Ericsson Hewlett Packard Telecommunications (EHPT) cases (A), (B) and (C) depict the life cycle of one joint venture through a blend of text, cartoons and an EHPT corporate video. The three-part structure provides for discussion at each stage of the joint venture’s development. The cases progress with the joint venture and highlight the unique strategic and management issues that exist in a joint venture environment.
Ericsson Hewlett-Packard Telecommunications (introductory note)
Summary
This is an introductory note for the Ericsson Hewlett-Packard joint venture role play series. It provides all the participants with the necessary background information. The series consists of four A-cases (IMD-3-1091 – 1094), four B-cases (IMD-3-1095 – 1098), and a concluding C-case (IMD-3-1099).The four A-cases each portray a negotiating manager. In the preparation leading to the agreement, the two managers from HP and the two from Ericsson have to prepare their negotiating position in order to finalize the deal, which would involve the development of a new telecom management platform targeted at telecom operators. Once the deal is finalized, the four B-cases show the difficulties with which each of the managers from the A-case is faced shortly after the joint venture agreement has been reached. A lack of goal clarity, clashing cultures and internal conflicts are some of the issues that the joint venture and its management have to deal with. The question is how much involvement is needed by the board and to what degree the joint venture manager and his team should resolve the issues personally. The C-case describes how the joint venture manager addressed some of these issues and how a changing ownership structure poses an entirely new set of challenges that he has to deal with.
Reference
IMD-3-1015
Copyright
©2006
Copyright owner
IMD Copyright
Organization
Ericsson, Hewlett-Packard
Industry
Consumer Goods, Computers
Available Languages
English
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How CEO’s drive saved car giant Ford from the scrapyard
Summary
Companies desperately in need of a turnaround in fortunes should take inspiration from the 2008 rescue mission by the then-new Ford boss Alan Mulal...
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The next US administration must reassure China, not just deter it
Summary
Panelists debate the next US administration’s policy on China
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Family businesses and strategic change: The role of family ownership
Summary
In this study, we analyze how the performance-aspiration gap influences strategic change in family firms, providing evidence of the moderating role...
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¿Dónde se queda corta la estrategia industrial de Mario Draghi para Europa?
Summary
The call by the former Italian prime minister and ECB president for massive investment in the EU is a wake-up call to Europe's economic stagnation....
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Inspiring sustainability in sports: Carbon emission management at the International Olympic Committee
Summary
The case highlights the significant role played by the International Olympic Committee (IOC) in reducing its environmental footprint and promoting sustainability in sports. As the leader of the Olympic movement, the IOC bore the responsibility of setting a positive example to inspire the broader sports community. With ambitious climate targets aiming to cut its carbon footprint in half by 2030, the IOC implemented a range of measures to reduce the environmental impact of its organization. These included the introduction of carbon budgeting, the adoption of innovative carbon footprint management tools as well as specific measures targeting areas such as mobility, building management and procurement. The Olympic House, inaugurated in 2019, was built according to some of the highest sustainability standards and stood as a testament of the IOC’s commitment to sustainability. Strategies to reduce emissions associated with international business travel, a major contributor to the organization’s overall carbon footprint, were particularly successful. The impact of these measures had to be carefully evaluated, considering their potential effects on organizational culture, efficiency, communication, employee satisfaction and talent attraction. Furthermore, the IOC leadership reflected on the effectiveness of its actions in inspiring other organizations within the Olympic movement to embrace sustainability practices. Looking ahead, the IOC remained committed to intensifying its efforts to achieve its carbon reduction goals by 2030. This included exploring improvements in impact measurement and introducing incentive schemes aimed at further encouraging carbon reduction.
Reference
IMD-7-2512
Copyright
©2024
Copyright owner
IMD Copyright
Organization
International Olympic Committee
Industry
Travel and Leisure, Sports
Available Languages
English
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Rio Tinto CEO: ‘You have to bring hearts and minds with you’
Summary
To restore Rio Tinto's social license and direct its decarbonization activities, CEO Jakob Stausholm places a strong emphasis on developing relatio...
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Taking political risk out of the equation - David Bach
Summary
With half the world going to the polls this year, how do businesses manage political risk? IMD’s David Bach suggests businesses must look beyond th...
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Where Mario Draghi’s €800bn industrial strategy for Europe falls short
Summary
The former Italian premier and ECB president’s call for massive EU investment is a wake-up call to Europe’s economic stagnation. But can the contin...
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Embedding responsible innovation in corporate strategy
Summary
Innovation is a core element in the business toolbox. A new framework is helping corporate leaders integrate social sustainability in their innovat...
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Generational wealth: Embracing "Lotus" model for family business succession
Summary
There is a Chinese saying that wealth does not last beyond three generations, and the reality is that sustaining family businesses is a significant...
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