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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 3Enterprise Optimization Foundations
    Convex Enterprise Optimization
    MISO

    MISO Prices Power with Its Multipliers

    $2.1–3.0 billion saved in 2007–2010, by MISO's estimate

    Franz Edelman Award, 2011

    EnergyWeek 9

    Every five minutes, MISO decides how much each power plant on its grid should produce, and the price of energy at every point of it; around the time of its award, that meant more than 1,500 plants and about 40 million people. Those prices are the shadow prices of an optimization. By MISO's estimate, its markets let the region save $2.1 to $3.0 billion from 2007 through 2010, and the work won the 2011 Franz Edelman Award. What happens when a model's multipliers become the market's prices?

    Read the case in Chapter 3 →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.