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Authors: Stephen E. Weiss (York University); S Felx (Schulich School of Business, York University)
Published in: 2000

Abstract

With no advance notice, in March 1997, Jeff Duncan is assigned the job of overseeing the development program for Bombardier''s new luxury business jet, the Global Express. In addition to the typical complexities of aircraft production, he faces the challenges of co-ordinating the efforts of diverse parties (including 4 divisions of Bombardier and 9 external partners from France, Germany, and Japan) and meeting major deadlines for this high-profile program. His predecessor and his entire team of managers have left the company. How should Jeff proceed? Based on the real situation, this case describes Bombardier, the aerospace industry, and the Global Express and its assembly (with exhibits); the partner companies; and 8 areas of concern or responsibility. The case is intended to motivate discussion about planning and organising, setting priorities (especially among competing demands from various functional areas), and more generally, managing effectively under trying circumstances.
Location:
Industry:
Size:
41,000 employees
Other setting(s):
1997

About

Abstract

With no advance notice, in March 1997, Jeff Duncan is assigned the job of overseeing the development program for Bombardier''s new luxury business jet, the Global Express. In addition to the typical complexities of aircraft production, he faces the challenges of co-ordinating the efforts of diverse parties (including 4 divisions of Bombardier and 9 external partners from France, Germany, and Japan) and meeting major deadlines for this high-profile program. His predecessor and his entire team of managers have left the company. How should Jeff proceed? Based on the real situation, this case describes Bombardier, the aerospace industry, and the Global Express and its assembly (with exhibits); the partner companies; and 8 areas of concern or responsibility. The case is intended to motivate discussion about planning and organising, setting priorities (especially among competing demands from various functional areas), and more generally, managing effectively under trying circumstances.

Settings

Location:
Industry:
Size:
41,000 employees
Other setting(s):
1997

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