Rhonda Klosler, chief operating officer at RSM Canada (RSM) is chairing a meeting to discuss post-COVID-19 pandemic work design. RSM has recognized that remote work offers employees greater flexibility and work satisfaction, while giving RSM the opportunity to recruit from remote locations. RSM would like to continue remote work. Focusing specifically on Generation Z, Klosler is seeking recommendations on the ideal work design. Specifically, how should remote and in-person work be balanced? How can RSM continue to build and maintain its company culture with employees who work remotely? What will a new approach to work mean for the other employee generational cohorts?
Rhonda Klosler, chief operating officer at RSM Canada (RSM) is chairing a meeting to discuss post-COVID-19 pandemic work design. RSM has recognized that remote work offers employees greater flexibility and work satisfaction, while giving RSM the opportunity to recruit from remote locations. RSM would like to continue remote work. Focusing specifically on Generation Z, Klosler is seeking recommendations on the ideal work design. Specifically, how should remote and in-person work be balanced? How can RSM continue to build and maintain its company culture with employees who work remotely? What will a new approach to work mean for the other employee generational cohorts?
In the autumn of 2018, Toronto-Dominion Bank (TD) was facing a changing and challenging environment. Fintech start-ups were a continuous source of disruption for the past decade, but some of the world's largest technology firms such as Google and Apple were entering the financial space and disrupting banking by disintermediating banks from their customers. TD had to prioritize which services and customer segments to protect from the industry's on-going digital disruption and develop strategies to protect them. TD had to move quickly as the longer the delay, the more opportunity the disruptors had to entrench themselves and siphon away customers. Tim Hogarth, Vice-President of Innovation Framework and Strategies, was leading TD's Innovation Council which was tasked with identifying solutions to the bank's technology challenges. The case focuses on understanding how and why disruption occurs and what an incumbent can do to protect itself. It provides the basis for applying Christensen's insights on disruption, the Diamond-E, Ansoff matrix, and applying the criteria for the make-versus-buy decision, i.e. acquire, partner with or internally develop new technologies.
The owner of a shop specializing in the creation and sale of Celtic art was faced with the challenge of finding a way to rejuvenate sales; customer traffic was declining due to the closing of a local market. He was determined to develop a strategy that would better insulate his business in the future. Limited resources meant that maximizing the returns on his efforts would be critical to the survival of the business. He had to examine his marketing strategy and product mix, consider his options and generate solutions to improve and secure his short-term and long-term profitability.
The owner of a shop specializing in the creation and sale of Celtic art was faced with the challenge of finding a way to rejuvenate sales; customer traffic was declining due to the closing of a local market. He was determined to develop a strategy that would better insulate his business in the future. Limited resources meant that maximizing the returns on his efforts would be critical to the survival of the business. He had to examine his marketing strategy and product mix, consider his options and generate solutions to improve and secure his short-term and long-term profitability.