BC Cancer was a provincial government–funded treatment and research organization that provided cancer care in British Columbia (BC), Canada. During 2021–2022, BC Cancer developed a connected chatbot to improve patient access to information and reduce demands on the telephone nursing lines. A project manager oversaw the chatbot’s development and ran a proof of concept in Victoria, BC, from March to June 2022. While this allowed her working group to obtain feedback from nurses, other user data regarding the value of the connected chatbot was limited and inconclusive. Following the completion of the proof of concept, the project manager had to decide whether BC Cancer should continue to roll out the connected chatbot, and if so, how.
Julia Sohajda was the young, female founding partner of the Hungarian VC firm Vespucci Partners, which focused on investing at seed stage into Hungarian deep tech startups and prepare them for a launch in the U.S market. Vespucci's first fund had largely been comprised of money from the Hungarian Development Bank, which had limited the fund's investment possibilities. Sohajda was now in the process of raising capital for her firm's second fund, targeting exclusively institutional investors and high net-worth individuals. In a country without much generational wealth and a difficult macroeconomic environment, would she be able to reach her goal of collecting €60 million?
When delegation doesn’t go well, it’s often due to a lack of trust in the people or the process. Many leaders focus on the people side but overlook the process side of the equation: You need trust in both for delegation to succeed, as the authors’ real-world examples show. In this article, the authors share a framework that suggests four ways to approach delegation, depending on the trust level at hand.
Natalie Jung, amid the COVID-19 lockdowns, transformed her newfound passion for handcrafted jewelry into Radiant Sun Shop (RSS), a thriving Etsy business with 3,100 transactions as of February 2023. Initially launched during her virtual undergraduate studies, RSS flourished with her dedicated time. As Jung approached the end of her master's degree and subsequent graduation in April 2023, uncertainty loomed regarding the future trajectory of her business. Contemplating the role of RSS in her post-graduation life, Jung grappled with pivotal entrepreneurial questions, unsure of where to commence her introspection. Balancing academic milestones and entrepreneurial aspirations, Jung embarked on a critical self-examination to navigate the evolving dynamics of Radiant Sun Shop in her life ahead.
This note presents an open-economy macroeconomic model with three panes: IS/LM, international capital flows, and the exchange rate and net exports. It also includes extensions: full employment and the evolution of prices, fixed exchange rates, and FX intervention. This note is appropriate for use in a first-year MBA course that deals with international economics.
A key negotiating concept, the Zone of Possible Agreement (ZOPA), allows a buyer and seller to reach a mutually acceptable price. This technical note provides an overview of ZOPA for both individual-level negotiations and company-level pricing decisions, highlighting its importance to marketing. Challenges in applying ZOPA are discussed, as well as its role in value creation and exchange. Students are encouraged to consider the real-world impacts of ZOPA-based pricing on business and brand management. This note is suitable for use in graduate and under graduate courses on marketing, negotiation, brand management, and product pricing.
This note presents frameworks and indicators for identifying fragile economies. It includes an assessment of Morgan Stanley's Fragile Five call in 2012 as well as current fragilities data for a range of economies. This note is appropriate for use in a first-year MBA course or an advanced undergraduate- or master's-level course that deals with international economics or finance.
BC Cancer was a provincial government-funded treatment and research organization that provided cancer care in British Columbia (BC), Canada. During 2021-2022, BC Cancer developed a connected chatbot to improve patient access to information and reduce demands on the telephone nursing lines. A project manager oversaw the chatbot's development and ran a proof of concept in Victoria, BC, from March to June 2022. While this allowed her working group to obtain feedback from nurses, other user data regarding the value of the connected chatbot was limited and inconclusive. Following the completion of the proof of concept, the project manager had to decide whether BC Cancer should continue to roll out the connected chatbot, and if so, how.
In mid-2023 Akash Gupta, CEO of GreyOrange Ltd (GO), an Atlanta-based robotics firm, had to decide whether GO still needed its exclusive technology partnership with LOGI, a leading US-based contract logistics firm. Since 2018 the partnership had been instrumental in establishing GO as a major provider of robotic solutions in the warehouse automation space. With new management at LOGI, a renegotiation had become inevitable. Numerous options were possible. These ranged from complete discontinuation of exclusivity, to continuation of exclusivity with revised pricing terms, to continuation with an expanded scope of products provided by GO.
Today, both organizations and employees are increasingly focused on passion. An analysis of 200 million U.S. job postings found that the use of the word "passion" increased nearly tenfold from 2007 to 2019, while a recent survey of thousands of college-educated workers found that 72% of their listed career goals were related to passion-more than both salary and job security. Similarly, more than 90% of surveyed Columbia Business School MBA students listed "pursuing their passion" as an important goal for their future jobs. The belief that passion is a key attribute for employees to pursue and for organizations to nurture has become deeply enmeshed in contemporary society, with the pursuit of passion increasingly being seen as the morally right thing to do.
The Mount Sinai and Mass General Brigham hospital systems took different approaches to automating routine administrative processes, but both found success. The reason: They both combined technical and process knowledge, scored and prioritized individual processes on their automation potential, and involved front-line workers in the implementation. Their experiences hold lessons for other organizations looking to automate routine processes.
The case presents information about Morocco as a rapidly developing emerging economy which is achieving notable success in a range of global business sectors. First, a profile of Morocco highlights country characteristics and a wide range of opportunities for building the country's image. Then, nation branding and perception management concepts are discussed, along with country stereotyping and country brand personality, with particular references to Morocco. Next, the political history notion of a cultural turn is introduced to explain how Morocco chose to adopt a new image and role on the world stage, expressed through its New Development Model of 2021. Then, leading growth industries and business sectors are detailed, followed by a final discussion of potential nation branding and image-building opportunities.The central case question is: What do the government of Morocco and its agencies want the world to know about the country and how can this be conveyed as part of the country's image?The Moroccan government's challenge is multidimensional: to determine priorities for nation branding, select specific target audiences, design persuasive messages, manage communications media efficiently and effectively, and then measure results relative to objectives. Questions arise about what messages should be communicated about Morocco to propel its economic development, attract visitors and foreign investment, reinforce its reputation for cutting-edge industrial capabilities, enhance its reputation for high fashion and Hollywood-quality film production and, not least, fully utilize its human potential across a wide range of activities.
In mid-2023 Akash Gupta, CEO of GreyOrange Ltd (GO), an Atlanta-based robotics firm, had to decide whether GO still needed its exclusive technology partnership with LOGI, a leading US-based contract logistics firm. Since 2018 the partnership had been instrumental in establishing GO as a major provider of robotic solutions in the warehouse automation space. With new management at LOGI, a renegotiation had become inevitable. Numerous options were possible. These ranged from complete discontinuation of exclusivity, to continuation of exclusivity with revised pricing terms, to continuation with an expanded scope of products provided by GO.
The president of the West Coast Cycling Association (WCCA) believed that a lot was riding on finding the best way to secure the future of the Newfoundland and Labrador non-profit organization. He had to consider how to effectively fulfill what he saw as the WCCA’s mission, better promote mountain biking throughout the region, and build a sustainable financial future for the association. While there were several viable options that could meet those challenges, the president knew that he needed to carefully consider the pros and cons of each alternative. This was especially important given the absence of any permanent paid staff in the WCCA, the voluntary nature of his own position as its president, and the other entities interested in the WCCA’s work.
The president of the West Coast Cycling Association (WCCA) believed that a lot was riding on finding the best way to secure the future of the Newfoundland and Labrador non-profit organization. He had to consider how to effectively fulfill what he saw as the WCCA's mission, better promote mountain biking throughout the region, and build a sustainable financial future for the association. While there were several viable options that could meet those challenges, the president knew that he needed to carefully consider the pros and cons of each alternative. This was especially important given the absence of any permanent paid staff in the WCCA, the voluntary nature of his own position as its president, and the other entities interested in the WCCA's work.
This technical note provides an overview of accounting for owners equity. It discusses the concepts of common stock and preferred stock, as well as authorized, issued, and outstanding shares. It covers the accounting for issuances of stock, repurchases of stock (treasury stock), capital stock and additional paid in capital, and dividends. It touches briefly on comprehensive income and earnings per share.
Two different lines of research into how investors react to the appointment of Black CEOs finds that while there are often short-term negative reactions, some types of shareholders, such as institutional investors, react more positively. Research finds that there is no difference in the actual financial performance of Black CEOs and their peer CEOs. The article suggests ways to mitigate bias in CEO hiring.
In May 2022, India's retail inflation rate rose above the upper limit of the target range set by the Reserve Bank of India in 2015, to reach 7.79 per cent. In recent years, India's retail inflation rate had been successfully kept within the target range of 2-6 per cent as the economy grew steadily. Everything changed in March 2020, however, when the outbreak of the COVID-19 pandemic disrupted the economy of all countries around the world. In February 2022, two years after the outbreak of the pandemic, Russia invaded Ukraine, which further disrupted the global supply chains. As a result, all major economies had to closely manage their monetary policies with contractionary measures and use policy rates to contain inflation. Eventually, by March 2023, the inflation rate in India dropped to 5.66 per cent, within the target range. The Reserve Bank of India's governor had paused the rate hike in April after noticing that high interest rates were adversely affecting investments and growth prospects in the Indian economy. He knew that he had to continue using contractionary monetary policies but could not lower the policy repo rate, when inflation across major economies such as the United States and the United Kingdom were showing no signs of calming. He could choose to increase or keep the repo rate unchanged. Alternatively, he could choose a contractionary measure such as quantitative tightening.
In May 2022, India’s retail inflation rate rose above the upper limit of the target range set by the Reserve Bank of India in 2015, to reach 7.79 per cent. In recent years, India’s retail inflation rate had been successfully kept within the target range of 2–6 per cent as the economy grew steadily. Everything changed in March 2020, however, when the outbreak of the COVID-19 pandemic disrupted the economy of all countries around the world. In February 2022, two years after the outbreak of the pandemic, Russia invaded Ukraine, which further disrupted the global supply chains. As a result, all major economies had to closely manage their monetary policies with contractionary measures and use policy rates to contain inflation. Eventually, by March 2023, the inflation rate in India dropped to 5.66 per cent, within the target range. The Reserve Bank of India’s governor had paused the rate hike in April after noticing that high interest rates were adversely affecting investments and growth prospects in the Indian economy. He knew that he had to continue using contractionary monetary policies but could not lower the policy repo rate, when inflation across major economies such as the United States and the United Kingdom were showing no signs of calming. He could choose to increase or keep the repo rate unchanged. Alternatively, he could choose a contractionary measure such as quantitative tightening.