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Elmar Mock's extraordinary story began in a small village in Switzerland. Born in 1954, he was the son of an Austrian immigrant and a Swiss mother. School was difficult, as he struggled with dyslexia. Nevertheless, he graduated from engineering school, obtained a job with a Swiss manufacturer, ETA. By the age of 26, he had co-invented the Swatch. Following the accidental death of his brother, Stéphane, in 1985, he decided to leave his job and launch his own creativity and innovation consulting company, Creaholic, in 1986.

In 2014, Elmar retired from Creaholic and created with his second wife Hélène Mock née Kett, a second company: ‘Mock-Kett’. He has created more than 80 families of patents in various industries and has been involved in more than 600 projects. He is also a member of the advisory boards of some of the spin-offs incubated by Creaholic. He remains active as a speaker and international consultant with ‘Mock-Kett’, which promotes the motivational side of invention. He has received numerous awards and his book ‘The Innovation Factory’ has been published in three languages.

The case depicts a one-of-a-kind creative mindset and offers in-depth reflections on the concepts of creativity, innovation and intrapreneurship and their applications in organizations. ¹

Réal Plourde helped to oil the Couche-Tard/Circle K machine for Alain Bouchard, speeding up the pace of acquisitions and smoothing out the integration of newly acquired chains. As an engineer and MBA graduate with extensive international experience, he brought considerable added value to Alain Bouchard's team. Among other things, he helped to train many of the organization's senior executives, including the current CEO, Brian Hannasch, who joined the company in 2001, working closely with Réal Plourde for nearly a decade before replacing him as Head of Operations in 2011 and ultimately taking over from Alain Bouchard as CEO in 2014.

Although officially retired for some years now, Réal Plourde continues to sit on the boards of several organizations. He also chairs the board of an engineering firm employing more than 2,000 engineers. His Foundation has received several awards for its social and community contributions.

Pierre Nelis joined a small group of artists working for a creative entrepreneur who had invented software to produce movies. He brought a great deal of marketing expertise to a team of technology creators, and it was this that ultimately allowed the firm to sell its software to movie industry leaders throughout the world. The firm – Softimage – was bought by Microsoft, which hired Pierre Nelis to oversee the integration process, and later to develop new communications products. Nelis has an outstanding ability to identify the elements needed by a firm to become more effective, and this led him to set up a one-of-a-kind external facilitation programme that went on to become a model for many business growth support organizations throughout the world, but especially in North America and Europe.

Alain Bouchard was born in 1949. He bought his first convenience store in 1978, when he was almost 30 years old. By then, he already had nearly 10 years of experience in the sector. He had already been involved in the start-up of more than 200 convenience stores. He understood that if he was to transform his newly acquired store into a chain and build something big, he needed to set up a team of people with complementary skills to help him make acquisitions.

In 2023, there are roughly 15,000 convenience stores operating under the Circle K/Ingo/Couche-Tard banners, employing 130,000 people in more than 30 countries. Annual sales are more than US$60 billion. Alain Bouchard officially retired from his position as President and CEO in 2014 and became Founder and Executive Chairman of the Board. He continues to be a major shareholder. He is still actively involved in strategic orientations and in identifying potential acquisitions. He has become a ‘Chief Culture Officer’ involved in executive leadership mentoring. He has never stopped communicating the importance of innovative, creative and intrapreneurial behaviour at all levels of the enterprise.

This case study presents Alain Bouchard, the man and the entrepreneur. It shows how he learned and mastered the craft of starting, acquiring, managing and developing convenience stores. It looks at how he encouraged the people around him to act as facilitators and intrapreneurs. It describes his values, how he works and learned to live with risk.

Shortly before the Second World War, a woman who had never accepted her orphan status, Gabrielle Bonheur Chanel, nicknamed ‘Little Coco’ by her father and known as ‘Coco’ to her relatives, became the first women in history to build a world-class industrial empire. By 1935, Coco, a fashion designer and industry captain, was employing more than 4,000 workers and had sold more than 28,000 dresses, tailored jackets and women's suits. Born into a poor family and raised in an orphanage, she enjoyed an intense social life in Paris in the 1920s, rubbing shoulders with artists, creators and the rising stars of her time.

Thanks to her entrepreneurial skills, she was able to innovate in her methods and in her trendsetting approach to fashion design and promotion. Coco Chanel was committed and creative, had the soul of an entrepreneur and went on to become a world leader in a brand new sector combining fashion, accessories and perfumes that she would help shape. By the end of her life, she had redefined French elegance and revolutionized the way people dressed.

Despite growing interest in the difficulties encountered by ethnic entrepreneurs, very little research has yet been done on the subject. This article attempts to fill the gap. A total of 715 Chinese, Italian, Indian/Sikh, Jewish, and Vietnamese entrepreneurs from Montreal, Toronto, and Vancouver were surveyed for the research. The results show that ethnic businesses tend to face the same problems as other businesses, which consequently does not appear to justify the development of support programs specifically for ethnic entrepreneurs. However, this study of established businesses does not consider failed or nascent businesses, which may have experienced additional problems. Further research is required to examine these issues. Also, given the unique social and business dynamics that exist within the ethnic communities studied, support programs should be directed through the networks of these communities.

As of 2020, London's Financial Times had ranked Fundação Dom Cabral (FDC) as one of the world's leading executive education institutions and the top such institution in Latin America for 15 consecutive years. In 2011, FDC was also ranked fifth on the Financial Times' list of the 40 most respected business schools in the world. For FDC itself and for its co-founder, Emerson de Almeida, this recognition was a wonderful way of celebrating the 35th anniversary of an institution that has become a leader in applied management education in Brazil.

How did this young Brazilian institution achieve this? As is the case for any great undertaking, many people played crucial roles in its creation and consolidation. However, its history is closely tied to the life of its co-founder, Emerson de Almeida.

Emerson was FDC's Chief Executive from its foundation in 1976 until 2012, when he became President of its Board of Governance. ¹ He is primarily an innovator and drew his inspiration from visits to world-renowned business schools. Once he understood the needs arising from executive thinking processes, he was able to adapt these schools' best practices to suit the Brazilian culture and context.

‘You must always try the impossible’, he says. This case study presents the story of an exceptional institutional intrapreneur who championed and led the transformation of executive education in Brazil.

To identify the influence of ethnicity and ethnic social capital on entrepreneurial practices such as the co‐direction of a firm, and more particularly on aspects of venture creation, management, and business development.

The research was based on a field survey carried out in the cities of Montreal, Toronto, and Vancouver. The authors study the entrepreneurs who had partners in their firms. The sampling technique, known as “snowball sampling,” did not concentrate specifically on firms with co‐leadership structures, but targeted all entrepreneurs in the ethnic groups concerned; the interviewers asked respondents to identify other potential candidates in the same ethnic group. The participation rate was not measured systematically.

Co‐leadership, while fairly common and having a clear impact among Italian entrepreneurs, is not necessarily as popular in the other groups. Cultural features may have an influence here, and the structuring effects of the entrepreneur's social capital are certainly a factor. The findings helped build an emergent conceptual model to show the place of co‐leadership in the creation and development of social capital used in the management of ethnic firms.

Public policy makers must take into account that trust and reciprocity will have an impact on the style of partnership selected. Other qualitative and quantitative data are needed to help understand the various factors and impacts of co‐leadership. Also, examination of the individual and joint inputs and outputs of the partners is an important and timely area of study.

This may have implications in designing public programs to help ethnic entrepreneurs.

This is one of the first studies to examine co‐leadership in the context of ethnic entrepreneurship. With the importance of immigration, this is crucial to understand how to help the success of ethnic businesses and therefore the integration of immigrants in our societies.