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  • October 2005
  • Case
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Saskatchewan Wheat Pool 2005

By: Ray A. Goldberg and Mary L. Shelman
  • Format:Print
  • | Pages:29
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Abstract

CEO Mayo Schmidt had just guided his firm through five difficult years. Survival had come with the difficult decision to change the 80-year-old agricultural cooperative into a Canadian business corporation. The Saskatchewan Wheat Pool (SWP) now faced the future with a new financial structure, world-class assets, a proven management team, a sound balance sheet, and access to capital for stability and expansion. In the face of increasing global grain demand and new technology-based product possibilities, Schmidt was convinced that, as a producer, Canada would have a long-term advantage because of its history of high-quality grain production. Further, he believed that SWP, with its deep farmer relationships and state-of-the-art infrastructure, was ideally positioned to lead the development of identity-preserved value chains. How should Schmidt build on the SWP's unique strengths to create a company that would flourish and prosper for the next 80 years?

Keywords

Change Management; Customer Value and Value Chain; Capital; Technological Innovation; Leading Change; Demand and Consumers; Partners and Partnerships; Expansion; Technology Adoption; Food and Beverage Industry; Canada

Citation

Goldberg, Ray A., and Mary L. Shelman. "Saskatchewan Wheat Pool 2005." Harvard Business School Case 906-402, October 2005.
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About The Author

Ray A. Goldberg

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More from the Authors
  • Sage V Foods and Element Farms: Preparing for the Future of Controlled Environment Agriculture By: Ray A. Goldberg, Rachel Lee and Canning Malkin
  • Nestlé: The World's Largest Food Company Confronts Climate Change By: Ray A. Goldberg and Charlotte Tasker
  • WH Group and Smithfield Foods: Global Leadership During a Difficult Environment of Trade, Disease, and Sustainability By: Ray Goldberg and Rachel Lee
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