The case documents the genesis and development of Israel Secondary Fund (ISF), an innovative venture capital secondary fund operating in Israel, a country dubbed "the start-up nation" for its very dynamic technology sector, in particular in leading-edge applications such as drones, cybersecurity, avionics, advanced materials, software, etc. It offers an exciting exploration of the inner workings of the Israeli venture capital industry through the eyes of a pioneer of its secondaries market. To operate effectively, secondaries funds need to master all dimensions of the industry, facilitating deals and providing liquidity between general and limited partners. The brainchild of two pioneers of Israel's nascent venture capital industry, ISF was launched in 2008 and grew to become the second-largest Israeli secondary fund, with a focus on technology. In February 2021, the fund sold one of its most significant positions, an investment in MyHeritage, generating exceptional internal rates of return for the fund and validating the fund's original business model of providing valuable liquidity to the country's venture capital industry. But the exit brought about new strategic questions: Was the original business model adapted to the new post-pandemic environment? What adjustments could they make to increase the attractiveness of the vehicle to global institutional investors? What would be the optimal size of the next fund to be raised soon, ISF III? What else could be done to facilitate the fund manager's scaling up?

Supplements "SolarWinds Confronts Sunburst" (723-357, -368) to provide context on types of cyberattacks and their costs, as well as-at the time of the Sunburst cyberattack in December 2020-the fragmentary regulatory regimes through which U.S. states and regulatory agencies attempted to encourage disclosure of cyberattacks and pursue enforcement action against negligence in failing to adequately safeguard personally identifiable information (PII), payment card information (PCI), and protected health information (PHI).

Shinya Deguchi, Founder and Managing Partner of Star Magnolia Capital, a Shanghai-based multi-family office (MFO), considered how to convince a new prospective family that the MFO's endowment model approach would best suit their needs. In recent decades, there has been a rapid growth of Chinese high net worth individuals, and mainland China faced a shortage of services available to their families. Deguchi believed that Star Magnolia would not only help the MFO's families build wealth over generations through the endowment approach but also possessed the capability to recruit the top and most diligent investment managers in the field. How could he introduce and convince the family of his conviction? In what cases did Star Magnolia offer a competitive advantage as a MFO over individual SFOs? Furthermore, as the MFO continued to grow, how could all member families ensure that their interests remained aligned into the future? At the end of the day, what 'pitch' could Deguchi offer to win the family over?

The Commission on Presidential Debates (CPD) has organized the presidential and vice-presidential debates in the United States since 1988. In the spring of 2022, the Republican National Committee threatened to bar their nominees from participating in any CPD-sponsored debates in the upcoming election. The CPD must decide how to handle this challenge.

Mentors seldom use their roles to engage in identity work that celebrates the unique characteristics of their mentees. But research shows that mentors have a critical opportunity to redefine the often-gendered rhetoric of success that rewards ideal working at the cost of well-being. Drawing from a recent study, the authors offer tips for mentors and mentees on challenging toxic behaviors and unreasonable expectations and instead prioritizing health, well-being, and equity.

This technical note addresses when and how gender is relevant in a negotiation setting. It provides an up-to-date summary of existing research as well as advice for practitioners (particularly those identifying and/or presenting as women) as they navigate their careers. This note can be used in general negotiation courses (undergraduate, MBA, or executive education) or in programming specific to women in leadership. It is currently used in the Darden Executive Education program "Women in Leadership."

Jennie O'Keefe and Chris Johnson, owners of Rough Waters Brewing Company, were deliberating how to make further inroads into an increasingly competitive provincial craft beer market. The new entrepreneurs were at a crossroads as they considered several possibilities for business growth in the face of a highly uncertain environment that included an unfavourable economic outlook and a global pandemic. They knew there were many things to consider in weighing their options, and that they did not have all the information they wanted or needed to confidently decide. O'Keefe and Johnson needed a framework to guide their decision-making in charting the best course for the brewery in the midst of so many unknowns. 

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for Homebuyer 1, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for Homebuyer 2, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for Homebuyer 3, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for iBuyer 1, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for iBuyer 2, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for iBuyer 3, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the updated confidential information for homebuyers, to be distributed for a second round of play. It is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the updated confidential information for iBuyers, to be distributed for a second round of play. It is one of eight role documents to be assigned to students in the simulation.

Indian Railways (IR) has been slow in innovation. The competition from other modes of transport has posed new challenges to IR. Railways worldwide have taken help from startups to develop innovative solutions to improve railway operations. Such collaborations have helped in leveraging the technical expertise of startups in domains which are non-conventional for railways to develop in-house. These collaborations have been made possible by funding startups through various investment channels.

Case A reviews Amazon's location choices from its founding in 1994 to 2017, explaining how it moved its offices from Bellevue, Washington, to various Seattle locations, eventually establishing campuses in South Lake Union in 2010 and then in downtown Seattle in 2016. The case then explores Amazon's strategic plan to establish a second headquarters in another North American city, illustrating the complex relationship between cities and major corporations. Case B describes Amazon's cancellation of its New York project, how the company was affected by local zoning laws and urban politics, and how various local interest groups responded to its plan. The subject of the case is business-government relations at the city level.

Case A reviews Amazon's location choices from its founding in 1994 to 2017, explaining how it moved its offices from Bellevue, Washington, to various Seattle locations, eventually establishing campuses in South Lake Union in 2010 and then in downtown Seattle in 2016. The case then explores Amazon's strategic plan to establish a second headquarters in another North American city, illustrating the complex relationship between cities and major corporations. Case B describes Amazon's cancellation of its New York project, how the company was affected by local zoning laws and urban politics, and how various local interest groups responded to its plan. The subject of the case is business-government relations at the city level.

This case series was developed around QuMei's takeover bid for Ekornes ASA, a company headquartered in Norway. QuMei, the Chinese furnishings manufacturer established in 1993 and listed on Shanghai Stock Exchange in 2015, was the promoter of the takeover bid. In the same year, it introduced its "New QuMei" strategy, pivoting from a pure furnishings supplier to a content and service supplier in the furnishings industry. The target company, Ekornes, was a prime Norwegian furnishings manufacturer with four affiliate brands, including "Stressless", known as the "most comfortable chair in the world". It also had vast market bases in Europe and America. Case A mainly discusses the reasons behind QuMei's takeover of Ekornes. First, it explores why QuMei opted for acquisition rather than organic growth. Second, having decided to take the acquisition route, how did it choose Ekornes as its target. Finally, the case examines the feasibility of the takeover and potential ensuing risks. Based on case discussions, students are given the chance to analyze the logic behind takeovers, how target companies are selected, how takeovers take different forms depending on purpose, and how to analyze and avoid potential risks that may be involved. Case (B) focuses on the transaction arrangements in QuMei's takeover of Ekornes: was Ekornes suitably valued? How would QuMei reach a consensus with the target company's shareholders regarding the reasonable consideration for takeover? Then, after valuation, how should the transaction be funded and structured? By the end of 2017, QuMei's assets were at ¥2.1 billion, while its overseas sales were a mere ¥4.87 million. In contrast, Ekornes's assets were valued at over ¥4 billion. This case therefore can be reference for practical problem-solving in acquisition of snake swallowing elephant.