Restoring

Case Solution for Mahindra Satyam – Restoring Corporate Governance
Complete Case details are given below :
Case Name :      Mahindra Satyam – Restoring Corporate Governance
Authors :           Murray J. Bryant, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            910M86
Discipline :        General Management
Case Length :    28 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Various mergers and acquisitions in the Indian information technology (IT) sector had resulted in the newly formed Mahindra Satyam (Mahindra) and the recently appointed chief compliance officer (CCO) was to develop a corporate governance structure that would address and repair previous mismanagement of the company. The CCO also functioned as the chief operating officer (COO) with profit centre responsibility for business verticals. His largest task as the CCO was to restore trust in the company and solidify its future among various stakeholders by bringing back integrity and transparency to the business. The CCO had to consider several criteria: What should his priorities be? What processes could be developed that would ensure corporate governance? What were the metrics with which the company could track the progress in corporate governance?
 
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Case Solution for Vossloh: Restoring Trust after Two Consecutive Profit Warnings
Complete Case details are given below :
Case Name :      Vossloh: Restoring Trust after Two Consecutive Profit Warnings
Authors :           Jan Diebecker, Alexander Flugel, Thorsten Knauer, Tea Luhtanen, Friedrich Sommer
Source :             Ivey Publishing
Case ID :            W12477
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Vossloh AG is preparing for its annual December conference with investors and analysts. The company, whose core business has always been the railway engineering sector, had to issue two consecutive profit warnings in 2011, which sent its stock back to levels last seen only in the aftermath of the economic crisis of 2009-10. The company’s primary task is to find the right arguments to satisfy the conference participants and regain their trust. Vossloh’s business units, relevant business environments, and problems such as stock developments and the threat of hostile takeover are discussed. One of the basic issues is whether Vossloh should focus on the still very important home countries in Europe and further strengthen its attempts to increase its share in niche markets or focus more on emerging markets in Asia, South America and eastern Europe.
 
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