Search

In July 2015, MaryAnn Camacho joined Quest Diagnostics’s National Customer Service (NCS) organization as its Executive Director. Quest was the leading provider of diagnostic services and solutions in the United States. Camacho was hired to turn around an organization that had gone through a complex ...

Facilitates a discussion on how one of the world’s biggest car companies was able realize a faster time-to-recovery through superior supply chain visibility, rapid response efforts, and flexible supply allocation and production decisions.

Exposes students to concrete operational challenges in healthcare delivery. Illustrates both the application and the potential benefits of quantitative process analysis and process reengineering in this environment.

The business career of MIT Sloan alumnus Victor Reinoso took an unlikely turn when he became Deputy Mayor for Education in Washington, DC, in November 2006. Once in office, Reinoso took a series of steps to remedy the problems confronting the DC public schools (DCPS), including making a recommendati...

In early 2000, Dean Richard Schmalensee of MIT’s Sloan School of Management needed to make a decision that would shape the future of the school for decades to come. Sloan desperately needed a new building with great classrooms, faculty offices, study rooms for students, and dining. Schmalensee neede...

Harry Markham, a pension fund investment advisor, is torn about whether to tell the board of trustees of the pension fund he is advising that he believes the value of their projected liabilities are actually much larger than what the actuaries say they are. Confronted by the differing viewpoints hel...

Discusses where a firm making solar panels has competitive advantage by looking at its costs and customers’ willingness to pay. Investigates whether such an advantage can be maintained in the face of substantial market shifts. Illustrates the complexity of the energy industry, particularly PV solar ...

The synthetic diamond industry was on the radar of diamond giant DeBeers as a potential disruptive technology. In 2009, after years of concerted efforts to improve its tarnished reputation as the industry monopolist, DeBeers was wondering how it should respond to the threat.

Corning’s Growth and Strategy Council—a centralized team that included the CEO, COO, and CTO who were heavily involved in managing the company’s innovation strategy—had enabled the company to continually re-create itself with new technologies and products. Set in 2008, the case highlights the inner ...

Surfaces the multifaceted nature of organizational change processes; shed light on how resistance to change can be managed and overcome in a context with highly-skilled, semi-autonomous professionals; and, highlight the Three Lens Framework on organizational processes.