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
successful firms
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
&
have also used both versions together,
giving class members different versions
of the case as a setup to the analysis and
possible role play
Arbor: The University of
Michigan Press, 2004.
An inspection copy of this
case can be obtained in the
Situation
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
accountability in non-profits and
facilitating data exchange with
participant. The question is how to take it
to the next level
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
change
Babson Faculty Pedagogical
Fund and Babson Cases
Blank Center, Room 101,
Babson Park, MA 02457
direct: 781-239-3970
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
Langdon (A)
faces questions concerning how to frame
and enact its new vision that is more
global in nature and how best to align the
organization with that vision
The senior partner in a successful
construction professional services firm
Ch 4, 5
Harvard Business School
Atlantis
Paradise Island
Resort and
with a New
Vision and
Mission
improvements in the resort’s
performance.
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
Fox Relocation
Management
Corp.
President needs to decide if another layer
of management and changes to
compensation and incentive plans are
needed for the firm to continue its grow
trajectory
Chapter 5:
North American Case
Research Association
(NACRA).
School
World Vision
AIDS Initiative:
Challenging a
Global
Partnership
World Vision and the key individual
attempting to develop and enact their
AIDS strategy faces significant
challenges on multiple fronts that must be
managed
Ch 5, 6, 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
widely decentralized firm with highly
autonomous divisions
informal
structures,
systems and
change
leadership
Alice Saddy:
Caring for the
Community
The HR manager of a Canadian non–
profit agency is faced with support
worker concerns related to the structure.
They were of the belief that is was
making and creating risks for their clients
(people with developmental disabilities).
Ch 5, 6, 7
Ivey Business School or
Harvard Business School
Jess Westerly at
A new manager has been tasked with
Ch 4, 6, 7 9
Harvard Business School
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
from both staff and large institutional
clients. The manager is left wondering
what he should do.
During his two week, onsite visit to the
Central Asian hotel the purpose of his
assignment becomes increasingly
confused, stakeholder conflicts and
ethical issues emerge, and the
figure out what to do now.
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.
tackle the challenges of developing and
implementing a change initiative that will
revive the facility in this difficult context.
vision, action
planning,
measurement,
leadership – a
good
comprehensive
Electronic Data
Attempts to advance technological
Ch 6 & 7:
Contact Gene Deszca
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
senior level, concerning the future
direction at Apple (video available).
Dubinsky went on to be one of the
founding executives at Palm. Case was
revised in 2011
Jessica
Taskforce:
Hospital
Integration in
the Region of
Leading a taskforce to integrate medical
Ch 6, 7, 9:
change, action
planning
Available for free to adopters
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
Product,
Employee and
Public Relations
Issiues
has experienced a number of stumbles
that are putting the future of the
enterprise at risk. The change challenge is
multidimensional and increasingly
urgent, if they are to effectively manage
the fallout and accelerate their success.
Harvard Business School
and he must sort out how best to proceed
planning and
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
discomfort with Xerox’s “vision quests”
had been used for several years to foster
creativity
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.
offsite meeting and related decision are
in doubt.
Leading Change
this large Canadian financial institution –
acquisitions into new financial services
Rubin: Success
subsequent actions of Rubin, the new
Business or Harvard Business
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.
Captains of
Lives (A) and
An interesting case about a successful
cultural change in the Singapore Prison
As leadership changes hands, this sets the
stage for questions related to what
happens next
Ch 8
INSEAD or Harvard Business
School
Anne Mulcahy:
Leading Xerox
Through the
Perfect Storm
above (Monique Leroux). It describes
how Mulcahy tackled changes at a most
Ch 8
Harvard Business School
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.
Jazztec Inc
Issues with a strategic alliance
Ch 8: Change
agent
effectiveness
Laurier Institute, Wilfrid
Laurier University
Rodale Press
The re-entry of Maria Rodale into Rodale
Press, revised 2014
Ch 8: Change
leadership,
action planning
Darden School, University of
Virginia
Oshawa
Industries
Young engineer appointed manager of a
poorly performing, small auto parts plant
in a larger auto parts firm
Ch 7, 8, 9, 10:
Action planning,
measurement,
change
leadership
Available for free to adopters
Culture: The
breaking for the new facility. The actions
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
Robin Ash and
Printzhof Press
Ash, a newly appointed executive, faces
the daunting task of developing an action
plan that transform the educational
and collaborative culture. Case fits very
well with Ch. 9
Ch 9
Harvard Business School
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
accounted for a third of their revenues.
Subsequent parts (B to E) of the case can
the way the initial intervention evolved
performance over the next several years.
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
students
(B) and (C)
case that takes students through a
comprehensive
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
occurred and make subsequent
assessments as to what to do next.
implementation
in a larger
technical
organization in a
environment
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
perspective of the CEO who led the
transformation of the organization into
the future?
AT&T: The
(A) and (B)
Classic case dealing with implementing
situation
Ch 9: Action
implementation
Harvard Business School
Ch 4, 8, 9
Ivey Business School or
Harvard Business School