Embedding CSR at Burckhardt Compression

Nimruji Jammulamadaka & Dinesh B Khonde

This case deals with a medium sized engineering company’s experiences with initiating CSR. It covers aspects like the rationale for CSR, its relationship with strategy, participation in CSR and speed breakers on the path to building a CSR culture in the company. After sustained growth over a few years, the top management has decided to look beyond profits and embarked on CSR. They allocated 2% of their PBT to their Trust to oversee CSR activities. They began the activities about one and a half years ago. The engagement began with much enthusiasm but with time, it started losing steam. The senior management has also been having a rethink about CSR strategy.  Mr. Khonde, the HR head now has to suggest ways of mainstreaming CSR within the company.


Disneyland in Hong Kong – Green Challenge (A), (B)

Terence Tsai & Shubo Philip Liu

In mid-1999, the Walt Disney Company and the Hong Kong Government were involved in intense discussions about the possibility of building the Hong Kong Disneyland theme park on Lantau Island. This case presented detailed information about the proposed theme park and the associated decision making process with a particular emphasis on sustainable development. It also lays out the characteristics of Hong Kong Government and Hong Kong people that might have played a role in decision making.
 
The case includes A and B parts concerning corporate and government decision making. It firstly summarizes the negotiation process between Disney and the Hong Kong Government, and considers the environmental impacts on Hong Kong. The difficulties faced by governments in making decisions about this highly visible large-scale project are described. It then explains the rationale of the government decision, which illustrates how governmental structure and culture affects the decision making process. In the end, it showed improvements in Hong Kong Disneyland with respect to sustainable management and development.


SK Telecom - Going for the Global Leadership

Daniel Z. Mack & Theresa S. Cho

This case is set in the period after the worldwide financial crisis that started in mid 2007. Focusing on SK Telecom, one of South Korea’s largest telecommunications providers, it reviews the previous strategies implemented by the Korean firm as well as the key challenges that SK Telecom has faced during the period of 2008-2009. This case also reviews the other global strategies undertaken by other major telecommunications companies from other countries. Faced with home market stagnation as well as distressed credit markets, SK Telecom requires a renewed strategy for further growth ahead.  The case allows students to examine the threats and opportunities associated with the firm’s internal and external environment, review its corporate portfolio, and formulate strategies for future growth of the firm. This case also highlights the different challenging market conditions in various markets and how these conditions affect the viability of SK Telecom seeking growth overseas.


Leadership Development and Succession Planning at ICICI Bank

Lakhwinder Singh Kang

On 19 December, 2008, ICICI bank named joint managing director Chanda Kochhar as its new CEO from May 2009 to lead India's second-largest lender at a time of declining market share, souring bad debts and a tough global environment. She would be the successor of the 61year old visionary banker K V Kamath, MD and CEO of ICICI Bank who was to retire on 30 April, 2009 after completing his successful tenure of 11 years.

ICICI bank with a network of 1,456 branches and 4,721 ATMs in India and presence in 18 countries, is India’s second-largest bank with total assets of Rs. 3,793.01 billion (US$ 75 billion) and profit after tax of Rs. 37.58 billion for the year ending March 31, 2009. It offers a wide range of banking products and financial services to corporate and retail customers. The need for succession planning arose at ICICI as the term of one top level executive ended, one other retired and two left the company.

This case has been developed to provide understanding on how leaders are identified, nurtured and developed at ICICI bank, the strengths and weaknesses of CEO centric model of leadership development being followed by Kamath and the new institutionalized process of leadership development. It also provides the scope for discussion about the strengths and weaknesses of hiring an insider or outsider for the position of a CEO and the role of outgoing CEO in the development and selection of his/her successor.


Online Learning at Minkuo Hospital

Tsai-Hsin Chu & Daniel Robey

This case introduces an online learning adoption in a local hospital for improving employee training through a technology platform. In the third year after adoption, use of the online system had declined dramatically after initial enthusiasm by hospital staff. The learning technology seemed to be working as well as it always had. Incentives for training were still in place and there had been no significant changes to the organization in terms of growth or competitive and financial pressures. This phenomenon disappoints the implementers, and they want to know what had gone wrong and to decide the next step of action.


Shanghai Automotive and Ssangyong Motor – A Tale of Two Dragons (A)

Xu Leiping & Steven White

Shanghai Automotive (SAIC), one China’s “Big Three” automakers, pays US$571 million in 2004 to acquire a controlling majority share in Ssangyong Motor of South Korea to help SAIC achieve its strategic objectives of developing its own passenger car brand and expanding operations internationally. This first case in the 3-case series covers the decision making leading up to the deal, signed in October 2004 and implemented in January 2005. It provides a basis for comparing modes of growth options (make, buy or ally) and the specific challenges facing Chinese firms and other newly-internationalizing firms as they go abroad.  The case also generates discussion of fundamental acquisition issues: target selection, assessment and integration planning.


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