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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.

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.

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Slide supporting teaching note 8B12C041.

This note was developed to summarize how some managers and firms are approaching risk management, and to provide a risk assessment tool that can be used to complement current risk management frameworks. Leaders are compensated and operate in conditions of risk. The risk assessment tool is based on: identification, information, interests, incentives, and infrastructure.<br><br>The note was developed to provide participants with an integrated framework to identify and manage risk. It clearly shows that risk is endemic to business activities but needs to be managed in a strategic manner. It also points out that risk management has strategic, operational, and tactical dimensions and is much broader than the volatility dimensions of risk stressed in financial management.

In January 2011, the group medical director of Apollo Hospitals Enterprise Ltd (AHEL), India’s largest integrated health care provider in the private sector, is weighing his options in promoting clinical excellence among group hospitals. AHEL has been using a clinical scorecard, called ACE@25, as a tool to measure and monitor clinical excellence, which is becoming a source of differentiation in the Indian health care industry. ACE@25 measures 25 clinical parameters, benchmarked against the best hospitals globally, every month. The group medical director is wondering whether his role should be limited to monitoring clinical outcomes or whether, in order to drive clinical excellence, he should also prescribe the steps that the medical superintendents of individual hospitals should take in improving outcomes on their watch.

A consumer goods analyst has been asked to understand the governance structure and various risks facing Compagnie Financiere Richemont SA, a Swiss-based luxury goods conglomerate. Richemont has emerged as one of the premier luxury brand houses in the world and is controlled by a single person, Johann Rupert. The case describes the development of Richemont and provides information on various aspects of the firm, including its many luxury brand houses, management’s preferences, and competitor information with which to conduct a comparator analysis.

Barrick Gold, the largest gold producer in the world, has taken steps to eliminate its longstanding gold hedging program. In its early years, Barrick’s hedging program was a key factor allowing the firm to grow amid falling gold prices. But Barrick’s management team faced questions about its hedging program when gold prices started to rise in the 2000s. The case allows students to review Barrick’s hedging program and consider the impact of its decision not to hedge going forward.

Ornge’s management team is taking a look at its helicopter service contract, which accounts for 42 per cent of its annual costs. The firm is a not-for-profit organization tasked with providing air and ground ambulance services for Ontario, Canada. In the past, Ornge has subcontracted helicopter service to a service provider. But an analysis conducted within Ornge suggests that owning the helicopters might save the firm a lot of money. Any savings could be reinvested, allowing Ornge to respond to more service calls per year. There are benefits and drawbacks to each of the options facing Ornge, and Dr. Christopher Massa and his team are trying to determine which option makes the most sense for the firm.

This note was developed to summarize how some managers and firms are approaching risk management, and to provide a risk assessment tool that can be used to complement current risk management frameworks. Leaders are compensated and operate in conditions of risk. The risk assessment tool is based on: identification, information, interests, incentives and infrastructure.<br><br>The note was developed to provide participants with an integrated framework to identify and manage risk. It clearly shows that risk is endemic to business activities but needs to be managed in a strategic manner. It also points out that risk management has strategic, operational and tactical dimensions and is much broader than the volatility dimensions of risk stressed in financial management.

The Royal Group Technologies case provides information on insider trading and other allegations faced by the former executive officer and the company’s management team. The executive officer founded the firm after immigrating to Canada from Italy, and built it up into a large conglomerate by the 1990s. However, by the early 2000s, stakeholders were starting to question some of management’s practices, including awarding themselves high levels of compensation and engaging in related party transactions. The allegations led to charges being laid by the Royal Canadian Mounted Police in 2008. An Ontario Superior Court justice acquitted the management team in late 2009, providing a soon-to-graduate MBA student the chance to review the company’s successes and challenges in the hope that some general lessons about corporate governance could be distilled.

Various mergers and acquisitions in the Indian information technology (IT) sector had resulted in the newly formed Mahindra Satyam (Mahindra) and the recently appointed chief compliance officer (CCO) was to develop a corporate governance structure that would address and repair previous mismanagement of the company. The CCO also functioned as the chief operating officer (COO) with profit centre responsibility for business verticals. His largest task as the CCO was to restore trust in the company and solidify its future among various stakeholders by bringing back integrity and transparency to the business. The CCO had to consider several criteria: What should his priorities be? What processes could be developed that would ensure corporate governance? What were the metrics with which the company could track the progress in corporate governance?

Various mergers and acquisitions in the Indian information technology (IT) sector had resulted in the newly formed Mahindra Satyam (Mahindra) and the recently appointed chief compliance officer (CCO) was to develop a corporate governance structure that would address and repair previous mismanagement of the company. The CCO also functioned as the chief operating officer (COO) with profit centre responsibility for business verticals. His largest task as the CCO was to restore trust in the company and solidify its future among various stakeholders by bringing back integrity and transparency to the business. The CCO had to consider several criteria: What should his priorities be? What processes could be developed that would ensure corporate governance? What were the metrics with which the company could track the progress in corporate governance?

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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.