This simulation game aims to help participants become better team leaders by increasing their awareness of the main challenges to effective teamwork and by improving their skills at observation, analysis, listening, and giving feedback.
When the unprofitable Dutch boutique sports carmaker, Spyker, acquired Saab in 2010, scepticism arose about the likely success of this acquisition. Spyker had to convince the public that it could create a solid fit of these two drastically different brands.
The growing Indian IT service sector has forced Western multinationals to rethink their captive center strategy. The case shows how the basic concept of captive center has transformed over time.
After an environmentally devoted Dutch firm was sold to an environmentally less conscious new owner, the company had to forge a new strategy for maintaining a green reputation.
How could an ingenious three-wheel, human-powered, fast, and environmentally friendly vehicle fail to enter the market after heavy investment and years of trials? Mitka’s story demonstrates what makes radical innovation not work.
ABN AMRO innovatively used the Volvo Ocean Race to promote its “one bank philosophy.” While daily marketing operations were under stress, one cannot help but wonder whether this extravagant marketing technique was the best strategy for the bank.