Ivey Business School (Canada)
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TD Bank Group: Building an Effective Enterprise Data Management Policy
Murat Kristal; Glenda Crisp; Connie Bonello; Katherine HeighingtonCase IVEY-9B18E007-EInformation Technologies, StrategyGlenda Crisp became the chief data officer of TD Bank Group in October 2015. The Office of the chief data officer had only been established in 2013; the scope of the department still needed to be fully defined, and the original enterprise data governance policies needed to be updated. Crisp saw issues in a variety of areas, such as organizational structure, the processes used to manage data governance practices, and technology, all of which neede...Starting at €8.20
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Caterpillar Tunnelling: Revitalizing User Adoption of Business Intelligence
Frances Leung; Murat KristalCase IVEY-9B13E030-EInformation TechnologiesCaterpillar Tunnelling Canada Corporation, a Toronto-based subsidiary of the U.S. company Caterpillar Inc., specializes in the custom design and manufacture of tunnelling boring machines used in the construction of transportation and utility tunnels such as subway, sewage and telecom cable tunnels. After the acquisition by Caterpillar, the company was chosen as one of the sites to undergo enterprise resource planning (ERP) transformation. After o...Starting at €8.20
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Workplace Safety Trainers: Resuscitating Revenue
Julie Gosse, Anthony MccreeryCase IVEY-W32234-EStrategyIn June of 2022, Jada Abimbola, chief executive officer and owner of Workplace Safety Trainers (WST), needed to develop a strategy for the business after experiencing stagnating profits during the coronavirus pandemic. WST was one of Ontario’s foremost private occupational health and safety companies, providing training for businesses that needed to comply with the standards of the Ontario Ministry of Labour, Immigration, Training, and Skills Dev...Starting at €8.20
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Chem-ARC: Playing the Blame Game
Julie Gosse, Anthony MccreeryCase IVEY-W32509-ELeadership and People ManagementThe turnaround coordinator at Chem-ARC Industries (Chem-ARC) had to solve a dispute involving multiple stakeholders within the Turnaround Scheduling and Planning Department. Chem-ARC had been only two days into a company-wide shutdown when a delay on the plant floor sent the outage schedule into disarray. Members of the department started to blame one another for the issues Chem-ARC was facing. With a group of disgruntled employees, a costly prob...Starting at €8.20