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Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Lucia F. Miree; John E. GalletlyCase IVEY-9B12M007-EInformation Technologies, Leadership and People Management, StrategyThis case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile developme...Starting at €8.20
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Alta and SAIT: A Potential Private-Public Partnership
Michael Roberts; Travis GuayCase IVEY-9B13M100-ELeadership and People Management, StrategyA proposed private-public partnership (P3) involves a Calgary-based private enterprise, Alta Injection Molding (Alta), the Southern Alberta Institute of Technology (SAIT) and the government of Canada. Alta has been chosen to collaborate with SAIT because it developed a unique way to generate revenue throughout its value chain. Alta’s strategy towards fostering innovation revolves around a seven-step approach to turnkey innovation. In this P3, Alt...Starting at €8.20
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Succession Planning: Surviving the Next Generation
Ilan Alon; Kimberley HowardCase IVEY-9B09C015-EEntrepreneurship, Leadership and People Management, StrategyIn late May 2009, Albert Bohemier, CEO of Survival Systems Limited (SSL), located in Dartmouth, Nova Scotia, paced the deck of the training pool at Survival Training Simulation Theatre wondering how best to transition the company to new leadership. During the past five years, attempts at succession planning had been unsuccessful. As the leader of the company for over 25 years, Bohemier was ready to retire, but there were many aspects of successio...Starting at €8.20
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Scrap It
James A. Erskine; Michael WienerCase IVEY-9B08C017-EKnowledge and Communication, Leadership and People ManagementThe vice-president of operations at Lighting Group Corporation (LGC) was looking over some financial statements at the end of the workday. For the first time he could remember, there were no sales recorded on the daily sales statement. It appeared that the efforts of employees were diverted into a project related to the scrap metal that was a by-product of the manufacturing process. To complicate matters, the son of the company's president and ch...Starting at €8.20
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Margaret Jefferson: Performance Issue at a Performing Arts Company (A)
Lyn Purdy; James O'BrienCase IVEY-9B12C024-ELeadership and People Management, StrategyThis case series describes a general manager’s decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager’s selection practices are described, and two role-playing exercises are included.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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The Ministry of Defence of Ukraine: The Role of Character in Reform
Gerard Seijts; Yaryna Boychuk; Liudmyla Kryzhanovska; Sophia Opatska; Andrew RozhdestvenskyCase IVEY-9B17C042-ELeadership and People Management, StrategyIn late 2014, the deputy minister of Ukraine’s Ministry of Defence joined the public service, six months after Ukraine’s revolution and change of government. He joined the ministry as part of the new government’s attempt to reform a bureaucracy crippled by corruption, inefficiencies, and dysfunction. In six months, he had already made notable changes. However, by March 2015, the changes were not resulting in better outcomes where they were urgent...Starting at €8.20
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Rogers Cable: First Time Right
Elizabeth M.A. Grasby; Jordan MartensCase IVEY-9B07C017-ELeadership and People ManagementIn the fall of 2002, the directors of process engineering at Rogers Cable had discovered that a significant portion of Rogers Cable's installations and service activities had been followed by repeat visits within the following 30 days. This meant that services were not properly completed the first time. If high numbers of repeat and rework problems continued, customers would readily take their business elsewhere in the highly competitive environm...Starting at €8.20
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Finemaster Projects Ltd. (A)
Elizabeth M.A. Grasby; Julie GosseCase IVEY-9B10C001-ELeadership and People ManagementThe assistant site supervisor at Finemaster Projects Ltd. struggled with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely acted on this policy, leaving it up to staff to approach management about raises, promo...Starting at €8.20
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Surgery With Blunt Tools: Restructuring and Ambiguity at Umbra Health Partners
Claus Rerup; Jim TuanCase IVEY-9B07C038-EEntrepreneurship, Leadership and People ManagementThis case explores the transformation of Umbra Health Partners (Umbra), a privately owned Canadian healthcare organization, as it undergoes an extensive restructuring, through the perspective of the branch manager, who is a recent graduate of a master of business administration program in health services administration. The first part of the case examines the branch manager's role and the last part of the case examines his new role in the corpora...Starting at €8.20