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This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. The A case is the first of a three-part case series. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The initial impact of the storm was about 10 times more powerful than the standard "major disruption" scenario. Sydkraft AB is a Swedish energy company with a corporate history of more than 100 years and became part of the E.ON Group in 2001. What seems to start out as an operational crisis due to damages to the company's network infrastructure is gradually threatening to escalate into a fully-fledged corporate crisis. The case allows participants to assume the roles of several protagonists in the case, in order to solve the tensions that have surfaced during the discussion.

This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The B case is the second of a three-part case series and describes a number of measures that the company took as part of "Operation Gudrun" in the aftermath of the severe hurricane.

This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The C case is the final case of a three-part series and mainly presents authentic reflections by people who were involved in the crisis and the total effort.

The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.

The case study 'Madonna - Strategy in Action' explores the theme of strategy by examining the career of Madonna, the world's highest earning female entertainer and one of the best-known women on the planet. Strategy is not a specific plan or set of detailed instructions; but rather a guiding theme that provides coherence and focus to the actions and decisions of an individual or an organization. The case identifies the contribution that strategy can make to successful performance, both for individuals and for organizations. The case study is intended for as an introduction to MBA or executive education programs dealing with key concepts in business strategy. The case clearly distinguishes strategy from planning.

The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.

Peer coaching in executive education programs is a developmental approach that uses a number of principles developed in executive coaching practice and research, and the power of work and life experience of fellow participants in helping other members of the class clarify their goals, assess the current reality of their situation and understand the forces that help or hinder goal achievement, elaborate available options or alternatives, identify necessary resources and support mechanisms, and, last but not least, commit to action through development and peer approval of an action plan and agreeing on a follow-up with the peer coach throughout the process of implementation of the action plan. This technical note serves as a resource for participants of leadership development programs involving elements of peer coaching.

In more and more industries it becomes true that value creating networks compete against each other with relatively stable relations between suppliers inside the network. Managers all over the world are searching for the most efficient and effective coordinative forms for their relations with OEM's or suppliers within such a value-creating networks. This paper gives a normative guideline to decide if or if not a partnership is the right coordinative form for OEM-supplier relations within a value-creating network. Based on the existing mainly positivistic research in this field, two aspects are highlighted as the main drivers for the suitability of a partnership as a well working governance mechanism for value-creating networks: (i) individualization vs. standardization of the delivered components combined with the potential of the end customers to identify quality differences or not and (ii) the possibilities to allocate the revenues made by the value-creating network on the several 'partners' within the network. All aspects were integrated in a decision model for managers to find out if partnership as the coordinative form is really the best choice in a given situation.

With permission of Elsevier