個案總覽

Ballard Power Systems Inc. (Ballard), a Canadian disruptor in the clean energy sector, developed and produced hydrogen-powered fuel cells. The company had been revolutionary, but after many years in business the company was still research-oriented and doing more demonstration projects than selling fuel cells to customers. Revenues and stocks were sagging and employees, many of whom had been with the company for years, were disaffected. The energy company with a proud history of being a disruptor was, itself, at risk of being disrupted. The job of the new chief executive officer (CEO) was to motivate the staff and create in them a disruptive mindset that would carry the company forward into a new customer-focused future. There was an entrenched belief that Ballard was skilled at developing good ideas and that new technology needed to give way to the new ethos of being a customer-centred, disruptive, problem-solving organization. How could the CEO embed the changes and ensure the new values drove Ballard’s growth?

In 2012, Griffiths Energy International Inc. had secured the land leases needed to begin drilling for oil in Chad and was preparing for an IPO. During the due diligence, the company’s lawyers found consulting contracts that appeared to be payments to a public official to gain a business advantage. While bribing officials was not uncommon in Chad, it was a criminal offence in Canada. The company’s senior executive team was new, and the founder and former chairman, who might have been able to explain the contracts, had died in a boating accident. The directors needed to decide what to do: continue with the IPO and deal with disclosure if the matter did surface at some point later or report the findings to the authorities now and bear the consequences.

Supplement for product 9B18C031.

Kellie Leitch, a long-time member of Canada's Conservative Party but a relative newcomer as an elected politician, ran in the party's 2017 election for a new party leader. Her platform addressed several issues, but the media focused on two: a commitment to institute screening of newcomers to the country for their adherence to Canadian values and a platform of anti-elite initiatives. By the time the election for leader was held in May 2017, Leitch had been singled out, criticized, and lambasted for a platform that was seen by many as running against not only accepted Canadian values but also her own experience and values. How had her reputation shifted from well-regarded physician and community leader to criticized political candidate? What strengths and experience would she need to rebuild her position?

Kellie Leitch, a long-time member of Canada's Conservative Party but a relative newcomer as an elected politician, ran in the party's 2017 election for a new party leader. Her platform addressed several issues, but the media focused on two: a commitment to institute screening of newcomers to the country for their adherence to Canadian values and a platform of anti-elite initiatives. By the time the election for leader was held in May 2017, Leitch had been singled out, criticized, and lambasted for a platform that was seen by many as running against not only accepted Canadian values but also her own experience and values. How had her reputation shifted from well-regarded physician and community leader to criticized political candidate? What strengths and experience would she need to rebuild her position?

The chief operating officer at Farro Biomed, an independent laboratory in the health care sector, was a talented negotiator, and could be credited with a great deal of the company's success. But inside the company, he was known to be a bully. One of his favourite targets was a middle manager who was responsible for running the executive offices and the board's secretariat. Her work subsequently declined, leading to problems with the board's secretariat. A board member complained, and the chief executive officer eliminated her position. The manager struck back with a demand for a large severance package, claiming a toxic work environment, bullying, and sexual harassment. The chief executive officer had no choice but to take the matter to the board for direction. The board needed to decide how to proceed.

The chief operating officer at Farro Biomed, an independent laboratory in the health care sector, was a talented negotiator, and could be credited with a great deal of the company's success. But inside the company, he was known to be a bully. One of his favourite targets was a middle manager who was responsible for running the executive offices and the board's secretariat. Her work subsequently declined, leading to problems with the board's secretariat. A board member complained, and the chief executive officer eliminated her position. The manager struck back with a demand for a large severance package, claiming a toxic work environment, bullying, and sexual harassment. The chief executive officer had no choice but to take the matter to the board for direction. The board needed to decide how to proceed.

In 2012, Griffiths Energy International Inc. had secured the land leases needed to begin drilling for oil in Chad and was preparing for an IPO. During the due diligence, the company's lawyers found consulting contracts that appeared to be payments to a public official to gain a business advantage. While bribing officials was not uncommon in Chad, it was a criminal offence in Canada. The company's senior executive team was new, and the founder and former chairman, who might have been able to explain the contracts, had died in a boating accident. The directors needed to decide what to do: continue with the IPO and deal with disclosure if the matter did surface at some point later or report the findings to the authorities now and bear the consequences.

Supplement to case W18869

In 2015, nine black Americans were killed in a racially motivated shooting spree. The incident fuelled ongoing racial tensions in the United States and launched a conflict over the presence of Confederate memorials in public spaces. When the push to remove Confederate memorials began, the task for Mitch Landrieu, the mayor of New Orleans, was to deal with the city's notable Confederate monuments and the conflict they engendered in a city divided along racial lines demographically, economically, and historically. On May 19, 2017, Landrieu addressed the public. Students have the opportunity to evaluate the speech, consider why Landrieu chose this occasion to address the public, and determine what the speech reveals about his leadership character.

In 2015, nine black Americans were killed in a racially motivated shooting spree. The incident fuelled ongoing racial tensions in the United States and launched a conflict over the presence of Confederate memorials in public spaces. When the push to remove Confederate memorials began, the task for Mitch Landrieu, the mayor of New Orleans, was to deal with the city's notable Confederate monuments and the conflict they engendered in a city divided along racial lines demographically, economically, and historically. On May 19, 2017, Landrieu addressed the public. Students have the opportunity to evaluate the speech, consider why Landrieu chose this occasion to address the public, and determine what the speech reveals about his leadership character.