Jean Spire at Teleswitches Ltd.
Junior consultant Jean Spire was charged with implementing the new Executive Information System (EIS) at a subsidiary of a global telecommunications giant company. While it was clear to Spire that the EIS would offer executives a single gateway to all the information needed to make informed business decisions, he was warned that the culture at the company would be difficult to change. This case asks students to consider what his implementation strategy should be.
Case id: 090409
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Professor Abrahamson studies the creation, spread, use and rejection of innovative techniques for managing organizations and their employees. He is best known for his work on fads and fashions in management techniques. He is also an expert on the management of organizational change. He has explored the topic of change management in Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos... View Full profile
Assistant Professor James Kitts earned his doctorate at Cornell University in 2001 and has held faculty positions at Dartmouth College and the University of Washington. In recent projects, he studied social networks and informal norms in work groups, modeled dynamics of organizational diversity and turnover, and ran experiments investigating trust in online commerce. Dr. Kitts teaches Power & Influence.