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Case Solution for ISS & Nordea: Facility Management in the Nordic Region
Complete Case details are given below :
Case Name :      ISS & Nordea: Facility Management in the Nordic Region
Authors :           Torben Pedersen, Bent Petersen
Source :             Ivey Publishing
Case ID :            W12890
Discipline :        Operations Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Nordea Bank has emerged as the largest financial group in the Nordic region. As part of their consolidated approach, Nordea top management has made the strategic decision to outsource a number of the company’s peripheral activities, such as catering, security and cleaning, in order to focus more on the core business, banking. In Denmark, Finland and Sweden, the peripheral activities have been outsourced to one of the leading players in the facility management (FM) market, the global service provider ISS. The relationship between Nordea and ISS on delivering of facility services has a long history, but a new contract was successfully concluded by the end of 2010. Consequently, ISS was chosen as Nordea’s FM partner and would continually be providing Nordea with a scope of supportive services across 20 locations in the Nordic region. From 2010 and onwards, a significant switch was made to an output-based focus in the contract, where it was the quality of the delivered services that were specified rather than how to achieve this level of quality, i.e. the input. The change into an output based contract was seen as a new beginning of the relationship that required significant changes on both sides in terms of mentality, organization of work, governance structures and, not least, adjustments of expectations. Both the view of the customer (Nordea) and the supplier (ISS) are presented and contrasted in the case.The case examines the financial, organizational and managerial challenges met by an international company outsourcing peripheral activities to a global facility service provider. Many of the tensions related to the collaboration and the different aims of the two companies are illustrated in the case, and so is the mutual learning and building of trust in the relationship.
 
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Case Solution for Can Growth Entrepreneurship Take Root in Denmark’s Central Region?
Complete Case details are given below :
Case Name :      Can Growth Entrepreneurship Take Root in Denmark’s Central Region?
Authors :           Daniel J. Isenberg
Source:              Babson College
Case ID:             BAB707
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bent Mikkelsen is executive director of economic development for Denmark’s second largest region, MidJutland (Central Denmark Region).. As the case opens, he is contemplating comments he has read suggesting that one of the main programs within his entrepreneurship responsibilities, the Growth House program, may not be working as well as he and others had hoped. This is the core program in his entrepreneurship development responsibilities, and a flagship program developed for the regions by the federal Danish Business Authority. The case describes Denmark’s entrepreneurship and innovation policies, as well as its accomplishments, at least in terms of achieving top rankings in entrepreneurship policies by the Organisation for Economic Co-operation and Development and the European Union. Whereas more high-growth venture activity has evolved in Copenhagen, no one in Denmark claims that this is sufficient, and serious doubt that this success can be replicated in the other four regions, including MidJutland. Should every region be a locus of high-growth entrepreneurship, when talented entrepreneurs are moving to Copenhagen for its concentration of resources? Despite the fact that historically, numerous global ventures have emerged from the Central Denmark region, it appears that these older-generation entrepreneurs are not very involved in stimulating entrepreneurship among the current generation. Mikkelsen must decide if and how to tap into the expertise of the successful global Danish firms in entrepreneurial development in the region, increase the rate and effectiveness of angel investing in new ventures, and position the Growth House program better so as to accelerate private sector investment. He also wonders if the existing social and economic development programs are actually deterring risk-taking, and whether it might be time for regional authorities to stop playing such an active role.

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