In late 2018, a social entrepreneur in Iceland realized he needed to make changes to his enterprise working with socially-isolated children and youth. His operating model was to host bicycle rides with children and youth, and to encourage them to engage fully as young people. Most of these children had not previously engaged in physical activity, and many experienced not only social difficulties, but also physical challenges as a result of being overweight or obese. The social entrepreneur was spending much of his time negotiating sponsorship and service agreements and as a result, he spent less time engaging with the focus of his initiative-at-risk children and youth. He was also funding some of the initiative himself, putting his personal financial circumstances at risk. How could this social entrepreneur develop a robust, sustainable business model that would enable him to develop financial independence, support the youths' involvement in an annual cycling ride that circumnavigated Iceland, and enable the business to expand so that it no longer relied totally on one person?
In late 2018, a social entrepreneur in Iceland realized he needed to make changes to his enterprise working with socially-isolated children and youth. His operating model was to host bicycle rides with children and youth, and to encourage them to engage fully as young people. Most of these children had not previously engaged in physical activity, and many experienced not only social difficulties, but also physical challenges as a result of being overweight or obese. The social entrepreneur was spending much of his time negotiating sponsorship and service agreements and as a result, he spent less time engaging with the focus of his initiative—at-risk children and youth. He was also funding some of the initiative himself, putting his personal financial circumstances at risk. How could this social entrepreneur develop a robust, sustainable business model that would enable him to develop financial independence, support the youths' involvement in an annual cycling ride that circumnavigated Iceland, and enable the business to expand so that it no longer relied totally on one person?
Financial holding company Gentera S.A.B. de C.V., located in Mexico City and operating in Mexico, Guatemala, and Peru, offered microlending, financial payment, insurance, and money transfer services to individuals at the bottom of the financial pyramid. The company was founded and operated on strong social values—reduce financial exclusion, focus on human and social values (including self-actualization), and enhance economic value—which pervaded the decisions made by the board and senior management. By 2016, the company had evolved from its origins as a non-governmental organization to become a private bank and, more recently, a public company listed on the Mexican Stock Exchange. The company faced questions about its governance structure and processes: should it reduce the number of board committees and alter their function in order to accomplish a stronger strategic focus? It also faced organizational challenges related to growth and the need to both adapt its current business model to encompass financial technology and invest in information technology. How should it allow extensive developments while simultaneously updating systems required to meet current needs?
In early 2012, the chair of the board of directors of Canadian Pacific Railway (CP) had to determine how to respond to demands made by the company's largest shareholder, Pershing Square Capital Management (Pershing), an activist hedge fund. Pershing's chief executive officer (CEO) claimed that CP was underperforming, and expressed his desire to replace two board members and appoint a new CEO. The chair of the board of directors had to determine the best means to fight the proxy battle and serve the interests of shareholders. Pershing was not likely to back down easily. With a shareholders' meeting expected to occur in the next few months, the chair had to resolve the matter quickly. Because shareholder activism was relatively new in Canada, the outcome of this conflict would send a message to other activists interested in Canadian organizations.
In early 2012, the chair of the board of directors of Canadian Pacific Railway (CP) had to determine how to respond to demands made by the company’s largest shareholder, Pershing Square Capital Management (Pershing), an activist hedge fund. Pershing’s chief executive officer (CEO) claimed that CP was underperforming, and expressed his desire to replace two board members and appoint a new CEO. The chair of the board of directors had to determine the best means to fight the proxy battle and serve the interests of shareholders. Pershing was not likely to back down easily. With a shareholders’ meeting expected to occur in the next few months, the chair had to resolve the matter quickly. Because shareholder activism was relatively new in Canada, the outcome of this conflict would send a message to other activists interested in Canadian organizations.
The CEO of a failed bank in Iceland must address what went wrong and how he should go about restoring trust in the bank by customers, debt holders, fellow Icelanders, politicians and regulators. Crippled by the global financial crisis, not only did Iceland's banks default but the country itself was in danger of dissolution. This case examines the myriad reasons for the bank failure and subsequent nationalization, and provides an understanding of the complexity of a large bankruptcy.
AyurVAID is a chain of Ayurveda (traditional Hindu medicine) hospitals founded by Rajiv Vasudevan, who moved to entrepreneurship after 16 years in the corporate sector and identified Ayurveda's potential for root-cause diagnosis. AyurVAID provides Ayurveda-based healthcare to treat non-communicable diseases and chronic diseases, which together comprise two-thirds of the Indian healthcare market. Ayurveda's system of root-cause diagnosis and subsequent disease management results in no side effects, but most Ayurveda companies are content to operate in the wellness sector and to provide Ayurvedic formulations in the over-the-counter consumer market. AyurVAID hospitals are positioned differently, catering to people with lifestyle diseases and offering long-term solutions to many chronic diseases. Over a period of 10 years, AyurvVAID's approach has led to rapid growth for the hospitals; however, the founder and chief executive officer wants to identify the most appropriate strategy for AyurVAID. Should it focus on strengthening its position as a multi-specialty hospital, or should it explore specializing in India's large and growing market for the treatment of diabetes?
AyurVAID is a chain of Ayurveda (traditional Hindu medicine) hospitals founded by Rajiv Vasudevan, who moved to entrepreneurship after 16 years in the corporate sector and identified Ayurveda’s potential for root-cause diagnosis. AyurVAID provides Ayurveda-based healthcare to treat non-communicable diseases and chronic diseases, which together comprise two-thirds of the Indian healthcare market. Ayurveda’s system of root-cause diagnosis and subsequent disease management results in no side effects, but most Ayurveda companies are content to operate in the wellness sector and to provide Ayurvedic formulations in the over-the-counter consumer market. AyurVAID hospitals are positioned differently, catering to people with lifestyle diseases and offering long-term solutions to many chronic diseases. Over a period of 10 years, AyurvVAID’s approach has led to rapid growth for the hospitals; however, the founder and chief executive officer wants to identify the most appropriate strategy for AyurVAID. Should it focus on strengthening its position as a multi-specialty hospital, or should it explore specializing in India’s large and growing market for the treatment of diabetes?
The founder and chief executive officer (CEO) of Schuhren Consumer Packaging (Schuhren), a manufacturer of plastic food packaging based in Windsor, Ontario, is getting ready to meet a group of buyers from one of the top six fruit packaging firms in the world. An hour before their arrival, the CEO uncovers a whole series of issues concerning quality assurance, waste production and machine operations that could have an impact on the company’s operations, financial position and business development efforts.
Landsbankinn hf. was the market leading financial institution in Iceland. The chief executive officer took on his role in mid-2010. At a time when employee morale and customer satisfaction was essentially non-existent, and bankers were widely seen as nation-destroying criminals, he was hired to build a sustainable operation with a reputable brand and restore trust among employees, politicians, regulators, industry peers and customers. Building a positive relationship with Icelanders would be particularly difficult for Landsbankinn because it was moving forward using the decimated brand of its failed predecessor. The Icelandic people would want to know and see what exactly had changed that made the bank a trustworthy institution.
The systematic analysis of an annual report of a large Canadian public company provides a framework and a set of skills and concepts to determine whether it is worth investing in the company. The detailed examination of the annual report includes an analysis of profitability - including return on capital employed, return on equity, return on sales, gross profit margin and asset turnover - and liquidity measures.
The systematic analysis of an annual report of a large Canadian public company provides a framework and a set of skills and concepts to determine whether it is worth investing in the company. The detailed examination of the annual report includes an analysis of profitability — including return on capital employed, return on equity, return on sales, gross profit margin and asset turnover — and liquidity measures.
Patient safety is a critical issue in health care and remains a problem in almost all health care institutions. The challenge is to change the culture so that all providers of care put patient safety as job one. Traditionally physicians have suggested that patient safety is due to individual error. In contrast, patient safety is a system and cultural change. The joint chief of staff at a medium-sized community hospital wants to address patient safety by influencing his fellow physicians to change practices of patient care without appearing paternalistic. The arena of patient care and changing attitudes is a new concept at Grand River Hospital. The case examines the various means that the joint chief of staff can employ to introduce a patient safety culture at the hospital.
Patient safety is a critical issue in health care and remains a problem in almost all health care institutions. The challenge is to change the culture so that all providers of care put patient safety as job one. Traditionally physicians have suggested that patient safety is due to individual error. In contrast, patient safety is a system and cultural change. The joint chief of staff at a medium-sized community hospital wants to address patient safety by influencing his fellow physicians to change practices of patient care without appearing paternalistic. The arena of patient care and changing attitudes is a new concept at Grand River Hospital. The case examines the various means that the joint chief of staff can employ to introduce a patient safety culture at the hospital.
On February 2011, a large earthquake hit Christchurch, New Zealand, causing loss of life. The Crusaders, a major sports franchise headquartered in Christchurch, must plan for the season, given that its facility has been extensively damaged and the season has already commenced. The franchisee board, managers, coaches and players have to deal with this catastrophe and build morale in the community by deciding what to do. The case examines the processes of decision-making and the participative nature of decisions involving players as well as management. The case examines the key role that leadership and character play in contingency and scenario planning.