Search results
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Innovative Automation: Coping with COVID-19
Mary Weil; Ramasastry ChandrasekharCase IVEY-9B21C004-ELeadership and People ManagementIn early April 2020, COVID-19 began impacting trade, commerce, and industry globally. The founder and president of Innovative Automation Inc., a custom machine builder in the small and medium enterprise sector in Ontario, Canada, was facing two main dilemmas. First, how should he ensure that the internal channels of communication at the company remain open as its employees-like everyone in the rest of the province and indeed the rest of the world...Starting at €8.20
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Red Hat Canada: Bridging the Gender Gap - Teaching Note
Alison Konrad; Ramasastry ChandrasekharTeaching Note IVEY-8B18C041-ELeadership and People ManagementTeaching note for product 9B18C041.Starting at €0.00
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Earls Restaurants Ltd.: The Importance of a Communication Plan
Mary Weil; Ramasastry ChandrasekharCase IVEY-9B16C052-EEntrepreneurship, Leadership and People ManagementEarls Restaurants, Ltd., a Canadian restaurant chain headquartered in Vancouver, was facing a communications crisis in April 2016, when it changed its sourcing policy with regard to beef. In a bid to appeal to millennial consumers, who were conscious of animal welfare standards, it decided to source beef from a U.S. farm that had its beef independently certified as humane. This cut out the restaurant’s traditional supply sources among Canadian ra...Starting at €8.20
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Infosys: Peer Review at Board Level
Yaqi Shi; Ramasastry ChandrasekharCase IVEY-9B14C004-EEntrepreneurship, Leadership and People Management, StrategyHaving positioned itself from the beginning as a global enterprise in information technology, Infosys benchmarked its governance practices with the best in the world right from the start, focusing on the importance of performance appraisal at all levels, including that of the board. Indeed, Infosys broke fresh ground when it introduced a model of Peer Review at the board level wherein each board member would annually review the performance of eve...Starting at €8.20
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Windermere Manor: Sustainability and Change
Chetan Joshi; Hari Bapuji; Ramasastry ChandrasekharCase IVEY-9B13C044-ELeadership and People Management, MarketingIn the hotel industry, the reuse of towels is considered a main step toward reducing hotels’ high carbon footprint. Windermere Manor, a private, high-end hotel, has established a routine to encourage its guests to reuse towels; however, the hotel’s towel-replacement rate exceeds its towel-reuse rate. The intended routine for identifying towels for reuse is not being followed, even by the hotels’ own housekeeping staff. The hotel's general manager...Starting at €8.20
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Hydro One Inc.: CEO Compensation
Stephen Sapp; Ramasastry ChandrasekharCase IVEY-9B10N002-EAccounting and Control, Finance, Leadership and People Management, StrategyThe case presents the situation faced by the board of directors at Hydro One, a government-owned Canadian electric utility, as they discuss updating the current executive compensation packages because of the pending privatization of Hydro One. As a government owned enterprise, compensation was moderated by the job security and prospects of career advancement in the public sector, but the imminent privatization required the compensation system to ...Starting at €8.20
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Earls Restaurants Ltd.: The Importance of a Communication Plan - Teaching Note
Mary Weil; Ramasastry ChandrasekharTeaching Note IVEY-8B16C052-ELeadership and People ManagementTeaching note for product 9B16C052.Starting at €0.00
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Carrot Rewards: Carrot at a Crossroads - Teaching Note
Dominic Lim; Ramasastry ChandrasekharTeaching Note IVEY-8B21M033-EEntrepreneurship, Leadership and People ManagementTeaching note for product 9B21M033.Starting at €0.00
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Innovative Automation: Coping with COVID-19 - Teaching Note
Mary Weil; Ramasastry ChandrasekharTeaching Note IVEY-8B21C004-ELeadership and People ManagementTeaching note for product 9B21C004.Starting at €0.00
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Carrot Rewards: Carrot at a Crossroads
Dominic Lim; Ramasastry ChandrasekharCase IVEY-9B21M033-EEntrepreneurship, Leadership and People ManagementIn December 2018, the founder and chief executive officer (CEO) of Carrot Rewards (Carrot), a profitable Canadian social enterprise, was facing a turning point. The company, which had been founded three years earlier, was about to implode. Its single largest client had just conveyed its decision to pull out, causing a sudden 65 per cent drop in the company’s annual revenue. Should Carrot continue with the prevailing model-one day at a time? Shoul...Starting at €8.20