Nora Khaldi had built a technology "to unlock the power of nature" in the service of extending human lifespan and improving health, and now in April 2020 was debating telling her Board of Directors she wanted to put on ice some of her discoveries. Nuritas, the company she founded in 2014, leveraged artificial intelligence (AI) to find specific peptides―short chains of amino acids―among the trillions that exist in nature and target them for preventing or treating the onset of disease and preserving health for longer. Khaldi worried that getting certain products to market was taking too long and about the potential distraction caused by doing too many projects to serve very distinct industries. Underlying this was her concern that cash would run short if they tried to do it all. She weighed shutting down Nuritas's promising early-stage pharmaceutical projects―including one aimed at treating Glioblastoma, an aggressive brain cancer―to focus on consumer-oriented approaches, like a supplement to improve muscle health and reduce the physical signs of aging. Khaldi contemplated telling her team to cease most of their pharmaceutical work, at least for the time being, and eliminate roles linked to that part of the business.
This field-based case describes Wahoo Fitness's (Wahoo's) data-collection process, focusing especially on the customer survey it used to gain insights into its current and potential customers. One month before businesses across the United States closed due to COVID-19 lockdowns, Wahoo launched the Elemnt Rival GPS smart watch, which catered specifically to triathletes. The team at Wahoo was excited about the potential of this new category. To decide on next steps, the company turned to its roots: data insights. The team started with quantitative data surveys to identify customer segments and extract insights into other market opportunities. The data uncovered potential sports activity customer segments-competitive, social, and leisure. The team wondered: Was now the time to engage with cycling hobbyists or leisure cyclists? Or did it make sense to expand on the initial success of the smart watch and offer more products in the running segment? The case includes a student spreadsheet with survey data, as well as R code scripts for analyzing customer data and noncustomer data. Students utilize Excel to perform a K-means cluster analysis on the survey data, then use the analysis to determine a product expansion strategy and present their findings as if they were on the management team of Wahoo. It is a practical application of a data-driven process for tailoring product offerings and marketing strategy. This case has been taught at Darden in the Master of Science in Business Analytics program and in second-year MBA electives. It would also be suitable in graduate-level marketing or analytics courses, in addition to Executive Education programs.
On July 8, 2019, Barry Robinson, president and managing director of International Operations for Wyndham Destinations Asia Pacific (Wyndham Destinations AP), and Liam Crawley, chief financial officer, were in receipt of a report provided by law firm Baker McKenzie's Corporate Mergers and Acquisitions team. Wyndham Destinations AP was in the process of acquiring the privately held Resort Frontier Co. Ltd., the management company for Sundance Resort Club. Through an affiliated corporate entity, Wyndham Destinations AP would also acquire all the forfeited and unsold points of Sundance Resort Club. This acquisition would represent the vacation ownership and exchange company's first foray into the Japanese market. Crawley and his team would need to undertake comprehensive external and internal financial analyses and discounted cash flow analysis of Sundance and multiples valuations of comparable firms to help Robinson determine a fair offer price.
In 2015, Sundar Pichai was appointed chief executive officer (CEO) of California-based Google LLC (Google), and by December 2019 had also become the CEO of Alphabet Inc., Google's parent company. By June 2021, thirty-six vice-presidents out of 400 executives had quit Alphabet Inc., and Pichai faced criticism from the senior leadership team for his risk-averse decision-making style. Senior executives believed Pichai had made Google more bureaucratic in its operations, even though the company's size and market-based performance had improved under his leadership. In the face of this criticism, what should Pichai do? Should he respond to the criticism? Should he begin to make more risk-aggressive decisions?
Organizations are facing a labor supply problem as they compete for skilled workers, but they can reframe the issue on the demand side. How? By deconstructing jobs into their constituent tasks and considering a wider range of talent options for accomplishing those tasks. Internal talent markets are one such opportunity that allows full-time employees to flow to appropriate work and managers to gain more options to get the work done.
This three-page case is the third update to Henkel: Building a Winning Culture (A). In this supplement, dated 2021, a new CEO has taken over Henkel and implemented a new strategy. His changes to the original performance management system are presented as a new framework for the company going forward.
This case describes the life of P.T. Barnum, widely considered to the be the father of modern advertising and marketing. Barnum showed his genius for business early, selling lottery tickets and confections from his father's store. He went on to found a famous museum of curiosities that attracted millions of visitors and the world's most famous circus. The case describes his unconventional business choices driven by his lifelong desire to make people happy. His entertainment was often controversial, however, leading to spirited in-class discussions.
In December 2021, Toto Wolff, team principal and chief executive officer of the Mercedes-AMG Petronas Formula One team (the 'Mercedes team') is preparing for the start of the 2021 Formula One ('F1') season's last Grand Prix, in the United Arab Emirates. Everything the team has fought for this season is on the line. The Mercedes team is in an excellent position to win an unprecedented eighth consecutive Constructors' Championship, the award for the best overall team effort in F1. Meanwhile, driver Lewis Hamilton is tied with rival team Red Bull's Max Verstappen in points, and with another victory can clinch a record eighth Drivers' Championship, the award for the season's best driver. Win or lose today, the Mercedes team under Wolff's leadership has every reason to claim the title of most successful team in the history of F1, the world's most prestigious motor racing competition-and, with its remarkable seven-going-on-eight-year winning streak, perhaps in all of sports. Will Wolff again lead the Mercedes team to a win? What is the secret to his and his team's success? And with a new set of challenges on the horizon for next season-most notably, a major rule change governing aerodynamics that could upend the teams' competitiveness-how can Wolff and his team ensure that Mercedes stays at the top?
In May 2019, a senior analyst and blogger for a market research firm decided to analyze the performance and pay of various top-rated cricket players in the Indian Premier League. Teams usually spent millions of dollars acquiring players through auctions, and on coaches and other key personnel, as well as promotional campaigns. The analyst had started following the player auctions, where bids on some players had run into millions of US dollars. He wanted to take a more objective and data-driven approach toward analyzing player rankings and how far players' salaries reflected their performance, something that was often ignored by the pundits. The analyst wondered if these claims were at all valid and decided to use data visualization techniques to determine their validity.
In September of 2020, an international business executive at the North Dakota Trade Office was asked by a client company, Dakota Growers Pasta Company Inc., to advise it on how to increase pasta exports to South Korea. Like many other firms in North Dakota, the client faced a number of hurdles to building successful export businesses. These included limited exposure to foreign markets and limited expertise in trade-related regulations and processes, as well as logistical issues. In his role, the business executive aided local companies' efforts to develop and sustain export businesses. The client company now needed to find a new distributor to grow sales in the South Korean market, but selecting the right one required deciding which market segment to focus on first. The business executive had to determine what advice he should he give to his client company about expanding in South Korea.
In May 2019, a senior analyst and blogger for a market research firm decided to analyze the performance and pay of various top-rated cricket players in the Indian Premier League. Teams usually spent millions of dollars acquiring players through auctions, and on coaches and other key personnel, as well as promotional campaigns. The analyst had started following the player auctions, where bids on some players had run into millions of US dollars. He wanted to take a more objective and data-driven approach toward analyzing player rankings and how far players’ salaries reflected their performance, something that was often ignored by the pundits. The analyst wondered if these claims were at all valid and decided to use data visualization techniques to determine their validity.
The case is about the continuous entrepreneurial transformation, over two decades, of a company in terms of increasingly advanced technologies and international product markets. It describes how Geely, a leading player in the global automotive industry, started in the 1980s with its founder capitalizing on a series of opportunities during the time of China's high growth. It illustrates how Geely has evolved its technological competence from low-end refrigerators to high-end electric vehicles and mobility systems by deploying growth strategies as diverse as organic growth, acquisition, and integration of businesses across countries. In the process, Geely has turned itself from a late mover and imitator to a strategic innovator and pacesetter in an industry that faces disruption in terms of technology and customer behavior. The case details the phases of Geely's development (from fridges to motorcycles, from motorcycles to cars, and from cars to EVs and mobility solutions). It tracks how Geely's founder, Li Shufu, created a highly successful enterprise in a rapidly growing home market and realigning global economy. The case recounts episodes characterized by continuous improvement and by radical departures from standard practices. Li's entrepreneurial attitude to leveraging available resources step-by-step toward successful deployment is important in turning an affinity for innovation into a competitive advantage and to benefit from China's large market, powerful stakeholders and growing income. At the end of 2020, in the middle of the pandemic, several large and outsized companies that dominated the headlines about Chinese technology giants had become targets of increasing scrutiny by stakeholders in Chinese society. At the end of the case, students are asked to make a choice: Maintain the status quo of high growth; focus on incrementally increasing the quality of growth; or go for a major change?
Research shows that neurodiverse employees can meet or exceed performance expectations in a supportive workplace, and effective performance feedback is a good tool for creating such an environment. In this article, the authors provide a set of research-based guidelines that can help managers use feedback as a tool that supports increased engagement and performance among all employees, but particularly the neurodiverse.
In April 2021, having just raised $70 million in a Series D funding, Francesco Simoneschi, Co-Founder and CEO of TrueLayer, was thinking about expansion plans. Should the company focus on product innovation, broadening its line-up within the 13 countries in which it operated, or should it look to grow beyond its European base? In the five years since its founding in July 2016, the TrueLayer team had made significant progress, winning customers and opening up new markets. Now they needed to chart the next stage of their growth.