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In August 2008, there was a large explosion at a propane facility located in Toronto, Ontario. The Technical Safety and Standards Authority (TSSA) was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring technical safety, and fell under the supervision of the Ministry of Small Business and Consumer Services (the Ministry). After the explosion, with the TSSA facing intense public and political scrutiny, the Ministry requested that the TSSA perform audits at every propane facility in Toronto. The audit results were reported by the media in such a way as to damage TSSA's reputation. The Ministry then ordered an organizational review of the governance structure of the eight Delegated Administrative Authorities (DAAs) of which the TSSA was one. Determined to act in the best interests of the province, the Ministry subsequently ordered a 30-day Propane Safety Review but needed to make three decisions: 1) select an insider or outsider to lead the panel? 2) should the leader be a prominent figure or technical expert? 3) what is the optimal timing of the review?

The chairman and chief executive officer (CEO) of Vancouver's Ondine Biopharma Corporation (Ondine) - a biotechnology firm specializing in the developing of medical devices - was faced with a strategic dilemma. Her publicly listed firm had developed a product that appeared to address an unmet need in the dental profession. She gathered her team to discuss whether management's efforts should be focused on maximizing returns from its new product by developing a new capability (building a direct sales force) or by capitalizing on its current expertise in photodynamic disinfection (PDD) technology to develop a host of new applications (navigating the complex regulatory approval process). Ondine did not have the financial resources to pursue both strategies, so had to choose one path and execute it well.

Eveline Charles, the founder and chief executive officer (CEO) of EvelineCharles (a chain of upscale salon and spas focused in western Canada) was planning the next growth phase of her company. It was currently well positioned for growth: it had nine locations, a 26,000-square foot training facility, a warehouse and its own line of over 1,800 different spa and salon products. Despite these advantages, EvelineCharles was a small company and the CEO needed to be selective in her chosen growth strategy. She was trying to determine whether franchising her stores made more sense than relying on either organic growth or product distribution.

In late 2007, the CEO of British Columbia-based Bradley Smoker Inc. was considering a potential licensing opportunity with Beam Global Spirits & Wine, owner of the Jim Beam brand of bourbon drinks. Bradley Smoker was a small Canadian manufacturer of food-smoking machines and bisquettes, which it sold through a variety of retail channels around the world. The current opportunity would see Jim Beam-branded bisquettes produced from wooden barrels used in the production of Jim Beam bourbon. The CEO was excited by the possibility of co-branding his product with a well-recognized global brand, but was also intimidated about the negotiations and legal aspects of such an agreement. As head of a fast-growing company with many current projects, the CEO wondered if such a deal made sense.

In May 2008, the president of Montreal-based retailer of designer furniture store, Mobilia, was reviewing her workload. Mobilia's growth had required she to spend increasing amounts of her time in operations, finance and human resources and significantly less time on sourcing and purchasing. With a doubling of her direct reports in recent years, and recognizing that external hires would soon be necessary to support Mobilia's growth, she wondered if the organization might be best served by hiring an operations manager. A successful operations manager would need to be experienced, flexible and demonstrate a willingness to work in a family-owned enterprise; however, she also was cognizant of the costs to be incurred if the initiative stalled. She wondered what factors to consider when deciding whether outside help was needed or whether efficiencies could still be reached with her current team in place.

This is a supplement to Stitch It (A), product number 9B09M022. The Stitch It Group (Stitch It) is a mall-based clothing alteration service. Having previously sold Stitch It to its current owners in 1990 (retaining the chief executive officer (CEO) position), the founder and CEO was presented with an opportunity in 2003 to repurchase the company. Having originally sold the business because he was too cash-strapped to grow it himself, Stitch It had since grown from three store locations to 84 stores under three brand names spread throughout Canada and the United States. In determining whether to buy back the firm he founded, the founder and CEO also needed to consider his daughter Jennifer's expressed interest in becoming an executive in the firm. How would he provide Jennifer with the proper technical training to become familiar with all aspects of the firm's business, and improve her business acumen and leadership skills? The founder and CEO had one week to inform the owners of his intent to purchase and he felt it was a good deal, considering the opportunity for growth. Even if the founder and CEO resolved to buy back his company, he wondered how to train Jennifer to take over the business one day.

This is a supplement to Stitch It (A), product number 909M22. The Stitch It Group (Stitch It) is a mall-based clothing alteration service. Having previously sold Stitch It to its current owners in 1990 (retaining the chief executive officer (CEO) position), the founder and CEO was presented with an opportunity in 2003 to repurchase the company. Having originally sold the business because he was too cash-strapped to grow it himself, Stitch It had since grown from three store locations to 84 stores under three brand names spread throughout Canada and the United States. In determining whether to buy back the firm he founded, the founder and CEO also needed to consider his daughter Jennifer's expressed interest in becoming an executive in the firm. How would he provide Jennifer with the proper technical training to become familiar with all aspects of the firm's business, and improve her business acumen and leadership skills? The founder and CEO had one week to inform the owners of his intent to purchase and he felt it was a good deal, considering the opportunity for growth. Even if the founder and CEO resolved to buy back his company, he wondered how to train Jennifer to take over the business one day.

Matchstick Inc. (A) case introduces students to how brands are starting to put in place non-traditional advertising, such as word-of-mouth campaigns. The founder of Toronto-based Matchstick Inc. is working on a campaign for the Ketel One vodka brand. Ketel One, managed by Diageo, a global beverage firm, is trying to increase its awareness and sales in the Canadian market. Ketel One's brand manager has turned to Matchstick to generate awareness among its elusive target audience.

This is a supplement to Matchstick Inc. (A), product 910A19. The cases introduces students to how brands are starting to put in place non-traditional advertising, such as word-of-mouth campaigns. The founder of Toronto-based Matchstick Inc. is working on a campaign for the Ketel One vodka brand. Ketel One, managed by Diageo, a global beverage firm, is trying to increase its awareness and sales in the Canadian market. Ketel One's brand manager has turned to Matchstick to generate awareness among its elusive target audience.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers C1023A to C1023J.

In 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 times the size of Bilanaust, skilled at developing and executing medium- to long-term strategies, and was operating in a stagnated market. Gudmundsson evaluated the opportunities in front of him: could a successful merger be wrought from the two companies or would it be better to maintain two separate entities? He determined that a lot of work would need to be done to gain consensus around the right strategic direction for the future. Careful thought identified three areas of initial focus: 1) improving staff morale; 2) creating a sense of optimism; 3) placing effective leaders at key points in the organization.

Hermann Gudmundsson, the CEO of Esso Iceland (provider of fuel and lubricants) was expected to begin merging Esso Iceland with Bilanaust, an Icelandic automotive spare parts retailer with the end result of a unified entity that would be dominant in its respective industries. The Icelandic economy was growing at favourable rates and Esso had enjoyed its position as the leading fuel provider in Iceland for the past 60 years with 40 per cent of the market. Gudmundsson and his partners bought Esso Iceland in 2006 from a private equity firm that had been focused on stripping Esso Iceland down to its core fuel business, using staff reductions as part of a cost-reduction program. Gudmundsson believed that Esso Iceland had untapped wealth that could only be enhanced by the cross-selling synergies formed as a result of a successful integration of over 500 accounts in the two companies. His overriding concern was to lead the combined organization to achieve these goals in the next two years without destroying shareholder value.

Hermann Gudmundsson, the new chief executive officer (CEO) of both Esso Iceland (provider of fuel and lubricants) and Bilanaust (an automotive spare parts retailer) was starting to develop an organizational strategy to carry the two firms forward for the next few years. His overriding concern was to create value for themselves and the customers they served, and Gudmundsson considered several methods to achieve that goal: should each company be led and managed on a stand-alone basis, or would a formal merger bring the hoped-for synergies? He determined that the best approach would be to capture an accurate picture of the talent existing in both organizations but was unsure of the best method to sort, rank and evaluate the talent existing in each of Esso Iceland and Bilanaust. Ultimately, he wanted to create a list of objectives for the evaluation program and methods to implement the findings.

By December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their associated brand-image, or merging into one new organization. Gudmundsson was facing resistance from both the board of directors and three different advertising agencies to forgo the Esso brand; but with an ultimate mandate to increase shareholder value he needed to figure out the best method, from a branding perspective, to achieve that objective.

In December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) announced to employees of both companies that a merger was to occur. Various workshops were held to involve employees in the developing structure of the new organization, resulting in a tenable logistics strategy and increased trust between members of the different organizations. By April 2007, Gudmundsson and his team had merged the two organizations, created a new company name and designed a new logo. On the official launch day, over 800 employees were expected to be in attendance as Gudmundsson unveiled the new brand. Gudmundsson wanted to deliver a memorable speech that captured all the excitement and conveyed the right message of the brand going forward - but was unsure of what issues to address in the speech and concepts he should emphasize to create the right first impression.