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Ivey Business School (Canada)
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Nokia: From In-house to Joint R&D
Marcus Moller Larsen; Torben PedersenCase IVEY-9B11M114-EEntrepreneurship, Service and Operations Management, StrategyThis case describes the organizational and strategic challenges of outsourcing research and development (R&D) activities from Denmark to China. Nokia Denmark was founded in 1996 as a subsidiary of the Nokia Corporation and contained the largest Nokia R&D unit, concentrating on the development of mobile phones, outside Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the number of mobile pho...Starting at €8.20
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Carlsberg in Emerging Markets
Michael W. Hansen; Torben Pedersen; Marcus Moller LarsenCase IVEY-9B11M009-EService and Operations Management, StrategyRisking becoming the target of a hostile takeover or being cornered as a small regional player in the global beer industry, the Danish brewery Carlsberg decided in the early 2000s to expand into rapidly growing emerging markets to pursue new arenas of growth. By 2008, this strategy had paid off, and Carlsberg was positioned among the five largest breweries in the world. In the Russian market — one of the fastest-growing markets in the world — Car...Starting at €8.20
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Vestas Wind Systems A/S - Exploiting Global R&D Synergies
Torben Pedersen; Marcus Moller LarsenCase IVEY-9B09M079-EEntrepreneurship, Service and Operations Management, StrategyWith a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with...Starting at €8.20
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Street Child Europe: Growing a Charity
Joerg Dietz; Anna ZampaCase IVEY-9B19C029-EEntrepreneurship, Leadership and People Management, StrategyAt the end of March 2018, the director of the Barcelona office of Street Child, a charity organization with headquarters in the United Kingdom, was looking back at the changes he had introduced in 2017. The Barcelona office was responsible for growing StrStarting at €8.20
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Telenor Group: Developing a New Business Model
Frank Elter; Marcus Moller Larsen; Torben PedersenCase IVEY-9B19M122-EStrategyIn January 2019, the telecommunications industry was under severe threat of disruption. Telecommunications companies (telcos), which had historically been able to cope with technological disruption by moving from first-generation through to fifth-generatiStarting at €8.20
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Medical Equipment Inc. in Saudi Arabia
Joerg Dietz; Ankur Grover; Laura GuerreroCase IVEY-9B07C042-ELeadership and People Management, Marketing, StrategyA recently hired U.S.-trained sales account manager at Medical Equipment Inc. (Medical Equipment) returned to his office after meeting with the head of the cardiology department at a specialist hospital and research center in Jeddah, Saudi Arabia. He had worked very hard to secure his first sale of US$725,000 for healthcare equipment, but was disheartened when the head of cardiology told him that the hospital's purchasing director intended to giv...Starting at €8.20
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Coloplast: Ten Years of Global Operations
Marcus Moller Larsen; Torben PedersenCase IVEY-9B12M070-EStrategyIn just a decade, the Danish health care product manufacturer Coloplast underwent a major transformation from a local Danish manufacturing company to a truly multinational corporation. In 2001, Coloplast conducted all its production in-house in three production facilities in Denmark. Ten years later, the company had relocated almost 90 per cent of the production to four different countries, with the majority in Hungary and China. However, a trans...Starting at €8.20
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Global Alliance for Trade Facilitation: The Scaling Decision
Joerg Dietz; Candice WhiteCase IVEY-W27836-ELeadership and People Management, StrategyIn January 2020, Philippe Isler, director of the Global Alliance for Trade Facilitation (Alliance), was preparing for the Alliance’s steering group meeting that spring. He needed to set forth a plan on how to scale Alliance operations to deliver on current and proposed projects. The Alliance had only three years left in its current funding cycle, and a long list of projects to complete. Isler knew that meeting the funding governments’ expectation...Starting at €8.20
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Liip: The Path to Holacracy
Joerg Dietz; Adina DortheCase IVEY-W25066-ELeadership and People ManagementOn April 5, 2017, the lead link at Liip AG, in Lausanne, Switzerland, was reflecting on the past seven years. The digital services organization had gone through a rapid development, from a company with a team-based structure led by a top management team tStarting at €8.20
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Susan Taylor at Exeter Group
Joerg DietzCase IVEY-W24861-ELeadership and People ManagementA 24-year-old female employee landed her first career job at Exeter Group only a few months after graduating from university. The employee worked as an assistant to the company’s co-founder and chief executive officer. A few months after the employee began her new job, her boss began making work requests that seemed personal and then began making repeated sexual advances, which made the employee feel increasingly uncomfortable. The employee tried...Starting at €8.20