Strategic Process, Implementation and Leadership
Professor Mark Kriger
Module 4, Strategic Leadership for BI-Ekeberg
October 12-15, 1999
Case Assignments:
For Day 1 (9:00-18:00):
Case #1: Metcorp A/S
Questions to prepare:
1.
What is going on in the case as regards:
a. leadership and vision, or the lack of it; b. organizational change issues;
c. effective or ineffective management.
2.
What should Mr. Post do now (at the end of the case)?
Case #2: Donna Dubinsky and Apple Computer (A)
Use the assigned readings to deepen your analysis and understanding of the situation,
problems and actions to be taken.
Questions to prepare the case for discussion:
1. What are the strengths and weaknesses of Apple Computer’s culture, vision,
organizational design and structure at the time. What is your diagnosis of the situation?
2. Why was Dubinsky so successful initially? What are the real problems?
3. What actions should be taken and by whom? Be specific.
4. What is your prediction as to what Campbell will decide to do and why?
For Day 2 (9:00-17:00):
Case: Revolution at Oticon A/S (A): Vision for a Change-Competent Organization
Questions to prepare for discussion:
1. What is Kolind's vision? Be clear, detailed, and specific.
2. What is your assessment of Kolind's plan and process to merge the two cultures?
3. Why has the resistance intensified in reaction to Kolind's vision? In what ways is the
restructuring truly radical? Not radical enough?
4. What should Kolind do at the end of the case to establish long term health and
creativity in Oticon? List specific actions to be taken. with time frames.
For Day 3 (9:00-17:00):
Case: Revolution at Oticon A/S (B): Vision for a Change-Competent Organization
Reading Assignment:
1. Chapter 11, “Managing Strategic Change,” in Johnson & Scholes text.
Readings for Day 1:
2. “The Hidden Side of Leadership” by Louis Barnes & Mark Kriger, Sloan
Management Review, Fall 1986.
3. “The Work of Leadership” by Heifetz & Laurie, Harvard Business Review, Jan.-Feb.
1997, Reprint #97106.
Readings for Day 2:
1. “Demystifying the Development of Organizational Vision,” by Mark Lipton, Sloan
Management Review, Winter 1995.
2. “Why Transformation Efforts Fail,” by John Kotter, Harvard Business Review,
March-April 1995, Reprint #95204.
3. “Strategy Innovation and the Quest for Value,” by Gary Hamel, Sloan Management
Review, Winter 1998.
Readings for Days 3 & 4:
1. "Managing Strategic Change," James B. Quinn, Sloan Management Review, 1980.
2. “Implementing Strategy,” by Hrebiniak & Joyce, 1984.
3. “Strategy Implementation: The new realities,” by Peter Lorange, Long Range
Planning
4. “Core Capabilities and Core Rigidities,” by Dorothy Leonard-Barton, Strategic
Management Journal, volume 13, 1992.
5. “Removing the obstacles to effective strategic planning,” Thomas Marx, Long Range
Planning, 1991.
6. “Strategy at the Edge of Chaos,” Eric Beinhocker, McKinsey Quarterly, 1997, no. 1.
7. “Creating a Strategic Control System,” by Stephen Bungay & Michael Goold, Long
Range Planning, vol. 24, 1991.