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Q&A with Mitch Krebs
Thomas WatsonArticle IVEY-9B15TB03-ELeadership and People ManagementThe CEO of Coeur Mining, the largest U.S.-based primary silver producer and a significant gold producer, saw a need for immediate change during week one on the job. Instead of wasting time changing culture, Mitch Krebs built a new one by moving the company to Chicago, a non-traditional mining city, and replacing most of the corporate office. The firm he had inherited was informal and decentralized, as well as overly focused on next-month and next-...Starting at €8.20
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Judgment Play
Thomas WatsonArticle IVEY-9B16TC04-ELeadership and People ManagementIt is easy to blame corporate fraud and financial-sector misconduct on a lack of morals. But framing the issue of businesses behaving badly strictly as a morality problem is problematic because it leads to solutions — ranging from expanded compliance programs and codes of conduct to compensation claw-back clauses — that aim to install and strengthen moral sensibilities for the purpose of positive behaviour modification. And these have proved larg...Starting at €8.20
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Fighting Shareholder Populism
Thomas WatsonArticle IVEY-9B19TE01-ELeadership and People ManagementThanks to the spread of populism, corporate directors and managers need to get ready to rumble like never before as weak oversight enables activist investors to manipulate emotions during digital-age proxy fights.Starting at €8.20
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Leadership Lessons from the Pandemic (and Samwise Gamgee)
Thomas Watson; Gerard SeijtsArticle IVEY-9B20TD07-ELeadership and People ManagementWhy today’s business leaders need to show that great stories about fighting for what really matters can exist beyond fiction.Starting at €8.20
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The Notorious Leadership of Ruth Bader Ginsburg
Mary Crossan; Larry Crossan; Thomas WatsonArticle IVEY-9B20TE03-ELeadership and People ManagementFor people who aspire to drive change, studying the impact that character had on RBG’s judgment is as important as replicating her commitment and competenceStarting at €8.20
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Report from the Front Lines of Workplace Disruption
Thomas WatsonArticle IVEY-9B21TA02-ELeadership and People ManagementWorking in HR following the COVID-19 outbreak and global protests over systemic racism is like climbing a steep mountain, on your own, in the dark, without a rope, during a perfect storm.Starting at €8.20
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Standing on Principle: The Resignation of Jane Philpott
Gerard Seijts; Thomas WatsonCase IVEY-9B19C019-ELeadership and People ManagementJane Philpott, a federal member of Parliament and minister in the Canadian government’s cabinet, had told voters during her election campaign in 2015, “For me, a seat in the House of Commons is not a target; it’s a tool. It’s the tool that you and I will use to make this community better—to make this country better.” Four years later, Philpott was forced to examine her position and her potential to use that tool when a scandal brought to question...Starting at €8.20
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Standing on Principle: The Resignation of Jane Philpott - Teaching Note
Gerard Seijts; Thomas WatsonTeaching Note IVEY-8B19C019-ELeadership and People ManagementTeaching Note for product 9B19C019.Starting at €0.00
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Revera Inc. Getting Alignment Workshop (C)
Gerard Seijts; Thomas WatsonCase IVEY-9B20C013-ELeadership and People ManagementSupplement for product 9B20C011.Starting at €5.74
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Sloan & Harrison: Descontento de los socios no Capitalistas
Groysberg, Boris; Sherman, EliotCase HBS-412S11Leadership and People ManagementEl bufete de abogados, Sloan y Harrison, estaba tratando con cierto descontento entre sus socios no participativos juveniles. Estos socios se refieren a la transparencia del proceso de avance, su capacidad para posicionarse como líderes tanto dentro de la empresa y hacedores de lluvia, y la política de promoción dentro de la empresa. La empresa debe encontrar soluciones a estos retos. socios más antiguos se preguntaba: ¿era el camino a la asociac...Starting at €8.20