Case studies

Richard Alpert, senior partner at Evergreen Investments, must decide which of his two best employees to promote to the position of managing VP. He had initially preferred Charlie Pace over Daniel Faraday, but that decision had become less clear-cut when Alpert inadvertently overheard an office conversation and learned that Pace was taking Adderall, a stimulant primarily prescribed for people suffering from attention deficit/hyperactivity disorder (ADHD). Pace did not have ADHD and apparently obtained the medication by deceiving a physician. Alpert is faced with a number of questions, including whether it was fair to Faraday—or any other high-performing employee—to be passed over for promotion in favor of someone who illicitly boosted his performance with a substance he did not medically need.

This case features a prominent antidumping case in the United States against six of its major foreign shrimp suppliers. The case fits well in a discussion and analysis of the (welfare) consequences of protectionism, the basic case for free trade, and the political economy of protectionism.

Gender in the workplace. Is it still an issue? While it is increasingly easier in the early 21st century for women to work, manage, and take positions of high responsibility in American business, some issues and difficulties still remain. This series of vignettes touches on some difficult situations—for both women and men—involving sexual and romantic relationships in the workplace, decisions on whether to start a family, dress codes, family obligations, and sexual harassment.

The Greenland case describes the experience of four young Norwegian men determined to set a world record for unsupported crossing of Greenland. The case describes the team, their preparations, and their experiences as they crossed in “good” weather that was often whiteout blizzard conditions with temperatures dropping as low as −78 degrees F. Throughout the case, one of the team members reflects on things he learned about himself, about the team, and about leadership from the experience (recorded in italics). The teaching note (available to registered faculty) is supplemented by a PowerPoint presentation that helps introduce the expedition to Greenland, other “risky recreation,” and the concepts related to resonance or flow. A video supplement is also available. The case lends itself to a profound discussion of leadership on its own and leads in nicely to a discussion of world-class performance and the purpose of life, which both startles and pleasantly surprises most students and participants.

With so many team-driven activities for students in the fast-paced, high-pressure environment of a business school, students need to have an opportunity to discuss the issues and dilemmas that may arise. Harry's difficulties in mastering finance cause some members of the team to feel frustrated, because they have to spend so much time helping him. When the members pressure the others to spend less time with Harry, other problems arise in the team dynamics, involving such issues as trust, participation, team performance, and quality of learning. Students need to explore alternative ways to improve the situation.

The diamond industry has been subject to significant change. There is increased competition from low-wage countries such as India and China, the concern about blood diamonds, and policy issues affecting the viability of trading diamonds. In this case, we study how Antwerp's dominant position in the diamond trade is being challenged and eroded. The case offers a good opportunity to introduce and discuss comparative advantage and relate it to Heckscher-Ohlin type of trade.

Marissa Mayer has been asked to think about factors that were impacting Google's ability to innovate and adjust its strategy so that the organization could remain one of the world's foremost leaders in technology. In an industry (and at a company) that was changing and growing exponentially, it would be difficult to pinpoint specific variables and trends. But Mayer knew that one element crucial to Google's ongoing success would be its ability to recruit the best talent available and foster an environment that would encourage that talent to generate the best ideas. As Mayer contemplated how to ensure this, she considered that women currently represented only a small fraction of Google's engineers, suggesting a missed opportunity.

“Hey that was my idea!” How often have your students had that exact thought? Were they on a team when they felt most able to identify with that statement? This case is about a recent MBA graduate who faces challenges within her consulting team on her first post-graduation job. She is frustrated with one teammate in particular who she believes practices self-interest politics–he takes her ideas. The case allows for a healthy discussion on team dynamics and strategies to help students when the team mix is wrong. The case may also be used to discuss issues regarding women in business.

Whoosh, is that all there is? On the eve of becoming a partner at a well-known consulting firm (“the stuff MBA dreams are made of”), a senior executive starts to question what he is doing with his life. Walt Shill had graduated eight years earlier from the Darden Graduate School of Business Administration at the University of Virginia and had worked his way up at McKinsey Consulting to become the first American partner in the Japanese office. Shill and his family move back to the United States, where he starts to question his goals. For the first time, it seems that Shill has no target to aim for. Having had reached his goals, Shill sets out on an adventure to seek his own meaning of life. He gets into good-enough shape to take a cross-country bicycle ride, which he completes. This undisguised case tells Shill's story and what he learned along the way. It ends with Shill's promise to himself to be less judgmental and to start walking through life with eyes wide open. A teaching note is available to registered faculty.

What happens when personal values and beliefs conflict with business decisions? This case, suitable for MBA, undergraduate, and executive learners, prompts engaging discussion of this issue. Oliver Sparling was a highly successful senior analyst at AFI International, a top consulting firm in Chicago with an open and tolerant workplace. He was also a gay man who had lived happily with his partner for over 10 years. Sparling encounters trouble, however, when one of the firm's clients, Bible Books, Inc., takes exception to his “inappropriate” openness about his sexuality (including wearing his commitment band). Sparling's boss calls him into the office and asks him to tone it down when he's at Bible Books, Inc. “These are not easy economic times,” said the boss. “And this project is a big one for us. Basically, you're doing the company a favor if you lay low, and once the project is finished, it will be like it never happened. Besides, you know that you don't have anything to hide while you're at home here in Chicago. This is just for when you are in Birmingham.” Sparling must decide what course of action to take.