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Masai Ujiri: "Because I'm Black"
Abbas Khambati; Mazi RazCase IVEY-9B21C026-ELeadership and People Management, StrategyMasai Ujiri, the President and General Manager of the Toronto Raptors (Raptors), had an illustrious career on and off the basketball court; he had not shied away from making bold, even controversial, decisions; and he had led his franchise, the Raptors, to the National Basketball Association (NBA) Championship. Following the Raptors’ clinching the NBA Championship in 2019, Ujiri faced an altercation with an Officer in Oakland, California. At the ...Starting at €8.20
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CSTAR
James E. Hatch; John S. Haywood-Farmer; Michael J. Rouse; Virginia Ritchie; Lyndsay Passmore; Leah HillierCase IVEY-9B09M017-EEntrepreneurship, StrategyCanadian Surgical Technologies and Advanced Robotics Centre (CSTAR) had had a successful year during which its new director had ensured that CSTAR's budget deficit was on target to be reduced by 50 per cent. CSTAR still faced significant hurdles to becoming financially stable and a leader in minimally invasive surgery (MIS). The director wanted CSTAR to be financially self-sustainable within two years, and identified goals to overcome these hurdl...Starting at €8.20
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Guelph General Hospital
Michael J. Rouse; Justin Cottrell; Abhinay Sathya; Austin Allison; Daniel Korsunsky; Scott Anders McGillis; Moneca NicolsCase IVEY-9B16M038-EStrategyIn November 2010, the senior director of Inpatient Services at Guelph General Hospital, which was situated in a small city in Southwestern Ontario, Canada, was facing questions about the implementation of the Process Improvement Program, part of a province-wide pilot project. Beginning in October 2009, the program had been tested at the hospital to deal with a deteriorating organizational culture and poor performance reviews. Guelph General Hospi...Starting at €8.20
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CAA Saskatchewan: Future of Auto Club
Bruce C. Anderson; Michael J. RouseCase IVEY-9B11M110-EEntrepreneurship, StrategyThe president and CEO of a provincial auto club is assessing opportunities to grow his organization at the same time as industry consolidation and changes in the allocation of national operating costs. The auto club has diversified from automobile towing and travel services into insurance, package travel, automobile sales, and service. However, the president's vision for the upcoming board of directors' meeting calls for a 300 per cent increase i...Starting at €8.20
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workopolisCampus.com
Michael J. Rouse; Natalie TakachCase IVEY-9B08M008-EStrategyThe company, workopolisCampus.com, was an online job site for students and new graduates of Canadian colleges and universities. The website was established by several Toronto universities in the late 1990s and was acquired soon after by Workopolis to complement the company's primary job site, workopoliscom. After several years of steady but slow growth, workopolisCampus.com's future prospects appeared limited in 2007. The provides an opportunity ...Starting at €8.20
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Chartwell Technologies: Upping the Ante with Internet Poker
Michael J. Rouse; David MaslachCase IVEY-9B08M055-EEntrepreneurship, StrategyOn March 12, 2005, the founder and chief executive officer (CEO) of Chartwell Technologies (Chartwell), a company that specialized in Internet gaming development, noticed something interesting. The CNN headline news ticker on his television read: Online Poker Industry Expected to Grow by Billions within the Year. The CEO and his partner, the vice-president of business development, were about to decide whether to acquire MicroPower Inc. (MicroPowe...Starting at €8.20
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Alberta Hip and Knee Replacement Pilot Project: Changing the Provincial Model of Hip and Knee Care
Michael J. Rouse; Aish SundaramCase IVEY-9B12M057-ELeadership and People Management, Service and Operations Management, StrategyThis case examines methods to incorporate the best evidence into clinical practice. More particularly, it considers the issue of knowledge translation from the perspective of implementing an evidence-based hip and knee care pathway in Alberta, Canada. A secondary problem would be bringing together multiple stakeholders with different incentives to implement a large-scale health care change.Starting at €8.20
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Rio Tinto and the Indigenous Juukan Gorge Sites
Amy Moore; Wren Montgomery; W. Glenn Rowe; Abbas KhambatiCase IVEY-W28178-EKnowledge and CommunicationIn May, 2020, Rio Tinto PLC, a global mining company, blasted a 46,000-year-old Aboriginal site in the Juukan Gorge, an area in Western Australia. While Rio Tinto’s actions were legal, the company was nonetheless widely criticized for its blasting of the sacred site, which contained remains and artefacts dating back tens of thousands of years. Furthermore, investigations revealed that Rio Tinto had knowledge of the sacred nature of the site. Inte...Starting at €8.20
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Rogers Communications Inc.: The Battle for the Board
W. Glenn Rowe; Abbas KhambatiCase IVEY-W29729-EStrategyIn 2021, Rogers Communications Inc. (Rogers), one of the largest telecommunications companies in Canada, suffered a leadership crisis amid conflict between members of the Rogers family controlling the company. A decision by board chair Edward Rogers to oust chief executive officer Joe Natale triggered a chain of events that pitted Edward Rogers against his mother and two sisters (all board members). The company’s complex governance model, which c...Starting at €8.20
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NorLand: The 500-50-25 Ambition
W. Glenn Rowe; Abbas KhambatiCase IVEY-W27094-EStrategyNorLand Limited (NorLand) was a construction company based in British Columbia, Canada, with operations in Alberta, British Columbia, Quebec, and the United States. Having grown primarily by acquisition, the company was moving toward an ambitious goal: to achieve CA$500 million in revenues and CA$50 million in net operating income (NOI) by 2025—the 500-50-25 goal. The main questions facing Dave Reynolds, NorLand’s chief executive officer (CEO), a...Starting at €8.20