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Ivey Business School (Canada)
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Q&A with Hap Klopp
Thomas WatsonArticle IVEY-9B15TF03-EStrategyHap Klopp founded The North Face, where he served as president and CEO for 20 years and built the largest and most successful retailer in its industry. In this Ivey Interview, he discusses lessons learned over his impressive career and warns against businesses looking to get rich overnight, because for every Silicon Valley success story there are countless failures and disappointments. The North Face is an example of disruptive technology, as it ...Starting at €8.20
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Why Nobody Is Really Ready for Mobile Commerce
Mark WillisArticle IVEY-9B16TA02-EStrategyConsumer transactions will eventually go digital, but retailers and consumers alike need to learn how to make this work. Unlike most Millennials, most Boomers and Gen-Xers had to be coerced into switching to digital music. According to a recent consumer sentiment study on mobile usage, more coercion will be required before digital commerce reaches its potential. While more than 60 per cent of Americans have a smartphone, only 14 per cent surveyed...Starting at €8.20
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9 to 5 Isn’t Just Dated as a Movie
Stephan AarstolArticle IVEY-9B16TC05-EStrategyThe Information Age represents the biggest shift since the Industrial Revolution. But despite the fact that family structures have changed dramatically since the early 1900s, the standard eight-hour workday remains entrenched. This article describes how the author’s company moved to a five-hour workday, with excellent results. As he explains, the five-hour day is about managing human energy more efficiently by working in bursts over a shorter per...Starting at €8.20
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How to Sup with Devilish Partners
Mark StobbeArticle IVEY-9B16TD02-EStrategyCanada’s current weakness in commodity prices raises the possibility that public investment in private Canadian enterprises, absent in recent years, could make a dramatic return. But that isn’t necessarily a good thing. This article looks at the creation of two heavy-oil upgraders in Saskatchewan that were built to stimulate development of the local oil industry while creating jobs and maximizing royalty income. In both cases, the financial viabi...Starting at €8.20
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Manufacturing Investment
Thomas WatsonArticle IVEY-9B16TD05-EStrategyWhen it comes to attracting investments, Canada is a laggard despite being a trading nation with all the talent and tools required. The main reason is that few in Canada have tried to answer the why-invest-in-Canada question. With or without Canadians leading large corporations, investment decisions made in Detroit are not influenced by any special love for Canada; they’re based on business. In 2016, the argument for playing the incentive game is...Starting at €8.20
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Management, the Next Generation: Trilingual Talent
Christian Hagen; Khalid KhanArticle IVEY-9B16TE01-EStrategyTo compete in the digital age, most companies understand that they must see digital and analytics capabilities as a core competency and strategic priority. But with the supply of talent falling further behind demand, attracting elite talent has proven difficult, especially for organizations playing catch-up. Even companies with advanced digital and analytics capabilities are struggling to meet their needs. The challenge is only getting harder, as...Starting at €8.20
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CASE LEARNING: Selling Adultery
Gerard Seijts; Thomas WatsonArticle IVEY-9B16TE03-EStrategyA year after a massive data breach at its Ashley Madison adultery service, Avid Life Media relaunched in 2016 under a new name. The move was designed to help the business recover from the hacker attack that had exposed its security and governance issues and dashed the desire of investors to take the company public. It was also a strategic step to regain the trust of customers who had been outed as would-be cheaters. Now known as Ruby, the company...Starting at €8.20
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Confronting China’s IP Counteroffensive
Wang-chan WongArticle IVEY-9B16TF02-EStrategyDoing business in China requires a preemptive intellectual property (IP) strategy because local firms built IP arsenals after learning from past patent battles. As foreign companies flocked to China over the past three decades, they faced significant IP risks such as counterfeiting and the difficulty of enforcing IP rights. Now they have a new problem—an escalating risk of committing an infringement of Chinese intellectual property rights. While ...Starting at €8.20
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Harnessing Innovation
Ruben Mancha; Bala IyerArticle IVEY-9B17TB01-EStrategyMost companies already have plenty of creativity and technology. What they don’t have is the managerial skill to convert that creativity and technology into earth-shattering innovation. So how do they harness innovation? The first step is to understand what they need—the managerial skills, abilities, and traits that enable digital innovation. We need to not only acknowledge digital innovators, but promote their role as creators of economic and so...Starting at €8.20
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Fighting Incumbency Sclerosis
Eric GartonArticle IVEY-9B17TB02-EStrategyThanks to new technologies and innovative new ways of doing business, established incumbents across all industries have never been more vulnerable to attack by agile challengers with relatively little capital or resources. A triad of forces favours today’s disrupters: virtualization, digitalization, and capital superabundance. The half-life of business models has been shrinking and incumbents have been disappearing at an increasingly rapid rate—s...Starting at €8.20