Ivey Publishing
Scotiabank: Collaboration Across Business Lines
Product Number:
9B12C038
Publication Date:
10/18/2012
Revised Date:
09/24/2012
Length:
11 pages (11 pages of text)
Product Type:
Case (Field)
Source:
Ivey
On October 1, 2010, Scotiabank implemented changes to its organizational structure that realigned its business globally and positioned it for further growth. Under the new structure, the bank’s businesses were regrouped into four business lines: Canadian Banking, International Banking, Global Banking and Markets, and Global Wealth Management. The bank had to figure out how to help individuals improve on working together across business lines. The formalization of cross-collaboration was through the newly instituted leadership teams. Team members had a joint accountability to ensure that the bank achieved optimum results in the geographic region in which the leadership team operated. And it was up to the team to consider how it was going to leverage collaboration. These teams were a significant departure from the behaviours and activities expected only a few months ago – people reported up to their own business line and did not worry about what anyone else in the particular geographic market was doing. There had been anecdotal evidence that a number of the leadership teams had success during the first few months. Still the sentiment among the senior leaders of the bank was that the implementation of the leadership teams was associated with several challenges.
Learning Objective:
The case is geared towards an MBA or executive MBA program, or leadership program in organizational behavior in which students have already had exposure to teams, leadership and change fundamentals. The case centers around creating a high performance organization by adopting an integrative approach to achieving results. The specific case objectives are as follows:
  • To assess what organizational and personal factors contribute to collaboration and which factors block or undermine it.
  • To think about how to eliminate the blockers toward collaboration across business lines.
  • To realize that the change outlined in the case involves, in part, a cultural change.
Issues:
Disciplines:
Organizational Behaviour/Leadership,  International
Industries:
Finance and Insurance
Setting:
Canada, Large, 2011
Intended Audience:
MBA/Postgraduate
Price:
$4.25 CAD / $4.25 USD Printed Copy
$3.75 CAD / $3.75 USD Permissions
$3.75 CAD / $3.75 USD Digital Download
Associated Materials
Translations: Simplified Chinese (11 pages)
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