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Virgin Group (Virgin) has been eyeing the Canadian banking industry for several years as a new potential investment opportunity. Not unlike the Canadian mobile phone industry (which they entered in 2005), the banking industry is seen as a prime target. Customers have become trapped by high fees, poor customer service, and limited product choice and Virgin can shake things up. The decision being contemplated is whether Virgin Money should enter the Canadian banking industry.

Virgin Group (Virgin) has been eyeing the Canadian banking industry for several years as a new potential investment opportunity. Not unlike the Canadian mobile phone industry (which they entered in 2005), the banking industry is seen as a prime target. Customers have become trapped by high fees, poor customer service, and limited product choice and Virgin can shake things up. The decision being contemplated is whether Virgin Money should enter the Canadian banking industry.

In June 2008, the chief executive officer of Talisman Energy Inc. (Talisman) and his senior executive team met with the company's board of directors. The purpose of this meeting was to debate Talisman's proposed entry into the oil-rich Kurdistan region of Iraq. This move was potentially very lucrative for Talisman but was fraught with risks. These risks were exacerbated by Talisman's previous foray into Sudan; during that expansion Talisman had been accused of complicity in human-rights abuses, stemming from industry-accepted royalties and fees it had paid to the government. This payment of fees was held as an example by public interest groups to allege that Talisman was indirectly funding the Sudanese civil war. Talisman's reputation had suffered to the point where the ire of investors and U.S. and Canadian governments was sufficient for Talisman to exit Sudan in 2003. There were many questions about the proposed move to Iraq, including the political situation, the views of the U.S. and Canadian government, and especially the US$220 million fee payable to the Kurdistan Regional Government. Should Talisman enter Iraq, and if so, could they avoid experiencing the same outcome as Sudan?

In June 2008, the chief executive officer of Talisman Energy Inc. (Talisman) and his senior executive team met with the company's board of directors. The purpose of this meeting was to debate Talisman's proposed entry into the oil-rich Kurdistan region of Iraq. This move was potentially very lucrative for Talisman but was fraught with risks. These risks were exacerbated by Talisman's previous foray into Sudan; during that expansion Talisman had been accused of complicity in human-rights abuses, stemming from industry-accepted royalties and fees it had paid to the government. This payment of fees was held as an example by public interest groups to allege that Talisman was indirectly funding the Sudanese civil war. Talisman's reputation had suffered to the point where the ire of investors and U.S. and Canadian governments was sufficient for Talisman to exit Sudan in 2003. There were many questions about the proposed move to Iraq, including the political situation, the views of the U.S. and Canadian government, and especially the US$220 million fee payable to the Kurdistan Regional Government. Should Talisman enter Iraq, and if so, could they avoid experiencing the same outcome as Sudan?

The chief executive officer of an oil and gas company must decide whether he wants to invest heavily in reducing greenhouse gases. Specifically, Suncor Energy must evaluate whether it should invest $425 million in carbon capture and storage or wait until there is greater certainty in the political, social and business environment. The case will help students develop skills of analyzing business decisions under higher environmental uncertainty, especially when the outcome is a long-term goal. Further, the issues presented in the case open up discussions about climate change and the interaction between business actions and societal expectations. There is also an opportunity to speak about the interaction between business and public policy.

The chief executive officer of an oil and gas company must decide whether he wants to invest heavily in reducing greenhouse gases. Specifically, Suncor Energy must evaluate whether it should invest $425 million in carbon capture and storage or wait until there is greater certainty in the political, social and business environment. The case will help students develop skills of analyzing business decisions under higher environmental uncertainty, especially when the outcome is a long-term goal. Further, the issues presented in the case open up discussions about climate change and the interaction between business actions and societal expectations. There is also an opportunity to speak about the interaction between business and public policy.

Wall Street's darling, Google Inc., offered more than a pretty financial picture. Poverty, communicable diseases and climate change - some of the world's largest problems - were also key interests of Google's cofounders. By applying innovation and significant resources, Google's cofounders hoped that their efforts in these areas would one day eclipse Google itself in worldwide impact. On February 22, 2006, Google Inc. announced the appointment of an executive director of the newly created Google.org. With one per cent of Google Inc.'s equity and profit as seed money, Google.org's mandate was to address climate change, global public health, economic development and poverty. Although charity by successful entrepreneurs was not unusual, this press release signaled a new organizational form, a for-profit philanthropic company. The new executive director's task ahead was unprecedented. How could he leverage the company's for-profit status to make the biggest impact possible with the resources trusted to Google.org? What decision-making criteria should be used for strategic investments? How would he measure Google.org's success?

Wall Street's darling, Google Inc., offered more than a pretty financial picture. Poverty, communicable diseases and climate change - some of the world's largest problems - were also key interests of Google's cofounders. By applying innovation and significant resources, Google's cofounders hoped that their efforts in these areas would one day eclipse Google itself in worldwide impact. On February 22, 2006, Google Inc. announced the appointment of an executive director of the newly created Google.org. With one per cent of Google Inc.'s equity and profit as seed money, Google.org's mandate was to address climate change, global public health, economic development and poverty. Although charity by successful entrepreneurs was not unusual, this press release signaled a new organizational form, a for-profit philanthropic company. The new executive director's task ahead was unprecedented. How could he leverage the company's for-profit status to make the biggest impact possible with the resources trusted to Google.org? What decision-making criteria should be used for strategic investments? How would he measure Google.org's success?

From the ephemeral to the measurable describes one way Corporate Social Responsibility has evolved. This article describes metrics and criteria that can help companies adopt best practices.

In January 2003, EPCOR Utilities (EPCOR) was facing great pressure from a radical community group that wanted the company out of its community of Rossdale - where EPCOR was founded in 1891 and had been operating since. The pressure had mounted to the point that EPCOR's sole shareholder, the City of Edmonton, had asked that EPCOR prepare a long-term plan for its operations in Rossdale as part of a formal review of the land use at the site. Operations of EPCOR were $3 billion. The case encourages students to think through the senior vice-president of public and government relations job of engaging (or at least placating) the community from a philosophical level to the practical details of implementation.

Supplement to EPCOR Utilities Inc. A Critical Community Consultation (A), product 9B07M009.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Best Case Award at the Administrative Sciences Association of Canada (ASAC) Case Competition</strong></p><br>In 2002, both the Edmonton Symphony Orchestra and the Calgary Philharmonic faced financial crises that threatened their existence. Both organizations provided similar programming, had approximately the same revenues and were well rooted in their communities, which were of similar populations. However, the turnaround approaches taken by the boards of the two organizations were starkly different. The Calgary Philharmonic sought bankruptcy protection, dismissed the CEO, hired consultants, sought emergency funding from government, and suspended operations for four months during a restructuring period. In the end, it emerged successfully from bankruptcy. The Edmonton Symphony Orchestra scraped through the crisis, continuing to pay its musicians for ongoing performances, while negotiating new contracts, retaining its CEO, and not soliciting emergency funding from the government. Three years after the crisis both organizations were flourishing, with new music directors, balanced budgets and growing endowment funds. This is a descriptive case that outlines the stories of the two orchestras and their turnarounds. The case is powerful because it allows students to clearly contrast the two organizational turnaround approaches and to draw conclusions on their respective strengths and weaknesses.

PowerPoint slide presentation for teaching note 8B05M56.

In 2002, both the Edmonton Symphony Orchestra and the Calgary Philharmonic faced financial crises that threatened their existence. Both organizations provided similar programming, had approximately the same revenues, and were rooted in their communities, which were of similar populations. However, the turnaround approaches taken by the boards of the two organizations were starkly different. The Calgary Philharmonic sought bankruptcy protection, dismissed the CEO, hired consultants, sought emergency funding from government, and suspended operations for four months during a restructuring period. In the end, it emerged successfully from bankruptcy. The Edmonton Symphony Orchestra scraped through the crisis, continuing to pay its musicians for ongoing performances while negotiating new contracts, retaining its CEO, and not soliciting emergency funding from the government. Three years after the crisis both organizations were flourishing, with new music directors, balanced budgets, and growing endowment funds. Outlines the stories of the two orchestras and their turnarounds.

Alberta Theatre Projects (ATP) was a performing arts non-profit organization. It enjoyed a strong brand recognition as a socially liberal organization in a community with strong conservative values. With funding from the Alberta Performing Arts Stabilization Fund, ATP had paid down its accumulated deficit and expected to emerge from debt in 1999. However, in the 1998/99 season it lost over $400,000. By later 1999, ATP's accumulated deficit reached $600,000, including $300,000 owed to Canada's tax collection authority, Revenue Canada. Cash flow statements showed that ATP would be bankrupt by the spring of 2000 unless it could raise $1 million. There were concerns that ATP may not even meet its payroll obligations in the meantime.

CARE's Rural Entrepreneurship and Agribusiness Promotion project is a new, market-driven approach to development in Kenya. Although the project has been successful from a development standpoint, it is not commercially viable. The sector manager must determine how to improve the project and make it commercially sustainable.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Oikos Sustainability Case Writing Competition</strong></p><br>CARE's Rural Entrepreneurship and Agribusiness Promotion project is a new, market-driven approach to development in Kenya. While the project has been successful from a development standpoint, it is not commercially viable. The sector manager must determine how to improve the project and make it commercially sustainable. Students will understand the advantages and opportunity for profit/non profit partnerships and social enterprise as complementary entities for social and economic development. PowerPoint slide presentation is available, product 5B05M056.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Oikos Sustainability Case Writing Competition</strong></p><br>Throughout the 1990s there was increasing competition for Ontario's forest land. The forest industry, including Tembec Inc., demanded from the Ontario government more certainty in the lands available to them. To reach a consensus on strategic land use, the government launched Lands for Life process and undertook extensive public consultations. Unfortunately the consultation process resulted in a polarization of stakeholders, and the 242 controversial recommendations threatened to spark a war in the woods, primarily between the forestry industry and environmentalists. Tembec's chief executive office foresaw this conflict and was determined to take a different course of action that would bring a real solution that would meet both the objectives of the forestry industry and environmentalists. He was cognizant that losing access to timber would have a devastating effect on his company, but confident that a consensus could be reach if a rational approach were followed. Students will learn to recognize the long-term opportunity associated with sustainability, and the short-term risks associated with ignoring it, to illustrate the opportunity for stakeholder consultation and partnerships, and to introduce the best practices on stakeholder collaboration and innovative problem solving. The supplement Tembec Inc. (B), product 9B05M052, presents the situation in 2005.

Mearl Canada Ltd. does not want to implement Mearl Oil Co.'s environmental impact targets because, in Mearl Canada's opinion, the targets create an extra layer of regulation for considerable cost and negligible benefit. Mearl's position is that all Mearl worldwide operations must adopt these performance standards to allow the company to make operational its stated environmental policy. Each party has an opportunity to make its case at the International Environmental Group meeting, which will decide whether Mearl Canada may deviate from the environmental impact target and continue with its own homegrown environmental management system and standards. Written from the perspective of the manager of Mearl Oil's Support System, Environmental.

The Canadian division of Mearl Oil Company does not want to implement the company's environmental impact targets and would like to continue using its homegrown environmental management system and standards. The division is allowed to present its arguments to the International Environmental Group. This is a supplement to Mearl Oil Company: Environmental Impact Targets (A), product 9B05M018. The supplement Mearl Oil Company: Environmental Impact Targets (C), product 9B05M020 discusses the International Environmental Group's perspective.