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Sony Corporation’s Aibo: An Intelligent Decision
Tulsi JayakumarCase IVEY-9B18M036-EStrategyIn November 2017, the chief executive officer of Sony Corporation was preparing to announce the company’s release of its rebooted robo-pup, the Aibo—a robot equipped with sensors and actuator technologies, and powered by artificial intelligence that allowed this virtual pet to behave like a real dog. Sony Corporation, the 70-year-old iconic Japanese manufacturing company, had diverse businesses. After significant restructuring since 1999 to addre...Starting at €8.20
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Mismanagement of Fiscal Policy: Greece's Achilles' Heel
Tulsi JayakumarCase IVEY-9B17M142-EStrategyIn December 2016, the debt-stricken Greek government announced the distribution of a sizeable “Christmas gift” to its low-income pensioners, a one-time bonus that would cost the government €617 million. This cost was in addition to suspending increases in the value-added tax on some Greek islands. These plans were in clear violation of the terms of a bailout provided to Greece by Eurozone nations in 2015, which required Greece to implement auster...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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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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Marimekko
Alison Konrad; Jordan MitchellCase IVEY-9B06C014-ELeadership and People Management, StrategyKirsti Paakkanen has achieved a celebrity status in Finland for her enigmatic leadership of the Finnish design company Marimekko. Purchasing the company in a state of near bankruptcy in 1991, Paakkanen took several actions to restore profitability and realize growth. As of 2006, the company has sales of $64 million (of which 80 per cent are from Finland) and net profits of $8.4 million. Over the last few years, Paakkanen and her team have focused...Starting at €8.20
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Sophia Tannis: Life Choices (A)
Alison Konrad; Kanina BlanchardCase IVEY-9B15M101-EStrategySophia Tannis and her husband, Richard, had to choose between following her career or his. The pair chose to accept Sophia’s new job offer, which involved relocating geographically. Over the ensuing five years, Sophia and Richard became parents to two children and gradually settled into their new roles. Since putting his own career second to Sophia’s, Richard successfully built up a reputation as a future leader within his organization, and has r...Starting at €8.20
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Sarah Vickers: Post Acquisition Career Management
Alison Konrad; Moira SaganskiCase IVEY-9B13C015-ELeadership and People ManagementA large U.S. investment management corporation has recently acquired a prominent Canadian investment management company with the justification for the cost of the acquisition largely based on huge economies of scale from integrating parts of the operations of both companies. A senior vice-president of the Canadian company has been asked to recommend how this should be done. She concludes that it would be best to keep administrative functions unde...Starting at €8.20
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Forrest & Faneuil
Alison Konrad; Victor ShawCase IVEY-9B13C026-ELeadership and People ManagementIn 2012, an investment banking summer intern in the head office of a leading international financial institution has received some stellar reviews. His manager hints that as long the intern keeps up the good work, his full-time return offer is all but guaranteed. However, the 120-hour work weeks would deprive him of any opportunity to spend time with his family. He must choose between taking advantage of the organization’s Summer Intern Mobility ...Starting at €8.20
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Hindustan Unilever Ltd.: Creating Shared Value in a VUCA World
Tulsi JayakumarCase IVEY-9B13M129-EStrategyHindustan Unilever Ltd. can trace its current-day profitable business operations in its Doom Dooma factory in the conflict-ridden northeastern state of Assam (India) to its proactive corporate responsibility initiatives since the start of its operations. A spurt in sales in the personal care segment has led the company to consider capacity expansion. The company needs to decide whether to continue to invest in Assam despite three challenges: oper...Starting at €8.20
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Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Tulsi Jayakumar; Nilotpal Ray; Divya Mulanjur; Debopam Basu; Gayatri PatkarCase IVEY-9B14M065-EStrategySudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the sit...Starting at €8.20