Traumatic events in the workplace, such as violence or natural disasters, leave individuals and organizations reeling and destabilized. However, psychology research points to the phenomenon of post-traumatic growth, whereby such experiences can enable us to develop new capabilities and a more nuanced understanding of the world. The article provides insight into the experience of trauma, and how leaders can help their teams to rebuild with an eye on the future

Established in 1980, Chandos Construction (Chandos), a Canadian general contractor, prioritized inclusivity, collaboration, and innovation. As the largest B Corporation–certified commercial builder in North America, Chandos aimed to create a legacy and promote shared prosperity through employee ownership. The vice-president of Collaborative Construction at Chandos, Jen Hancock, championed initiatives such as lean integration and waste diversion policies. In September 2023, she prepared for a meeting with the project management team to propel sustainable construction initiatives forward. She aimed to advance Chandos’s sustainable construction and believed that integrated project delivery (IPD) could revolutionize the industry, aligning with the company’s goal of achieving net zero by 2040. Despite challenges in wider IPD adoption and collaboration on smaller projects, Chandos saw an opportunity to lead by emphasizing both environmental and human health aspects.

Established in 1980, Chandos Construction (Chandos), a Canadian general contractor, prioritized inclusivity, collaboration, and innovation. As the largest B Corporation-certified commercial builder in North America, Chandos aimed to create a legacy and promote shared prosperity through employee ownership. The vice-president of Collaborative Construction at Chandos, Jen Hancock, championed initiatives such as lean integration and waste diversion policies. In September 2023, she prepared for a meeting with the project management team to propel sustainable construction initiatives forward. She aimed to advance Chandos's sustainable construction and believed that integrated project delivery (IPD) could revolutionize the industry, aligning with the company's goal of achieving net zero by 2040. Despite challenges in wider IPD adoption and collaboration on smaller projects, Chandos saw an opportunity to lead by emphasizing both environmental and human health aspects.

In this note, we cover how bond prices change as yields change. Students are shown that the price of a bond is a function of its promised payments and the prevailing required rate of return by investors: the bond's yield. Since the promised payments are generally fixed, changes in the price of a bond relate to changes in its yield. The note introduces the most common measures of interest-rate risk (the sensitivity of bond prices to changes in yield), the Macauley duration and modified duration, and it guides students through calculating their value for two bonds issued by Amazon.com. At the Darden School of Business, this technical note is taught in the first-year "Valuation in Financial Markets" class; it would also be suitable in a module covering bond pricing and interest rates within the first-year core finance course of an MBA program, or to introduce the pricing of bonds in an investment course.

The case protagonist is preparing for her final interview to be spokesperson for the Institute Office of Communications at the Massachusetts Institute of Technology (MIT). The case is set during a time in which many university presidents are in the spotlight of the debate of freedom of speech on campuses, which includes student and donor debate about the war between Israel and Hamas that started in October 2023. On the morning of January 3, 2024, a news article specifically mentioned MIT's president being under scrutiny. The case requires students to consider the financial models of US institutions of higher education, the role of a university president, and crisis communications. Instructors can use this case in multiple ways, but a clear focus is the communications strategy for MIT. When the university needed to send a message to its community, the case protagonist would be instrumental in deciding who should deliver the message, what the message would be, and which channel(s) MIT would use.

This case introduces the challenges and decision criteria for businesses seeking to sponsor student athletes in the advent of the National Collegiate Athletic Association's (NCAA's) landmark decision to authorize collegiate student athletes to monetize their name, image, and likeness (NIL), just as professional athletes and other celebrities have always done. The case follows Jonathan Cotten, president of Easy Step Enterprises (Easy Step), a franchisee for the Good Feet Store based in Richmond, Virginia, as he explores the possibility of using college athletes as social media influencers to stimulate demand for the Good Feet Store locations his company operates. The primary focus of this case is not on franchisee-franchisor relations, but rather on the strategic decision processes a business must consider when exploring the emerging opportunity to engage college student athletes as social media influencers. Because of their youth and relative inexperience, college student athletes pose different challenges and issues compared to the longer-established engagement of professional athletes and celebrities in similar roles. This case highlights these differences and encourages careful integration of criteria for executing these decisions.

Roger Goodell, commissioner of the National Football League (NFL), needs to determine how the league should proceed in pursuing an international growth strategy. Traditionally, American football has trailed other sports such as basketball in terms of global participation and fan interest. However, under Goodell's leadership, the NFL has played an increasing number of games outside the United States, launched a variety of international marketing programs, and experienced record global viewership. It is Goodell's responsibility to act in the best interests of the 32 league owners who have chosen him as commissioner. The increasing popularity of the NFL outside the United States causes Goodell to wonder just how far the league should go in expanding internationally in the upcoming years. This case focuses on global management, the integration of business strategy, and organizational design in a setting where there is no proven answer or playbook to be followed. The NFL, like many larger and highly successful American organizations, is not lacking for funds, resources, or international opportunities. Yet it is still challenged by the complex task of expanding a highly US-centric product to other parts of the world where people do not have the same familiarity with its offerings. The case offers an opportunity for students to apply fundamental global management skills-cultural and environmental analysis of countries, organizational structure design, and strategy formulation-in an engaging and visible setting. The material in this case also provides instructors an opportunity to compare and contrast the international strategies and operations of the NFL with other organizations. Comparisons can be made to other professional sports leagues (such as the National Hockey League [NHL], National Basketball Association [NBA], Major League Baseball [MLB], Formula 1, and various professional soccer leagues) as well as to prominent multinational organizations of other types.

Bolstered dignity eases the path to constructive problem-solving and collaboration. Four interrelated practices to sustain dignity can help people navigate conflict resolution: deepening acknowledgment, strengthening agency, building reciprocity, and ensuring clarity of path.

DSM (A) and (B) tell the remarkable story of how Helen Mets, EVP of DSM's Resins & Functional Materials business (DRF), generated considerable value for DSM by pursuing a radical sustainability strategy, steering DRF to a 12.4x multiple when it was sold to Covestro. DSM (A) discusses DSM's path to greater sustainability, highlighting the environmental issues caused by the chemical industry and, in particular, its impact on the environment with chemicals of concern, GHG emissions, and waste. It describes how Mets set DRF on a visionary pathway to sustainability with a new strategy and roadmap and the steps she took to achieve this, including changing the culture and mindset within the organisation and identifying maverick thinkers such as Sjoerd Dijkstra, who did much of the work on chemicals of concern identification and building the roadmap. Case (A) closes with Met's dramatic step of announcing the new strategy in public at the European Coatings Show. Had Mets gone too far in making the announcement public? Could DRF live up to its promises? How would the industry respond? DSM (B) picks up immediately with Mets leaving the stage having made the announcement in April 2019. Mets continued to pursue the strategy on returning to the Netherlands. A few months later, Covestro, a competitor and customer of DRF approached DSM to acquire DRF. We learn that Covestro was particularly interested due to DRF's focus on sustainability and that the acquisition price was much more than if DSM had tried to sell DRF prior to its sustainability strategy.

DSM (A) and (B) tell the remarkable story of how Helen Mets, EVP of DSM's Resins & Functional Materials business (DRF), generated considerable value for DSM by pursuing a radical sustainability strategy, steering DRF to a 12.4x multiple when it was sold to Covestro. DSM (A) discusses DSM's path to greater sustainability, highlighting the environmental issues caused by the chemical industry and, in particular, its impact on the environment with chemicals of concern, GHG emissions, and waste. It describes how Mets set DRF on a visionary pathway to sustainability with a new strategy and roadmap and the steps she took to achieve this, including changing the culture and mindset within the organisation and identifying maverick thinkers such as Sjoerd Dijkstra, who did much of the work on chemicals of concern identification and building the roadmap. Case (A) closes with Met's dramatic step of announcing the new strategy in public at the European Coatings Show. Had Mets gone too far in making the announcement public? Could DRF live up to its promises? How would the industry respond? DSM (B) picks up immediately with Mets leaving the stage having made the announcement in April 2019. Mets continued to pursue the strategy on returning to the Netherlands. A few months later, Covestro, a competitor and customer of DRF approached DSM to acquire DRF. We learn that Covestro was particularly interested due to DRF's focus on sustainability and that the acquisition price was much more than if DSM had tried to sell DRF prior to its sustainability strategy.

In October 2021, UnaBiz Pte. Ltd., a Singapore service provider of Internet of Things technology for the aviation industry, secured US$25 million in series B funding. In April 2022, it acquired the French start-up Sigfox and later doubled its series B funding. The company's managing director was then planning a series C funding round for June 2023 but had to make a decision regarding the company's future growth and expansion from two potential paths. The first option was to focus on the aviation sector, in which the company could leverage major clients such as Changi Airport Group and Airbus SE. However, there were serious concerns regarding vulnerability and regulatory challenges in the aviation sector. The second option was a broader strategy that involved diversifying into logistics and supply chain, with aviation as a subset. This option presented significant market opportunities but required convincing stakeholders to adopt new technologies and to navigate a fragmented landscape. The managing director had to make a critical decision before presenting his expansion strategy for UnaBiz Pte. Ltd. to potential investors.

BluPlanet Recycling Inc. (BluPlanet), was a successful recycling service provider based in Calgary, Alberta, that faced the challenge of maintaining its balance between social, environmental, and economic objectives amid rapid growth. Its chief executive officer was considering plans regarding the expansion of the company while preserving its social and environmental commitments. The options included diversifying from waste collection and transportation into waste processing, particularly organic waste, and expanding geographically into Western Canada or the Northwestern United States. Additionally, he was interested in exploring how BluPlanet could be more innovative and introduce new technologies. With the company's annual strategy retreat approaching, he sought to present clear plans for sustainable growth to his top management team.

In 1998, after closely monitoring the development of the Chinese agricultural machinery market, Kubota Corporation established Kubota Agricultural Machinery Suzhou Co. Ltd. (Kubota) as its first wholly-owned subsidiary, in Jiangsu, China. Kubota's market entry process began with semi-feed rice harvesters. It was followed by the gradual introduction and development of various other models of agricultural machines. The business grew continuously along with the development of the Chinese market economy, earning it a place among China's leading companies in the paddy field market. Kubota then took steps to enter the dry field farming industry and become a comprehensive agricultural machinery enterprise. However, the results fell far short of expectations. The rise of domestic competitors continued to erode Kubota's share of the paddy field machinery market. The company then faced more challenges related to intense competition, technological innovation, and the Chinese government's introduction of the National IV environmental policy. Could Kubota regain its competitive advantage in China's agricultural machinery market?

In October 2021, UnaBiz Pte. Ltd., a Singapore service provider of Internet of Things technology for the aviation industry, secured US$25 million in series B funding. In April 2022, it acquired the French start-up Sigfox and later doubled its series B funding. The company’s managing director was then planning a series C funding round for June 2023 but had to make a decision regarding the company’s future growth and expansion from two potential paths. The first option was to focus on the aviation sector, in which the company could leverage major clients such as Changi Airport Group and Airbus SE. However, there were serious concerns regarding vulnerability and regulatory challenges in the aviation sector. The second option was a broader strategy that involved diversifying into logistics and supply chain, with aviation as a subset. This option presented significant market opportunities but required convincing stakeholders to adopt new technologies and to navigate a fragmented landscape. The managing director had to make a critical decision before presenting his expansion strategy for UnaBiz Pte. Ltd. to potential investors.

In 1998, after closely monitoring the development of the Chinese agricultural machinery market, Kubota Corporation established Kubota Agricultural Machinery Suzhou Co. Ltd. (Kubota) as its first wholly-owned subsidiary, in Jiangsu, China. Kubota’s market entry process began with semi-feed rice harvesters. It was followed by the gradual introduction and development of various other models of agricultural machines. The business grew continuously along with the development of the Chinese market economy, earning it a place among China’s leading companies in the paddy field market. Kubota then took steps to enter the dry field farming industry and become a comprehensive agricultural machinery enterprise. However, the results fell far short of expectations. The rise of domestic competitors continued to erode Kubota’s share of the paddy field machinery market. The company then faced more challenges related to intense competition, technological innovation, and the Chinese government’s introduction of the National IV environmental policy. Could Kubota regain its competitive advantage in China’s agricultural machinery market?

BluPlanet Recycling Inc. (BluPlanet), was a successful recycling service provider based in Calgary, Alberta, that faced the challenge of maintaining its balance between social, environmental, and economic objectives amid rapid growth. Its chief executive officer was considering plans regarding the expansion of the company while preserving its social and environmental commitments. The options included diversifying from waste collection and transportation into waste processing, particularly organic waste, and expanding geographically into Western Canada or the Northwestern United States. Additionally, he was interested in exploring how BluPlanet could be more innovative and introduce new technologies. With the company’s annual strategy retreat approaching, he sought to present clear plans for sustainable growth to his top management team.

In late 2020, Maria Judice and the other members of the senior leadership team of Code Tenderloin (CT), a Black-led, nonprofit community support organization based in San Francisco, were wrestling with several challenges, especially around hiring to expand the senior leadership team and restocking the organization's advisory board, which had been sorely depleted following the COVID-19 pandemic. Judice knew that CT was at an inflection point: the decisions they made about hiring and how to reshape their service offerings to a troubled and varied clientele would determine CT's path for years to come.

In job interviews, many candidates are savvy about giving answers they think the interviewer wants to hear, but meaningful answers can't be found in a cookie-cutter script. The author presents eight essential questions hiring managers should ask prospective hires and provides multiple alternative ways of phrasing them to get to the heart of what they need to know about interviewees to make better hiring decisions.

In late 2020, Maria Judice and the other members of the senior leadership team of Code Tenderloin (CT), a Black-led, nonprofit community support organization based in San Francisco, were wrestling with several challenges, especially around hiring to expand the senior leadership team and restocking the organization’s advisory board, which had been sorely depleted following the COVID-19 pandemic. Judice knew that CT was at an inflection point: the decisions they made about hiring and how to reshape their service offerings to a troubled and varied clientele would determine CT’s path for years to come.

This case study explores the opportunities and challenges of the digital transformation journey of French wine and spirits company Pernod Ricard. As part of the transformation, the company launched four key digital programs (KDPs) aimed at using data and artificial intelligence to automate processes and drive data-driven decision-making. The case primarily focused on two of these: D-STAR, a sales recommendation system, and Matrix, a tool that optimized the allocation of advertising spend across brands. The company's future direction with the KDPs depended on addressing resistance, providing effective training and support, aligning with strategic goals, and overcoming logistical and data-related hurdles. The company needed to find a way to expand the KDPs further into new markets while reinforcing adoption where the KDPs had already been launched, and the decisions made would shape the path forward.