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At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.

In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.

This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.

Teaching notes are available for educators only.

CSS 11: Strategy.

The Milk (Amendment) Order, 1917, which came into force on December 31st, provides that milk shall be sold retail only by Imperial measure; that no colouring matter shall be added to milk or cream intended for sale; that no milk to which any water has been added shall knowingly be sold or offered for sale; that no person may use for the purpose of his trade any milk can or milk bottle which bears the name, trade name, trade mark, or trade device of some person other than himself or his employer, except with the consent of such person. The Order contains a new clause, in substitution for Clauses 4 and 6 of the Milk Order, 1917 (which are revoked), providing that where milk is sold wholesale by or on behalf of any person other than the producer the maximum prices chargeable shall, unless otherwise determined, pursuant to the Order, be as follows:—

The objective of this paper is to present an assessment of the factors that influence the process of developing and implementing the architectural program (design brief) for buildings projects.

Published literature has been analyzed and interviews with a group of design professionals and owner's representatives were conducted for the purpose of identifying the factors that influence the process of developing and implementing the architectural program for building projects. This resulted in the identification of 28 factors, which were classified into several groups. A questionnaire was developed that included the identified factors to assess their level of importance. Responses to the survey were received from 50 Architectural/Engineering (A/E) design firms and three major owners of building projects. These 53 respondents were distributed throughout the Eastern Province, Riyadh and Jeddah in Saudi Arabia.

The research has confirmed the importance of all the identified factors, and identified the most influential factors in each of the factor groups. The survey findings indicate that the respondents recognize the significance of the factors that relate to the architectural programmer, the role of communication throughout the programming process, the program data, the management and control of the architectural programming process, the allocated time and budget, and the owner and their representatives, in descending order, respectively when endeavoring on the development and implementation of the architectural program for building projects.

This paper provides a practical value to architectural programmers, design professionals, facility managers, and building owners endeavoring on planning, designing, constructing, and operating new building projects.

This paper aims to provide a better understanding of how architects perceive and use briefing documents. It discusses what type of briefing information architects find relevant for their design process, and how and when briefing information should be presented. It also gives recommendations for clients and consultants that produce the brief.

The article is based on a review of briefing literature, six exploratory interviews with two clients, two architects and two consultants, 18 in‐depth interviews with Dutch architects, and a workshop with Dutch experts on briefing.

A brief (or “program of requirements”) is a crucial means of communication in the interaction between clients and architects. A good brief explains what the client needs, desires and expects from a project. This is all crucial information for the design process. In the interviews, however, many architects indicated that, in daily practice, briefing documents are not as useful as they should be. In their opinion, briefs are often too long, containing overly‐detailed specifications, that are not always clear, consistent or complete.

In addition to the analysis of architects' complaints, six recommendations are given with respect to the briefing process, the contents and structure of the brief, and the status of the brief.

Most publications on briefing focus on the client and brief writing at the start of a project. The present paper discusses the opinions and experiences of the architect and the use of the brief in the design process.

The purpose of this paper is to introduce a comprehensive framework that covers the major dimensions of performance-oriented office environments including involved actors and performance parameters on the one hand, and the processes and success factors of implementation and change management of such workspace projects on the other hand, with their interaction to be considered as well. This framework can serve as a first guideline and rough “checklist” to support such projects, both in research and practice.

The framework was developed and refined by combining international literature analyses, industry experience from the authors and application of first conceptual ideas to a pilot project. The methodology of the whole endeavor, not only this paper, is a grounded theory approach, acknowledging the intermediate state of prior theory regarding workspace change projects. The framework will thus be further developed with additional case-based empirics in the future.

The framework addresses the design parameters (the content) of (re)developing performance-oriented office environments as well as the management (the processes) of this (re)development including its implementation. Due to the considerable number of dimensions and factors relevant for workspace projects in addition to their interaction and dependency as well as the individuality of situation and stakeholders, the probability of workspace project failure is high. Knowing the parameters of workspace change project success and measures to be tracked and checked during the design and implementation processes of such projects is therefore imperative. Suggestions for operationalizing the relevant factors are made. Equally important is to understand and address individual emotions and concerns of those being involved in or affected by the change situation, and to inform and include them adequately. The comprehensive framework provides a respective first overview.

The framework is conceptual, based on many sources. Yet, the exhaustive inclusion of all research on the many relevant factors is neither feasible nor intended. The paper rather tries to be comprehensive on the dimensions to be considered and to only exemplarily concretize how to handle this complexity in a manageable and practical way. Future research needs to test and adapt the proposed framework, to detail key performance indicators (KPIs), indicators and processes suggested, and to develop an according planning and controlling system.

The paper pictures key aspects for the effective design and change management of holistic workspace projects. KPIs as well as leading indicators are introduced that can be used to measure the various dimensions in an ongoing process throughout all phases of the project, enabling the organization to anticipate or at least rapidly react to problems arising. Accordingly, success factors for managing workspace change are collected and structured along the workspace dimensions including actors and performance.

The originality of this study lies in the approach to comprehensively integrating design and change management parameters of workspace projects, the explicit performance orientation and the inclusion of the multitude of actors (i.e. users, facilities management, Human Resources, ICT). Instead of the design and its implementation only being supported by change management, the organizational environment and its needs – like way of working, organization models, performance priorities and change capabilities – are driving the design, which constitutes a new approach in the design activity.

This paper aims to focus on requirements management of projects constructed under traditional procurement system. It seeks to discuss the requirements management processes highlighting the limitations and addressing the need for a practical framework for facilitating the implementation of requirements management in the construction industry.

Two research instruments were used in this paper: semi‐structured interviews and case studies.

The literature review introduced a generic process for requirements management practice potentially to be adopted in the construction industry. The research study identified that the processes and limitations of current practice included the lack of a practical framework, misinterpretation of requirements, difficulties in identifying requirements, conflicts between expectation and constraints, complex hierarchy of client's organisation and communication problems in eliciting client requirements. Recommendations are given that an inclusive project brief and a competent project manager to manage the project requirements are necessary in capturing and tracing the requirements during the project development process. A practical framework is needed to improve the requirements management practice within the construction industry.

The research findings establish the basis for further research to examine the implementation of these potential solutions and development of a systematic framework for RsM. The research is of significant value to the construction industry where value generation is essential and critical, especially in difficult economic and financial situations.

Requirements are the foundation of the projects which are critical to the successful delivery of the projects. Although many guidelines have been published for managing client requirements, the existing practice on requirements management is still considered to be inadequate. This research provides insight for professional practitioners in the construction industry to improve the requirements management practices for development projects.

A mega‐event flagship (MEF) refers to a purpose‐built building flagship for a global mega‐event and a popular instrument to catalyze urban renewal in the host city. Despite their lasting popularity and volatile outcomes, such highly controversial developments have received little analysis. The purpose of this paper is to address this gap in the research.

To bridge the Triple‐C Gap identified, a case study method was adopted in the form of participant observation, due to the author's special role as a key project coordinator of Expo 2010. To provide a good reference for comparable developments, it takes three steps to study the Expo Center (EC) – one of the four MEFs of Expo 2010. First, planning rationales are explained to form a holistic understanding of the Big 4 as an integrated whole. Then, a pilot questionnaire survey is reported to identify pressing issues on a broader scale. Finally, the early stages of the EC are investigated in six dimensions.

The study concludes with significant lessons in shaping the early stage of a MEF, as well as correcting a misunderstanding of such a development being an end in itself.

Certain constraints in participant observation have been minimized since the author maintained a relatively independent role as a process facilitator, which is different from the traditional role of a design manager or a project manager.

A timely reminder to rethink the commitment to MEFs, this explorative study offers new insights into MEF research and will be of cross‐boundary value to a wide spectrum of people and agencies.

Creative destruction “revolutionises the economic structure from within”, Joseph Schumpeter famously said, “incessantly destroying the old one, incessantly creating a new one”. Innovation in business – bringing new goods, new markets, new methods of production, new ways of organising firms – is the “fundamental impulse that sets and keeps the capitalist engine in motion” (Schumpeter, 1975, p. 83). Does the economy have enough flexibility? Are there barriers in the way of entrepreneurship? This paper develops a framework for quantifying creative destruction.