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WestJet Airlines had achieved a lot. The airline had taken to the skies only 13 years earlier, with three airplanes flying to five destinations. Now, with a market value at more than $2 billion, the carrier had more than 70 Boeing Next Generation 737s, employed 7,000 people and had played host to more than 12 million guests. WestJet's ambition was to become the dominant airline in Canada by 2013 and one of the five most successful international airlines in the world by 2016. Achieving these goals would mean continued expansion in the WestJet organization. How could WestJet continue to build a high engagement culture as it experienced high rates of growth? In April 2009, in light of the company's rosy predictions of further growth and success, WestJet's pilots seemed dissatisfied with elements of the new contract offer. The leadership team had met a crossroad.

Beck Taxi is Toronto's leading cab brokerage. In May 2009, the company's chief executive officer (CEO) is wondering whether the company could change the radio fee for the limited duration of summer, usually a lean season for the cab trade. The fee, paid by drivers for the dispatch service connecting them to customers in waiting, has not been increased in over a decade. That is enough reason to go for a straight upward revision on a permanent basis. The CEO is also considering introducing a variable component to pricing - a novelty in the cab trade. There are several forces at stake in the trade and any decision by Beck Taxi, as the market leader, will shake it up. Status quo is therefore an option in its own right for the CEO. The case provides the background against which the CEO will have to make a call on pricing Beck's service.

This note was written to help students at the Harvard Business School do a more thorough job of researching a company, utilizing the extensive resources of the Baker Library, as well as other widely available databases. Exhibits provide detailed information on key resources and instructions for accessing prominent databases.

The Barclay family, new owners (in July 2004) of the Telegraph Media Group in London, the United Kingdom, had acquired a great UK newspaper brand but an organization that has lost its customer focus and, by the time of the events described in the case series (2006-2008), an enterprise in an industry facing tectonic plate shifts because of digitization, the Internet, a 24x7 news and information cycle, the advent of citizen journalism, fundamentally changing reader and advertiser behavior and preferences, and a besieged centuries-old print-media business model. (All this without the additional pain of the 2008 global economic downturn and the consequent fall in advertising revenue.) While "change" was not new to the Telegraph Group (it has seen plenty since the Daily Telegraph was first published in 1855), the Barclay family and the Telegraph's new leadership and management team saw the business at a significant transition point with change an urgent imperative. The (A) case, the first of a five-part series, lays out the business and leadership case for change in the context of the Telegraph's 150-plus-year history.

The (B) case, second in a series of five, follows the (A) case which laid out the case for change in the context of the Telegraph's 150-plus-year history and concluded with the senior management's decision to start the change process with the editorial organization and to do so with a change of location from London's Docklands to a former trading floor by Victoria station in Central London. The (B) case describes the changes that would be necessary in the Telegraph's editorial function.

The (C) case, third in a series of five, characterizes the changes implemented in the Telegraph Media Group's editorial function as the group's senior management went about positioning the enterprise for a "giant stride in the media future." The case follows the (A) case, which laid out the case for change, and a follow-up (B) case, which described the editorial changes that necessary for the media group's transition from the 20th to the 21st century.

The (D) case, fourth in a series of five, closes a major loop left open in the preceding (B) and (C) cases, which focused on changes in the editorial organization and operations of the Telegraph Media Group: making the change, which was seen as an imperative in the (A) case, worthwhile by transforming the commercial organization, whose responsibility it is to bring revenue from advertisers and to look for other ways to "monetize" the Telegraph's considerable investment in digitization.

The (E) case, fifth and concluding case in a series of five, has a central message: Organizational leadership must be seen through the lens of "stewardship," and if managers must, as stewards, leave their enterprise in better shape and with a brighter future, then the work of change is never done. In that sense, change at the Telegraph Media Group is not yet done.

An analyst at an investment firm is considering an investment in Carmanah Technologies Corporation (Carmanah). Carmanah is a fast-growing player in the high-powered alternative energy products. Since 2007, when the new chief executive officer (CEO) took over, a turnaround effort has been in place at Carmanah. At $0.91 per share, Carmanah's shares were trading at just 23 per cent of their value in mid-2007. The analyst is scheduled to make a recommendation on Carmanah to his managing director in two days. He needs to get to work valuing the company on the basis of the information he has gathered.

Joe Kennedy, president and CEO of Pandora, one of the largest and most popular web (internet) radio broadcasters, had just received bad news. The Copyright Royalty Board (CRB) had announced its decision to increase the royalties required to be paid by the web radio industry by 2.5 times over the next five years, effectively pushing profitability for Pandora out of sight. Pandora was a "webcaster" that was based on the Music Genome Project, which codified various attributes of a song (making "music DNA"). Using this technology, Pandora could provide a selection of songs with similar "music DNA" to the user's initial choice. Pandora, however, along with other webcasters, was subject to a special statutory scheme regarding royalties, which were higher than the royalties for satellite radio and from which AM/FM radios were totally exempt. This case examines issues of copyright, the economics of new media, and the specialized laws established to regulate a new subset of an existing industry.

In December 2008, Gianluigi Nova, CEO of Tenova SpA, a technology and equipment supplier to the metals and mining industry, had to choose between two options. The first was to continue growing in the company's core business: equipment for the steel production. The second option offered growth in a related, but nearly new business for Tenova: the equipment for mining, mineral processing and extractive metallurgy. They only had a small presence in this market. Yet, Nova had to cope with the worldwide economic crisis whose destructive power hit every area of the metals and mining industry. Nova had to decide which option offered the best opportunity to grow in the worst economic crisis since 1929.

In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a "change maker" and "partner" in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and "working" board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?

In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a "change maker" and "partner" in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and "working" board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?

In 2009, the Federative Republic of Brazil was the 5th largest country in the world in terms of its geographic area and population. At 3,290,000 square miles, its territory comprised nearly half of South America. It was also the most populous nation on the continent, with more than 190 million people. In economic terms, Brazil had grown to be the tenth largest global economy, with a 2008 GDP estimated at $1.99 trillion. When the global financial crisis erupted, Brazil's president vocally and repeatedly asserted that Brazil would be able to "decouple" itself from the slowdown. However, in early 2009, it became clear that Brazil could not isolate itself entirely from events in the rest of the world. The country's 2008 fourth quarter economic results were the worst in a decade. As analysts downgraded their 2009 growth forecasts into negative territory, it remained to be seen when (and if) Brazil would ever be able to realize its full potential. This paper provides a brief history of Brazil and explores its current position in the global economy.

Shanghai Tang is a luxury brand that focuses on Chinese-inspired fashion, accessories, and home decoration products. In Fall 2008, amidst a growing global economic crisis, Raphael Ie Masne, executive chairman of Shanghai Tang, had to decide what to do with the recently vacant creative director position. Did Shanghai Tang need to hire a new creative director at this uncertain economic time? Or could he take on the role of the creative director himself? In addition, Ie Masne had to grapple with balancing the perennial tensions between business imperatives and the creative aspirations of his designers. How could he better manage employees who see themselves as artists?

The M-form, in which a corporate parent manages relatively freestanding business units, was the most successful organizational design of the twentieth century. However, contemporary economic conditions call for designs that allow firms to exploit synergies across their business units, and on this dimension the M-form is notoriously weak. This article reports on empirical research that highlights the fundamental tension between clear lines of authority and the exploitation of synergies that firms face as they move away from the M-form and implement shared service centers, corporate account management, and matrix organizations. However, a limited but substantial number of firms have evolved organizational designs that signal a new way of resolving this tension. These firms are organized around multiple dimensions (e.g., region, product, and account) and are able to simultaneously hold different managers accountable for performance on these dimensions. The multidimensional organization is best understood as the next step in the evolution from a resource-centric physical production model to a customer-centric knowledge-exploitation model. It is a way of organizing that is particularly well adapted to stimulating the teamwork that is necessary to create economic value in complex markets on the basis of distributed knowledge and intangible resources.

Every generation of managers experiments with new organizational forms-new business models and the organizational structures and management processes required to support them. Much of the current experimentation with business and organizational models is occurring in knowledge-intensive industries such as biotechnology, computers, telecommunications, and medical and scientific equipment. The principal business model emerging in these and similar industries can be called market exploration. Market exploration is a firm's pursuit of opportunities created by intersecting technologies and markets. The market exploration process is complex, involving technology development, product development, and commercialization in collaboration with customers and other firms, as well as involving the orderly development of markets that have large but unknown potential. Firms that want to be effective at market exploration must organize specifically for innovation-they must be able to build and manage an I-form organization. This article shows how many firms are moving towards and improving the I-form organization and discusses its purpose, key features, and benefits.