Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 2 examines some of the individual and situational factors that support the capacity for thinking independently.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 3 discusses examples of being an independent thinker without formal authority and considerations in how to become more persuasive with our ideas.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 4 explores the process of leading change for those who have limited formal authority (i.e., who are not CEOs). It asks what you should do next if you are immediately successful in getting a green light on your idea, or whether and how to proceed if you don't get a green light. It also discusses some models and mindsets to help individuals implement change?

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 5 explores ways to promote independent thinking in a team and organization. Unlike prior chapters, it assumes one is doing so from a position of formal authority in their group and/or organization. It explores a wide range of techniques and mindsets for avoiding groupthink and surfacing the best thinking within a team.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 6 explores the role of regret and whether, over the long term, we regret taking action more than doing nothing. In addition to exploring what the psychology of regret teaches us, the chapter looks at the concept of self-efficacy, including its sources, which can enable individuals to act and think independently.

Perfect Diary is the first Chinese beauty brand based on a direct-to-consumer (DTC) business model. Launched by Yixian E-Commerce in 2017, it is designed to be an affordable alternative to foreign cosmetics brands, targeting Gen Zs and millennials in China. It was the number one brand in China's online color cosmetics market in 2019. Its parent company Yixian went public under the name Yatsen Holding Limited (NYSE:YSG) in November 2020. The brand had achieved enviable growth from startup, with revenue reaching USD655.2mn in 2021. However, things soon took a downturn for Perfect Diary. Growth stalled, and eventually its sales started to decline in 2022. The case aims to (1) illustrate how Perfect Diary used a blue ocean strategy and internet strategy to grow and expand; (2) identify the key reasons of its rapid decline; and (3) explore strategic options for the brand to regain success.

Sandie Beauchamp, was the chief experience officer at the social enterprise and Certified B Corporation hybrid organization Clean the World (CTW), located in Orlando, Florida. Beauchamp finds herself in survival mode as she struggles to keep the organization from closings its doors while simultaneously keeping herself, employees, and volunteers safe during the COVID-19 global pandemic. Through a focus on CTW's mission as well as trial and error, Beauchamp and her team innovate a product and process to meet the hygiene needs of CTW beneficiaries while generating income.

Tourism, the fulcrum of the livelihoods for residents of Jaisalmer, India, was significantly affected during the second wave of the COVID-19 pandemic that occurred in January 2021. The situation worsened when SpiceJet, the only airline operator of Jaisalmer, announced the suspension of its operations, citing low passenger load and high operating costs. With the support of Ashish Modi, their district administrator, the Jaisalmer community tackled the issue using a first-of-its-kind initiative called "the citizen-airline partnership model." The interplay between the Jaisalmer community and SpiceJet management unveiled finer aspects of negotiation during a crisis. Would the model succeed in a win-win negotiation?

In 2023, Tesla, Inc. (Tesla), was the most valuable automotive company in the world. Over 20 years, it had developed revolutionary products and a large, complex, global supply chain network. After announcing plans to spend nearly $150 billion to achieve the strategic goal of selling 20 million vehicles per year, it needed to dramatically expand its capacity. Chief executive officer Elon Musk was facing a key challenge: deciding what changes needed to be made to Tesla's global supply chain to support its strategic objectives. What supply chain capabilities would Tesla need to support these plans?

The Internet of Things (IoT) can be generally explained as a network of objects that collect data regarding their surroundings and transfer it across the internet to various systems. While the addition of more information can improve a business's data-driven decision-making, should all businesses invest in IoT? This technical note explores IoT technologies, discusses how it is being used in industry, brings up some advantages and disadvantages, offers examples and applications, and investigates how it might fit into a firm's digital strategy.

The Paris Agreement, which came into force on November 4, 2016, applied to Hong Kong, where Kam Sing Wong had been secretary for the environment of the HKSARG since July 2012. Wong wanted every business sector and household to embark on a new low carbon journey through cleaner energy, energy conservation, and green commuting and to nurture a “use less, waste less” culture. On June 8, 2022, Wong had to announce an increase in the charge Hong Kong shoppers paid to retailers for each plastic shopping bag they used, which was currently set at HK$0.50 (US$0.06). Even if Wong doubled the amount to HK$1.00, this would still be a small amount in absolute terms. What messages would be necessary in order to communicate to people the importance of using less plastic? Wong had to make a big decision about how much of a change to make to this small amount of HK$0.50. A small change in the actions of each citizen of Hong Kong could potentially be amplified into a large amount of absolute waste reduction.

This case features a protagonist (Gen Isayama - GSB 2003) who established and runs a VC firm/incubator called World Innovation Lab (WiL) that is based in Palo Alto and focuses on Japanese companies. The case explores the state of entrepreneurship in Japan; the launch of the VC, and its novel approach to LP relationships. It provides examples of corporations who have undergone successful transformation after working with WiL and of joint ventures in which WiL has invested.

In January 2015, when incoming Massachusetts Governor Charlie Baker chose Linda Spears as his new Commissioner of the Department of Children and Families, he was looking for a reformer. Following the grizzly death of a child under DCF protection in 2014, Spears, a former front-line child welfare worker who had gone on to serve as vice president of a Washington D.C.-based child welfare think tank, was hired to review the case and assess what had gone wrong in the DCF system. Spears concluded that the blame did not lie with individual staff workers, but with a host of systemic problems, some the product of recession-era budget cuts. She recommended dozens of reforms. Impressed by Spears' assessment of the agency, Baker recruited her to come to Massachusetts, head the child welfare agency, and implement her proposed reforms-and he promised to give her his backing. No sooner had she arrived than three disturbing new cases-two child fatalities and one near-fatality-dealt another body blow to public confidence in the DCF. At this point, the Governor decided the DCF needed more than reform-it needed an emergency intervention and a very fast turnaround. He sent his Chief of Staff and "fix-it specialist," Steve Kadish, to collaborate with Spears in righting the state's child protection ship as quickly as possible, with a high-octane all-hands-on-deck staffing-and-reform effort, using a popular project management tool called Agile/Scrum. For Spears and her team, the attention from on-high was both a source of pressure and a rare opportunity to bypass some of the usual impediments to rapid change in state government. She decided to lean in, and that meant figuring out how to make effective use of Agile/Scrum-initially created to speed product development in the competitive technology sector-in a very different environment: an agency of social workers working with complex family struggles and kids in need of protection and services. HKS 2251.0.

The Paris Agreement, which came into force on November 4, 2016, applied to Hong Kong, where Kam Sing Wong had been secretary for the environment of the HKSARG since July 2012. Wong wanted every business sector and household to embark on a new low carbon journey through cleaner energy, energy conservation, and green commuting and to nurture a "use less, waste less" culture. On June 8, 2022, Wong had to announce an increase in the charge Hong Kong shoppers paid to retailers for each plastic shopping bag they used, which was currently set at HK$0.50 (US$0.06). Even if Wong doubled the amount to HK$1.00, this would still be a small amount in absolute terms. What messages would be necessary in order to communicate to people the importance of using less plastic? Wong had to make a big decision about how much of a change to make to this small amount of HK$0.50. A small change in the actions of each citizen of Hong Kong could potentially be amplified into a large amount of absolute waste reduction.

In December 2022, Jack Munroe, president of Munroe Homes Ltd. (Munroe), is trying to determine if his firm should take on a new development called Creekside Estates near Caledon Village, Ontario. Munroe began as a builder of modest homes on a large scale; the Creekside Estates opportunity involved developing high-end custom homes. Jack’s decision will have a significant effect on Munroe’s future strategy. Munroe can stay within its comfort zone and continue building large numbers of entry-level or mid-level homes or the company can choose to move into the high-end custom home segment. Jack needs to consider what changes will be necessary to position the Creekside Estates opportunity for success.

The case describes the relaunch of the popular bubble tea franchise Gong Cha in Singapore in December 2017. This was seven months after its 80 outlets were converted, within a week, into a new chain named LiHO TEA by the former Gong Cha franchisee. Kang Puay Seng, the new franchisee, had the advantage of a large loyal customer base waiting for Gong Cha's return, but also faced the challenge of balancing the expectations of the existing base of Gong Cha loyalists with the changes occurring in the fast-changing bubble tea market. In addition, he had to find new locations in an increasingly competitive market in which mall owners were now allowing multiple bubble tea brands to operate in the same mall. The COVID-19 crisis in 2020-21 was another shock that the franchise had to adapt to, especially during a two-month lockdown period. In 2022, five years after the relaunch, the bubble tea market seemed to continue attracting new entrants, with over 60 brands operating in Singapore. The case describes innovations in menu additions, retail format, and service model that have kept the Gong Cha brand popular in a competitive market. The challenge ahead is to continue to innovate as the bubble tea market would likely consolidate in the years to come.

This spreadsheet supplement corresponds to Exhibit 17 (Change in Biogen Valuation from Aducanumab Approval) from Case 623-046 "Biogen and the Aduhelm Melee."

The founders of Dutch professional services firm Schuberg Philis, and the new leadership team entrusted with the day-to-day management, must set the path forward in 2019. The company has grown into a €70 million revenue strong IT provider with top ranks in the industry's yearly customer satisfaction surveys, yet its journey has not been without bumps. In 2010, it had to stop customer acquisition for a few years, as mounting workload and their 100% commitment to satisfy customers put too much pressure on its teams. Despite adjustments to its culture with more focus on employees as well as customers, tensions built up again during the next growth phase, leading to a reorganization with leadership handover in 2017 to become more scalable. Two years later, the founders and their management team now have to decide if their organization is ready for another ambitious growth plan, aiming for a 5-fold growth in staff and revenues by 2025.

Three years into their "Ambition" growth plan, in 2022, the management team of Dutch professional service firm Schuberg Philis is taking stock. The global COVID-19 pandemic and other headwinds required adjustments to their growth targets, but they believe that their organization's strong performance throughout these uncertain times, as well as their now more human-centric culture, make them well positioned to meet whatever challenges may lay ahead.

Early detection of weak external signals is increasingly critical for strategic agility. While many organizations scan for weak signals, most dismiss them as anomalies, principally due to poor amplification strategies. Several challenges hinder the necessary amplification and sensemaking of weak signals for organizational awareness. This article analyzes 139 proof-of-concept projects with startups and 15 interviews with executives involved in the projects at a leading German mobility corporation, and it reveals four actions to amplify weak external signals, thereby enhancing organizational hyper-awareness. It illustrates the actions with examples and presents the implications for both weak signals and strategic agility management.