By presenting the challenges faced by actual companies, Ivey puts its students in the role of decision maker. The classroom becomes a business simulator where students test their thinking and judgment and get instant feedback.

Team teaching and participation from the executives themselves further enhances our cross-enterprise perspective and provides a perspective simply not possible from a textbook. This use of real-world knowledge and expertise in the classroom is integral to the Ivey experience.
Cross-Enterprise Leadership

Pioneered by Ivey, Cross-Enterprise Leadership is an action-oriented approach that prepares graduates to look beyond walls, org charts and silos, and approach issues from a perspective that spans the entire organization.

Other schools may speak of the need to integrate functional disciplines, yet they haven't changed the way they structure curriculum to meet the needs of business. At Ivey, however, we believe that Cross-Enterprise Leadership is the next generation of business education and business leadership.
Our Students

The Ivey approach rewards collaboration and teamwork - everyone contributes to the class. Students are selected for their prior work/life experience and ability to thrive in the challenging and dynamic Ivey environment. Not only are they among the best and brightest academically, Ivey students possess the interpersonal skills, leadership drive and intellectual power that are integral to the learning experience. With case learning, each Ivey student is as much a part of the learning experience of his or her classmates as the faculty and cases themselves.
Our Faculty

For more than 85 years, Ivey's world-class faculty have been renowned for maintaining a thriving culture based on teaching excellence and collaboration. They are one of the most important aspects of the Ivey's unique learning experience. Our faculty consistently receive outstanding assessments from students and executive participants as well external media rankings, such as BusinessWeek.
The Ivey Environment

Enter an Ivey classroom and you enter a purpose-built environment that is an integral part of the Ivey learning experience. The amphitheatre design is a deliberate feature that turns the class into a forum for discussion and empowers students to participate. It encourages dialogue and, as such, contributes to outstanding interaction between faculty and students.
Real-World

Leaders from a broad spectrum of industries and sectors visit the classroom to share the lessons they have learned with our students. The leadership sessions shine a light on the essence of leadership and what it takes to succeed across the enterprise, in both good times and bad times. Students are encouraged to ask tough questions and fully engage in the once-in-a-lifetime opportunity to talk with some of today's greatest leaders.
Ivey Consulting Project

The Ivey Consulting Project (ICP) is the largest and longest-running client field program of its kind in Canada and since the early 1950s students from the Richard Ivey School of Business have consulted to more than 3,800 companies around the world.
International Trips

The Ivey learning experience is not complete without a trip to China to understand the culture and new business opportunities that exist in this up-and-coming country. The main purpose of the trip is to allow students direct, on-the-ground exposure to the world's most dynamic economy. Through site visits to companies (multinationals and Chinese) and meetings with business leaders, academics and government officials, we hope to develop insights into some of the key issues and strategies for doing business in China.
Ivey Connects

All students who join Ivey have demonstrated an active commitment to their community, and organizations, such as Ivey Connects, encourage that continued outward focus while they are students. This is a student-led organization working to inspire Ivey students to contribute to the societies in which they operate; a vital aspect of the School's mission statement. The students are given access to a wealth of resources they can harness in order to make a difference.
Ivey Advisory Board

In 1948, Canada's top 100 CEOs gathered at Western to discuss the county's future. This meeting established the need for a National School of Business Administration in Canada and marked the beginning of Ivey's MBA and Executive Development programs, as well as the genesis of the Ivey Advisory Board. This powerful group continues to advise, advocate, influence and support the School in all its endeavours. Today Ivey has three main advisory boards on three continents. Together they form an inimitable strategic strength for Ivey.
Purchasing Managers Index

Fast becoming Canada's go-to trendspotter (Globe & Mail, July 2009), the Ivey Purchasing Manager's Index (PMI) measures business optimism and forecasts economic growth. Launched in December 2000, the PMI is the result of a long-standing collaboration between Michiel Leenders (Ivey Professor Emeritus) and PMAC. Leenders and a team of Ivey faculty members and staff assemble and publish the data every month. The significance of the Index is that it captures purchasing activity all the way down the supply chain. As a leading indicator, the Ivey PMI provides valuable information for economists, investors, executives, and financial managers.
Making Green Energy Happen

Acting as a bridge between business and government, The Lawrence National Centre for Policy and Management at Ivey recently held the second in a series of workshops that enable government and business to come together in a neutral forum, where a wide range of experts share their knowledge and perspectives on the regulatory issues, policy options and challenges facing Canada. The report, Making Green Energy Happen, which was released at an Ivey Idea Forum in September 2009, will play a significant role in the development of sound and sustainable policies affecting the future of the world's energy supply.
Health Innovation and Leadership

The health sector represents 10 per cent of Canada's GDP and is a growing source of employment and economic strength. This spring, with an investment of $5 million from the Government of Canada, the School launched the Ivey Centre for Health Innovation and Leadership. The Centre will bring together expertise from the business, health sciences and medical sectors to identify, assess and commercialize innovative health technologies, systems and processes and continue to develop business leaders for the health sector who initiate real change to the benefit of providers, patients and Canada's healthcare system.
"The Business Side to Good Health" The Toronto Star September 10, 2009Leadership

Canadian: 1st Business HBA (1922), MBA Program (1948), PhD Program (1961), and Non-elective course in business sustainability (2004)

North American: 1st Business School Campus in Asia (1998) and Centre for Health Innovation and Leadership (2007)

World: 1st Ring Ceremony with Business Oath of Conduct (2004), and Cross-Enterprise Leadership Approach to Learning (2005)

The Ivey Ring Tradition

Reputation is difficult to earn, but easy to lose. Since 2004, each student who graduates from an Ivey degree program takes a Pledge agreeing to act with the highest of standards. Students are then presented with an Ivey Ring by a fellow Ivey alum, who welcomes the student to the alumni family. This Ring is only available to graduates of Ivey's degree programs and each Ring is identified with a unique serial number.
Building Sustainable Value

Ivey's Research Centre for Building Sustainable Value exists to provide practitioners and students with the knowledge, tools and capabilities to manage both private and public interests effectively through organizational actions.
Engaging Emerging Markets

The goal of the Emerging Markets Centre is to be a thought leader on how to engage emerging markets. Emerging markets not only encompass a large proportion of the earth's population, they are a major and growing source of economic output. Our focus is three-fold: entering emerging markets, operating in emerging markets, and engaging foreign market competitors.
Driving Growth: Entrepreneurship & Innovation

Cross-enterprise leaders need to be able to look beyond specific functions such as finance, marketing and operations to tackle issues that span the entire enterprise - growth, innovation, productivity and globalization - and they must understand how every part of the business fits into a complex business environment. This, of course, is exactly how successful entrepreneurs have always worked, and it explains the role of the Driving Growth Through Entrepreneurship and Innovation (DGEI) Research Centre within the Cross-Enterprise Leadership initiative launched by Ivey in September 2005.
Leading Cross-Enterprise

One of the most important roles for any business school is the generation of intellectual capital - the continuous development of new insights and new models for the discovery of best practices that have direct relevance to managers today. Schools that deliver cutting edge research not only provide real value to the academic community but also ensure that their programs are consistently renewed with new insights, which have a direct effect on the business community.
Success