In November 2019, Jean Matthews had to decide how to allocate CA$300,000 toward neighbourhood improvement ideas submitted by city residents. Each of the four neighbourhoods in the city could receive up to CA$75,000 in funding, and Matthews had to consider the number of votes for each idea in her analysis. How should she identify which community projects to pursue?
This public-sourced case uses Facebook, the legendary social media platform, to unfold circumstances that allow an analysis of the firm's privacy risk around its marketing tools and use of collected consumer data. Although Facebook had made progress on providing users more transparency around how it operated, how policies were enforced, and how shared data has been collected since 2018, challenges persisted-most notably over how to deal with misinformation on Facebook's platform and what to do with efforts to regain public trust. Facebook needed access to user data in order to ensure its advertising revenue source remained profitable. The scandal around user data and Cambridge Analytica leaves the case open to exploring privacy policies, data use, and factors driving consumer concerns regarding their data. The case provides an overview of Facebook's platform and policies that can be used to discuss the responsibility future general managers have to consider privacy and transparency when using consumer data. Had Facebook crossed the line with users over data collection? And what, if anything, should be done about regulators' increasing interest in how the firm conducted business? Although this case was written and taught before the global COVID-19 pandemic struck, it provides an interesting contrast to consumers' attitudes toward trust and legitimacy issues before and after COVID-19.
People tend to think the biggest innovation challenge is finding great ideas. But many great ideas die when entrepreneurs fail to persuade others of their potential. Indeed, the more novel the idea, the harder it is to get resources for it.
Before the COVID-19 pandemic hit, Michael Solomonov and Steven Cook had begun to wonder whether it might be time to rethink their opportunistic approach to the expansion of their small restaurant empire in Philadelphia, CooknSolo. The pandemic, however, caused an abrupt and intense change of focus-the goal was no longer expansion, but survival. Solomonov had overcome much in his life, including addiction and the death of his younger brother; these experiences had given him the perspective to take on great challenges in his career, the COVID-19 pandemic being the greatest challenge yet. As the economy cautiously started to reopen in June 2020, how should Solomonov and Cook proceed? How should they think about their business in terms of survival through the duration of the pandemic and set themselves up to come back even stronger in the post-pandemic world?
Leaders from The Second City, the legendary Improv comedy company, reflect on its broad portfolio of activities through the lens of future opportunities and growth. In particular, they discuss ways in which Second City can further invest in its professional arm, Second City Works, and help workplaces embrace some of the main ideas of improv comedy to improve conversations, presence and collaboration.
In September 2015, the owner of Jayman BUILT, a homebuilder and developer in Alberta, was fine-tuning his vision for a resort-style residential community in the outer suburbs of Calgary, Alberta. The development, Westman Village, would be a legacy project and the first of its kind in Calgary—a high-density, walkable, and amenity-rich community. Work on the development was planned for September 2016, and the owner was eager to showcase the innovative community; however, the economy was in a recession and a tough housing market was likely. How could the company develop a unique marketing strategy to convince prospective customers to buy into the one-of-a-kind project?
In September 2015, the owner of Jayman BUILT, a homebuilder and developer in Alberta, was fine-tuning his vision for a resort-style residential community in the outer suburbs of Calgary, Alberta. The development, Westman Village, would be a legacy project and the first of its kind in Calgary-a high-density, walkable, and amenity-rich community. Work on the development was planned for September 2016, and the owner was eager to showcase the innovative community; however, the economy was in a recession and a tough housing market was likely. How could the company develop a unique marketing strategy to convince prospective customers to buy into the one-of-a-kind project?
On June 16, 2017, PerkinElmer, Inc., announced that it would acquire EUROIMMUN Medizinische Labordiagnostika AG (EUROIMMUN), thus making EUROIMMUN an official subsidiary of PerkinElmer. Students are expected to consider strategic motivations behind the acquisition, from the perspectives of both parties, as well as the risks associated with such an acquisition. In addition, they should be able to prepare a pro forma post-acquisition consolidated balance sheet for the combined company. This case is intended for use in a financial accounting course to demonstrate the accounting for acquisitions, specifically where intangible assets could be motivating factors for purchase. Students are expected to prepare two post-acquisition consolidated balance sheets for PerkinElmer (with and without the use of short-term debt facilities), and must consider justifications and risks behind each financing option. Students are asked to consider potential motivations for the acquisition, risks to both parties in entering into this agreement, and market advantages resulting from PerkinElmer's acquisition of EUROIMMUN. In addition, students will also be exposed to and explore the rationale behind the goodwill and intangible asset fair values and purchase price allocations as assessed by PerkinElmer.
This case discusses the evolution and role of India's nuclear regulator - the Atomic Energy Regulatory Board (AERB). It examines the need for a regulator in the context of India's nuclear energy programme, its roles and responsibilities, and issues / concerns pertaining to its independence and transparent decision making. The case focusses on key questions such as: What is a regulator or a regulatory agency? Why are regulators important, specifically within the nuclear sector? What is meant by the independence of a regulator? What are the types of regulator independence? How are these ascertained?
Rosalind Fox, the factory manager at John Deere's Des Moines, Iowa plant, has improved the financial standing of the factory in the three years she's been at its helm. But employee engagement scores-which measured employees' satisfaction with working conditions and enthusiasm about their work- have remained lackluster. As the first Black female factory manager to lead the plant, Fox considers how to build stronger bonds with her staff, who are mostly white men. The case describes how Fox took charge and established her credibility while building and nurturing a diverse leadership team. In addition to discussing Fox's current role, this leadership case chronicles Fox's career trajectory from her college years in Missouri through her time at Ford Motor Company and later, rising up the ranks at Deere & Company. The case discusses the pressure Fox has felt to assimilate into the dominant white male cultures and figure out how much of her authentic self to bring to work.
In 2005, Vineet Nayar, the former CEO and Vice Chairman of HCL Technologies, and his wife, Anupama Nayar, committed $100 million of their personal wealth to found Sampark Foundation - a grant-making philanthropy with a mission to transform learning outcomes for 20 million children in rural government schools by 2025. By 2013, it was clear that Sampark was never going to reach 20 million children by writing grants. Vineet stepped out of the corporate world and over the next six years, applied the lessons he learned about leading change at HCL to transform Sampark into a "disruptive design shop" that leveraged frugal innovation and a "Teachers First" model of change to revolutionize India's primary education system. By 2019, at $1 per child per annum, Sampark's 130 employees had touched the lives of over 7 million students and 200,000 teachers across 90,000 public schools - unprecedented scale in the Indian education context and evidence that their "Teachers First" strategy was working. Demand for Sampark's program was growing rapidly and Vineet now had the opportunity to reach 50 million children. Vineet had always believed in the transformative power of technology and had to determine whether Sampark could transition to a "Digital First" model.
In 2005, Vineet Nayar, the former CEO and Vice Chairman of HCL Technologies, and his wife, Anupama Nayar, committed $100 million of their personal wealth to found Sampark Foundation-a grant-making philanthropy with a mission to transform learning outcomes for 20 million children in rural government schools by 2025. By 2013, it was clear that Sampark was never going to reach 20 million children by writing grants. Vineet stepped out of the corporate world and over the next six years, applied the lessons he learned about leading change at HCL to transform Sampark into a "disruptive design shop" that leveraged frugal innovation and a "Teachers First" model of change to revolutionize India's primary education system. By 2019, at $1 per child per annum, Sampark's 130 employees had touched the lives of over 7 million students and 200,000 teachers across 90,000 public schools-unprecedented scale in the Indian education context and evidence that their "Teachers First" strategy was working. Demand for Sampark's program was growing rapidly and Vineet now had the opportunity to reach 50 million children. Vineet had always believed in the transformative power of technology and had to determine whether Sampark could transition to a "Digital First" model.
Leaders use seven leadership skills in conceiving and managing change projects, whether innovations in established organizations, culture and process changes, or entrepreneurial ventures for industry or social change. The skills leaders need are different at various phases of change projects. Offers details and also discusses the rhythm of change and resistance to change. Supported by examples drawn from empirical research.
Product platforming-using technology subsystems or components that are shared within and across product lines-is a proven way to increase the effectiveness of innovation processes in established companies and startups alike. Yet, embracing the product platforming strategy turns out to be difficult in practice, particularly within the context of global, diversified companies. In this article, we examine the strategies and challenges of implementing product platforms across multiple business segments and multiple geographies. Using the experience of global LED industry leader Signify, we explore the challenges of global platforming and the technological, organizational, management process transformations needed for success. We also examine how platforming strategies change as manufacturers enter the world of connected things.
There has been a lively debate following the 2007 financial crisis regarding the role of joint audits. Prior research argues that joint audits may improve audit quality because of shared audit efforts. However, empirical evidence has been inconclusive. To gain insight into how Big 4 audit firm imprimaturs have become a source of legitimacy in the audit industry, this article investigates how audit networks drive the audit industry in Saudi Arabia. Based on the application of quantitative and qualitative research methods, we conclude that the Big 4 audit firms have strong mutual ties, but ties with other local and international audit firms are weak. We also find the oligopolistic nature of the Big 4 audit firms and international audit firms. Specifically, Ernst & Young, KPMG, PwC, and PKF are controlling over 68% of the audit market. Interviews with accounting professionals suggest that several benefits of joint audits exist, but certain additional costs are also implicated. Our findings are particularly relevant for regulators and local and international policymakers in rethinking and evaluating the appropriateness of either the mandatory or voluntary nature of joint audits in developing countries.