This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Florián Coute: An EMBA at an Impasse (B): A pending conversation
Stein, Guido; Pin Arboledas, José Ramón; Cuadrado, MartaCase DPO-293-ELeadership and People ManagementSome time later Rafael called Florián to his office. Florián assumed it was to talk about his situation. He had been imagining this conversation ever since he had been told he was not going to be offered the position. So he had planned what he was going to say and was convinced he would succeed, if only he was able to stay calm. He thought the best thing would be to let Rafael talk as much as wanted. After the conversation, Florián went back to h...Starting at €5.74
-
Taking Off in a New Role: Reflections From Top Management
Stein, Guido; Cuadrado, MartaTechnical Note DPON-115-ECorporate Governance, Leadership and People Management, StrategyThe purpose of this technical note is to explore some of the initial actions that should be taken when starting out in a top management position through the experience of the president and CEO for Spain of a global U.S. financial services company - one of the 30 most prestigious companies in the United States - and three other senior executives from different sectors. It also addresses the competencies and characteristics that define an effective...Starting at €8.20
-
Kaupthing Bank hf Acquires Singer & Friedlander Group plc (Spanish version)
Murray J. Bryant; Ken MarkCase IVEY-9B07BS13Accounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20
-
The Merger of Banca Popolare (A, B and C) - Teaching Note
Pin Arboledas, José Ramón; Stein, Guido; Cuadrado, MartaTeaching Note DPOT-71-EThe objective of the case "The Merger of Banca Popolare" is to teach the real dynamic of merger and acquisition processes in companies, particularly their influence on people. However many attempts are made to carry out a balanced process, in which the managers from both companies have equal opportunities, it will be almost impossible to achieve this. Likewise, the case should be used to guide students on how to act if they work for one of the c...Starting at €0.00
-
Kaupthing Bank hf Acquires Singer & Friedlander Group plc
Murray J. Bryant; Ken MarkCase IVEY-9B07B013-EAccounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20
-
Florián Coute: An EMBA at an Impasse (A)
Stein, Guido; Pin Arboledas, José Ramón; Cuadrado, MartaCase DPO-292-ELeadership and People ManagementIn October 2011 Florián was pondering his next step and the direction his career should take. The situation at work was awkward. His position at Infraestructuras Brasileñas (IB), a state-owned aeronautical company based in São Paolo, was a guarantee of comfortable, stable employment. In January 2012, eager to grow professionally and seek out new challenges, Florián started an Executive MBA (EMBA) at a business school. The EMBA was part-time and s...Starting at €8.20
-
Mahindra Satyam - Restoring Corporate Governance
Murray J. Bryant; Ramasastry ChandrasekharCase IVEY-9B10M086-EStrategyVarious mergers and acquisitions in the Indian information technology (IT) sector had resulted in the newly formed Mahindra Satyam (Mahindra) and the recently appointed chief compliance officer (CCO) was to develop a corporate governance structure that would address and repair previous mismanagement of the company. The CCO also functioned as the chief operating officer (COO) with profit centre responsibility for business verticals. His largest ta...Starting at €8.20
-
Royal Group Technologies
Murray J. Bryant; Ken MarkCase IVEY-9B11M008-EStrategyThe Royal Group Technologies case provides information on insider trading and other allegations faced by the former executive officer and the company’s management team. The executive officer founded the firm after immigrating to Canada from Italy, and built it up into a large conglomerate by the 1990s. However, by the early 2000s, stakeholders were starting to question some of management’s practices, including awarding themselves high levels of c...Starting at €8.20
-
Volkswagen Navarra, 8th Collective Agreement (A, B, C and D) - Teaching Note
Stein, Guido; Escobar, Carlos; Cuadrado, Marta; Pin Arboledas, José RamónTeaching Note DPOT-76-EEconomics, Leadership and People ManagementThe case reflects an everyday situation for many companies: the negotiation of a collective agreement. There are a number of things that can help us to understand how a bargaining process should be approached by management: the importance of the team and its roles; the role of stakeholders, affected and interested parties, during the entire process and how they should be kept informed; the need to have a person leading the negotiation who is capa...Starting at €0.00
-
Deloitte: on Livent Inc.
Murray J. Bryant; Ken MarkCase IVEY-9B08B006-EAccounting and ControlIn December 1997, an audit partner at Deloitte was required to render an opinion on five separate but related issues arising out of an on-going working relationship with Livent, a Canadian live entertainment firm. Each issue could be treated in multiple ways, and there seemed to be no immediate clear-cut resolution to each. Issues included: assessing impacts of side agreements between Livent and a real-estate development firm; appropriateness of ...Starting at €8.20