NorLand: The 500-50-25 Ambition

  • Reference: IVEY-W27094-E

  • Year: 2020

  • Number of pages: 11

  • Geographic Setting: Canada

  • Publication Date: Mar 16, 2022

  • Fecha de edición: Mar 16, 2022

  • Source: Ivey Business School (Canada)

  • Type of Document: Case

  • Industry Setting: Construction;

Grouped product items
Format Language Reference Use Qty Price Preview
pdf English IVEY-W27094-E
As low as €8.20
Preview

You already have a subscription

To order please contact the person in charge of academic purchases in your university.
You'll be able to order once your profile has been validated.

Description

NorLand Limited (NorLand) was a construction company based in British Columbia, Canada, with operations in Alberta, British Columbia, Quebec, and the United States. Having grown primarily by acquisition, the company was moving toward an ambitious goal: to achieve CA$500 million in revenues and CA$50 million in net operating income (NOI) by 2025—the 500-50-25 goal. The main questions facing Dave Reynolds, NorLand’s chief executive officer (CEO), and his leadership team revolved around not only expanding the business to achieve this target but doing so sustainably, while giving NorLand’s business units the latitude and freedom that had drawn them to join NorLand in the first place.

Learning Objective

This case was designed for use at both the undergraduate and graduate levels and can be used in courses on organizational behaviour, leadership, or corporate and business unit strategy. The case is comprehensive with material that allows students to unpack the company’s strategy and determine whether its corporate structure, controls, and rewards are aligned with its strategy. After working through the case and assignment questions, students will be able to do the following: ·Deliberate the corporate strategy employed by NorLand Limited and its advantages and disadvantages. ·Distinguish among levels and types of diversification. ·Debate methods to increase cohesion in a diverse and large organization. ·Debate the merits of a corporate functions or shared services group within an organization. ·Analyze the rewards structure and reconcile the structure with the goals and ambition of the company.

Keywords

corporate controls corporate rewards Corporate strategy corporate structure