Ken Pendery, the CEO of the First Watch restaurant chain, wonders how he should proceed with with the Good Egg Arizona restaurants that it had acquired–located more than 1,000 miles from the nearest company-owned First Watch: Convert them to First Watch, leave them be, institute the First Watch menu but leave The Good Egg flag…?
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Justin Hurd, a regional manager for Marten Transport, Ltd. (Marten), knows that Marten’s data gathering initiative had produced a wealth of information related to these issues, but how could this data be transformed into useful, actionable metrics that could reduce inefficiencies and protect Marten’s bottom line?
Mike, the head manager of Mellow Mushroom Tampa, is considering replacing his manual employee scheduling system with an automated system named Schedulefly. As he considers the complexities of the system and its potential implications for employees, he wonders if he should really go forward with the project.
Chris Milan, Managing Director of Southeastern Region at Tribridge, Inc., is considering the installation and implementation of the Enterprise Social Network (ESN) Yammer. He has to decide whether to go forward and, if he does, how to implement it and what it can be expected to achieve.
Calvin Jones, DMD, had bought into a successful practice that now seemed to be falling apart around issues such as questionable spending. His partner had just informed him that he wanted to dissolve their business relationship. Was there still a way to salvage the relationship? What could Dr. Calvin Jones do?
The Chief Information Office at Moffitt Cancer Center worries that his physicians may not be ready for the shift to electronic medical records (EMR). Could he get the organization to change its view from an IT driven project to an institutional change in clinical and operational workflows?
Should Mission Critical Solutions (MCS) stay converged in a functional organization strategy with capability-based teams, or organize into separate standalone entities with unique identities and separate overheads, focusing more on the individual capability-based technology specialization?
A firm that specializes in setting up computer systems is asked by a potential client to guarantee 100% security. Knowing that is an impossible request, the owner considers what he might offer as a counter proposal that would make sense.
JVAB, an elite small business that specializes in cybersecurity penetration testing has more demand for its services than it can handle. The skill set required for its activities is very specialized, however. It is also hard to find. How should it go about seeking new employees?