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Ross Walker's Path to Power
Jeffrey PfefferCase SGSB-OB79-ELeadership and People ManagementRoss Walker had come a long way. A child of modest upbringing in Marin County just north of San Francisco, Walker had earned both undergraduate and MBA degrees from Stanford. He had been chosen to serve a five-year term as the youngest alumni representative on the Stanford University Board of Trustees and had a great job at Wolff Urban Development in the industries he loved, hospitality and real estate. Most importantly, Walker was well-known ...Starting at €8.20
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Dow's Acquisition Program
Koen H. Heimeriks; Stephen GatesCase IVEY-9B10M058-EInformation Technologies, Leadership and People Management, StrategyThis case illustrates how Dow Chemical acquired and integrated Wolff Walsrode, a German specialty chemicals firm that was part of the Bayer Group. This acquisition, combined with Dow's existing cellulosics unit, helped it create a new specialty business with a forecasted $1.1 billion in annual sales and strengthen its footprint in Central and Eastern Europe. The main challenge in this case concerns the complexities of acquisition integration, whi...Starting at €8.20
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Vancouver City Savings Credit Union: Working Dads (A)
Alison Konrad; Cameron PhillipsCase IVEY-9B14C025-EEntrepreneurship, Leadership and People ManagementThe first female chief executive officer (CEO) of Vancouver City Savings Credit Union (Vancity) believes in the importance of developing a positive workplace culture. She feels that successful employers take a progressive attitude toward promoting a healthy work-life balance. She also serves as a role model to her employees by working hard but communicating clearly about needing to be present for her family. When an independent consultant surveys...Starting at €8.20
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Earthwear Face & Body: Communicating Corporate Culture (A)
Mary Weil; Julia CuttCase IVEY-9B14C045-EEntrepreneurship, Leadership and People ManagementBy the spring of 2014, the founder of EarthWear Face & Body is in desperate need of part-time employees to help run her successful skin care retail business, which she runs out of her home in North Battleford, Saskatchewan. After eight years of hard work, she has turned her part-time hobby making all-natural skin care products into a thriving business. She sells her products online, through retail stores, at craft and trade shows and at the Saska...Starting at €8.20
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Mabel's Labels: Leading in a Results-Only Work Environment
Alison Konrad; Lindsay BirbragerCase IVEY-9B15C013-EEntrepreneurship, Leadership and People ManagementThis case describes the implementation of a results-only work environment (ROWE) at Mabel’s Labels, a successful entrepreneurial firm in Canada. Under ROWE, employee performance is managed by examining outcomes and accomplishments, not by measuring the amount of time people spend at the workplace. The case provides details of the change process and ROWE implementation. The change leader views ROWE as a strategic initiative to enhance the organiza...Starting at €8.20
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Organizational Design at iQmetrix: The Holacracy Decision
Chris Street; Ann C. Frost; Clayton CaswellCase IVEY-9B17C045-EEntrepreneurship, Leadership and People ManagementSoftware development company iQmetrix Software Development Corporation (iQmetrix), headquartered in Vancouver, Canada, had enjoyed success and growth for over two decades. In July 2017, iQmetrix was confronted with the challenge of managing this growth while maintaining its organizational culture as a non-hierarchical, innovative, and open place to work—a place where the best ideas could come from anywhere and where people shared ideas openly and...Starting at €8.20
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Margaret Jefferson: Performance Issue at a Performing Arts Company (A)
Lyn Purdy; James O'BrienCase IVEY-9B12C024-ELeadership and People Management, StrategyThis case series describes a general manager’s decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager’s selection practices are described, and two role-playing exercises are included.Starting at €8.20
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Bancolombia: Talent, Culture and Value Creation Management in Mergers
Juanita Cajiao SaenzCase IVEY-9B11C040-ELeadership and People Management, StrategyThe case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new e...Starting at €8.20
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Risk Leadership at TD Bank Group
Jeffrey GandzCase IVEY-9B12C001-ELeadership and People Management, StrategyTD Bank Group was one of the few large financial institutions in the world to have prospered during the financial meltdown and subsequent recession in 2008/9. It did this without any government assistance. Furthermore, it emerged from the crisis substantially larger in terms of market capitalization and assets while having the best performance of any of the Big-5 Canadian banks in terms of stock price and total shareholder return during the perio...Starting at €8.20
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Clarke: Transformation for Environmental Sustainability
Chris Laszlo; Katey McCabe; Eric Ahearn; Indrajeet GhatgeCase IVEY-9B12C012-EEntrepreneurship, Leadership and People Management, StrategyClarke, a mosquito abatement company seen as having a core business that is environmentally harmful by its very nature — selling pesticides — faces unique challenges in its transformation into a sustainable enterprise. Should it shift its focus entirely towards offering “green” pesticides and risk losing some of its customers, or should it keep offering its less expensive, more toxic products? This case shows how even when innovation leads to new...Starting at €8.20