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American Express: decidir sobre un modelo de trabajo híbrido tras la crisis de COVID-19 (B)
Almandoz, John; Reiche, Sebastian; Tatge, LarisaCase DPO-815Corporate Governance, Leadership and People ManagementStarting at €5.74
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Boosting Engagement & Commitment
García Pont, Carlos; Canales, J. Ignacio; Rothbard, Nancy; Milliken, Frances J.; Tatge, LarisaDossier DOS-29-EInformation Technologies, Knowledge and Communication, Leadership and People ManagementTo the office and beyond! Find inspiration to reach new heights -- personally and professionally -- in this dossier.Starting at €15.00
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A Strategic Way to Enter New the Era of Strategy
Jean-Louis SchaanArticle IVEY-9B15TC06-EStrategyWe are entering a new era of strategy, transitioning from strategic management to strategic prototyping. In this new era, strategy needs to be on the minds of everyone concerned — all the time. And that’s only a good thing if everyone across the organization shares the same view of what strategy means. Unfortunately, the meaning of the term is often blurred in people’s minds. However, to avoid developing a non-strategic strategy, a firm has to de...Starting at €8.20
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TVO: Leading Transformational Change (C)
Gerard Seijts; Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B18M113-EStrategySupplement to TVO: Leading Transformation Change (A)Starting at €5.74
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TVO: Leading Transformational Change (B)
Gerard Seijts; Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B18M112-EStrategySupplement to TVO: Leading Transformation Change (A)Starting at €5.74
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ArcelorMittal (B)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M002-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74
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ArcelorMittal (C)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M003-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74
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Ferio Pugliese: Leading WestJet's New Carrier Encore
Gerard Seijts; Jean-Louis Schaan; Robert WayCase IVEY-9B15C008-ELeadership and People ManagementIn early 2014, Ferio Pugliese looked back on his turbulent first year as president of WestJet Airlines Ltd.’s new regional air service Encore. Encore represented the company’s most significant organizational change in its 18 years of dramatic growth. Expanding the airline’s fleet to include smaller, short-haul aircraft that could service smaller destinations throughout Western Canada had not been without growing pains. For example, a number of em...Starting at €8.20
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Canada Border Services Agency: The Reorganization
Jean-Louis Schaan; Ken MarkCase IVEY-9B13M087-EStrategyIn 2009, after six years of operation and two negative audits, the president of the Canada Border Services Agency is thinking about initiating a reorganization to improve the way the agency is operated. Formed in 2003 from three government departments, the agency has been responsible for a range of activities represented by 90 acts and regulations that cover, for example, border security, immigration, food and plant inspection, intelligence and t...Starting at €8.20
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Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (A)
Jean-Louis Schaan; Ken MarkCase IVEY-9B10M032-EStrategyIn August 2008, there was a large propane explosion at a propane facility located in Toronto, Ontario and the resulting media coverage was nothing short of extensive. Within 24 hours of the explosion, media coverage shifted from developments at the site to the responsibilities of the Technical Safety and Standards Authority (TSSA). The TSSA was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring ...Starting at €8.20