As Chief Executive Officer Maya Kambeitz sat in her Calgary office preparing for the upcoming mid-2018 board meeting, she considered a potential growth strategy for Norfolk Housing Association (Norfolk Housing) that would align with its core values: to offer inclusive and affordable housing, and to maintain financial stability in 2019 and beyond. Norfolk Housing was a social enterprise registered as a non-profit corporation in Calgary, Alberta, offering .....more

Teaching note for product W36147.

Instructor Spreadsheet for Ivey product no. W36148.

The vice-president, corporate and public affairs, at an insurance company has to prepare the next year's internal communications program at a time when the company is undergoing a revolution - an effort to improve service and profits through a radical organizational and cultural change. The small communications department has played a key role and tried new methods in the company's move toward empowerment and increased accountability. At this .....more

A partner in a banking institution is concerned about internal communications regarding a partnership agreement. The CEO had reorganized the organization and introduced a partnership concept, whereby all employees became some type of partner. Each business unit was to complete a partnership agreement, however, one year after the introduction, many agreements had not been completed. An employee survey has revealed that nearly all employees support .....more

Senior executives reflect on a failed joint venture with an Australian company, which attempted to build a state-of-the-art pulp mill. Environmental groups' criticism and the repercussions had caused the company to pull out at a cost of $12 million. (A sequel to this case is available titled Noranda: Environmental Communication (B), case 9A91L008).

Teaching note for product 9A90L003.

Senior executives reflect on a failed joint venture with an Australian company, which attempted to build a state-of-the-art pulp mill. Environmental groups' criticism and the repercussions had caused the company to pull out at a cost of $12 million. (A sequel to this case is available titled Noranda: Environmental Communication (B), case 9A91L008).

Four senior executives reflect on the changes the company has made since the collapse of the project to build a state of the art pulp mill. Have they learned how to deal with the continuing challenges of environmental communications? (This is a sequel to Noranda: Environmental Communication (A), case 9A91L007.)

The vice-president, corporate and public affairs, at an insurance company has to prepare the next year's internal communications program at a time when the company is undergoing a revolution - an effort to improve service and profits through a radical organizational and cultural change. The small communications department has played a key role and tried new methods in the company's move toward empowerment and increased accountability. At this .....more