Skip to main content
Publications
ESMT Case Study
ESMT Case Study No. ESMT-421-0191-1
Bianca Schmitz, Ulf Schäfer
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Culture, organizational culture, organizational structure and design, leadership styles
At the end of 2008, the founder and employees of MEG - an insurance brokerage firm active in the market since 2003 - were looking forward to a promising future. Having achieved sales of €33 million in 2007 and just short of €54 million in 2008, the company was aiming to hit the €100 million mark in the next financial year. Within a very short time, the firm founded by Mehmet E. Göker as “insurance specialists” had established itself as the second-most successful insurance broker in Germany. Its rapid rise to the top was thanks to a business model that consistently identified and supported customers interested in insurance products - and also thanks to a particular corporate culture at MEG.
Key teaching/learning objectives:
- Introduction to corporate culture
- What is a corporate culture?
- How to establish and change corporate culture?

ESMT Case Study
ESMT Case Study No. ESMT-321-0193-1
Claire Cardy, Bianca Schmitz, Olaf Plötner, Johannes Habel (2022)
Subject(s)
Strategy and general management
Keyword(s)
Corporate strategy, global trends, organizational structures,
strategic change management
Wilo SE, headquartered in Dortmund, Germany, was a leading supplier of pumps and pump systems for the building services, water management and industrial sectors, which was doing business in more than 50 countries. Based on current global developments in politics, economy, and society, Oliver Hermes, President and CEO of Wilo Group, saw a de-coupling of three tectonic plates centered in China, USA, and Western Europe. At the Wilo management conference in September 2020 Hermes informed stakeholders about the decision to establish a 2nd headquarters in Beijing within the next few months, and possibly to open a 3rd headquarters in the following year in the USA. He stated:

“With the opening of a 2nd headquarters I want to set a sign. Wilo has to keep up with current global developments – whether we like them or not. A stronger regionalization of Wilo is necessary to continue our global success.”

The case text introduces the key measures to establish the 2nd headquarters in China.
buy nowbuy nowbuy now
ESMT Case Study
ESMT Case Study No. ESMT-319-0185-1
Bianca Schmitz, Olaf Plötner, Johannes Habel (2020)
Subject(s)
Strategy and general management
Keyword(s)
Corporate strategy, crisis management (internally), market analysis, performance evaluation of business units, strategic change management, hidden champions

Basler is one of those lesser-known midsize companies (the so-called hidden champions), which, despite their moderate scale of operation, enjoy worldwide leadership in several niche markets. Basler primarily comprises two business segments: one, quality control systems for industrial goods production; and, two, cameras for diverse industries. The 2008/2009 global financial crisis, however, spelled trouble for Basler. With the company’s very survival at stake, Basler’s CEO had to make a strategic decision, namely, cut back on critical resources (human, financial, and material); this would include slashing as many as 50 jobs, which represented a fifth of its workforce. While so doing, some key questions remained unanswered in his mind:


  • In which of the company's two business segments should he reduce resources and cut those 50 jobs?

  • At the same time, regardless of the financial crisis, in which area, if any, should he consider investing resources in order to drive the company’s growth in the next 5- 10 years?

The case study provides the student with the crucial inputs required to answer the above questions convincingly. To arrive at an optimal solution, the student would need to think through the various options before the CEO during one of the worst financial crises in global history and weigh up their pros and cons.

buy nowbuy nowbuy now
ESMT Case Study
ESMT Case Study No. ESMT-414-0155-3
Konstantin Korotov, Ulf Schäfer, Bianca Schmitz (2014)
Subject(s)
Human resources management/organizational behavior
Keyword(s)
Feedback, giving feedback, receiving feedback, coaching, leadership, peer coaching, GROW model, peer learning, teaching formats, leadership development, executive coaching, coaching people, teaching methods, learning, executive education programs
The 12-minute video demonstrates a peer coaching conversation between John (a peer coachee) and Petra (a peer coach). John and Petra first met in the same Executive MBA program, the current coaching conversation takes place at an Alumni meeting several years after graduation. The conversation serves as a vivid demonstration of the practice of peer coaching and can be used as a supplement to the introduction of the principles of peer coaching for a managerial audience.
This video demonstration offers a vivid and concrete example of a peer coaching conversation and helps these participants to overcome the anxiety associated with the belief of not fully understanding the necessary concepts. Thus, the peer coaching demonstration aims at achieving the following learning objectives: The illustration of the method of peer coaching and concepts relating to it and the illustration of the GROW model. The video can be used as part of a preparation package or during a classroom session, primarily to prepare participants to exercise peer coaching themselves, either in the context of the same education intervention or thereafter.
buy nowbuy now