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Cawsey, Organizational Change, 3e Ancillary Resource
Suggested Additional Cases and their Potential Use with Organizational Change
Case Title
Brief Description
Suggested Use
Where They Can Be Viewed
and Acquired
Morita’s Legacy
and
International
Strategy at Sony
Case deals with Sony’s shift from success
to dramatic losses in 2001. The challenge
is how to reverse the slide and whether or
not the founder’s vision was still the one
needed to drive the business forward. The
case is an interesting one for the start of
Ch 1, 2, 3
Harvard Business School or
Richard Ivey School of
Business
The Case of the
Unseen
Customer
Socio-technical systems change
Ch 2 & 3:
Introductory
level case on
change
Tupper Cawsey or Gene
Deszca gdeszca@wlu.ca
Gillette Metal
Fabrication
Gillette – Walt
&
Poorly performing metal fabrication plant
has technical skills but a culture and
systemic environment that motivates
suboptimal performance.
Ch 2 & 3:
Organizational
Analysis, formal
and informal
systems
Copyright 1993, Jack
Brittain, School of
Management, University of
Texas; In Harlan D. Platt and
Marjorie B. Platt (eds), A
Cawsey, Organizational Change, 3e Ancillary Resource
Northwell Inc.
Launching an e-business
Ch 2, 3, 4, 6:The
need for change
and competitive
positioning
Available for free to adopters
on this book’s website.
GuideStar
This not-for-profit has achieved
significant success under the original
vision of improving transparency and
Ch 4:Need for
change and
visioning
Harvard Business School
Dashman Redux
New Purchasing Director charged with
bringing coordination to purchasing in a
decentralized firm with highly
autonomous divisions
Ch 4:
Organizational
analysis, need
for change and
Copyright 1988 Babson
College
To obtain a copy, contact:
Valerie Duffy
Alpha and
Omega
Chairman and CEO announce a merger
and must speak to employees at Alpha
and Omega (short two page case). This is
an old case but it effectively sets up the
challenge of how best to communicate
the need for change to recipients.
Ch 4, 7:
Communicating
need for change
and vision to
recipients of
change
Harvard Business School
One Firm One
Future at Davis
The senior partner in a successful
construction professional services firm
Ch 4, 5
Harvard Business School
Atlantis
Paradise Island
Resort and
The resort has undertaken the renewal of
its vision and mission. The case sets out
the actions undertaken to date to bring the
Ch 4, 9, 10
Harvard Business School
Cawsey, Organizational Change, 3e Ancillary Resource
American
Repertory
Theatre
The case explores the vision and strategy
the new artistic director and CEO of this
important cultural institution. Changing
times have generated significant pressure
for new approaches to theatre
programming and management. Her
changes meet with market success during
her first three years but are decried by
some stakeholders as too commercial and
not in keeping with theatre’s original
vision.
Ch 4, 6, 7, 9
Harvard Business School
Kent Chemical:
Reorganizing
for International
Growth
The CEO is proposing a third
reorganization after two failed ones, to
create a more effective alignment. The
goal is international expansion and the
context is a difficult one, both internally
and externally.
Ch 5, 6
Harvard Business School
Gentro
New HR Director challenged to bring
about structural and systemic change to
Ch 5 & 6:
Formal and
Contact Gene Deszca
(gdeszca@wlu.ca)
Cawsey, Organizational Change, 3e Ancillary Resource
Kauflauf GmbH
implementing changes with field sales
staff. One month into her assignment, she
faces backlash from the affected staff and
three months later the data suggests little
compliance. She is given three weeks to
develop a new implementation plan
which she will be asked to implement, if
it is accepted by key senior executives
Campbell and
Bailyn’s Boston
Office:
Reorganization of the sales function and
the performance management system, of
the bond division, in the aftermath of the
Ch 5, 6, 7
Harvard Business School
Fighting
Childhood
Pneumonia in
Uganda
Donors have pulled together $10 million
to fight childhood pneumonia in Uganda
and Milestone has the challenge of
developing a three year action plan for
this important initiative and the vision
that lay behind it. The plan needs to
include specific targets/metrics that the
action plan would strive to achieve.
Ch 6, 9, 10
Harvard Business School or
Kellogg School of
Management
Cawsey, Organizational Change, 3e Ancillary Resource
Interchange and
the Ontario
Dental
Association
change creates great backlash in a large,
provincial, professional organization
Recipients of
change,
organizational
analysis, action
planning
(gdeszca@wlu.ca)
Travelink
Solutions
Case focuses on internal reactions to
changes enacted by senior management
and their impact on the organization and
its capacity to deliver on its value
proposition
Ch. 7:
Recipients of
change
Available for free to adopters
on this book’s website.
Western Prairie:
The Greenfield
Start Up
Team dynamics in the middle of change
implementation requires the change
leader to reassess where things are at and
why and how best to proceed.
Ch 6, 7, 8, 9:
Organizational
diagnosis, action
planning &
leadership
Available for free to adopters
on this book’s website.
Barbara Norris:
Leading Change
in a General
Surgery Unit
In this 5-page case, Norris is promoted to
nurse manager of a unit with very low
morale, high turnover and a dysfunctional
culture. It is a context made all the more
difficult, due to an economic crisis and
deep cost-cutting at the hospital
Ch 6, 7, 8, 9:
Organizational
diagnosis, action
planning &
leadership
Harvard Business School
Cawsey, Organizational Change, 3e Ancillary Resource
and bring about the needed
improvements.
implementation
Medisys Corp,:
The IntensCare
Product
Development
Team
The cross-functional team, charged with
bringing an important new product to
fruition, is faltering and placing this
initiative at risk. The manager is faced
with having to figure out how best to
proceed, in the face of serious time,
technical and financial challenges.
Ch 7, 8
Harvard Business School
CloudFlare Inc.:
Running Hot?
A rapidly growing startup is experiencing
its fifth resignation in three months. With
as staff of 35, they must figure out
whether this is normal attrition as one
scales, or there something else going on
from a change perspective, that they need
to address.
Ch 7, 9
Harvard Business School
Cawsey, Organizational Change, 3e Ancillary Resource
from the
Beginning
CEO of the Stanford Hospital and
Clinics, to tackle cultural challenges. The
organization was dealing with the
aftereffects of a failed merger and
performance challenges in an
increasingly competitive world. It also
describes the next steps that he has
planned for 2014.
School
Restoring the
British Museum
This is another case that describes how a
leader tackled a very difficult change
challenge, but this time in a national non-
profit museum
Ch 8
Harvard Business School or
IMD, Lausanne, Switzerland
Baltimore City
Public Schools:
Implementing
Bounded
Autonomy
The case describes changes undertaken in
Baltimore’s public schools by Dr Alonso,
the CEO, and the improvements in school
performance that have been
accomplished. This was a significant
cultural shift in an underperforming
system, placing much more decision-
making authority at the school level.
Ch 5, 7, 8
Harvard Business School and
the Public Education
Leadership Project at Harvard
University
Cawsey, Organizational Change, 3e Ancillary Resource
Birth of Deloitte
University
taken to bring the change to this stage are
set out in detail and concludes with
Salzberg wondering about that to do now,
in order to ensure the new educational
facility delivers the desired outcomes to
the firm, its members, and ultimately, its
clients
Leading Change
at Simmons (A)
The new CEO is seeking to change the
culture in his organization. A training
intervention he is considering as a key
part of his change strategy is an
unconventional and expensive
experiential team-building program. He
has piloted the approach and now is
seeking approval for what to do next.
This is happening in the face of the loss
of their three largest customers who
Ch 6, 7, 9
Harvard Business School
Laboratory
Board Games at
Lutherwood
Coda
Change at the governance level in a not-
for-profit that houses three separate and
yet interconnected boards
Ch 5 – 9:
Another
comprehensive,
complex case
concerning
change at the
board level –
appropriate with
more mature
gdeszca@wlu.ca
Cawsey, Organizational Change, 3e Ancillary Resource
complex change in the division of a large
organization. A new VP challenged to
bring about change to a division facing
case.
Organizational
analysis, vision,
Self Managed
Work Teams at
South
Australian
Ambulance
Service
A comprehensive case involving the
introduction of self-managed teams,
action planning & measurement
Ch 9, 10:
Organizational
diagnosis, action
planning,
change agent
effectiveness,
measurement
Available for free to adopters
on this book’s website.
StratAFin Inc:
Auditing
Change
Case describes the cultural
transformation of a S. African accounting
firm over a seven year period, from the
Ch 4, 8, 9
Ivey Business School or
Harvard Business School
