougin and Benedikt Benenati do next? Which of the three options they are considering (go wider, go deeper, go richer) do you recommend? Why?

The case is analyzed by answering the following questions: 1. What are the organizational challenges that may explain the difficulties of Troubled Spain? 2. What should James Reilly do to address the challenges that you identified and turnaround the organization? Your action plan needs to account for the time contingencies that James faces.

The case analysis answers the following questions: 1. Why do you think Nadella was so effective in leading the turnaround at Microsoft? What was his big insight? 2. What do you see as the physical manifestations—the context, behaviors, and attitudes—of the “old” culture at Microsoft? What are those replaced with? 3. How does Nadella go about changing the culture?

The bundle combines all the case analysis assignments of the MBA course Organizational Theory.

The Valve case helps to introduce the congruence model for organizational alignment. The model identifies key components of organizations and stresses the importance of alignment between the components. The case is analyzed by answering two following questions: 1. Why has Valve been so successful? 2. Should Valve start producing hardware? If so, how?

Case Assignment Questions: 1. How effectively did the company manage the transition from four to 27 employees? 2. Do you think that Flavin went too fast or too slow in introducing formal structure at N12? 3. What do Flavin and Berkson need to do next from an organizational perspective?