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101 items were found using the following search criteria
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Friends of Western Buddhist Order - Windhorse: Evolution
Himanshu Dhaka; Rajen Gupta; Tanuja SharmaCase IVEY-9B14C062-EEntrepreneurship, Leadership and People Management, StrategyThe Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the or...Starting at €8.20
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OWC Watch Company: Facing the Hard Truth of Success and Failure
J. Robert Mitchell; Ken MarkCase IVEY-9B15M036-EEntrepreneurship, StrategyIn December 2013, an entrepreneur based in Orange, a small town in Australia, is considering the difficulties besetting his five-year-old start-up, the Orange Watch Company. He faces seemingly insurmountable challenges: his business is located far away from major cities; Australia is not close to the demand or supply market for high-end watches and watch parts, which is largely in Asia and Europe; and he has limited financial resources. Yet he co...Starting at €8.20
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Benevento Foods: When the Rubber Hits the Dough
David Wood; Stephan Vachon; Micheline SinghCase IVEY-9B15D014-EEntrepreneurship, Service and Operations Management, StrategyFor the past 30 years, the president of Benevento Foods, a food processor located in northern New York State, has overseen unprecedented growth. In June 2014, the family-owned company has 90 full-time employees and provides baking mixes and bases to both small stand-alone bakeries and national grocery chains across the United States. It has plans to expand distribution to Mexico and Japan and to develop new product lines, especially for gluten-fr...Starting at €8.20
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Pernod Ricard: The Challenge of Growth
Stein, Guido; Ortiz, Alberto; De La Vega, MelanieCase DPO-365-EInnovation and Change, Leadership and People Management, StrategyThis case describes the arrival of a new chairman/CEO to the Pernod Ricard subsidiary in Spain and Portugal, Eric Laborde, and the challenges he had to face in 2013. Historical information about the group is provided, most specifically in relation to Spain. The case further examines strategic, commercial, financial, productive, marketing and human resources elements as well as cultural and value aspects and management styles of the current and pa...Starting at €8.20
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Montana Plastics Inc.: The Shelby Division in 2014
Christopher Williams; Ken MarkCase IVEY-9B15M037-EStrategyIn May 2014, the newly installed director of global operations for Montana Plastic's Shelby Division, a producer of plastic gasoline tanks for global automotive brands such as General Motors, Ford and Toyota, is trying to turn the division around as it is suffering waste rates of 30 per cent. At the same time, topline growth is slowing dramatically, profitability is dropping, competition from Asia-based companies is heating up and employee turnov...Starting at €8.20
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Argamassa Construction Materials (B): Epilogue
Hernandez, Morela; Yemen, Gerry; Santiago, Eduardo; Almandoz, JohnCase DARDEN-OB-1077-ELeadership and People ManagementIn the B case, Santiago recounts his approach to the difficult conversation with his boss. He shares what he believed was the problem at the firm and presents a plan to turn things around. The material also includes reflections on things Santiago learned about himself and about leading others.Starting at €5.74
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Argamassa Construction Materials (A)
Hernandez, Morela; Yemen, Gerry; Santiago, Eduardo; Almandoz, JohnCase DARDEN-OB-1076-ELeadership and People ManagementHow does a high-performing manager move from admiring his boss to feeling like walking away from the position and company? This is a powerfully rich case that describes a manager’s leadership style in the context of a construction materials company in Rio de Janeiro, Brazil. Eduardo Santiago, plant manager at Argamassa, disagreed with the cost-cutting strategy his boss and company owner had implemented. And he believed more recent changes had cre...Starting at €8.20
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Business Culture in the Incorporation of a New Executive
Ortiz, Alberto; Cuadrado, Marta; Stein, GuidoTechnical Note DPON-125-ECorporate Governance, Innovation and Change, Leadership and People ManagementToday there are any number of research articles and books for executives that reflect on the importance of culture within companies. However, there are not so many that focus on how this culture affects the process when an executive is starting a new job. Experience tells us that trying to change the culture is no easy task, nor is it free of risk. It also shows us that, by using the right tools, culture can become an effective weapon to help the...Starting at €8.20
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Federated Co-Operatives Limited: Change Management
Dionne PohlerCase IVEY-9B16M066-EStrategyIn 2013, after almost three years of making organizational changes, the chief executive officer of Federated Co-Operatives Limited (FCL) wondered if he was pushing his unique company through a transformation too quickly or if he was not pushing hard enough to modernize the company. FCL was a co-operative, a remnant of a farmers’ purchasing association that had grown to become one of the 50 largest companies in Canada. However, the company’s finan...Starting at €8.20
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MacPhie & Company: The Growth Imperative
Karin Schnarr; David KunschCase IVEY-9B16M133-EStrategyIn March 2015, consulting firm MacPhie & Company was at a crossroads. Founded in 2004 in Toronto, Ontario, the company offered consulting services related to strategy development, marketing and communications, reputation management, and branding. MacPhie & Company maintained an entrepreneurial culture that fostered innovation and continual learning, while ensuring that all client projects followed the MacPhie Way.” Although MacPhie & Company had ...Starting at €8.20