Ivey Business School (Canada)
-
Mabe: Learning to be a Multinational (Spanish version)
José Luis Rivas; Luis ArciniegaCase IVEY-9B13MS042StrategyA Mexican appliance manufacturer, MABE, has evolved quickly after selling nearly half its stake to a large multinational company in the early 1990s. The manufacturer was then able to dominate the Mexican appliances market and venture into other Latin American countries. Just before the 2008 financial crisis, the manufacturer formed a joint venture with a Español company and entered the Russian market, but it was not successful. The manufacturer f...Starting at €8.20
-
Air Traffic and Navigation Services SOC Limited: Talent Management
Albert Wöcke; Hayley PearsonCase IVEY-9B20M160-EStrategyIn October 2019, the interim chief executive officer of Air Traffic and Navigation Services SOC Limited (ATNS) in South Africa faced a dilemma regarding talent management. ATNS’s talent pipeline was unbalanced, and there was insufficient progression intoStarting at €8.20
-
Metaza: Implementación De La Gobernanza Corporativa en Una Empresa Familiar (Spanish version)
Gonzalo Gomez Betancourt; José Luis Rivas; Pedro VazquezCase IVEY-W36193StrategyMetaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However,...Starting at €8.20
-
Metaza: Implementing Corporate Governance in a Family Business
Gonzalo Gomez Betancourt; José Luis Rivas; Pedro VazquezCase IVEY-W34069-EDecision Analysis, StrategyMetaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However,...Starting at €8.20
-
Anglo American Leadership Academy: Aligning Global Leadership Development to Strategy - Teaching Note
Amy Moore; Verity Hawarden; Hayley PearsonTeaching Note IVEY-8B21C013-ELeadership and People ManagementTeaching note for product 9B21C013.Starting at €0.00
-
Anglo American Leadership Academy: Aligning Global Leadership Development to Strategy
Amy Moore; Verity Hawarden; Hayley PearsonCase IVEY-9B21C013-ELeadership and People ManagementIn 2019, the head of leadership development for Anglo American plc (Anglo American), a global mining conglomerate, was reviewing the two years she had been working with the human resources (HR) leadership team to establish the company’s international Leadership Academy. Her task was to determine leadership development solutions that supported Anglo American’s strategy and to recommend how to resource, identify, develop, and retain the diverse tal...Starting at €8.20
-
Life Esidimeni: Life Esidimeni: A Fatally Flawed Health Care DeInstitutionalization Process - Teaching Note
Hayley Pearson; Natalie van der Veen; Lulama MakhubelaTeaching Note IVEY-8B20M098-EStrategyTeaching note for product 9B20M098.Starting at €0.00
-
Life Esidimeni: A Fatally Flawed Health Care DeInstitutionalization Process
Hayley Pearson; Natalie van der Veen; Lulama MakhubelaCase IVEY-9B20M098-EStrategyIn 2015, the Department of Health for the province of Gauteng, South Africa, deinstitutionalized patients in need of long term health care in an effort to reduce costs. The residents were moved from an established health care facility experienced with proStarting at €8.20
-
Air Traffic and Navigation Services SOC Limited: Talent Management - Teaching Note
Albert Wöcke; Hayley PearsonTeaching Note IVEY-8B20M160-EStrategyTeaching note for product 9B20M160.Starting at €0.00
-
Mabe: Learning to Be a Multinational (B)
José Luis Rivas; Cristina Odalis Ventura González; Daniel Alejandro Hernández AldacoCase IVEY-9B15M121-EStrategyMexican electric appliances company Mabe had grown from being a leading national firm in its field to an international company with presence in most of the Americas and Russia. It had ventured into emerging markets and intended to continue its expansion to other countries. The company gathered together five directors to form an Action Learning team that would evaluate its entry into India together with directors from its potential partner, Italia...Starting at €5.74