Ivey Business School (Canada)
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RSM Broadcasting: The First Steps of a New Leader
Cara C. MaurerCase IVEY-9B16M198-EStrategyIn 2016, a recent business graduate entered the workforce as the manager of a radio station in a small town. His new employer, RSM Broadcasting, led the way in serving small Canadian communities and took steps to provide radio content in the most relevant way possible, but it might be time to quicken the pace. He faced a number of obstacles because the industry had been changing and internal politics made it challenging to enact any of his own id...Starting at €8.20
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Hewlett Packard eHealth Center: Healthcare Access Through Technology Convergence
Kajari Mukherjee; Michael J. Rouse; Bhuvaneashwar SubramanianCase IVEY-9B17M101-EStrategyIn 2012, eHealth Centers (eHCs) digitally delivered affordable medical care and diagnostic support for patients in villages and remote areas of India where it was otherwise unavailable. The solution was initially conceived and developed as a mandate from Hewlett Packard India’s corporate social responsibility team under the leadership of the chief technology officer. The eHCs design incorporated a self-contained diagnostic centre in a container, ...Starting at €8.20
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NationWide Primary Healthcare Services: Evolving Business Model
Kajari MukherjeeCase IVEY-9B15M012-EEntrepreneurship, StrategyNationWide Primary Healthcare Services has launched a chain of primary healthcare clinics in India with the aim of bridging the gap between fragmented general practitioner services and highly expensive, specialist hospital care. The potential need for primary care is immense, though its delivery through organized retail is a new concept in India. The case describes the organization’s initial four years’ of operation. The clinics are not doing as ...Starting at €8.20
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Barrick Gold: Peter Munk's Leadership and Legacy
Cara C. Maurer; Graeme KreindlerCase IVEY-9B14M047-EStrategyUnder the guidance and vision of founder Peter Munk, Barrick Gold Corporation had risen to become an industry leader and the world’s largest gold producer. The company had grown, mostly through mergers and acquisitions, from one single mine in Northern Ontario to 26 operating mines on five continents, with more than 20,000 employees worldwide. By 2013, however, weak gold prices, asset value writedowns and operational cost overruns have negatively...Starting at €8.20
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Sandu Pharmaceuticals: Family Dynamics and Succession
Kajari Mukherjee; Sanjay GoelCase IVEY-9B19M055-EEntrepreneurship, StrategySandu Pharmaceuticals Ltd. (Sandu Pharmaceuticals) was a publicly listed company operating in the pharmaceuticals and health care sector. It manufactured Ayurvedic medicines. Incorporated in 1985, the company traced its history back over more than a century. The third generation was at the helm of the firm in September 2016. The company’s director, was thinking about how previous successive generations in the family had handled the challenge of a...Starting at €8.20
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Growth After the 2008 Financial Crisis: Hudson Bay Bank
Cara C. Maurer; Bryan SinclairCase IVEY-9B12M108-EStrategyIn early January 2009, the newly hired head of Business, Strategy & Development, Cash Equities at Hudson Bay Bank (HBB) was analyzing how his group could increase revenues after the market meltdown of 2008. His analysis specifically focused on a business segment known as high-frequency trading, in some ways a controversial revenue stream, whereby traders take advantage of split-second price differences to earn a profit. Although U.S. firms had be...Starting at €8.20
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Perna Arts: Managing the Complexity of Creativity and Commerce
Kajari MukherjeeCase IVEY-9B14M098-EStrategyPerna Arts is a movie production company that has gradually branched into related businesses straddling distribution, exhibition, programming and education. The company was among the first to go public after the movie business attained industry status in India. It was also one of the first to recruit a professional manager as its chief executive officer to put in place processes, systems, performance metrics and procedures aligned to its strategi...Starting at €8.20
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LGBTA at Toronto-Dominion Bank in 2012
Cara C. Maurer; Andrew CorniesCase IVEY-9B12C027-ELeadership and People Management, StrategyThis case concerns the implementation and strategic direction of LGBTA (lesbian, gay, bisexual, transgendered and ally) initiatives at TD Bank Financial Group (TD). In order to maintain its position as the “employer of choice” for the LGBTA community, TD must expand the measures it had taken since its Diversity Leadership Council was created in 2006 to promote a comfortable, barrier-free and inclusive work environment for all employees. TD’s corp...Starting at €8.20
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Altessa Motors: Ericka Schmidt in China
Cara C. Maurer; Ken MarkCase IVEY-9B15M039-EStrategyThe marketing manager at a luxury car company attempts to deal with a range of issues that have surfaced in her first two months in the company’s new China country office. China is a fast-growing country and is seen as one of the potentially largest markets for this brand of luxury vehicles in the future, and for that reason, the company has recently set up a country office to support market development efforts. In her attempts to make inroads in...Starting at €8.20
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Canadian National Bank (Spanish version)
Elizabeth M.A. Grasby; Cara C. MaurerCase IVEY-9A97JS07Leadership and People ManagementEl gerente de area del banco habia informado recientemente al gerente de servicio al cliente de una de las sucursales que una de sus subordinadas habia presentado una queja al Comite Nacional del Empleado. La empleada afirmaba que el gerente estaba amenazando su desarrollo personal y profesional. A esta queja le siguio un periodo de conflictos abiertos entre los dos, y el gerente de area sentia que mantener la queja de forma confidencial era meno...Starting at €8.20