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Being Monica
Gerard SeijtsArticle IVEY-9B16TB02-EStrategyIn this Ivey Business Journal Q&A, Monica Lewinsky — former White House intern and “patient zero” of online harassment — talks with Ivey Professor Gerard Seijts about what it takes to survive shame and bullying on a global scale. She offers two important considerations for victims of public humiliation. First, many people — those bullied and otherwise — suffer from shame or some form of public humiliation, and there is no reason to suffer in sile...Starting at €8.20
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3DP Incorporated (A): Patrick Guten
Gerard SeijtsCase IVEY-9B20C037-EEntrepreneurship, Leadership and People ManagementAn effective and highly motivated executive at 3DP Incorporated, a company that specialized in manufacturing objects with three-dimensional printing, often told his friends that he thought he could be the next Steve Jobs. He wanted to take advantage of thStarting at €8.20
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Defence Research and Development Canada — Toronto (A): The Organizational Alignment Program
Gerard Seijts; Helen WojcinskiCase IVEY-9B12C009-EEntrepreneurship, Leadership and People ManagementThe world had changed as a result of the terrorist attacks on September 11, 2001. Canada was engaged in the Afghanistan War, and the first casualties were being felt. It was November 28, 2005, as Rene LaRose, the director general of Defence Research and Development Canada (DRDC) Toronto, sat in his office preparing for an all-staff briefing the following day. He knew that for his research institute to remain relevant and be a major contributor to...Starting at €8.20
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The Lithium Fire
Gerard SeijtsCase IVEY-9B08C010-ELeadership and People ManagementIn September of 2001, 24 Calgary firefighters ended up in hospital with throat and eye irritations, severe breathing problems and headaches after fighting a fire at a battery plant. The blaze looked like a routine fire; the industrial fire was seen as just another assignment that needed to be taken care of. The working atmosphere at the fire hall was impacted. Some firefighters commented that they had expected to be better looked after, that they...Starting at €8.20
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Enbridge Michigan Oil Spill: Patrick Daniel's Challenge (A)
Gerard Seijts; William T. WatsonCase IVEY-9B12C039-ELeadership and People ManagementIn 2010, approximately 20,000 barrels of oil being shipped south by Enbridge spilled into Michigan’s Talmadge Creek, contaminating wetlands around Battle Creek and the nearby county seat of Marshall, including a stretch of the Kalamazoo River. The timing of the incident could not have been worse. The pipeline had been carrying controversial tar sands oil at a time when Enbridge and its competitors were seeking to greatly expand their pipeline net...Starting at €8.20
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AltaGas Ltd.: Forrest Kerr Hydroelectric Project
Gerard Seijts; Karen MacMillanCase IVEY-9B16C014-ELeadership and People ManagementAltaGas Ltd. (AltaGas), an energy company based in Calgary, Alberta, successfully collaborated with the Canadian federal government, British Columbia’s provincial government, and a First Nations group to reach an agreement for constructing a large, green energy, hydroelectric project in a remote location in northern British Columbia. Although most observers considered the agreement to be a resounding success, the founder and chief executive offic...Starting at €8.20
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Service Improvement: A Thousand Small Improvements
Munoz-Seca, BeatrizTechnical Note PN-494-EInnovation and Change, Service and Operations ManagementImplementing a "thousand small improvements" approach depends on three essential factors: desire, opportunity and method. Desire involves identifying what self-interested objective is being pursued. Opportunity refers to the physical and mental space needed for an idea to emerge and be put forward. Method is the structural support that helps people think about and come up with improvements. Without these three elements, it will be impossible to a...Starting at €8.20
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New Features Demand
Munoz-Seca, Beatriz; Arenas, RocioTechnical Note PN-489-EService and Operations ManagementNew Features Demand is a new activity for the firm's service operational structure. Its purpose is to unleash all the potential in the agent-client service encounter. This will translate into new services or new service features. Companies can benefit greatly from their service workforce by extracting new ideas that can help them improve their competitive advantage. This note describes observation and active listening as the two main techniques t...Starting at €8.20
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The National Institute of Performing Arts and Music (INAEM)
Munoz-Seca, Beatriz; Riverola, JosepCase P-1129-EInnovation and Change, Service and Operations ManagementThe case describes the challenges that Miguel Ángel Recio, director-general of the National Institute of Performing Arts and Music (Instituto Nacional de las Artes Escénicas y de la Música, INAEM) must overcome to introduce a 21st-century approach to operations. The INAEM is a public institution with 14 affiliated units, from the Teatro de la Zarzuela (TZ) to the Spanish National Orchestra and Choir (OCNE). The case is presented mainly through a ...Starting at €8.20
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Merging Esso Iceland and Bilanaust (A)
Gerard Seijts; Ken MarkCase IVEY-9B10C015-ELeadership and People Management, StrategyIn 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 t...Starting at €8.20