The share price of EOH Holdings Ltd. (EOH), a company listed on the Johannesburg Stock Exchange and Africa's largest technology service provider, decreased by over 30 per cent in December 2017 following allegations of fraud in relation to a corporate action within the group. Despite strong denials by the then-group chief executive officer (CEO), Zunaid Mayet, EOH's market value continued to plummet, from a peak of 22 billion South African rand to 4 billion. In September 2018, Mayet was replaced as group CEO by Stephen van Coller, a former banker and telecommunications executive, who recruited a new executive team, replaced the board, and contracted out an unfettered internal corruption investigation. By June 2020, van Coller was wondering whether he and his management team had done enough to prove to the market that EOH was an organization once again worthy of trust and investment. Had they taken sufficient steps to restore EOH's reputation? Had they earned the right to push the board to approve the next phase of EOH's turnaround?

Boursify, a young start-up based in Montreal, Quebec, developed stock market simulation software based on fictitious, custom-designed scenarios. It based its simulations on an event-driven format, which differentiated its software from standard stock market simulation software, but required specific logistics for its implementation. The start-up made technological investments in its platform and carried out simulations for several segments, including university student associations, high schools and colleges, and private companies. Each of these segments required an adaptation of the service offer, and Boursify had been unable to identify which of these segments would be most conducive to its growth. At the same time, Boursify's president was considering an alternative target educational business simulation software. He now must make two crucial decisions: the direction the company should take, and the action plan needed to ensure the company's success.

Greenpac (Singapore) Private Limited (Greenpac) was a green packaging solution provider led by the founder and chief executive officer. Under her vision, Greenpac aimed to become a world-class knowledge-based company that offered innovative and environmentally friendly packaging solutions. Greenpac was also a champion of corporate social responsibility (CSR), advocating for environmental sustainability and social issues. In 2019, the head of the CSR team was tasked with evaluating the company's current CSR efforts and suggesting strategies to advance Greenpac's CSR efforts. She has the results of three published evaluation frameworks to use and an engagement survey of company employees and executives.

To prepare for each year's NFL draft, each team creates a "model" for player selection. This involves developing a holistic view of every player (especially those the team is most interested in), such that it can compare two different players. In this exercise, students are tasked with building and operationalizing (but not actually collecting the data or testing) a model for player selection in the NFL draft, including deciding on the dependent and independent variables.

In this exercise, students are put into the role of newly appointed general manager of an NFL team and must use the data provided to conduct draft research and make a tentative decision for their team's first four picks in the NFL draft. The data show the team's prospect analysis and include each prospect's grade on the 1-100 scale (and thus tier) and ranking among other prospects that play the same position. Their task is to consider all information summarized, review the information about the dozen or so best prospects likely to be available when they select in each of the first four rounds, and make their decisions about what to do in each round. The companion exercise (UVA-OB-1367) is from the head coach's perspective, and the two can be used in a negotiation scenario.

In this exercise, students are put into the role of head coach of an NFL team and must use the data provided to conduct draft research and make a tentative decision for their team's first four picks in the NFL draft. The data show the team's prospect analysis and include each prospect's grade on the 1-100 scale (and thus tier) and ranking among other prospects that play the same position. Their task is to consider all information summarized, review the information about the dozen or so best prospects likely to be available when they select in each of the first four rounds, and make their decisions about what to do in each round. The companion exercise (UVA-OB-1366) is from the newly appointed general manager's perspective, and the two can be used in a negotiation scenario.

for lucrative prison contracts. Prison and jail operators valued not only the telecommunications platform and the service it provided to inmates and their families, but also the commissions they received in the contracts, which helped to fund their budgets. This industry structure led to mostly rising telecommunications prices being passed on to inmates and their families, even while telecom prices outside of prison had plummeted. Inmates and their families wanted the highest degree of access at the lowest possible price, particularly at a time when the world was recovering from a pandemic. The case provides rich data for students to consider fundamental questions like: Is the current system fair to all stakeholders? Who should pay for prison communications-inmates and their families or the taxpayer? Under what corporate conditions is it possible to do good and do well? Criminal-justice advocates had worked for years to push back against the high price of inmate communications, which they argued caused loved ones to cut off contact with the inmate in order to save money-something that could contribute to mental health issues and increase recidivism. In 2021, the issue seemed to be coming to a head. Aventiv, which had grown through acquisition to become one of the largest prison communication providers (40% market share), had been bought in 2017 by Platinum Equity (Platinum), which was soon targeted by activists for change. In response, Platinum had pledged to make existing telecommunications products more affordable and accessible. It also planned to expand Aventiv beyond telecommunications and into tablet and related technology that would offer education, entertainment, job training, and post-incarceration products and services that would benefit inmates on the inside and help reduce recidivism once they were released. The transformation program represented a significant decision by Platinum to lean into the issues facing the industry, rather than run away from

The case describes a situation facing Mikul Patel and Rahul Mirdha, the co-founders of Moodcafe, an online mental healthcare service provider. They had to choose between the two angel investors and negotiate the terms and conditions for funding their start-up. In September 2018, they started Moodcafe to provide services to people struggling with mental health issues. The case mentions several crucial decisions in a start-up's journey that are related to "minimum viable product", "adding more features to the platform", "proof-of-concept testing of the product in the market", "building a core team" and "deciding on equity division between the co-founders". The co-founders need to raise funds from angel investors to test the product at the country level. They need to choose between the two angel investors and decide the terms and conditions of seeking investment.

As incoming President and CEO of the National Urban League in 2003, Marc Morial believed that promoting racial equity in corporate America was a natural part of the organization's remit. In the latter third of the 20th century, the NUL had helped individual African Americans secure employment in a number of major industries, but these successes were hard-won, time-consuming, and, most frustrating, isolated. Morial wanted to push corporations to move beyond their one-off diversity improvements to institute sustained, systemic advances. Yet how exactly to do that was not so clear. Despite its longtime relationships in corporate America, the National Urban League did not have any obvious leverage to push its diversity mission. But Morial found a way to increase the NUL's bargaining position in two ways: one, by joining forces with other civil rights groups and two, by seizing on moments when a company needed permission for an acquisition or merger. This leadership case focuses squarely on Morial and his thinking. It includes descriptions of Morial's personal and family background in New Orleans during the 1960s, a time of racial change and difficulty, and it includes background about the history of the National Urban League and its challenges to meet the 21st century civil rights landscape.

The ongoing global supply chain crisis caused by the COVID-19 pandemic shows no sign of abating. And although many media outlets have blamed pandemic shortages on companies' practice of just-in-time inventory management, abandoning it would do little to help current supply chain problems. The author points to two other overarching causes of product and parts shortages: suppliers' inability to adjust to soaring demand, and government interventions.

In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?

In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?

Community Solutions was an anti-homelessness nonprofit founded in 2011 after protagonist Rosanne Haggerty grew frustrated with the limited impact of traditional housing and outreach strategies. It set an ambitious goal, reached in some partner communities, of ending homelessness. Its Built for Zero methodology helped communities across the U.S. improve their data collection, outreach, and provision of homelessness services, improving on often inefficient government processes and piecemeal solutions. The case focuses on the awarding, in April 2021, of $100 million from the MacArthur Foundation's 100% Change grant competition, and how Haggerty and her team prioritized projects and spending opportunities to maximize the grant's impact.

Greenturn Idea Factory (GIF) was a start-up based in Kerala, India, that manufactured and marketed green energy products. Greeniee, a wireless device for monitoring electricity consumption, was GIF’s flagship product in the portfolio. Other products included rooftop solar panels and waste-to-energy conversion devices. Sajil Peethambaran, chief technology officer of GIF, was deliberating on a strategy to servitize Greeniee for potential market segments, either as an augmented product or by bundling it with other offerings.

In March 2021, faced with emphatic calls from a minority group of dissatisfied investors worried about Danone SA’s poor financial performance, Danone’s board of directors asked Emmanuel Faber, Danone’s chair and chief executive officer (CEO), to step down from his leadership position.<br><br>Danone had a long history of being a purpose-driven company, and Faber’s personal values mirrored the company’s values. Why did a historically purpose-driven company succumb to the demands of a minority of shareholders? How would Faber’s departure affect the general movement toward responsible capitalism? Was his strategy justifiable and should it be continued or rejigged under a new CEO?

Spreadsheet to accompany product W25287.

The novel coronavirus disease 2019 (COVID-19) pandemic continued worldwide in 2021, and health experts were aware that the virus (severe acute respiratory syndrome coronavirus 2 [SARS-CoV-2]) could be transmitted between humans and mink. In light of this, Denmark had controversially ordered the killing of 17 million mink out of concern that mutations to the virus posed a risk to the effectiveness of any future COVID-19 vaccines. In early 2021, mink farmers across multiple countries were left wondering whether a mass cull was likely to also take place in their countries. In Canada, for example, mink farmers affiliated with the Canada Mink Breeders Association wondered if it was necessary to do the same in Canada. Was there another way? Or was culling mink the only way to protect the health of human populations?

In early 2019, Chrystopher Jesse, a student at Jomo Kenyatta University of Agriculture and Technology in Nakuru, Kenya, inherited a 10-acre piece of land outside the city. With his degree in procurement nearing its completion and a competitive job market awaiting him after graduation, Jesse now faced the decision of whether to sell the land or use it to begin operations as a small-scale farmer. This venture, if successful, had the potential to represent a portion or all of Jesse’s full-time income over the long term.<br><br>As part of his overall decision, Jesse needed to consider two key options: Assuming he chose to start the farm, Jesse needed to decide whether to plant potatoes or carrots. After deciding which crop to plant, he would then have to decide whether to irrigate the land or not.

The case follows the Children Cancer Hospital in Egypt, also known as Hospital 57357, as it goes through the roll-out of a new performance management system, which Dr. Sherif Abouel Naga, founder and CEO of the hospital, had championed. This was a critical juncture as the largest pediatric cancer hospital in the world was transitioning from a traditional, relatively informal operating style to a performance management system that was tightly structured and data driven. Dr. Abouel Naga had tasked a newly assembled management team with defining a strategy to ensure that 57357 remained a world leader in quality healthcare for children with cancer in an evolving and uncertain market landscape. While Dr. Abouel Naga was confident that a system that measured each individual's contribution to the strategy would make a difference in the overall performance of the organization, critics worried about how employees might respond to the tight structure that came with this system. How could they ensure there would still be plenty of room for creativity and innovation, which were so important in the delivery of care? Would the new system allow to adapt quickly to evolving market conditions without generating confusion among the staff?

As Commonwealth Bank (CommBank) CEO Matt Comyn delivered the full financial year results in August 2021 over videoconference, it took less than two minutes for him to make his first mention of the organization's Customer Engagement Engine (CEE), the AI-driven customer experience platform. With full cross-channel integration, CEE operated using 450 machine learning models that learned from a total of 157 billion data points. Against the backdrop of a once-in-a century global pandemic, CEE had helped the Group deliver a strong financial performance while also supporting customers with assistance packages designed in response to the coronavirus outbreak. Six years earlier, in 2015, financial services were embarking on a transformation driven by the increased availability and standardization of data and artificial intelligence (AI). Speed, access and price, once key differentiators for attracting and retaining customers, had been commoditized by AI, and new differentiators such as customization and enhanced interactions were expected. Seeking to create value for customers through an efficient, data-driven practice, CommBank leveraged existing channels of operations. Angus Sullivan, Group Executive of Retail Banking, remarked, "How do we, over thousands of interactions, try and generate the same outcomes as from a really in-depth, one-to-one conversation?" The leadership team began to make key investments in data and infrastructure. While some headway had been made, newly appointed Chief Data and Analytics Officer, Andrew McMullan, was brought in to catalyze the process and progress of the leadership's vision for a new customer experience.