Janet Zuccarini, the sole owner and visionary behind the Gusto 54 Restaurant Group (Gusto 54), had leveraged her industry experience to grow the restaurant group into a huge success story. Gusto 54 owned and operated nine restaurant concepts in Toronto and Los Angeles, and rapid expansion plans were underway. In a competitive, low-margin industry, where more than half of new restaurants failed, Gusto 54 had found a way to outperform its peers and .....more

Teaching note for product 9B20C040 and W24987.

The sole owner of the Gusto 54 Restaurant Group (Gusto 54), which owned and operated nine restaurant concepts in Toronto and Los Angeles, had grown the restaurant group into a huge success story. In a competitive, low-margin industry, Gusto 54 outperformed its peers and consistently achieved its desired profit margins. Gusto 54's strategy was grounded in innovative growth, the use of technology, and empowerment of all employees to take an entrepreneurial .....more

The overarching vision of the global nongovernmental organization Transparency International was to free the world from corruption. Transparency International Ukraine (TIU) was founded in 2014, after three failed attempts, to tackle the high level of corruption that had taken hold of that country. Over the first two years, the chief executive officer faced significant organizational issues that hindered the organization’s performance; he appointed .....more

Teaching note for product 9B19C026.

Fauzia Kehar was a woman working in the male-dominated legal profession in Pakistan. She had overcome many barriers to achieve outstanding career success in Pakistan—a male-dominated environment with conservative laws and culture. Her impressive educational background and work experience led to her rapid progression to the role of head of Legal, Gulf Cluster, at Citibank NA in Dubai. After more than 20 years working as a lawyer, Fauzia had reached .....more

Teaching note for product 9B18C030.

Teaching Note for product 9B16C027.

In June 2013, the senior vice-president of talent management of the Canadian Imperial Bank of Commerce (CIBC), recognized an organizational need at the bank. He realized that, to build a strong workforce, CIBC needed to move from simply filling diversity targets through recruitment to a focus on the development and advancement of a leadership talent pool. Towards that goal, he appointed the vice-president of executive talent management to lead a new .....more

This case describes the implementation of a results-only work environment (ROWE) at Mabel’s Labels, a successful entrepreneurial firm in Canada. Under ROWE, employee performance is managed by examining outcomes and accomplishments, not by measuring the amount of time people spend at the workplace. The case provides details of the change process and ROWE implementation. The change leader views ROWE as a strategic initiative to enhance the organizational .....more