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Garen Staglin, Founder and Chairman of One Mind, reflected on his life's work in brain health. As he contemplated stepping down in the next few years, he weighed how to pass along this legacy to his son, Brandon Staglin, the impetus behind and next generation of the family's landmark nonprofit. Founded in response to Brandon's psychotic break in 1990, One Mind confronted the stunning deficits in basic brain health research and care in the United States through research, funding, and public awareness efforts. While Brandon had already taken on much of the responsibility for the organization in his capacity as One Mind's President, the organization's board might still choose another candidate as his successor. On a professional level, would Brandon's authenticity as someone who was personally impacted by mental illness lend the organization greater authority in its mission? On a personal level, how could the stress of such a role impact Brandon's wellbeing? Given Brandon's long-standing commitment to the organization, how can the family navigate this thorny issue weighing the needs of the family, external actors, and One Mind itself? The contents of this case contain material about mental health challenges and suicide. Some readers may find elements of this material distressing. If you are experiencing emotional crisis or distress, please contact a local mental health professional or your local suicide prevention hotline. In the U.S., you can reach the 988 Suicide & Crisis Lifeline 24/7 by calling or texting 988 or visiting 988lifeline.org/chat.

The ability to commercialize products based on distributed innovation is one of the critical challenges of large-scale open innovation. While this issue has been largely investigated in relation to open-source software (OSS), the literature on commercialization strategies of open-source hardware (OSHW) is comparatively scarce, despite OSHW commercialization being more complex. Based on a multi-method exploratory study, this article shows that with OSHW, firms may strategically leverage a "gray area" between closeness and openness to take advantage of OSWH community innovations.

MyGate started its journey in 2016 as a gate management system for gated societies but soon evolved into a multi-sided platform offering solutions to the residents' day-to-day needs via the company's mobile application. Residents could approve entry and exit of visitors, search for local service providers like maids, carpenters, plumbers, etc., purchase groceries and a variety of FMCG and consumer durables, engage in group buying, list their properties for sale or rent and engage in peer-to-peer trade. The case highlights the challenges faced by co-founders in balancing the different expectations of stakeholders. As a gate management software, MyGate needed to balance between the security of the residents and the convenience of residents, visitors and service providers. As a communication medium for brands to reach consumers, MyGate needed to balance the frequency and placement of advertisements so that residents would not be irritated while the platform earned revenue for enabling the brands to reach target segments in specific locations. As a gatekeeper, MyGate needed to balance the privacy requirements of residents and the wish of brands to craft more meaningful messages for their target segments. In January 2022, MyGate was yet to turn profitable and needed to balance the objectives of monetisation and expansion of product offerings' geographic footprint. At the core of these dilemmas was the need to balance the current and future profits of a startup which relied on investor funds for survival.

A female entrepreneur in Ghana developed a transportation company that provided services for national and large multinational organizations in the country. A key service that Pergah Transport Limited (Pergah) offered was vehicles and drivers for the executive expatriates of multinationals. The drivers for that service were employed by Pergah but embedded with the contracting companies. Pergah's remaining employees-mechanics, other drivers, and support staff-were based out of the company's premises in Accra. The employees at Pergah's premises were paid above the employment standards for Ghanaians; however, the drivers who were embedded with the multinational companies were compensated according to the standards established by those companies. The variance between local and multinational standards for employees of the same company led to differences in job satisfaction, motivation, and compensation. The Pergah-based employees were paid fairly, and increasing their rate to the multinational level would have posed financial challenges to the company. How, then, could Pergah address the discrepancy and resolve these issues?

Companies run better when employees help one another, but good intentions don't always lead to sustainable actions or follow-through. The authors examined how failing to help colleagues can affect both an organization and the employees involved. What they found is that cultivating self-compassion at work may be key to boosting helping behaviors among employees, especially when leaders model the behavior.

This case examines the vital social problem of the rising incidence of cataracts in India, especially in the elderly population. It describes the design and deployment of e-Paarvai, an AI-based digital health solution in more than 30 districts of rural Tamil Nadu, India, which helped screen about 25,000 cataract patients within ten months of its launch. It describes how design thinking and digital intervention could lead to effective health service delivery for social good. Specifically, this case focuses on: (1) elements of a service ecosystem, (2) the characterization of various personas and customer journey maps using design thinking (3) the application of emerging digital technologies like AI to solve challenging, complex social problems.

Allianz Turkey is a property casualty insurance company operating in a region experiencing increasing losses from natural catastrophe events related to climate change, for example hail, wildfire, and flooding. There are also substantial other natural catastrophe exposures including earthquakes. The operating environmnent includes high inflation and worsening exhange rates, both of which make it challenging to set premiums and to resolve claims when those milestones can occur years apart. In many ways the existence of these natural and financial pressures and the high awareness among the population of natural catastrophe hazards makes Turkey a precursor to what might occur in Europe and North America in the face of possible increasing perils related to climate change. The company has a dilemma at the time of the case regarding how to satisfy customers and settle claims from a hailstorm without historic precedent, which damaged tens of thousands of automobiles as well as other assets. How should the company satisfy these customers today? Should it avoid writing policies in higher risk areas in the future? Are there other ways to identify and manage risks in addition to contracts? The "B" case discusses the earthquake of 2023 and the "C" case discusses information technology, sensors, and predictive analytics that the company now uses to help manage the onset of and response to natural catastrophe situations.

Allianz Turkey is a property casualty insurance company operating in a region experiencing increasing losses from natural catastrophe events related to climate change, for example hail, wildfire, and flooding. There are also substantial other natural catastrophe exposures including earthquakes. The operating environment includes high inflation and worsening exchange rates, both of which make it challenging to set premiums and to resolve claims when those milestones can occur years apart. In many ways the existence of these natural and financial pressures and the high awareness among the population of natural catastrophe hazards makes Turkey a precursor to what might occur in Europe and North America in the face of possible increasing perils related to climate change. The company has a dilemma at the time of the case regarding how to satisfy customers and settle claims from a hailstorm without historic precedent, which damaged tens of thousands of automobiles as well as other assets. How should the company satisfy these customers today? Should it avoid writing policies in higher risk areas in the future? Are there other ways to identify and manage risks in addition to contracts? The "B" case discusses the earthquake of 2023 and the "C" case discusses information technology, sensors, and predictive analytics that the company now uses to help manage the onset of and response to natural catastrophe situations.

Allianz Turkey is a property casualty insurance company operating in a region experiencing increasing losses from natural catastrophe events related to climate change, for example hail, wildfire, and flooding. There are also substantial other natural catastrophe exposures including earthquakes. The operating environment includes high inflation and worsening exchange rates, both of which make it challenging to set premiums and to resolve claims when those milestones can occur years apart. In many ways the existence of these natural and financial pressures and the high awareness among the population of natural catastrophe hazards makes Turkey a precursor to what might occur in Europe and North America in the face of possible increasing perils related to climate change. The company has a dilemma at the time of the case regarding how to satisfy customers and settle claims from a hailstorm without historic precedent, which damaged tens of thousands of automobiles as well as other assets. How should the company satisfy these customers today? Should it avoid writing policies in higher risk areas in the future? Are there other ways to identify and manage risks in addition to contracts? The "B" case discusses the earthquake of 2023 and the "C" case discusses information technology, sensors, and predictive analytics that the company now uses to help manage the onset of and response to natural catastrophe situations.

BHP, the Australian mining company that also diversified into ship chartering, has an important mission statement: "BHP's purpose is to bring people and resources together to build a better world." Rashpal Bhatti (Bhatti) Vice President of BHP's Maritime and Supply Chain Excellence (MSCE) arm endeavoured to bring this purpose to life. The case discusses BHP's efforts to reduce emissions from its chartering business by transitioning from pollutive conventional fuels to alternative fuels. Maritime transport was the backbone of the global economy. It accounted for 75% of global freight activity, with nearly 80% of globally transported goods being transported by sea, and yet it utilised only one-fifth of the energy or 225 million tonnes of oil equivalent. This made it economical to transport large volumes and weights across vast distances which led to maritime trade doubling between 1990 and 2020. Unfortunately, as maritime trade grew, so did the demand for energy-dense, inexpensive, highly pollutive fossil fuels. To reduce emissions, many in the maritime ecosystem, including BHP, explored the use of alternative fuels. Recognising that the use of alternative fuels involved convincing multiple stakeholders, first, Bhatti secured buy-in from his colleagues and team. Then, the team measured ship emissions and did not charter ships that had poor emission ratings. Next, their research found that Liquified Natural Gas (LNG) produced 30% emission abatements and was the most feasible. Finally, BHP ran tenders for LNG-fuelled ships and for LNG bunker fuel supply. The efforts paid off, and in February 2022, Mt. Tourmaline was delivered to Singapore's Jurong Port for its first LNG bunkering. Bhatti realised the entire endeavour was successful not only because of LNG fuel innovations but also due to the efforts put forward by stakeholders in the maritime industry, such as vessel owners, regulatory authorities, ship charterers and fuel suppliers.

The case is set in 2021 and explores the journey of Chiranjeev Restaurant and Foods Pvt. Ltd., located at Koregaon Park, Pune. It has evolved sustainable business practices, delivering innovative organic food products from farm to table to its customers at the restaurant over the last 25 years. The case underlines Malaka Spice's efforts to mainstream sustainability in the restaurant ecosystem by challenging the current food system followed by fine-dining restaurants in India. Malaka Spice, led by the founder Praful Chandawarkar and his experienced management team, has implemented a circular food system by incorporating natural farming practices, enrolling local suppliers, having an integrated supply chain, training staff to efficiently use the produce, composting waste and feeding the compost back into the soil, and closing the system's feedback loop. The case explores critical events in Praful's personal life and the entrepreneurial journey that persuaded him to pursue a mission to bring prosperity to all, including the restaurant's employees and the planet's ecosystem. Malaka Spice's culture is rooted in the Indian management thought process inspired by the sutras from Kautilya's Arthashastra (ancient Indian treatise on economics, statecraft, warfare, etc.). The principles derived from the sutras led to unconventional practices within the organization. During the COVID-19 pandemic in 2021, the management team empowered the employees to start their own enterprises while continuing to be employees of the restaurant chain. They were trained to source materials and supply them to the restaurant. Malaka Spice influenced the competition to adopt its best practices and created an environment of trust to promote the cross-learning of ideas within the hospitality industry. Finally, the case delves into green solutions that the Malaka Spice team designed and prototyped to tackle the climate crisis proactively.

During the summer of 2021, Sumana G., Chief Technology Officer of South Central Railway, was reviewing the annual productivity reports of field employees. This was an annual exercise that was crucial to central planning as it helped identify potential weaknesses and possibilities for improvement. Sumana knew that evaluating the productivity of store personnel would be the most challenging task because Indian Railways (IR) managed over 280,000 items stocked in 215 depots across the country. While reviewing the time sheets, Sumana quickly realized that field officers were spending a significant time amount of time on materials purchase, especially items purchased locally by field offices. On further inquiry, field officers revealed that retrieving data from the stores database based on item descriptions posed considerable challenges, and in most cases, the search results were not very useful. Sumana was quick to realize that an artificial intelligence (AI)-based search engine could solve this problem.

Spreadsheet supplement for case ISB365.

Nreach Online Services Private Limited (doing business as Xoxoday) is a technology company that builds digital infrastructure for rewarding employees, customers, and partners through perks, incentives, and disbursement payouts. Incorporated in 2018, it has grown at a scorching pace; in just a little over three years, it has acquired more than one thousand clients that leverage their technology infrastructure to run rewards programs for about two million end-users. Xoxoday has built a sizable suite of reward, recognition, and motivation products for three target segments: (1) corporate workforces, (2) customers and channel partners, and (3) sales teams. The product lines for these three client groups are called Empuls, Plum, and Compass, respectively. Employee well-being, both physical and emotional, has been a challenge for Xoxoday's Empuls (corporate workforce) clients. These challenges have been exacerbated by the pandemic. Another issue apparently catalyzed by the pandemic-and with which corporate employers were grappling, given that most of their workforce had been working remotely since 2020-was that of attrition. Xoxoday's Empuls clients are looking for novel solutions to stem the tide of what is now famously called the "Great Resignation." Should Xoxoday implement gamification as a strategic solution to encourage well-being behaviours among the workforce of its corporate clients and to arrest attrition? Why and how could Xoxoday demonstrate responsible use of artificial intelligence (AI) while deploying gamification as a strategic solution for addressing the two key human resources management (HRM) challenges of employee well-being and attrition? How can trust pose a potential challenge to the implementation of AI-based HRM solutions? Which approach to business model innovation should Xoxoday adopt while offering such solutions?

Greenkraft Private Limited (Greenkraft) supplied artisanal products to global clients and was an India-based not-for-profit organization. The company worked to address the socio-economic needs of artisan women. For 800 women workers, the Greenkraft production unit symbolized independence and pride, motivating them to work and deliver quality output. During the COVID-19 pandemic, Greenkraft was compelled to adopt home production to supplement production unit operations to fulfil its supply obligations. With the rapid spread of the COVID-19 Omicron variant in January 2022, Greenkraft's management had to choose a production and fulfilment strategy in the new normal. They considered adapting production unit operations with the COVID-19-related protocols, changing to complete home-based production, or adopting a hybrid model with part production unit and part home production. The change in the production strategy impacted Greenkraft's business viability and producers' livelihood, needing careful thought and implementation.

AstraEye Pharma Pvt Ltd.: An Unsettling Dilemma (APP) was an ophthalmology pharmaceutical company that drew 80 per cent of its revenue from the artificial-tears segment. Elena Sanders was responsible for drafting a turnaround strategy for increasing market share by building prescription momentum, improving operational efficiency, and devising a renovated digital strategy. Based on the available options, Sanders had to decide between improving operational efficiencies for an existing brand-Rejuvenate at a 0.5 per cent carboxymethyl cellulose concentration-or launching a new product-Fresh Plus at a 0.3 per cent hyaluronic acid concentration-to cater to a greater number of patients. She was also tasked with sharing an important element of digital strategy: launching APP's health-care-providers-and-practitioners engagement website or launching a microsite on a third-party online community platform for doctors (i.e., the Health Support Network for Professionals). The decision was urgent, as Sanders had to present her position during the annual strategy meeting scheduled for March 2022.

Sharmaji's Canteen was the only cafeteria on the campus of a prominent management institute in Gurgaon, India. The business had been operating since 1990 and its success depended on a captive residential population of primarily students and staff. The lockdowns imposed by the Government of India in March 2020 to control the spread of the COVID-19 virus led to the closure of the academic programs. During the pandemic, students had become accustomed to more choices offered by online food delivery that they felt Sharmaji's Canteen did not match. The business was losing sales and profitability was eroding. The owner needed to decide between three different revival strategies based on the data collected.

The authors' earlier research found that an employee's psychological safety and relationship with their manager are key drivers for them to feel able to bring up ethical concerns. The authors investigated further and tested managerial interventions that were found to increase that sense of safety and speaking-up behaviors.

Wednesday November 16, 2022 was a historic day in the ascent of Jimmy Donaldson, better known as MrBeast, to the top echelon of YouTube creators. That day he became the YouTuber with the most subscribers ever-a total of 112 million. The meteoric rise of the 24-year-old Donaldson, long "obsessed with figuring out how to make videos go viral," as he put it, had not only made him one of the entertainment world's most popular creators, but also enabled him to launch a variety of other businesses. Donaldson's businesses now generated more than $100 million a year. He had also emerged as a formidable force in philanthropy. How big could MrBeast's presence on YouTube become? Did he have the right strategy for further growth on YouTube-while sustaining the ever-increasing levels of spending-and with his other businesses? And would MrBeast's unique approach to philanthropy stand the test of time?

A module note for the Mastering Consulting and Advisory Skills (MCAS) course, "The Trusted Advisor's Mindset" introduces some of the differences between working as an operator and an advisor.