Ivey Business School (Canada)
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Reconceptualizing the Board and Its Metrics
Knud B. JensenArticle IVEY-9B14TD06-EStrategyThere is a growing cottage industry of superficial thought about corporate governance, and bad science has overwhelmed the process of clarifying the role and processes of a successful board. As this article states, there are features of governance and functions of governance. Regulators have forced boards into a compliance mode that places high value on features of governance as opposed to functions of governance, with grave penalties for non-com...Starting at €8.20
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Target’s Big Mistake: Mutated DNA
Thomas WatsonArticle IVEY-9B15TA10-EStrategyIn early 2015, Target announced that its Canadian operation would seek bankruptcy protection and abandon all the retail locations that it had acquired from the Zellers discount chain less than two years before, a move that would eliminate 17,000 jobs. This article examines how management strayed from the company’s founding principles when planning the expansion, which led Target to enter Canada with mutated brand DNA. In the 20th century, Target ...Starting at €8.20
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How to Be a Top-Gun Deal Maker
Michael BenolielArticle IVEY-9B15TC05-EStrategyWhen it comes to negotiating, attitudes and approaches matter more than people think. In fact, master negotiators share many attitudes and approaches to deal making. Rather than focusing on differences and incompatibilities — a tendency known as incompatibility bias — they first focus on similarities and common values and deal with differences later. Recognizing that a wide gap in interests calls for resilience and value creation, they share a sp...Starting at €8.20
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A Strategic Way to Enter New the Era of Strategy
Jean-Louis SchaanArticle IVEY-9B15TC06-EStrategyWe are entering a new era of strategy, transitioning from strategic management to strategic prototyping. In this new era, strategy needs to be on the minds of everyone concerned — all the time. And that’s only a good thing if everyone across the organization shares the same view of what strategy means. Unfortunately, the meaning of the term is often blurred in people’s minds. However, to avoid developing a non-strategic strategy, a firm has to de...Starting at €8.20
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Q&A with Hap Klopp
Thomas WatsonArticle IVEY-9B15TF03-EStrategyHap Klopp founded The North Face, where he served as president and CEO for 20 years and built the largest and most successful retailer in its industry. In this Ivey Interview, he discusses lessons learned over his impressive career and warns against businesses looking to get rich overnight, because for every Silicon Valley success story there are countless failures and disappointments. The North Face is an example of disruptive technology, as it ...Starting at €8.20
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Why Nobody Is Really Ready for Mobile Commerce
Mark WillisArticle IVEY-9B16TA02-EStrategyConsumer transactions will eventually go digital, but retailers and consumers alike need to learn how to make this work. Unlike most Millennials, most Boomers and Gen-Xers had to be coerced into switching to digital music. According to a recent consumer sentiment study on mobile usage, more coercion will be required before digital commerce reaches its potential. While more than 60 per cent of Americans have a smartphone, only 14 per cent surveyed...Starting at €8.20
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9 to 5 Isn’t Just Dated as a Movie
Stephan AarstolArticle IVEY-9B16TC05-EStrategyThe Information Age represents the biggest shift since the Industrial Revolution. But despite the fact that family structures have changed dramatically since the early 1900s, the standard eight-hour workday remains entrenched. This article describes how the author’s company moved to a five-hour workday, with excellent results. As he explains, the five-hour day is about managing human energy more efficiently by working in bursts over a shorter per...Starting at €8.20
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How to Sup with Devilish Partners
Mark StobbeArticle IVEY-9B16TD02-EStrategyCanada’s current weakness in commodity prices raises the possibility that public investment in private Canadian enterprises, absent in recent years, could make a dramatic return. But that isn’t necessarily a good thing. This article looks at the creation of two heavy-oil upgraders in Saskatchewan that were built to stimulate development of the local oil industry while creating jobs and maximizing royalty income. In both cases, the financial viabi...Starting at €8.20
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Manufacturing Investment
Thomas WatsonArticle IVEY-9B16TD05-EStrategyWhen it comes to attracting investments, Canada is a laggard despite being a trading nation with all the talent and tools required. The main reason is that few in Canada have tried to answer the why-invest-in-Canada question. With or without Canadians leading large corporations, investment decisions made in Detroit are not influenced by any special love for Canada; they’re based on business. In 2016, the argument for playing the incentive game is...Starting at €8.20
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Management, the Next Generation: Trilingual Talent
Christian Hagen; Khalid KhanArticle IVEY-9B16TE01-EStrategyTo compete in the digital age, most companies understand that they must see digital and analytics capabilities as a core competency and strategic priority. But with the supply of talent falling further behind demand, attracting elite talent has proven difficult, especially for organizations playing catch-up. Even companies with advanced digital and analytics capabilities are struggling to meet their needs. The challenge is only getting harder, as...Starting at €8.20