The Launch of the Indian Premier League
This case follows Lalit Modi's challenge to build a sustainable business model for a new cricket league in India, one which would motivate players, broadcasters, franchise owners, and the various cricket boards to join his effort.
Change Agent in Waiting
The Housing Development Board (HDB) of Singapore must increase its efficiency and innovation in meeting the changing needs of its customer base. This case discusses how Chew Ling Tan, MBA '09 and HDB employee, prepared to help implement this reorganization after graduating from Columbia Business School and returning to the company.
Caught in the System: Felipe Montez and Concerns about the Global Supply Chain
In 2003 Felipe Montez was hired to be a purchasing director and product designer for a Spanish electronics company. On Felipe's first visit to the company's Asian supplier, he observes poor working conditions in the factory. What should he do?
Susan Baskin: Aspiring Change Agent
This two-part case follows Susan Baskin, a soon-to-be graduate of Columbia Business School, who strove to be a change agent in order to reform the culture of her strategy consulting firm, Rensight Associates.
Out2Play
Andrea Wenner, MBA '05, must consider the long-term agenda for Out2Play, a social enterprise program that advocates the construction of playgrounds throughout New York City.
Cablevision
This case follows the efforts of the Dolan family to buy out the public shareholders of Cablevision Systems Corporation, an initiative resulting in an extended struggle among the Dolans, the board of directors and some of the public shareholders.
Merrill Lynch
Merrill Lynch's newly appointed CEO John Thain must prepare the company to adapt to major internal changes recently implemented by his two predecessors.
Encouraging Innovation and New Product Adoption
This note provides a brief discussion of the barriers to the adoption of innovations in the context of new product introductions.
Bowen Industries
The Bowen Industries five-part case series follows the management style of Philip Holder, commerical sales manager. How could Holder successfully manage sales information to resolve an issue within the sales force?