11 to 20
Showing 46–60 of 619 results
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Triumphs and Tribulations of a Middle Manager Implementing a New Performance Measure
8,00 $ – 50,00 $CASE STUDY. The case follows Richard, the regional manager for Quebec, at Frippe, a Canadian clothing company, during the implementation of a new performance indicator.
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Poches & Fils : les clés de réussite d’une marque née dans le numérique
8,00 $ – 50,00 $ÉTUDE DE CAS. Le cas suit le parcours entrepreneurial des fondateurs de Poches & Fils.
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À la recherche d’un plan d’action pour la chaîne logistique du secteur de la santé du Québec
8,00 $ – 50,00 $ÉTUDE DE CAS. Le cas cherche à restituer le défi de formuler un plan d’action pour tout un secteur d’activités alors que de nombreuses pistes se présentent.
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Défis RH chez Cascades : bâtir l’entreprise de demain
8,00 $ – 50,00 $ÉTUDE DE CAS. Le cas permet aux étudiants de jouer le rôle de consultants chargés de proposer un plan d’action pour relever des défis RH.
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The Blue-Green Alley Alliance: Creating and Maintaining Spaces for Urban Sustainability Innovations
8,00 $ – 50,00 $CASE STUDY. The case analyzes the various processes at play in participatory sustainability innovations and the complex roles of researchers and changemakers in such innovations.
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Festival d’Aix-en-Provence: Making Opera a Living Art Form Giving Meaning to the World!
8,00 $ – 50,00 $CASE STUDY. In 2018, after ten years at the helm of the Festival Aix-en-Provence, Bernard Foccroulle had passed the reins to Pierre Audi. This case unfolds a few months before the passing of the torch.
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McKinsey & Company: Hard Lessons Learned in South Africa
50,00 $CASE STUDY. The Gauteng High Court “set aside and declared unlawful all the decision-making processes through which Eskom had concluded [a] contract with McKinsey”. Subsequent events and the high court judgement meant that the partners at McKinsey SA had to assess the lessons learned from this project before embarking on further projects with South African state-owned entities (SOEs).
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Deloitte South Africa: Complicit, Conniving or Caught Unawares
50,00 $CASE STUDY. Two years had passed since Deloitte South Africa (SA) had released its Transparency Report which detailed its journey of self-reflection as a firm and the ways in which it intended to rebuild trust and restore professionalism. Had Deloitte SA done enough to acknowledge and rectify its ethical and governance lapses, and restore trust?
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Cellulant: Digital Innovation for Financial Services in Africa
50,00 $CASE STUDY. How best to respond to the changing needs of Cellulant’s own customers – the banks and merchants – so that, in turn, these customers could respond to the changing needs of their customers.
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La controverse du gaz de schiste au Québec (2007-2012)
8,00 $ – 50,00 $ÉTUDE DE CAS. Ce cas décrit la controverse qui a entouré les débuts de l’industrie du gaz de schiste au Québec, de 2007 à 2012.
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PTiP: A Bumpy Road to Solar Success
50,00 $CASE STUDY. Alberts had yet to sign his first deal to license and build a turnkey solar module factory. He was unwavering in his belief that PTiP had something the country needed, but he was also aware that if it didn’t take off fairly soon, the commercial window of opportunity would close. What was the solution?
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Soweto Style: Small Business Growing Pains
50,00 $CASE STUDY. How to grow the business while dealing with capacity and financial issues.
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SolarTurtle: Searching for the Game Changer
50,00 $CASE STUDY. Van der Walt wondered whether the introduction of the BabyTurtle and the MiniTurtle, the company’s newest products, would improve the growth rate of the company.
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Tom Boardman: The Leader as Agile Learner
50,00 $CASE STUDY. Kinnevik was in a strong financial position and Boardman pondered his reasons for accepting the challenge of being chairman, abandoning any thoughts of retiring at nearly 70 years of age. What could he bring to this position?
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Gouritz Cluster Biosphere Reserve: Towards Sustainability
50,00 $CASE STUDY. The board had established Gouritz Enterprises as a social enterprise that would be responsible for profit-driven activities which would fund the NPC’s core costs. The enterprise had not yet started work in any formal way, and Crane was not sure if establishing a separate profit-driven entity was the best way of achieving the self-financing goal.
Showing 46–60 of 619 results