Intrapreneurship

Case Solution for Malenti Strings: Intrapreneurship within FLG, Inc.

Case Solution & Analysis for Malenti Strings: Intrapreneurship within FLG, Inc. by David A. Garvin, Rachel Gordon.

Complete Case details are given below :

Case Name :      Malenti Strings: Intrapreneurship within FLG, Inc.
Authors :           David A. Garvin, Rachel Gordon
Source :             HBS Brief Cases
Case ID :           917513
Discipline :        Entrepreneurship
Case Length :    09 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
This case follows Jenica Fletcher as she rebuilds her company’s guitar strings division from the ground up. Convinced that she could turn the division around if given complete independence from corporate headquarters, Fletcher relocated the group, rebranded it as Malenti Strings, repositioned the guitar strings as high-performance products, and transformed Malenti into a fast-growing, profitable business. The case traces Fletcher’s key steps in rebuilding the organization, including the development of a team of committed, interdependent employees. Students learn about Fletcher’s values and unique management philosophy, as well as her managerial practices and daily activities. The case also discusses the role and development of the partnerships that helped solidify and grow the business. Coming off its high-end success, Malenti must now decide whether to move into the mid-priced market with a new line of electric guitar strings called True.
 
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Case Solution for Intrapreneurship at Alcatel-Lucent

Complete Case details are given below :
Case Name :      Intrapreneurship at Alcatel-Lucent
Authors :           Simon Parker, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14642
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Since 2006, Alcatel-Lucent, an international telecommunications equipment manufacturer based in Paris, France, has been conducting boot camps for its employees to provide business training and help them monetize their innovative ideas with a view to creating value for the company. The program has led to 32 projects of which two have been commercialized, three transferred to business units within Alcatel-Lucent and one spun off. In 2012, however, the boot camps were discontinued due to a cost reduction program aimed at making the company cash-flow positive. Now, in June 2014, after a change in top management and a desire to regain the innovative edge against its competition has revived the idea, the company’s director of Open Innovation & Intrapreneurship is facing three dilemmas: how to reconcile the big business intolerance for failure with failure-prone intrapreneurship, how to design a forward-looking component into intrapreneurship and how to change the design and architecture of the boot camp in its new edition.
 
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