UnitedLex: A Catalyst for Digital Transformation? (2019)
Mari Sako & Richard Parnham
The case can be used for MBA and executive programmes for professional service firms to teach about (a) the impact of digital technology on industry structure, and (b) strategies for creating and capturing value in global value chains from a supplier perspective.
Reputational Challenges of Outsourcing Public Services: Manus Island Regional Processing Centre (2015)
Governments outsource their services to private sector companies. But what are the reputational challenges for these private sector companies, and how can they manage and mitigate reputational risks? This case describes the case of an immigration detention centre in Manus Island, Papua New Guinea, operated by G4S and later Transfield Services on behalf of the Government of Australia. The case starts with the history of the Australian Government’s immigration policy which led to the privatization of government-run detention centres and the establishment of the Manus Island Regional Processing Centre (MIRPC); the impact of the centre on the local economy on the island; the conditions of refugees held at the centre; and the business models of G4S and Transfield Services. What is the proper role of the state? What is (and should be) the proper role of business in government outsourcing? And what options are available to business corporations in managing the non-market environment of delivering public services?
The case can be used for MBA and executive programmes to teach about (a) government-industry relations, (b) corporate reputation and mitigating reputational risks, and (c) stakeholder engagement.
Evalueserve: Globalizing the Business of Giving Insight? Case A and Case B (2009)
Marc Vollenweider, co-founder and CEO of Evalueserve, a knowledge process outsourcing (KPO) company with a presence in India, Romania, China, and Chile, is considering the next stage in the growth of the company after a successful decade. Recent discussions with major clients point to consulting as a possible next avenue for growth. Should Evalueserve enter consulting? If so, how? Can it continue to draw a clear distinction between research and consulting? How should Evalueserve alter the way it cultivates its client base going forward? Answers to these questions have implications for branding, client engagement models, and managing talent.
Case A describes Evalueserve’s approach to managing growth by expanding its service offerings and global presence. The case starts with the establishment and development of the company, before laying out how the company has moved up the value chain in investment banking and other professional services. The case also describes the nature of relationship with clients and implications for talent management. Case B provides an update, with an increasing emphasis on technology as a driver for growth. The cases can be used for MBA and executive programmes on global strategy and professional services.