AMY C. EDMONDSON, Harvard University - Technology & Operations Management Unit
Email: aedmondson@hbs.edu
FAAIZA RASHID, Harvard Business School
Email: frashid@hbs.edu

Describes Autodesk's engagement in Integrated Project Delivery-a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.

ROSABETH MOSS KANTER, Harvard Business School
Email: rkanter@hbs.edu

The transformation of IBM into a globally-integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, IBM was known for a strong culture and a commitment to fairness and social responsibility, operating under a set of principles articulated by founder Thomas Watson. As IBM entered its second century, it was appropriate to take a fresh look while remaining unwavering in ethics, integrity, and - to use the twenty-first century word - the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of business roles and geographies also wanted the company to do even more. Members of IVT5 pondered this, and other global citizenship possibilities as they reviewed how people were developed and worked in IBM today, as the transition to the GIE was underway.

KRISHNA PALEPU, Harvard Business School
Email: kpalepu@hbs.edu
ELIZABETH A. KIND, Harvard Business School, California Research Center
Email: ekind@hbs.edu

William Wang, CEO of VIZIO, Inc., was proud of his company's success in providing affordable flat screen TVs. Since its founding in 2002, VIZIO had grown to over $2 billion in revenue and was one of the top three flat panel TV brands, along with Samsung and Sony. Faced with intensifying price pressure from the industry leaders and an unprecedented economic recession, Wang wondered how VIZIO could best sustain its growth and finance its business.

MICHAEL W. TOFFEL, Harvard Business School (HBS) - Technology & Operations Management Unit
Email: mtoffel@hbs.edu
ALDO SESIA, Harvard Business School
Email: asesia@hbs.edu

Genzyme Corporation is in the midst of planning its new corporate headquarters, which incorporates many innovative green building features. After learning that the building as planned would likely earn a LEED Silver rating, an intermediate score in the LEED green building rating scheme, the CEO charged the building team with exploring opportunities that would enable the building to earn the highest rating, LEED Platinum. Five additional green building features are described, and students are asked to analyze and recommend which, if any, of these features to pursue based on their cost, likelihood of earning LEED credits, and their influence on the building's environmental performance.

WILLIAM SAHLMAN, affiliation not provided to SSRN
Email: wsahlman@hbs.edu
SARAH FLAHERTY, Harvard Business School
Email: sflaherty@hbs.edu

"ZINK Imaging" describes the issues confronting CEO Wendy Caswell as she uses a partnership model to commercialize ZINK's disruptive printing technology platform, ZINK Paper. The case focuses on the frameworks ZINK has used to decide which markets to target and which business partners to choose. Caswell contemplates changes to the partnership model in an effort to speed product introduction to manage the company's burn rate and reach profitability. The context for the case is the company's imminent need to raise an additional $25 million.

C. FRITZ FOLEY, Harvard Business School, National Bureau of Economic Research (NBER)
Email: ffoley@hbs.edu
MICHAEL SHIH-TA CHEN, Harvard Business School
Email: mstchen@hbs.edu
MATTHEW JOHNSON, affiliation not provided to SSRN
Email: s00fian@aim.com
LINNEA N. MEYER, Harvard Business School
Email: lmeyer@hbs.edu

What role does trade finance play in facilitating global supply chain management? Richard S. Elman, founder and CEO of Noble Group Ltd., a global commodities trading company based in Hong Kong, must raise capital to support the firm's working capital and investment needs. In evaluating by which means Elman should raise capital, students must consider issues relating to the payment terms and financing arrangements used in world trade, as well as the risk management and operating decisions of a trade intermediary.

T. T. NIRANJAN, Management Development Institute
Email: niranjantt@gmail.com
SAMIR K. SRIVASTAVA, Indian Institute of Management - Lucknow
Email: samir@iiml.ac.in

Bangalore based Sparsh Call Centre was set up as a subsidiary of the major telecom software company IP-Trinity, with ambitious plans of becoming a significant player in the booming BPO (business process outsourcing) space. Its strategy, in line with that of its parent group, was to focus on telecom related services. Sparsh began its operations in 2002 with its first client Alfa, a US based VOIP telephone service provider and had three other accounts and employed over 400 people. Financial performance had been lacklustre and top management including Kumar, Director (Operations) was carrying out a review. Operationally, everything appeared to be fine. People management was, to a great extent, managed by sophisticated workforce management software, supplemented by supervisory actions by managers.

This case is useful in highlighting the complexities of managing call centres and the unique people issues involved. This case illustrates that besides operational efficiencies, there is a need for a fit between strategy and scale of operations. In particular, high employee attrition can cause reduction in service quality as well as reduced capacity. Fast scale up of operations may be needed to make call centres economically viable. Cost effective innovative retention schemes may be needed to retain call centre staff to achieve this scale up.