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
World Vision Canada: Meeting Madness
內容大綱
In late 2019, the chief people officer at World Vision Canada was feeling overwhelmed. Eighteen months earlier, she had exited her intense and successful career in the private sector to join World Vision Canada, a leading international development charity. While she embraced the organization's mission-driven ethos of collaboration and collegiality, it had led to an excess of meetings. In just the past week, she had attended more than 100 meetings. Was it time to resurrect the organization's previous attempts to address its meeting culture? What roadblocks had prevented the success of those previous attempts? How could the chief people officer continue to be an advocate for a culture of collaboration and inclusivity while also ensuring a change to the meeting culture?