學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Spencer Leadership Centre
內容大綱
The chief financial officer (CFO) of the Richard Ivey School of Business (Ivey) is reflecting on the state of the school. Ivey's MBA program was just beginning its inaugural year in the new 12-month format at the Spencer Leadership Centre (Spencer), and all signs pointed to a successful start. However, it was becoming obvious to the CFO that the Executive Education programs at Ivey would face some serious capacity constraints, given the resulting reduction in available space in the building. The CFO was considering the need for a $7 million expansion to Spencer to ensure that Ivey would be able to continue its number one position in the executive education market in Canada.