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Whole of Enterprise: An Atomic E-Business Model
Weill, Peter; Vitale, Michael R.Book Chapter HBS-4949BC-EInformation TechnologiesThe use of multiple business models across an organization can create confusion among customers, who may be required to navigate not just different computer systems, but also different ways of doing business. This chapter describes the benefits of adopting an integrated whole-of-enterprise e-business model. This chapter is excerpted from "Place to Space: Migrating to eBusiness Models."Starting at €8.20
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John Meredith of Hutchison Port Holdings
Kathleen E. Slaughter; Jeffrey Gandz; Nigel GoodwinCase IVEY-9B07C027-ELeadership and People Management, StrategyThis case examines the life, career and leadership style of John Meredith, the group managing director of Hutchison Port Holdings (HPH). Meredith established the company in 1972 based on his vision for more efficient global trade. Under his leadership, the company grew to become the world's largest container port operator. The company grew from owning and managing a single container port to owning and managing 45 container ports by May 2007. This...Starting at €8.20
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On Leadership: Leadership and Loyalty
Jeffrey GandzArticle IVEY-9B07TE11-ELeadership and People ManagementLeaders expect their followers to be loyal and to be able to depend on their loyalty. Good leaders understand that there is a difference between real loyalty and a related but different concept - fealty. Smart leaders understand that fealty is demanded whereas loyalty is earned. In this article, the author notes some things that leaders can do to earn loyalty.Starting at €8.20
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Richard Gagnon at Granston Energy Inc.
Jeffrey GandzCase IVEY-9B13M026-EStrategyA procurement officer has got himself into some difficulties by trying to do what he thinks was the right thing in being responsive and accommodating for an internal client. In doing so, he has violated a number of unwritten ethical expectations of his role. He is wondering what he could have done differently and, specifically, how to handle an upcoming conversation with his chief executive officer about his future with the company.Starting at €8.20
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Learning from Boardroom Perspectives on Leader Character
Gerard Seijts; Jeffrey Gandz; Alyson Byrne; Mary M. CrossanArticle IVEY-9B15TA06-ELeadership and People ManagementNine meetings involving 786 directors and would-be directors were held at the Institute of Corporate Directors with the objective of facilitating a discussion on leader character with people experienced in the practice of corporate governance as well as with individuals interested in becoming directors. Following the sessions, a survey of attendees was conducted. This article presents what the authors learned and offers six recommendations for im...Starting at €8.20
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Allocating Decision Rights & Accountability: Elements of Effective IT Governance
Weill, Peter; Ross, Jeanne W.Book Chapter HBS-3595BC-EService and Operations ManagementEvery firm, at some level, needs a digitized platform, or integrated set of electronic business processes, to operate effectively. The only way to deliver a digitized platform--and superior business value from IT--is to design IT decision rights and accountabilities so that daily decisions about IT support the firm's strategic goals. In this chapter, the authors explain the importance of transparency in IT governance and describe how a firm's gov...Starting at €8.20
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Leading an IT-Savvy Firm: The Critical Role of Senior Management in Making IT a Strategic Asset
Weill, Peter; Ross, Jeanne W.Book Chapter HBS-3597BC-EService and Operations ManagementBeing IT savvy places your company in a position to take advantage of future business opportunities. To maintain the upper hand, all senior managers must make it a constant priority to ensure their digitized platform is being exploited successfully. But how IT savvy is your firm? In this chapter, Weil and Ross first ask you to assess your firm's IT savvy. They then summarize key IT leadership roles within the organization and provide information ...Starting at €8.20
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Risk Leadership at TD Bank Group
Jeffrey GandzCase IVEY-9B12C001-ELeadership and People Management, StrategyTD Bank Group was one of the few large financial institutions in the world to have prospered during the financial meltdown and subsequent recession in 2008/9. It did this without any government assistance. Furthermore, it emerged from the crisis substantially larger in terms of market capitalization and assets while having the best performance of any of the Big-5 Canadian banks in terms of stock price and total shareholder return during the perio...Starting at €8.20
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VertiSoft Inc.: Raising the Bar
Jeffrey GandzCase IVEY-9B08C003-ELeadership and People Management, StrategyNew metrics have been introduced to a software technical support call center operation. These metrics have revealed a wide range of performance between employees both for time taken to answer customers' questions and the customer's perceived quality of service. The call center manager is wondering how to make use of these metrics. He is inclined to go public with them, whereas the head of human resources believes that this could be damaging to em...Starting at €8.20
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A New Executive Director
Jeffrey Gandz; Elaine TodresCase IVEY-9B10C006-ELeadership and People ManagementA newly promoted assistant deputy minister of business and trade must decide which of two candidates to recommend for her previous role as executive director, business and consumer regulation. One candidate is creative, innovative, client focused and an inspirational and charismatic leader with a history of ruffling some feathers with other departments within the government. The other candidate seems to lack drive and innovativeness but has earne...Starting at €8.20