Forecasting uncertainty: Cindy March at Veracity

A. Erath
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Abstract

This case is appropriate for use in undergraduate and MBA courses. This case can be used in courses in business ethics, leading teams and organizations or business strategy. The focus of the case aligns well with discussions of managing up, navigating changes in top leadership and conflicts between executive vision and future company growth. Instructors that choose to emphasize the ethical approach could assign this case to explore tradeoffs between loyalty to current and future bosses. Associate Director of Forecasting Cindy March faces a multi-faceted dilemma as biotech firm Veracity’s acquisition date by pharmaceutical giant Makhola approaches. After a new competitor enters the market, March expects Veracity drug Sangren’s future revenue to drop to $600m in 2019, but the outgoing Veracity CEO refuses to accept a forecast of less than $700m. March suspects that the CEO is intent on handing over a financially successful company and is overly optimistic about Sangren’s ability to maintain market share. In two weeks, March is due to present a 2019 Sangren forecast to incoming Makhola leadership, who she anticipates becoming her direct boss after the acquisition. Should March present the inflated forecasts and accept the poor reflection on her professional abilities or should she refuse to present numbers she does not believe in? By analyzing and discussing the case, students should be able to:Evaluate the potential business and ethical conflicts arising from decision-making based on both data and intuition. Synthesize an appropriate strategy for navigating tradeoffs between current and future leadership.Analyze the gender dynamics of male-dominated executive leadership structures and strategies for female employees to combat gender biases. The Behavioral Science Guys, 2015. One Simple Skill to Curb Unconscious Gender Bias. YouTube. https://www.youtube.com/watch?v=SEHi4yauhu8&ab_channel=VitalSmartsVideoTeaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. CSS 6: Human resources.
预测不确定性:辛迪·马奇,Veracity
本案例适用于本科和MBA课程。本案例可用于商业伦理、领导团队和组织、商业战略等课程。案例的重点与以下讨论非常吻合:向上管理、引导高层领导层的变动,以及高管愿景与公司未来发展之间的冲突。选择强调道德方法的教师可以通过这个案例来探讨对现任老板和未来老板的忠诚之间的权衡。随着生物技术公司Veracity被制药巨头Makhola收购的日期临近,预测部副主任辛迪·马奇面临着多方面的困境。在新的竞争对手进入市场后,March预计Veracity药物Sangren的未来收入将在2019年降至6亿美元,但即将离任的Veracity首席执行官拒绝接受低于7亿美元的预测。马奇怀疑,这位首席执行官一心要交出一家财务上成功的公司,而且对桑仁保持市场份额的能力过于乐观。两周后,3月将向即将上任的Makhola领导层提交2019年桑格伦的预测,她预计Makhola将在收购后成为她的直接上司。马奇是应该提出夸大的预测,接受外界对她专业能力的不佳反映,还是应该拒绝提出她不相信的数字?通过分析和讨论案例,学生应该能够:评估基于数据和直觉的决策所产生的潜在商业和道德冲突。综合一个适当的策略,在当前和未来的领导之间进行权衡。分析男性主导的行政领导结构中的性别动态,以及女性员工对抗性别偏见的策略。行为科学杂志,2015年。一个简单的技巧来遏制无意识的性别偏见。YouTube。https://www.youtube.com/watch?v=SEHi4yauhu8&ab_channel=VitalSmartsVideoTeaching笔记仅供教育工作者使用。请与您的图书馆联系以获取登录详细信息或发送电子邮件support@emeraldinsight.com以索取教学笔记。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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