It provides an overview of the digitalization of other BUs of the L&T group. The digital teams in the various BUs were organized in a decentralized manner; they reported to the CEOs of their respective businesses. At the same time, strong processes and mechanisms were set up to foster coordination, knowledge sharing, and mentoring from the central digital hub. Over the next few months, the non- construction businesses were able to move quickly and successfully implement several digital initiatives. These included solutions that were designed to facilitate the safety of people in work locations during the COVID-19 pandemic. Having reached this juncture, L&T turned its focus to two key agenda items: Diffusing and strengthening the digital mindset and culture in the organization, and Systematic tracking of benefit realization across BUs. CEO was also keen to look at different options to enhance digital effectiveness.

Systems thinking is a discipline that emerged in the 20th century as a way to understand the complex interrelationships among various players and dynamics within an industry or field that resist simple, reductionist thinking. The big challenges we face play out in complex social-environmental systems, and the strength of systems thinking is in widening the perspective to see the fundamental relationships and dynamics that enable us to address challenges at the root cause rather than at the surface. The course note summarizes the core concepts of systems thinking and its application to the field of social innovation for students looking to understand how to identify opportunities for systemic change of complex and at times seemingly intractable problems.

Set in April 2021, this case tells the story of Mauro Botta, a senior manager at PricewaterhouseCoopers (PwC). In 2016, Botta filed a whistleblower claim with the U.S. Securities and Exchange Commission, alleging that PwC had failed to fulfill its obligations to remain independent on several audits dating back to 2012. In 2017, PwC fired Botta. While PwC claimed that the decision had nothing to do with the SEC complaint, Botta believed that the move was retaliatory. In March 2018, he sued PwC for wrongful termination.

Oscar Ramirez, an employee at the Whole Nine Yards Construction & Landscaping Company, has been assigned to manage the remodel of Mayor Lawrence's family estate, which locals call ""Lawrence Lair."" One member of his team is his nephew, Martin Fuentes, who is in need of both summer work and a mentor. When Fuentes arrives at Lawrence Lair for one of his final days of work, Poppy Lawrence, the mayor's wife, asks him to accompany her on her errands. As the two make their way to different department stores, Fuentes tries to convert numbers he notices into algebraic expressions and equations. At the end of the day, Fuentes receives a text from Ramirez telling him to hurry back to Lawrence Lair, and Fuentes needs to figure out how quickly he has to drive in order to make it back in time. This case is designed to be taught in a math literacy course for non-MBA audiences. Although it can be used alone, it was created as the fifth in a module of five cases total. It builds on the learnings in "What Are the Odds?" (UVA-G-0655).

Oscar Ramirez, an employee at the Whole Nine Yards Construction & Landscaping Company, has been assigned to manage the remodel of Mayor Lawrence's family estate, which locals call ""Lawrence Lair."" One member of his team is his nephew, Martin Fuentes, who is in need of both summer work and a mentor. Francesca Hugo, the head architect for the project, is addressing two major redesigns to her original blueprint that the Lawrence family has requested: the roof of the house now needs to include both a turret and a garden-a living roof. Hugo runs into Fuentes as she's considering how to handle these redesigns and asks him to shadow her as she works. Hugo explains to Fuentes the role of measurement in mathematics and the different attributes of two-dimensional (2D) and three-dimensional (3D) figures. When Ramirez joins them in figuring out the additional costs of the turret and the living roof, Fuentes also tries to calculate everything so he can help his uncle and the architect solve the problems they are facing. This case is designed to be taught in a math literacy course for non-MBA audiences. Although it can be used alone, it was created as the third in a module of five cases total. It builds on the learnings in "It's All in the Signs" (UVA-G-0653) and is followed by ""What Are the Odds?"" (UVA-G-0655).

Oscar Ramirez, an employee at the Whole Nine Yards Construction & Landscaping Company, has been assigned to manage the remodel of Mayor Lawrence's family estate, which locals call ""Lawrence Lair."" One member of his team is his nephew, Martin Fuentes, who is in need of both summer work and a mentor. In this case, Fuentes is running late to work because he stayed up late the night before trying to compute several descriptive statistics using the temperature data he's collected from his uncle's ion machine. He tries to figure out the quickest route to work given the traffic light cycles. Once Fuentes makes it to work, he's introduced to Mayor Lawrence, who asks him to calculate several probabilities about his upcoming debate and his likelihood of winning the next election. This case is designed to be taught in a math literacy course for non-MBA audiences. Although it can be used alone, it was created as the fourth in a module of five cases total. It builds on the learnings in "The Living Roof" (UVA-G-0654) and is followed by ""How to Become a Minus"" (UVA-G-0655).

How can companies avoid the agility acceleration trap and align their level of agility with environmental complexity to include reflection and slowness? An answer to this question is pertinent to understanding the real value of agility, which is often equated with speed. This article introduces a framework for analyzing agility through three kinds of change - resilient, versatile, and transformational - with respect to the level of environmental turbulence. The value of this framework is demonstrated by company examples where "agility as slowness" in some areas and "agility as speed" in other dimensions provide a basis for competitive advantages.

This case is inspired by the career experiences of Craig Smith, Group President and Managing Director, International Division, Marriott International. In this role, Craig oversees the international operations of one of the world's leading and largest hospitality companies. He is responsible for Marriott's operations outside of North America. Craig started his career at Marriott and has been with the organization for over three decades. He started his career in housekeeping and then progressively assumed roles with greater responsibility including senior roles across Asia and Latin America. The case is based on a series of interviews conducted with Craig. The interviews identified a series of experiences that shaped Craig's leadership journey, including leading a team during the midst of a catastrophic crisis. The case is organized around these pivotal experiences and through these stories students gain an insightful and personal perspective on aspects of leadership, specifically authentic leadership and servant leadership. Additionally, the case can also be used to explore the importance of inculcating a strategic perspective in planning and developing one's career. Craig's richness of experience contributes to a case that is suitable and interesting for a wide range of participants, including undergraduate, MBA, and executive level students.

The "1mg" case focuses on a key strategic dilemma of an entrepreneur in times of digitalization. Should 1mg be just an e-pharmacy and designed as pure pipeline business, a marketplace or be a hybrid between these two? Should it adhere to the current stakeholder constellation, or should the needs of patients, and no longer those of doctors and hospitals, be at the centre of the healthcare ecosystem? India's healthcare market in 2014 was expected to grow with 14% CAGR reaching by 158B$. E-pharmacies not only enjoyed the support of the national government to reduce costs and improve quality of medication, but also to increase access to people in rural areas, comply with India regulation and increase sales tax collection. Traditional pharmacies were regulated under the Drug & Cosmetics Act whereas e-pharmacies were regulated under the IT Act. These different regulatory bases created distortion. It was expected that regulation would be clarified and give digitalization a strong boost. That said, the traditional brick and mortar pharmacies were still playing a critical role in the overall supply chain. At the same time a plethora of competitors were attracting funds by international venture capitalists and gain market traction, either based purely on new digital technologies or on their existing healthcare footprint. The case describes the different market segments based on demographics, health habits, age, and combines it with the penetration data of the mobile industry in the life of urban & rural Indians. The case also tackles the question of profitability versus growth and provides all the elements needed for a debate over the business model choice to be implemented.

Oscar Ramirez, an employee at the Whole Nine Yards Construction & Landscaping Company, has just been awarded his first major contract. Ramirez has been assigned to manage the remodel of Mayor Lawrence's family estate, which includes the design and remodeling of the family home as well as the landscaping of the surrounding land. As project manager, Ramirez is in charge of hiring and managing a team of contractors; one member of his team is his nephew, Martin Fuentes, who is in need of both summer work and a mentor. Ramirez spends his first day with Fuentes exposing him to the beauty of mathematics. Fuentes, who once saw mathematics as nothing but rote memorization and a series of nonsensical procedures, begins to see mathematics as a language that can be used to describe relationships that exist in the world around us. As Fuentes develops an appreciation and excitement for mathematics that mirrors Ramirez's love of the subject, Ramirez decides to share with his nephew a new machine that he has been designing and engineering. This case is designed to be taught in a math literacy course for non-MBA audiences. Although it can be used alone, it was created as the first in a module of five cases total. Each subsequent case builds on the material in this one. For the next case in the series, please see Safiya Sinclair, Kimberly Corum, and Gregory B. Fairchild, "It's All in the Signs" (UVA-G-0653).

Oscar Ramirez, an employee at the Whole Nine Yards Construction & Landscaping Company, has been assigned to manage the remodel of Mayor Lawrence's family estate, which locals call ""Lawrence Lair."" One member of his team is his nephew, Martin Fuentes, who is in need of both summer work and a mentor. After showing Fuentes the machine he's been engineering, Ramirez explains positive and negative (signed) numbers to his nephew. Then Fuentes accompanies Ramirez to his first meeting with all the contractors for the Lawrence Lair project, where Ramirez learns that there are two potential setbacks. Fuentes takes the opportunity to try to help his uncle by crunching the numbers to find solutions. This case is designed to be taught in a math literacy course for non-MBA audiences. Although it can be used alone, it was created as the second in a module of five cases total. It builds on the learnings in "A Universal Language" (UVA-G-0652) and is followed by ""The Living Roof"" (UVA-G-0654).

In April 2018, Amit Darekar, director of operations at Hydropack India Pvt. Ltd. (Hydropack), was focused on revamping the company's information technology (IT) infrastructure. This had become crucial in the face of a product design leak resulting from an employee who had left Hydropack to join a rival company and taken valuable data with him in the process. The design that Hydropack had made was for a tender floated by a public sector company. The rival company had submitted the stolen design with a lower bid, putting Hydropack's own bid in jeopardy. Darekar now had to rise to the challenge and ensure that Hydropack implemented secure IT infrastructure and policy to avoid further data leaks in the future. His objective was to ensure that all of Hydropack's data in the form of designs and other confidential documents was suitably protected and accessible only to those who had authorized access.

Spreadsheet supplement for case W21348.

This case is a complement to CIAM: Home-Grown Shareholder Activism in France (A) and describes the events after CIAM learned about a potential misuse of corporate assets at Altice/SFR.

Student Template for case 120072.

This case explores the decision that Bill Ackman, CEO and founder of the hedge fund Pershing Square Capital, was considering in late February 2020 about hedging the exposure of the fund's portfolio from the potential financial fallout ensuing from an extreme event like a global pandemic. Bill Ackman had become increasingly concerned about the hedge fund's exposure to a novel, highly infectious, and lethal coronavirus that was spreading across the globe. Ackman and his team needed to decide whether this was a risk worth hedging, and if so, which hedging instruments would best balance risk mitigation, explicit costs (fees and premia), opportunity costs, and the long-run objectives of the fund. Ackman and his team considered fully liquidating their portfolio, as well as hedging it with futures, options, and credit default swaps. For each alternative, they also needed to determine the optimal size and maturity of the hedging position, after accounting for uncertainty over the trajectory of the virus. This case provides students with ample opportunities to analyze and understand tail risk and how to manage it in practice, including explicit calculations of position sizing, costs, risks, and benefits of hedging alternatives.

This case explores the decision that Bill Ackman, CEO and founder of the hedge fund Pershing Square Capital, was considering in late February 2020 about hedging the exposure of the fund's portfolio from the potential financial fallout ensuing from an extreme event like a global pandemic. Bill Ackman had become increasingly concerned about the hedge fund's exposure to a novel, highly infections, and lethal coronavirus that was spreading across the globe. Ackman and his team needed to decide whether this was a risk worth hedging, and if so, which hedging instruments would best balance risk mitigation, explicit costs (fees and premia), opportunity costs, and the long-run objectives of the fund. Ackman and his team considered fully liquidating their portfolio, as well as hedging it with futures, options, and credit default swaps. For each alternative, they also needed to determine the optimal size and maturity of the hedging position, after accounting for uncertainty over the trajectory of the virus. This case provides students with ample opportunities to analyze and understand tail risk and how to manage it in practice, including explicit calculations of position sizing, costs, risks, and benefits of hedging alternatives.