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Perfect Planning
Laura Methot; Julie Barker-Merz; Carolina Aguilera; Steve JacobsArticle IVEY-9B16TB01-EService and Operations ManagementDefining a perfect day is a powerful way of getting employees focused so that they can achieve profoundly new performance. This article examines this simple, practical approach to improving performance and helping organizations clarify what needs to happen to prepare for sustained, long-term change. Companies that have succeeded with the perfect-day approach have taken four steps. First, leaders have aligned senior management around a definition ...Starting at €8.20
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Beware the Black Hole of Transformation
Brian McConnellArticle IVEY-9B16TC07-EService and Operations ManagementMost business transformation projects fail. Over the past 30 years, countless studies have shown that transformation program managers face the dangers of being sucked into a transformation trap, along with buckets of wasted money. Based on the author’s experience, programs continue to fail at an alarming rate because there are actually three problems that need to be addressed: unengaged leadership, weak governance, and misunderstanding change. Be...Starting at €8.20
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The Culture of Continuous Improvement
Dino PupulinArticle IVEY-W36185-EService and Operations ManagementThe most important thing about continuous improvement tools is understanding how and when you should deploy themStarting at €8.20
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Law & Re-Order
Tracie CrookArticle IVEY-9B16TB04-EService and Operations ManagementTransformation is a preoccupation of corporate leaders like never before, creating a wave of multi-million-dollar organizational change programs. But as more companies decide to radically rewrite their business and operating models, as well as inject critical change into their underlying business, technology, and people strategies, the results are less inspiring. While many factors are at play, the essential elements of impactful transformation a...Starting at €8.20
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Rebels with a Parent Company
Arron M. FraserArticle IVEY-9B16TE05-EService and Operations ManagementConventional international business strategy preaches the need for subsidiaries of multinationals to align themselves with the agenda set by headquarters. But believing corporate parents always know best is a mistake. Although subsidiaries tend to seek approval of initiatives via dialogue with headquarters, there are also “maverick” subsidiaries that pursue independent initiatives covertly. And the author’s qualitative research on factors influen...Starting at €8.20
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Transferring Traditional Banking Skills to the Brave New World
Michael R. KingArticle IVEY-9B19TB03-EService and Operations ManagementCanada’s fintech ecosystem may be dominated by young entrepreneurs, but they haven’t disrupted the value of old-school industry experienceStarting at €8.20
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A Recipe for High Performance
John FoleyArticle IVEY-9B19TD02-EService and Operations ManagementBased on his experience as a Blue Angels pilot, venture capitalist John Foley offers advice on how teams can debrief their way to successStarting at €8.20
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SNC-Lavalin and the Corruption of Public Discourse
Thomas WatsonArticle IVEY-9B19TB04-EService and Operations ManagementCanada’s fintech ecosystem may be dominated by young entrepreneurs, but they haven’t disrupted the value of old-school industry experienceStarting at €8.20
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Understanding Richie Rich
Rainer ZitelmannArticle IVEY-9B19TA01-EService and Operations ManagementIn his book The Wealth Elite, Rainer Zitelmann takes a deep dive into how people become wealthy and the role luck plays. Here is the short version.Starting at €8.20
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Learning from Huawei’s Superfluidity
Peter J. Williamson; Xiaobo Wu; Eden YinArticle IVEY-9B19TC05-EService and Operations ManagementLook past Huawei's political troubles and China’s controversial telecommunications equipment maker can teach us about the culture of self-destruction that the Age of Disruption demands.Starting at €8.20