Stanford Graduate School of Business (USA)
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Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (B)
Shaw, K; Schifrin, DCase SGSB-HR44B-EThis is the follow up case to “Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (A).” This (B) case presents the results of the company’s two major people analytics projects, which are described in the (A) case. The first project used data to identify empirically the traits of great managers and subsequently identify who might or might not be a great manager. This enabled RBC to help those managers who could...Starting at €5.74
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Dealing with a Toxic Boss (A)
Bradford, DCase SGSB-OB85A-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €8.20
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Dealing with a Toxic Boss (A) - (C) - Teaching note
Bradford, DTeaching Note SGSB-OB85TN-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €0.00
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Dealing with a Toxic Boss
Bradford, DCase SGSB-OB85-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €8.20
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Dealing with a Toxic Boss (B)
Bradford, DCase SGSB-OB85B-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €5.74
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Dealing with a Toxic Boss (C)
Bradford, DCase SGSB-OB85C-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €5.74
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Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (A)
Shaw, K; Schifrin, DCase SGSB-HR44A-ELeadership and People ManagementThis case discusses how the leaders of the Royal Bank of Canada infused the 80,000-employee company with a new emphasis on People Analytics. This supported the bank’s business strategies for its wide range of business units. The bank’s new People Analytics group, led at the top by the vice president of human resources, collected and analyzed huge volumes of data about the bank’s employees, customers, and business unit performance to help the com...Starting at €8.20