Ivey Business School (Canada)
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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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GE South Africa: Londvolota’s Contextual Leadership for Creating Shared Value
Caren Scheepers; Abdullah Verachia; Ingrid TruslerCase IVEY-9B21M007-EStrategyIn January 2019, one of the founding members and current board members of Londvolota, a South African trust formed by General Electric South Africa (GESA) in 2015, faced a challenge. Londvolota needed to improve the establishment and growth of entrepreneurial South African businesses as part of GESA’s development of local suppliers, which aimed to enable the best of these businesses to supply the global GE network. The initiative represented a ma...Starting at €8.20
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Mkhiwa Trust: Contextualizing a Couple’s Servant Leadership - Teaching Note
Caren Scheepers; Abdullah Verachia; Natalie van der Veen; Mologadi KekanaTeaching Note IVEY-8B20C021-ELeadership and People ManagementTeaching note for product 9B20C021.Starting at €0.00
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A Terroir Olive Oil Mill Against Agri-Food Multinationals
Franck Brulhart; Philippe Chereau; Pierre-Xavier MeschiCase IVEY-9B16M030-EEntrepreneurship, StrategyAWARD WINNING CASE – This case won the Euro-Mediterranean Managerial Practices and Issues category at the 2015 EFMD Case Writing Competition. The chief executive officer of Les Moulins de la Brague (LMB), a seven-generation French olive oil miller, was worried about the future of the business. LMB was trying to find a profitable niche in a market that was filled with multinational companies, whose products came in a variety of quality and price r...Starting at €8.20
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Lenovo: A Chinese Dragon in a Global Village
Pascal Vidal; Pierre-Xavier MeschiCase IVEY-9B13M029-EStrategyThe fast rise of Lenovo among its competitors in the computer industry raised a series of questions regarding the sustainability of its competitive position, as well as the choices it had made in its efforts toward globalization. First, how could Lenovo establish and sustain a leadership role in an industry where competitive positions were increasingly unstable? Next, how could the Chinese firm build a solid competitive position in an industry ch...Starting at €8.20
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Ferio Pugliese: Leading WestJet's New Carrier Encore
Gerard Seijts; Jean-Louis Schaan; Robert WayCase IVEY-9B15C008-ELeadership and People ManagementIn early 2014, Ferio Pugliese looked back on his turbulent first year as president of WestJet Airlines Ltd.’s new regional air service Encore. Encore represented the company’s most significant organizational change in its 18 years of dramatic growth. Expanding the airline’s fleet to include smaller, short-haul aircraft that could service smaller destinations throughout Western Canada had not been without growing pains. For example, a number of em...Starting at €8.20
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Michelin in the Land of the Maharajahs (B)
Pierre-Xavier MeschiCase IVEY-9B07M031-EStrategyThis is a supplement to Michelin in the Land of the Maharajahs (A): A Note on the Tire Industry in India, product 9B07M030. This case presents the performance and the geographic positioning of Michelin as well as its international expansion strategy. The information provided allows students to analyse Michelin's strategy and performance.Starting at €5.74
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ArcelorMittal (B)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M002-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74
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ArcelorMittal (C)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M003-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74
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Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (A)
Jean-Louis Schaan; Ken MarkCase IVEY-9B10M032-EStrategyIn August 2008, there was a large propane explosion at a propane facility located in Toronto, Ontario and the resulting media coverage was nothing short of extensive. Within 24 hours of the explosion, media coverage shifted from developments at the site to the responsibilities of the Technical Safety and Standards Authority (TSSA). The TSSA was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring ...Starting at €8.20