The chief information officer and head of human resources at Hero MotoCorp Limited, India’s largest two-wheeler company, was responsible for overseeing the company's corporate social responsibility (CSR) programs. Under his leadership, the company's CSR team had started an ambitious project to provide livelihood and skills training to girls and women from marginalized socio-economic backgrounds. By March 2019, the program had helped many women become financially independent by providing training and opportunities to earn a living. These women otherwise lacked the resources and family support to gain employment or start their own business. However, the head of CSR wondered whether or not the company had done enough for women to reach their goals and become independent. Although the various CSR programs at Hero MotoCorp Limited had been successful, how could the company scale up its CSR programs for greater impact to help more girls and women?

Hijo Resources Corporation (Hijo) was a conglomerate based in Tagum, Davao del Norte, Philippines. Hijo began as an abaca plantation in the 1940s and ventured into the cultivation and exportation of Cavendish bananas in 1968. Alongside its agribusiness operations, Hijo had diversified into a conglomerate with business interests spanning a broad range of sectors. However, Hijo was no longer able to operate its business as usual due to changing economic, environmental, and societal challenges. The company’s current initiatives were fragmented and existed in silos within each strategic business unit (SBU). In April 2018, Hijo’s president and chief executive officer needed to determine how to holistically integrate sustainability practices into the company’s value chain, cutting across different issues and encouraging collaboration across Hijo’s different SBUs.

In 2014, Bharat Petroleum Corporation Limited (BPCL), a large, government-owned, global, Fortune 500 petroleum refining and marketing company in India, was facing a variety of issues around its audit process. The internal audit department had been facing delays in completion of audits and compliance of recommendations. The executive director and head of the Internal Audit (IA) department believed that performance problems were due to the organization of the department. Changes were needed to the processes, technology, and structure of the department, and he wanted his team to find solutions to put some fundamental changes in place. What changes should be made to IA’s processes, staffing, and structure so the company could complete more audits and comply with the recommendations?

Additional Supplement to accompany product 8B20E019.

Hijo Resources Corporation (Hijo) was a conglomerate based in Tagum, Davao del Norte, Philippines. Hijo began as an abaca plantation in the 1940s and ventured into the cultivation and exportation of Cavendish bananas in 1968. Alongside its agribusiness operations, Hijo had diversified into a conglomerate with business interests spanning a broad range of sectors. However, Hijo was no longer able to operate its business as usual due to changing economic, environmental, and societal challenges. The company's current initiatives were fragmented and existed in silos within each strategic business unit (SBU). In April 2018, Hijo's president and chief executive officer needed to determine how to holistically integrate sustainability practices into the company's value chain, cutting across different issues and encouraging collaboration across Hijo's different SBUs.

The chief information officer and head of human resources at Hero MotoCorp Limited, India's largest two-wheeler company, was responsible for overseeing the company's corporate social responsibility (CSR) programs. Under his leadership, the company's CSR team had started an ambitious project to provide livelihood and skills training to girls and women from marginalized socio-economic backgrounds. By March 2019, the program had helped many women become financially independent by providing training and opportunities to earn a living. These women otherwise lacked the resources and family support to gain employment or start their own business. However, the head of CSR wondered whether or not the company had done enough for women to reach their goals and become independent. Although the various CSR programs at Hero MotoCorp Limited had been successful, how could the company scale up its CSR programs for greater impact to help more girls and women?

In 2014, Bharat Petroleum Corporation Limited (BPCL), a large, government-owned, global, Fortune 500 petroleum refining and marketing company in India, was facing a variety of issues around its audit process. The internal audit department had been facing delays in completion of audits and compliance of recommendations. The executive director and head of the Internal Audit (IA) department believed that performance problems were due to the organization of the department. Changes were needed to the processes, technology, and structure of the department, and he wanted his team to find solutions to put some fundamental changes in place. What changes should be made to IA's processes, staffing, and structure so the company could complete more audits and comply with the recommendations?

In January 1933, German president Paul von Hindenburg confronted the dilemma of whom to appoint as chancellor in the midst of the Great Depression, polarization of voters, civil unrest, rumors of a pending revolution or coup d'état, and public distrust of the liberal democratic regime that arose out of the government collapse after World War I. His choice would determine the survival or demise of democracy in Germany. This case set explores why an economic crisis might prompt abandonment of a constitutional democracy, as well as how authoritarian behavior by participants in a democratic government can destabilize democracy. The main task for the students is to recommend a course of action for Hindenburg that might preserve the democratic republic. This requires an appreciation of the reasons for the fragility of the German government, including the economic crisis that it faced.

In January 1933, German president Paul von Hindenburg confronted the dilemma of whom to appoint as chancellor in the midst of the Great Depression, polarization of voters, civil unrest, rumors of a pending revolution or coup d'état, and public distrust of the liberal democratic regime that arose out of the government collapse after World War I. His choice would determine the survival or demise of democracy in Germany. This case explores why an economic crisis might prompt abandonment of a constitutional democracy, as well as how authoritarian behavior by participants in a democratic government can destabilize democracy. The main task for the students is to recommend a course of action for Hindenburg that might preserve the democratic republic. This requires an appreciation of the reasons for the fragility of the German government, including the economic crisis that it faced.

Soon after closing the 2019 merger of Catholic Health Initiatives (CHI) and Dignity Health to create CommonSpirit Health, Lloyd Dean and Kevin Lofton--jointly appointed to the role of CEO--must make several operational and strategic decisions related to the integration of the legacy organizations. As the second-largest, non-profit hospital system in the United States, CommonSpirit Health was focused on improving population health and increasing the value of the care it delivered to patients. To achieve these objectives, Dean and Lofton needed to make decisions about the extent to which key activities, such as branding and electronic health records, would be consolidated for all of CommonSpirit Health or allowed to remain as parallel functions attached to the legacy organizations. The case allows for a discussion of issues associated with the process and governance of post-merger integration in complex service organizations, with a particular emphasis on such topics in the context of the health care industry.

This case describes the increasing investment by private equity (PE) firms in patient care and other healthcare services. The case focuses on investments in physician staffing firms and roll-up strategy investments in physician practice management (PPM). Included in the case is discussion of the practice of surprise billing, i.e., when staffing firms and insurance companies fail to reach agreement on adequate reimbursement for physician services, resulting in patients' being responsible for paying the entire bill. The case includes material on the debate over whether surprise billing is part of a deliberate strategy on the part of the staffing companies and their PE owners. The case also includes discussion of PE firms' fiduciary duty to generate returns for their LPs and how that might affect the cost of care to patients and insurers.

In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category-the smartphone-immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?

As artificial intelligence (AI) evolved, it started to be applied in a wide range of industries and functions. Its use allowed for the automation of data processing and handling. Many AI functions involved the use of robotic process automation (RPA) as a tool and machine learning skills to imitate human thinking. It could lead to increased productivity, improved accuracy in data input and processing, optimized revenue, and reduced cost. When AI was used in the accounting function, it could be applied in the areas of accounts payable, accounts receivable, procurement, expense management, consolidation, and trading management, among others. The results also assisted with internal control, compliance, and auditing as well as in making more informed management decisions. Radial Tires Company (RTC) manufactured radial tires in mainland China. The company was headquartered in Hong Kong, with five manufacturing plants in Shangdong and Jiansu. In a recent meeting with the holding company, David Lee, RTC's CFO, was told that from the next financial quarter on, the holding company required that RTC provide more extensive reporting and shorten reporting time. Lee was considering the use of AI technology to achieve this. But he had no experience with using AI for accounting and neither did his contacts at other manufacturing enterprises. Lee contacted FlexSystem, RTC's existing accounting and enterprise resource planning (ERP) software provider. FlexSystem would advise on the use of RPA, other AI tools, and automation processes to work with RTC's ERP and accounting software. It would also develop a proposal for RTC in which it would present a workflow using various IT solutions and describe how they could improve speed and efficiency in accounting processes, the estimated project time required and recommend key performance indicators to measure results and return on investment (ROI). Once FlexSystem completed the proposal, Lee, other department heads, and his CEO had to