16.3: Fourteen Teaching Cases That Illustrate the Organizational Capacity for Change Framework
- Page ID
- 23411
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)AT&T: The Dallas Works
Case ID: HBS 492023
Trustworthy leadership: Ken Weatherford
Trusting followers: Union turmoil
Capable champions: Sandy Ward
Involved midmanagement: Ad hoc teams
Systems thinking: Guiding coalition
Communication systems: Multichannel
Accountable culture: Avoid plant closing
Innovative culture: Products and processes
Cisco Systems
Case ID: HBS 409061
Trustworthy leadership: John Chambers
Capable champions: Customer champions
Systems thinking: IT systems
Accountable culture: Customer focus
Citigroup (A)
Case ID: HBS 308001
Trustworthy leadership: Chuck Prince
Systems thinking: Merger challenge
Communication systems: Problem area
Accountable culture: Problem area
Innovative culture: Problem area
Digital Chocolate
Case ID: HBS 401049
Trustworthy leadership: Trip Hawkins
Capable champions: Problem area
Involved midmanagement: Problem area
Systems thinking: E-mail, meetings
Communication systems: Venture burn rate
Accountable culture: Growth potential
EBay
Case ID: HBS 401024
Trustworthy leadership: Meg Whitman
Involved midmanagement: Fully engaged
Systems thinking: Acquire Krause?
Accountable culture: Problem Area
Innovative culture: Customer focus
Hindustan Lever
Case ID: HBS 410002
Trustworthy leadership: Biswaranjan Sen
Trusting followers: Union turmoil
Capable champions: Suchita Prasan
Systems thinking: Problem area
Communication systems: Problem area
Accountable culture: Extreme downsizing
Innovative culture: British hierarchy
Merck (A)
Case ID: HBS 499054
Trustworthy leadership: Ray Gilmartin
Capable champions: Mgt. committee
Involved midmanagement: Functional silos
Systems thinking: Merger challenge
Communication systems: Problem area
Accountable culture: Problem area
Innovative culture: Drug creation
Northwest Airlines
Case ID: HBS 491036
Trustworthy leadership: Steve Rothmeir
Trusting followers: Union turmoil
Capable champions: Dr. Ken Myers
Involved midmanagement: Merger integration
Systems thinking: Merger challenge
Communication systems: Problem area
Accountable culture: Problem area
Innovative culture: Problem area
Oticon
Case ID: IMD 079
Trustworthy leadership: Lars Kolind
Trusting followers: Relocation Resistance
Capable champions: Sten Davidsen
Involved midmanagement: Problem area
Accountable culture: Problem area
Innovative culture: Problem area
P&G in the 21st Century
Case ID: MBS 309030
Trustworthy leadership: A. G. Lafley
Trusting followers: Problem area
Involved midmanagement: Walk the talk
Communication systems: Problem area
Accountable culture: Global integration
Innovative culture: Problem area
Renault-Nissan
Case ID: TB 0047
Trustworthy leadership: Louis Schweitzer
Trusting followers: Downsizing
Capable champions: Carlos Ghosn
Involved midmanagement: Cultural differences
Systems thinking: Merger challenge
Communication systems: Problem area
Accountable culture: Problem area
Innovative culture: Mavericks elevated
Siemens Nixdorf
Case ID: HBS 396203
Trustworthy leadership: Gerhard Schulmeyer
Capable champions: Mark Maletz
Involved midmanagement: Problem area
Innovative culture: Global expansion
Walt Disney’s Dennis Hightower
Case ID: HBS 395055
Trustworthy leadership: Dennis Hightower
Trusting followers: Country Managers
Capable champions: Problem area
Involved midmanagement: Problem area
Systems thinking: European integration
Communication systems: Group vs. individual
Accountable culture: Problem area
Innovative culture: Growth potential
Wyeth Pharmaceutical
Case ID: SGBS L-15
Trustworthy leadership: Micahel Kamarck
Capable champions: Guiding coalition
Systems thinking: Learning teams
Communication systems: Multichannel
Accountable culture: Cut costs 25% in 1 year