Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
This case reveals the complexity of making a viable market entry with a complex healthcare IT product and illustrates how a technology-driven company aims at making a strategic transition. In 2005, Agfa HealthCare is an established player in the market for medical imaging, that strives to become a leading healthcare IT player. To break through market inertia and increase market share, the company ventures into the development of state-of-the-art IT solutions. Looking for its next growth opportunity, Agfa HealthCare's attention is drawn towards the Spanish healthcare market where it faces four options for a possible market entry with IT solutions: (1) enter the Spanish market alone, (2) acquire a Spanish player, (3) partner up with a company in the Spanish market or (4) dismiss the move altogether and direct its efforts towards other markets or products. It is up to the strategic decision maker to analyse the pros and cons related to each strategy based on available information concerning the industry, customers, competition, possible partners, acquisition candidates and product characteristics. Therefore, this case is particularly suitable for students of both degree programs and executives interested in market strategy, strategic decision making, competition and product management.
This is part of a case series. In 2003, Rob Carter, CIO of international express courier FedEx, launched the 'Six by Six' (6x6) IT transformation program: a major rationalization and centralization effort to improve FedEx's IT service delivery to its business partners. This teaching case deals with the 6x6 efforts made by the IT department for Europe, Middle East, Indian sub-continent and Africa (EMEA). The case focuses on two objectives of the 6x6 program: (a) creating a consistent IT environment, and (b) increasing delivery bandwidth to the business. Historically, FedEx Express in EMEA had granted high levels of empowerment to local business and IT people. Moreover, FedEx had always supported a 'can-do' mentality in both business and IT people. Consequently, the IT department was expected to keep the enterprise systems architecture resilient and supportive of longer-term enterprise growth, while keeping the IT development pipeline aligned with the often unpredictable stream of requests from empowered business constituents. The story begins in 2007, when a new Vice President (VP) for IT was appointed for the region. Part A deals with the IT department's efforts to set up a central systems architecture and IT resource estimation review process.
This paper provides a comparative analysis on the role of training and its impact on firm performance in some economies in transition in Asia. The starting point is an examination of country contexts and training, and how these have shaped organizational approaches to human resource (HR) training. The paper also reviews the results of recent studies that have investigated the relationship between training and firm performance in Vietnam and China. The review results show that training is positively related to firm performance and reveals some convergence of HR training in both countries. On the basis of this, some caveats on HR training development in the future in these two countries are given. The paper ends with theoretical and practical implications.
This case study invites students to discuss strategic value creation through the use of IT. It raises issues of business model innovation, IT strategy, digital platforms, ecosystems, business-IT alignment, and leadership. The key character in the case is the CIO, Paul Danneels, who is ready to drive the strategic transformation of the VDAB, the Flemish Employment Agency, from a service provider to a labor market conductor. Starting from a firm understanding of the VDAB's strategic choices, students should be able to discuss the positioning and role of the IT department as well as its views on value delivery. The case also asks students to reflect on the desired features of the IT organization, the ways in which IT might help the VDAB to co-create value with other labor market actors, and any issues the CIO and the CEO should discuss in the near future.
The export option will allow you to export the current search results of the entered query to a file. Different
formats are available for download. To export the items, click on the button corresponding with the preferred download format.
By default, clicking on the export buttons will result in a download of the allowed maximum amount of items.
To select a subset of the search results, click "Selective Export" button and make a selection of the items you want to export.
The amount of items that can be exported at once is similarly restricted as the full export.
After making a selection, click one of the export format buttons. The amount of items that will be exported is indicated in the bubble next to export format.