06/2009-4999 This case was prepared by Matt Williamson‚ INSEAD MBA 2000‚ under the supervision of Professors W. Chan Kim‚ Renée Mauborgne and Ben M. Bensaou‚ all at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2002‚ INSEAD-EAC‚ Fontainebleau‚ France. To order copies of INSEAD cases‚ see details on the back cover. Copies may not be made without
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Managing Project Uncertainty: From Variation to Chaos Uncertainty is an inevitable aspect of most projects‚ but even the most proficient managers have difficulty handling it. They use decision milestones to anticipate outcomes‚ risk management to prevent disasters and sequential iteration to make sure everyone is making the desired product‚ yet the project still ends up with an overrun schedule‚ overflowing budget and compromised specifications. Or it just dies. To find out why‚ we studied 16
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Chen‚ INSEAD MBA July 2013‚ under the supervision of Claudia Zeisberger‚ Affiliate Professor of Decision Sciences & Entrepreneurship and Academic Director of the Global Private Equity Initiative (GPEI) at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Funding for this case study was provided by INSEAD’s Global Private Equity Initiative (GPEI). Additional material about INSEAD case
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written by William W. Maddux‚ Associate Professor of Organisational Behaviour at INSEAD‚ and Roderick I. Swaab‚ Assistant Professor of Organisational Behaviour at INSEAD‚ in conjunction with Betania Tanure‚ Professor of Organisational Behaviour at PUC / BTA‚ and case writer Elin Williams‚ as an aid to instructors in the classroom use of the case “Ricardo Semler: A Revolutionary Model of Leadership”. Financial support from INSEAD Alumni Fund is gratefully acknowledged. Instructors can register and login
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Guimaraes‚ INSEAD MBA 2003‚ and Pierre Chandan‚ Associa te Professor of Marketing at INSEAD‚ as the basis for class discussion rather than to illustrate either effective or ineffec tive handling of an administrative situation.. We thank Laercio Cardoso and Robert Davidson from Unilever Brazil for m aking this c ase possible. We also thank Fernando Machado (INSEAD MBA 2(03). Mauricio Mitte lman (INSEAD PhD Student) ‚ Weima Bezarra (RB distributors‚ Ceara. Brazil) ‚ and Luea Lattanzi (INSEAD Executive
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Working in a foreign country can be a great experience‚ it can also be the biggest mistake of your life. The stress of living in an alien environment can shatter the most stable of relationships and leave you wondering just where your career is heading. Are you ready for the change? Just because you’ve travelled a lot doesn’t make you immune from culture shock. It didn’t take Antonio long to realise his family’s relocation to Brazil was going to be more complex than expected. When his wife‚ Marion
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Segments of the General Environment: Out of seven general environmental sectors‚ following three trends pull the most attention. Economic sector. Steel industry depends on the cyclical economic condition and highly reliant on many other industries such as automobiles‚ construction‚ appliances and so on. If the economy is negatively affecting on its dependent industries‚ it will influence negatively for the Tata Steel. In 2007‚ when Tata Group acquired British based Corus Company‚ it became the
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fall in the market which has been affected significantly due to apply inappropriately perception of brand identity. Therefore‚ this paper is going to decode issues of the brand identity in the case study Cacharel - Parfums Cacharel de L’Oreal (2007‚ Insead). Cacharel had the two biggest selling products in the Europian market in 1980s- Anais Anais and Loulou. Unfortunately‚ since 1988 Cacharel faced a down turn‚ even with the launch of a new brand Eden in 1994. So what is the real cause of that crisis
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Pacheco Guimaraes‚ INSEAD MBA 2003‚ and Pierre Chandon‚ Associate Professor of Marketing at INSEAD‚ as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. We thank Laercio Cardoso and Robert Davidson from Unilever Brazil for making this case possible. We also thank Fernando Machado (INSEAD MBA 2003)‚ Mauricio Mittelman (INSEAD PhD Student)‚ Weima Bezarra (RB distributors‚ Ceara‚ Brazil)‚ and Luca Lattanzi (INSEAD Executive MBA
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innovation at DoCoMo. (2003). Recuperado de la base de datos de UESAN (031397) 16088 INSEAD Blue Ocean Strategy lnstitute The Business School for the World18 BOS005 NTT DoCoMo i-mode TM: Value lnnovation at DoCoMo 08/2009-5079 This is a modified version of the original case ’NTI’ DoCoMo i-mode’l’M: Creating a Solution for the Masses’ (number 05/2002-5036)‚ written by Yasushi Shiina‚ INSEAD MBA 2000. Jason Hunter preparad this freely adapted version‚ under the supervision of
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