A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

This note complements Note on Logistic Regression, product #9B10E005 and Note on Logistic Regression - The Binomial Case, product #9B10E012. The focus of this note is to show how to calculate the associated p-values of the estimated beta coefficients using Microsoft Excel. It also illustrates the procedure based on the example from the Note on Logistic Regression - The Binomial Case.

The chief executive officer (CEO) of TriDev Realty Partners, was considering an offer of $22.5 million that she had received for TriDev's Uptown Plaza shopping centre. Although she was looking to divest the property within a year, and the offer appeared attractive based on current income levels, she knew that a number of lease renewals were pending, which could increase the value of the property. Should the CEO sell now or wait until the lease renewals were in place?

The chief executive officer (CEO) of East Cameron Partners LP, is interested in raising capital to buy out his existing 50 per cent partner thereby regaining control of the firm and enabling him to finance new growth. Because of the risky nature of the oil and gas business and relatively small size of East Cameron, the CEO has limited alternatives available to him. The case discusses the standard alternatives available to small and medium sized enterprises to raise capital but it also provides particular focus on a new alternative, a Sukuk Bond.

In early January, 2009 the president of Invesco Trimark Ltd. (Invesco Trimark) was optimistic about the year ahead, particularly when compared to the perfect storm of 2008. That year saw global investment markets in turmoil, and Invesco Trimark's mutual fund assets had plummeted to almost half its value. The president and his team had spent nearly a year working and re-working a new product launch and by 2009 thought they had developed a unique and differentiated idea that would be difficult for the competition to replicate. This idea was to introduce to the Canadian market a suite of exchange-traded funds (ETFs) built around investments managed by Invesco Trimark's sister company in the United States. This new product combined key features of ETFs traded on U.S. exchanges with key features of Canadian mutual funds. As innovative and exciting as ETFs promised to be, the president knew that it would be met with reservation from Invesco Trimark's traditional mutual fund distributors who remained skeptical. The president wondered how best to communicate the new product idea given the contradictory and competing ideas that existed not only in the market but in his own firm. Was it possible for mutual funds and ETFs to co-exist?

Recent dramatic global events suggest that the future financial landscape will be much different than what we see today. In a world where money, people and ideas can move faster than ever before, even the smallest events can have a tremendous impact on the entire world. The report outlines key categories that will have significant impact on tomorrow's world in order to better inform today's investor. Topics of the discussion include new financial regulations; emerging markets; challenges in the developed world; new technologies; socially responsible investing; and social media and the speed of information dissemination.

Recent dramatic global events suggest that the future financial landscape will be much different than what we see today. In a world where money, people and ideas can move faster than ever before, even the smallest events can have a tremendous impact on the entire world. The report outlines key categories that will have significant impact on tomorrow's world in order to better inform today's investor. Topics of discussion include demographics with a focus on the baby boomer generation; regulatory changes; new technologies; complex trading instruments; the green movement; and the communication age.

This exercise is based on the popular group game "Mafia" and is designed to give students a broad introduction to multiple theories of influence and to challenge their instincts about which techniques are the most powerful and how they may be employed. In this version, two section-mates have been linked to the vandalizing of school property. Students are secretly assigned to different roles (e.g., Moderator, Vandals, Leadership and Values Representative, and Innocent Section Members), and the object of the game is for the players to debate the identities of the Vandals and vote to eliminate suspects.

In Part A, Valley Systems, a computer hardware company which manufactures high performance internetworking systems, was six months post-IPO and struggling to make their quarterly earnings. Matt Tucker, the company's CEO, was very concerned about the negative impacts of missing their numbers (especially so closely following their IPO) and evaluated the option of swapping some larger deliveries in the next quarter with smaller deliveries in the current quarter to achieve their target revenues. The students are asked to determine what they would do in Tucker's situation and discuss the implications of their decision on the business, investors and employees. Part B reveals that Tucker and his team did decide to adjust their delivery schedule to meet their numbers. Now, two quarters later, the company is in the same predicament-they were almost certain to miss their numbers resulting in low employee morale and high investor anxiety. Once again, Tucker is faced with the question of how to best manage the situation. He considers the option of optimizing the product delivery schedule based on product mix and profit margin. Students are asked to decide whether this "schedule optimization" strategy is good business or revenue manipulation as well as to consider the implications on sales reps and the overall health of the business.

In Part A, Valley Systems, a computer hardware company which manufactures high performance internetworking systems, was six months post-IPO and struggling to make their quarterly earnings. Matt Tucker, the company's CEO, was very concerned about the negative impacts of missing their numbers (especially so closely following their IPO) and evaluated the option of swapping some larger deliveries in the next quarter with smaller deliveries in the current quarter to achieve their target revenues. The students are asked to determine what they would do in Tucker's situation and discuss the implications of their decision on the business, investors and employees. Part B reveals that Tucker and his team did decide to adjust their delivery schedule to meet their numbers. Now, two quarters later, the company is in the same predicament-they were almost certain to miss their numbers resulting in low employee morale and high investor anxiety. Once again, Tucker is faced with the question of how to best manage the situation. He considers the option of optimizing the product delivery schedule based on product mix and profit margin. Students are asked to decide whether this "schedule optimization" strategy is good business or revenue manipulation as well as to consider the implications on sales reps and the overall health of the business.

This case affords students of strategic management a rare inside look at the consequential political and logistical choices that international relief agencies must often make, at high speed, when responding to a humanitarian crisis. It traces the efforts of AmeriCares to find an effective way-in the midst of a tense international standoff-to work with the embattled and resistant military government of Myanmar in order to bring help to the country's Ayeyarwady Delta in May 2008, when the region was struck by one of the deadliest cyclones ever recorded. Through the story of a relatively junior relief coordinator on the ground in Yangon, this case tells the unfolding tale of AmeriCares' effort to bring a $1 million, 15-ton shipment of pharmaceuticals and supplies into the country and then get it into the hands of effective on-the-ground relief agencies. While some relief organizations challenged the government, or tried to work around it, AmeriCares devoted itself to working within the system. At every step, however, the organization faced strategic choices and dilemmas and, in the end, had to decide what to do when, hours before its air shipment was due to land, the Myanmar government suddenly adopted a new policy requiring all relief shipments to be impounded for inspection by the government on arrival. The case is structured as a cliff-hanger, to allow students to bring a critical, appraising eye to the different facets of AmeriCares' approach before they learn whether or not it was a success. A brief sequel, revealing what happened, may either be summarized in class or handed out at the end of class. HKS Case Number 1931.0

This case affords students of strategic management a rare inside look at the consequential political and logistical choices that international relief agencies must often make, at high speed, when responding to a humanitarian crisis. It traces the efforts of AmeriCares to find an effective way-in the midst of a tense international standoff-to work with the embattled and resistant military government of Myanmar in order to bring help to the country's Ayeyarwady Delta in May 2008, when the region was struck by one of the deadliest cyclones ever recorded. Through the story of a relatively junior relief coordinator on the ground in Yangon, this case tells the unfolding tale of AmeriCares' effort to bring a $1 million, 15-ton shipment of pharmaceuticals and supplies into the country and then get it into the hands of effective on-the-ground relief agencies. While some relief organizations challenged the government, or tried to work around it, AmeriCares devoted itself to working within the system. At every step, however, the organization faced strategic choices and dilemmas and, in the end, had to decide what to do when, hours before its air shipment was due to land, the Myanmar government suddenly adopted a new policy requiring all relief shipments to be impounded for inspection by the government on arrival. The case is structured as a cliff-hanger, to allow students to bring a critical, appraising eye to the different facets of AmeriCares' approach before they learn whether or not it was a success. A brief sequel, revealing what happened, may either be summarized in class or handed out at the end of class. HKS Case Number 1931.1

The South-African founder of Yola, a San Francisco-based company that provides simple website creation software, has developed a vibrant business that went from eight to more than 40 employees in only a year. He has secured two rounds of funding from a South African venture capitalist, and the growth in the Yola user base has been exceeding that predicted in the business plan. Yet the business faces multiple challenges. There are offices in both Cape Town (because of both personal ties and a substantial cost advantage) and San Francisco (because of the need to be connected to the heart of the industry), but managing across a 10-hour time difference is challenging. The rapid growth in employees is also placing demands on the company in terms of integrating people into the culture, and in finding an appropriate organization structure. The business model for online offerings is also not yet established, and Yola has to deal with substantial complexity in terms of its revenue models. In addition, the market place is heating up, and Yola may be losing its relative position in the market place.The case maps the challenges of managing a successful company in an emerging and fast-growing industry, and specifically focuses on the integrated decisions that an entrepreneur has to take.