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In January 2021, Girish Hanchate, the vice-president of the industrial distribution segment at SKF India Ltd. (SFK India), located in the Indian city of Pune, was facing a difficult problem. He had to find a way to mitigate the ongoing drop in sales from key industrial customers in India resulting from COVID-19 pandemic lockdowns, with many SKF India customers switching to lower-priced competitors. SKF India had been successfully delivering industry-leading, high-value products, services, and knowledge-engineered solutions to its customers for many years. The company was well respected for its outstanding product quality, performance, and unmatched customer-centric approach. However, Hanchate was wondering if he should rethink the company's business strategy. The drop in customers meant a significant revenue loss for SKF India because the industrial division was a significant profit driver for the company.

This case is set in 2022, a year after Mary Barra, chair and CEO of General Motors (GM), set a goal to phase out production of gas-powered (internal combustion engine [ICE]) vehicles and only sell electric vehicles (EVs) by 2035. At the time of the announcement, no other large automaker had set a target date for exclusively producing EVs. GM said it would invest $35 billion over the next five years to build its EV production capabilities and capacity, including the manufacture of batteries. As one management scholar stated, ""There is a huge disruption coming."" The protagonist is a prospective employee who would lead investor relations for GM, and who is interested in learning about the company's objectives, potential pitfalls, and greatest strengths. She will need to evaluate how to communicate the EV transition to stakeholders, and the GM employees are one specific audience. The case introduces opportunities to discuss labor unions, a powerful force in the US automobile industry. A variety of financial tables and graphs in the case exhibits enable instructors to focus on topics they feel are most appropriate for their individual courses.

Spreadsheet Supplement for Case UV0083

Spreadsheet Supplement for Case UV0083

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 1 begins by describing a stereotypical engineer's personality: curious, extremely logical, focused, practical, and orderly. An engineer's personality is typically that of an introvert, but we live in an extrovert's world. Rather than changing their personality, engineers need to learn to adapt and temporarily transform into ambiverts in order to succeed. Ambiverts recognize that they may have to set aside their introversion at times and speak up; advice is offered on how to have your voice be heard, including practicing beforehand, making eye contact, and volunteering to speak first. Three case studies are presented. The need to speak up is demonstrated through the NASA Challenger tragedy and a project for NASA's Hypersonic Test Facility. A case focusing on Herbert Hoover is also offered along with questions and discussion points.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 2 discusses the importance of building communication skills. Communication skills are vital for everyone in their careers, but both old and new engineers struggle with this. Suggestions on how to write professionally are outlined, such as including a clear thesis statement, being aware of tone, and avoiding the use of pronouns. Ultimately, professional writing should be as direct and simple as possible. Tips on speechmaking and giving presentations are also offered, including being prepared but not overprepared, sharing something about yourself at the beginning, and recognizing that the audience wants you to be successful. In all communication, concision is key. The three case studies in this chapter share stories of a fire at Mann Gulch, NASA's Mars Surveyor 1998 program, and how Lee's lack of communication skills may have affected the outcome of the Battle of Gettysburg.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 3 focuses on the need for critical thinking skills. Socrates taught critical thinking skills and techniques; he asked focused questions to confirm the logic and determine the validity of an idea. He would examine the premise, challenge the assumption, examine the logic, consider motivations, and think through the implications. Being aware of our own limitations is also vital to critical thinking skills. Emotion can get in the way of critical thinking, and while intuition is real, it can be dangerous for an engineer to rely on intuition. Recognizing cognitive biases is essential to developing critical thinking skills; several cognitive biases are outlined, including overconfidence bias, hindsight bias, and sunk cost effect bias. Case studies looking at sudden infant death syndrome in the early 1900s and the protection of Allied planes during World War II are offered.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 4 starts by describing the human brain's prefrontal cortex and how it provides humans with a conscience and the ability to intrinsically know ethical behavior. Morals are personal beliefs we try to guide our lives by, and ethics are societal or organizational rules to regulate behavior. While morals and ethics are often complimentary, they can conflict. Morals and ethics, not just data, must be taken into account in an engineer's work. Several questions are offered in order to determine whether or not a situation is a moral issue and to make ethical decisions. The three case studies provided describe the Volkswagen emissions scandal (Dieselgate), NASA's Apollo 12 mission, and Albert Speer's work for Nazi Germany.

T.V. Narendran, CEO of Tata Steel, India's oldest steel manufacturing firm, had taken concrete business and cultural transformation steps to future-ready the firm since taking over in 2013. He had deleveraged and instilled financial discipline, acquired new businesses, entered new segments and adjacent businesses, and launched digital transformation, agility, safety, and sustainability programs. At the heart of his transformation program lay the digitalization drive. Now, he turned his attention to the firm's burgeoning B2C business. In 2018, the firm had launched an e-commerce platform to sell products directly to retail customers. Now he needed to decide whether to open up this platform to non-Tata group third-party suppliers of ancillary home construction products, like cement, paint, tiles, and other home fittings. Would this create a unique one-stop shop for construction-related goods, or take Tata Steel further away from its core mission? He and his team needed to decide fast.

Year Up, a non-profit that provides training and practical work experience to low-income young people, has for years prioritized impact measurement. By 2022, it had built a robust body of evidence demonstrating that its program yields higher earnings for participants. The case finds Year Up's founder and CEO considering strategies to scale the program in a cost-effective manner and working to broaden the non-profit's focus to system and practice change among employers. But these new efforts risk diluting the core program and, in turn, diminishing the benefits delivered to participants.

The negative effects of bias in artificial intelligence models' underlying data has made headlines, and companies need to find ways to address it. But it's impossible to completely abolish bias in AI data to equitably account for diverse populations so instead, companies should remediate it to deliberately compensate for unfairness. The author describes a three-step process that can yield positive results for leaders looking to reduce the impact of AI bias.

In 2018, Erica Coletta became Mars Petcare's Chief Human Resources Officer, and immediately found herself dealing with high-stakes inclusion and diversity issues. U.S. employees especially were ready for substantive action after unprecedented racial justice protests, and its 100,000 employees across six continents eagerly awaited next steps from previous commitments to equity in hiring and management. How could she effectively capitalize on the energy for change?

In November 2021, Ford Motor Company offered a $2.5 billion green bond to finance investments in electrification. Issuance of green bonds significantly increased into the 2020s, and to date, the Ford Motor Company green bond was the largest such bond offered by a non-financial corporate institution. How would investors assess the attractiveness of the bond?

LCA action plans integrate responsibility and accountability into decision-making and planning. This module note was designed for the LCA course and reviews six steps leaders can follow to develop a practical LCA action plan for their business. It shows how integrating an LCA perspective can help leaders make better strategic decisions when planning by helping them clarify analysis, sharpen criteria for success, and be better prepared to manage risk.

In February 2021, the responsible seafood program officer for World Wide Fund for Nature Singapore (WWF-Singapore) was looking to encourage a collective change in the consumption of sustainable seafood. Promoting sustainable seafood in Singapore, however, had not been easy. Due to cultural influences and the nature of seafood trading, driving a change in the sourcing and consumption of seafood among stakeholders required significant effort and creativity. Identified stakeholders were generally either slow in acting or unresponsive. With each party pushing the responsibility to another, the challenge facing the program officer and WWF-Singapore's market transformation team was how to overcome this deadlock of inertia. WWF-Singapore believed that it was necessary to understand and address each stakeholder separately, as stakeholders required specific communication messages and support to help them make a change. However, with limited resources, WWF-Singapore had to be strategic in deciding who to target and how.

For all the hype around bossless companies, managerial authority and hierarchy are still the best ways to ensure coordination, cooperation, creativity, predictability, and accountability in large organizations. But authority and hierarchy must be aligned to a company's specific needs. To fine-tune them, leaders should consider the need for speed in decision-making, the extent of employee knowledge, what knowledge is truly required, employee feelings of ownership, and procedural justice.

The "Moral Complexity in Leadership" series of cases and teaching notes help business instructors harness the power of fiction to prepare students for the moral and ethical dilemmas they will face throughout their careers. Meaningful fiction challenges students intellectually and emotionally; it reveals the inner worlds of human players and enables learning that can be difficult to access through case studies, commentary, or reporting. Through literature, students will wrestle with the kinds of problems they will face as leaders looking to make courageous decisions aligned with their moral codes. The works in this series represent a wide range of settings, viewpoints, and cultural frameworks; the characters are complex and contradictory, and the systems within which they operate (whether family, organizational, or cultural) influence them in varied ways. They have been taught to executive, full- and part-time MBA student audiences for many years. The series aims to increase students' understanding of moral frameworks and enhance their skills in facilitating and participating in healthy and productive dialogue about complex and provocative issues. In this installment of the series, "Greed," we examine Leo Tolstoy's "How Much Land Does a Man Need?" This classic tale of a man who forfeits everything in his pursuit of more land gives students an opportunity to discuss how comparison and escalating acquisitiveness (greed) affect them in their professional and communal circles. It also creates an opportunity for meaningful discussion of ways to identify and manage the human tendency to want more.

The authors contend that addressing the question "How much do my employees trust me?" is the real key to employee engagement. They discuss a free tool developed at Deloitte "HX TrustID" that companies can use to gauge employee trust and devise strategies for improving it. They then describe how two organizations one large, and one small have used the tool to address leaders' performance in four areas that contribute to employee trust: humanity, transparency, capability, and reliability.

Although corporate venture capital (CVC) has been studied as part of open innovation (OI), assumptions about knowledge flows crossing organizational boundaries between "the inside" and "the outside" have limited those explorations. Drawing on an abductive approach to grounded theorizing, this article introduces an intuitive yet novel framework that traces the sources and applications of knowledge obtained from CVC to derive new conditions for how those investments allow companies to orchestrate knowledge flows to overcome barriers and increase their innovation effectiveness. Besides exploring traditional OI knowledge flows within the CVC context, this article further identifies and examines both outside-out knowledge flows (which help to shape an ecosystem for a corporate innovator) and inside-in knowledge flows (which overcome internal silos to achieve real innovation impact).