Gerry Yemen

Executive education programs go back to school

Executive education (EE) programs are an important part of many business schools’ mission. For many such providers, the 1990s was a robust time of growth and increased reliance on the fruits of those programs. In less time than takes to build a new EE facility, the EE environment changed. What factors influence the desirability of an EE program experience for the executives who attend them? Do executives want more EE opportunities or less? Are online program offerings an attractive alternative to traditional classroom venues? These and other related questions were answered, via a survey, by over 80 executives who frequently attend EE programs. Among other findings, the results indicate a desire for: more EE program experiences; the criticality of a host institutions and instructors reputation in attracting executives; and a willingness to tradeoff some learning potential for convenience with online alternatives.

The Wonderful World of Human Resources at Disney

“What kind of culture does Walt Disney Company (WDC) want to create? This case uses the experiences of a young visitor to one of WDCs resort hotels to set the stage for an analysis of selecting, hiring, training, and retaining and how those practices are governed by the culture of a large American company. The situation provides an opportunity to explore human resource policies, organizational design as well as how all those elements reinforce the culture. The case opens with an interaction between a young Animal Kingdom Lodge guest and an employee (or cast member as the company refers to employees). There were many different ways the exchange could have unfolded yet the experience was magical for the youngster. What made this exchange a memorable experience for this young guest? Would Walt Disney have been surprised?”

AstraZeneca: Transforming How New Medicines Flow to Patients1

This case is currently taught in Dardens ““First-Year Strategy”” course. Scott Snell also teaches it in his second year elective, ““Developing Organizational Capability””. The case would be useful in any course that examines the topic of core capabilities, organizational change, or strategic alignment. This field-based case provides an overview of reorganization at AstraZeneca UK Limited (AZN) and focuses on the processes, systems, and people (human and social capital) in the R&D unit. It allows for an examination of AZN’s core capabilities and how enterprise leadership requires making an explicit connection between investments in people and performance that benefit the firm. The strategy includes: build a pipeline with new prescription drugs that were unique enough to provide a differentiated benefit to patients, grow the business globally, streamline the organization and increase efficiency, and build a culture of courage, creativity, and collaboration. What areas of R&D should the company invest in, and what would the R&D transformation look like?

The IndiGo Story: “On Time, Hassle Free”1

The airline passenger industry in India was a mess in 2013, but the low-cost carrier IndiGo was making money. This relatively new company had managed to work against the odds and grab market share from longer-established flyers. Still, the weak rupee, depreciated by 15%, was sending a chill wind through the aviation sector, and growth plans would have to include opening new destinations. This meant hiring more employees, opening more ticketing stations, and increasing costs. Could the airline continue its climb, or would it be prudent to prepare for a hard landing?