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Dynamic Corporate Transformation
The CFO's rule stops the program after one round (seed 26205)

Ch. II.5 The CFO's rule stops the program after one round

Case Studies

Sixteen real decisions behind Volume II, told from the published record.

Every chapter of Volume II carries an In Practice case: a real organization that took a decision of the chapter's kind, told from its published record. Each case sets out the decision, the method, the result and what it took to make it work, then what Meridian, the book's case company, takes from it and four questions for a board.

The cards give a preview. The full two-page case is in the chapter, after its Worked Example and before its AXIOM Lab.

16 organizations · 15 sectors · 4 Franz Edelman Awards · 1 INFORMS Wagner Prize

1 of 16 cases

  1. Chapter 10Enterprise Optimization Under Uncertainty
    Neuro-Fuzzy Robust Enterprise Optimization
    Ford

    Ford Maps Its Supply Risk Without Odds

    408 very-high-impact sites among 4,534 examined

    INFORMS Daniel H. Wagner Prize, 2014

    AutomotiveWeek 12

    Ford bought from 1,400 Tier 1 suppliers at 4,400 sites, and its managers reckoned that a traditional risk analysis of them would take two or three years and be obsolete on arrival. So Ford, with a team led by MIT's David Simchi-Levi, asked a question with no probabilities at all: if this site went down, how long would recovery take, and what would it cost? Some of the largest exposures sat in unlikely places, such as a low-cost sensor that procurement was paying little attention to. Where is your risk hiding?

    Read the case in Chapter 10 →Lab →

Company and organization names identify the organizations whose published decisions the cases discuss. They are trademarks of their respective owners; no affiliation with or endorsement by them is implied.