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Global Research Program At Allianz Dresdner Capital Management
Bruner, Robert F.; Ruff, Craig Case F-1388 / Published June 5, 2002 / 21 pages.
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Product Overview

In early 2002, the co-chief investment officer of Allianz Dresdner Capital Management (ADCM), the fourth-largest asset management firm in the world, reflects on the structure of the firm's "global research platform" and any changes that might be desirable. The tasks for the student are to map the structure of the global platform, evaluate it, and recommend modifications.


Learning Objectives

This case was prepared to meet the following teaching objectives: 1) To explore a "country/sector" organization structure for global research. a. Identifying its defining characteristics. One means for doing so would be the "7-S" framework. b. Comparing it with other possible structures. c. Determining its advantages and disadvantages as an organizing system. d. Identifying "key success drivers" that ADCM must have in place for the global platform to succeed. 2) To generally stimulate a discussion about strategic responses to shifting emphases of country and sector effects in portfolio performance.

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  • Overview

    In early 2002, the co-chief investment officer of Allianz Dresdner Capital Management (ADCM), the fourth-largest asset management firm in the world, reflects on the structure of the firm's "global research platform" and any changes that might be desirable. The tasks for the student are to map the structure of the global platform, evaluate it, and recommend modifications.

  • Learning Objectives

    Learning Objectives

    This case was prepared to meet the following teaching objectives: 1) To explore a "country/sector" organization structure for global research. a. Identifying its defining characteristics. One means for doing so would be the "7-S" framework. b. Comparing it with other possible structures. c. Determining its advantages and disadvantages as an organizing system. d. Identifying "key success drivers" that ADCM must have in place for the global platform to succeed. 2) To generally stimulate a discussion about strategic responses to shifting emphases of country and sector effects in portfolio performance.