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Anglogold Ashanti: Navigating Pathways in the Face of Challenge - Teaching Note
Gerard Seijts; Vania SakelarisTeaching Note IVEY-W27813-EEntrepreneurship, Leadership and People ManagementTeaching note for product W27812.Starting at €0.00
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Borregaard Fine Chemicals - BFC
Svendsen J. E.; Nueno, PedroCase P-918Service and Operations ManagementEl gerente de la división de productos de química fina de una importante compañía noruega se plantea cómo revitalizar la creatividad de su unidad. La división que tuvo éxitos en innovaciones originales en el pasado se ha convertido en una empresa que va a remolque de sus clientes. El gerente entrevista a varios directivos que fueron clave en el pasado tratando de reconstruir lo que aparentemente fue una cultura estimuladora de la innovación....Starting at €8.20
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Donald Dies and Gladstone
Henriksen T.; Munoz-Seca, BeatrizCase P-840Service and Operations ManagementPeterson Sarpsborg ha decidido escoger un único proveedor de troqueles. Debe elegir entre Gladstone ?a treinta minutos de su empresa?, profesional de confianza, o bien Donald Dies ?en la puerta de al lado?, un poco descuidado pero útil. (Also available in English).Starting at €8.20
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Norsafe AS
Henriksen T.; Munoz-Seca, BeatrizCase P-839Service and Operations ManagementLa empresa fabrica botes salvavidas de fibra de vidrio. Tienen problemas con la calidad de algunas partes adquiridas, así como con las propias. Trata el problema de una parte adquirida, un motor de arranque oxidado, y el de diseño en una junta. (Also available in English).Starting at €8.20
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Elf Aquitaine Norge A/S. Oil investment in the North Sea
Hernes, A.; Santomá, JavierCase F-502-EFinanceElf Aquitaine Norge is a subsidiary of a French company working in oil exploration and production in the North Sea. The case analyzes the economic viability of an oil field in Norway. This investment analysis includes questions and forecasts of future oil prices, exchange rates, oil production and time span. The case is enriched by tax factors, government relations and holdings/subsidiary interests.Starting at €8.20
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Rawayeti Foods: Performance Management in a Family-Owned Business
Asfia Obaid; Anoosha Mazhar; Furwa Batool; Neelab KayaniCase IVEY-9B20M167-EEntrepreneurship, StrategyIn 2017, the chief executive officer of Rawayeti Foods, a Pakistani company dedicated to ensuring the purity and quality of its spices and pulses, was considering the future of his family-owned business. The company had experienced great success since itsStarting at €8.20
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The Khus Project: Cultural Conflict
Lei Huang; William Wei; Phillip SwallowCase IVEY-9B18M142-EStrategyAs one of its first international projects, the China Guangxi Corporation for International Techno-Economic Cooperation (GCITEC) began a joint venture initiative with a local Pakistani firm in September 2015. The joint venture centred around constructing a canal in the Khus area of northern Pakistan. The Chinese firm brought funding and technical experience; the Pakistani partner brought local experience and local construction staff. After workin...Starting at €8.20
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Pak Elektron Limited: Converting Systems to ERP
Muntazar Bashir AhmedCase IVEY-9B12E002-EInformation Technologies, Leadership and People Management, StrategyPak Elektron Limited was a prominent manufacturer of consumer home appliances, large distribution and power transformers, and switch gears for power companies in Pakistan. From 2007, the company had started the process of changing the information systems of the company. These systems had become outdated as Microsoft withdrew its support of Visual FoxPro, the platform on which all systems had been developed. The company decided that a Tier 1 ERP (...Starting at €8.20
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Performance Management System at Attock Refinery Limited
Sadia Nadeem; Ruhma IslamCase IVEY-9B15C015-ELeadership and People Management, StrategyIn November 2013, the senior manager of Human Resources at Attock Refinery Limited, headquartered in Morgah Rawalpindi, Pakistan, is considering whether to amend the current performance appraisal system to bring it in line with the goal of creating a performance-oriented culture in the company, which refines 70 per cent of the country’s crude oil. Significant changes had been made over the last 14 years, but the current performance management sys...Starting at €8.20
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SYIT: Changing the Corporate Culture
Maria Khan; Khurram Rehman Alvi; Zunaira SaqibCase IVEY-9B18C004-EEntrepreneurship, Leadership and People Management, StrategyOn February 1, 2013, the managing director of software development firm SYIT, sat in his office and gathered his thoughts on his new organization. Based in Islamabad, Pakistan, SYIT was a new entrant in the offshore software development industry. Its managing director had expended months of effort to move the entire project team from his previous employer to his newly formed company, but the real challenge lay ahead. SYIT needed to reduce the cul...Starting at €8.20