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The case describes the journey of Gilles Morel, the VP of Mars Central Europe, as he tries to build a culture of innovation within the organization. It becomes clear that the challenge is not simply about building the proper infrastructure and systems. it is also about getting people to commit to Mars' innovation agenda. How can Gilles Morel make innovation everyone's job?

The director of Acute Care Information Management at University Health Network is thinking about how to form a steering committee and several working groups to manage the implementation and ongoing operation of the Medication Order Entry and Medication Administration Record module. This initiative would be the most challenging and complex the IT department had ever undertaken. She would need to address the concerns of administration, physicians and nurses.

The Sun Life Financial cases allow students to take a cross-enterprise leadership approach in examining Sun Life's effort to re-enter the Indian insurance market. Set in March 1999, a vice-president in Sun Life's international team is looking at international expansion options. In its domestic market, Sun Life, relative to its peers, has had below average financial performance. With the domestic insurers demutualizing (i.e. converting from a policy holder-held mutual company to a public company), Sun Life needs to find avenues of growth. In addition, there are rumors that the domestic insurance industry will be opened up to competition from the Canadian banks, whose market capitalization dwarfs that of the insurance industry. The (A) case, Sun Life Financial: Planning for the Future, product #907M45 lays out the macro issues and describes in general the various insurance markets around the world. The (B) case, Sun Life Financial: A Potential Indian Life Insurance Joint Venture, product #907M46, hones in on Sun Life's decision to re-enter the Indian insurance market.

This supplement to Sun Life Financial: Planning for the Future, product 907M45, hones in on Sun Life's decision to re-enter the Indian insurance market.

Against all odds, the founder of Mk II Corporation (Mk II) has started an American watch company. The founder, a former investment banker and a Wharton MBA graduate, began his venture in 2002 with no prior experience in the watchmaking trade. He started his company to produce watches in the United States during an era when U.S. manufacturing was in decline and the country had no indigenous watchmaking firms to speak of. In addition, the economy was recovering from the dotcom bust and there was intense competition from large, vertically integrated players. Despite all this, the founder has managed to deliver a few thousand watches and watch parts, and has a growing customer list. His challenge in March 2009 turns from trying to survive to figuring out how to manage Mk II's explosive growth.

A stock analyst is reviewing information about Finning International Inc. He wonders how strategy at Finning's business unit-level is translated into financial and individual performance metrics at the line of business level. The case study describes Finning's internal management systems and shows how the metrics at the various levels are in alignment with the company's overall objectives.

The founder of organicKidz is trying to create a plan to grow her start-up manufacturing firm. Calgary-based organicKidz is a manufacturer of stainless steel baby bottles and is sold in more than five countries. The founder's challenge is how to convey the superior benefits of her product and manage her retail channels given her limited resources. The setting of the case is at the September 2009 juvenile products tradeshow in the United States where organicKidz has to make a few key decisions about product promotion. All the key buyers from the retail organizations the founder is targeting will be at the show. In particular, the buyer from Costco, a large warehouse club chain, is interested in carrying her bottles and the founder wonders how she should respond.

L’Oreal S.A. is in the process of implementing a global diversity strategy. The firm's Europe diversity director is working with various country units to roll out the strategy. The director faces obstacles such as cultural differences between countries and, generally, low awareness of the benefits a diversity strategy can bring.

The chief financial officer of Granite Apparel is trying to determine which of the three fundraising options is optimal for Granite Apparel to finance a projected rapid growth strategy. The three options are an initial public offering of equity, a privately placed debt issue and a private placement of preferred shares.

A stock analyst is reviewing information about Finning International Inc. He wonders how strategy at Finning's business unit-level is translated into financial and individual performance metrics at the line of business level. The case study describes Finning's internal management systems and shows how the metrics at the various levels are in alignment with the company's overall objectives.

In August 2009, a portfolio manager for Resolute Funds Inc. is considering adding to his fund's holdings, WestJet Airlines, a fast-growing airline based in Calgary, Alberta. WestJet has grown rapidly from a startup to become the second largest airline in Canada. Despite its recent successes, due to the economic crisis, its share price has halved from its high in December 2007. The portfolio manager is trying to determine whether WestJet's shares are attractive. To support his analysis, the portfolio manager has asked his team to assemble comparative financial data on WestJet and its key competitors. The portfolio manager wants to know if he should buy, hold or sell WestJet's shares.

An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic's chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager's lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.

The general manager, U.K. for Inglewood Instrument Co. (Inglewood) is sitting outside of his company's headquarters in Burnaby, B.C., waiting for a meeting with the founder of the company to clarify his future as the firm's general manager, U.K. The general manager suspects that the founder and the vice-president Business Development, are actively trying to find a replacement for the general manager, U.K. position. As the general manager is barely one year into a two year contract, he feels shortchanged by the fact that the opportunity, which he uncovered, is being taken away from him. He knows that he needs to strike the correct balance between fact-gathering and advocacy. He needs to uncover what the founder has in mind for his career at Inglewood. The general manager wonders how he should prioritize his issues and how he should approach the conversation.

An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic's chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager's lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.

The general manager, U.K. for Inglewood Instrument Co. (Inglewood) is sitting outside of his company's headquarters in Burnaby, B.C., waiting for a meeting with the founder of the company to clarify his future as the firm's general manager, U.K. The general manager suspects that the founder and the vice-president Business Development, are actively trying to find a replacement for the general manager, U.K. position. As the general manager is barely one year into a two year contract, he feels shortchanged by the fact that the opportunity, which he uncovered, is being taken away from him. He knows that he needs to strike the correct balance between fact-gathering and advocacy. He needs to uncover what the founder has in mind for his career at Inglewood. The general manager wonders how he should prioritize his issues and how he should approach the conversation.

The newly appointed chair of the Department of Physiology and Pharmacology (department) at the Schulich School of Medicine & Dentistry was thinking about how she would approach the next five years in her new role. The chair thought about two of the important issues she would face: building a cohesive department and nurturing a high performance culture. She became chair at a time when direction was needed. The department had formed in June 2002 as a result of the merger between the Department of Physiology and the small Department of Pharmacology & Toxicology. While the merger had gone well, the chair still sensed that some faculty members in Pharmacology felt as if their department had been taken over by Physiology. At present, it was sometimes difficult to assess performance between faculty members due to differences in workload composition and a lack of documentation. The current thinking was that the department had to move towards adopting best practices in their processes. The chair wanted to look at the issue from a broader perspective. She wondered how the issue could be best framed and what a potential solution might look like.

The newly appointed chair of the Department of Physiology and Pharmacology (department) at the Schulich School of Medicine & Dentistry was thinking about how she would approach the next five year in her new role. The chair thought about two of the important issues she would face: building a cohesive department and nurturing a high performance culture. She became chair at a time when direction was needed. The department had formed in June 2002 as a result of the merger between the Department of Physiology and the small Department of Pharmacology & Toxicology. While the merger had gone well, the chair still sensed that some faculty members in Pharmacology felt as if their department had been taker over by Physiology. At present, it was sometimes difficult to assess performance between faculty members due to differences in workload composition and a lack of documentation. The current thinking was that the department had to move towards adopting best practices in their processes. The chair wanted to look at the issue from a broader perspective. She wondered how the issue could be best framed and what a potential solution might look like.

The co-founder and chief investment officer (CIO) of Red River Asset Management is trying to improve the way he communicates his firm's key benefits to clients. The CIO's central challenge is that his firm's investment philosophy focuses on quantitative analysis while most clients are only familiar with - and trust - qualitative analysis. In addition, his presentation skills are not as polished as he would like. This case allows an instructor to discuss the importance of message development and delivery in the financial context. The supplement (B) case, product # 9B09C014, highlights the CIO's decision and outcome.

The co-founder and chief investment officer (CIO) of Red River Asset Management is trying to improve the way he communicates his firm's key benefits to clients. The CIO's central challenge is that his firm's investment philosophy focuses on quantitative analysis while most clients are only familiar with - and trust - qualitative analysis. In addition, his presentation skills are not as polished as he would like. This case allows an instructor to discuss the importance of message development and delivery in the financial context. This is a supplement to Blair Howard: Developing an Exceptional Presentation (A), product # 9B09C013.

The president, chief executive officer (CEO) and co-founder of RepeatSeat wanted his company to be the first to enable mobile ticketing by targeting consumers at movie theatres. But the company's U.K.-based mobile solutions partner had not yet perfected a way to send bar codes wirelessly over the code division multiple access (CDMA) network. The CEO is faced with whether the company should continue to stay the course with its U.K. partner, rely on a local Calgary, Alberta firm's technology or seek to build the solution by itself.