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What is the real key to elite performance? According to sports psychologist turned executive coach Graham Jones, star athletes and businesspeople share one defining trait: mental toughness. People who become champions aren't necessarily more gifted than others; they're just masters at managing pressure, meticulously tackling goals, and driving themselves to stay ahead of the competition. Jones, who has advised Olympic medalists and Fortune 500 executives, sees many parallels between the arenas of business and sports, especially in the behavior of people who rise to the very top. These stars have learned to love pressure because it spurs them to achieve. Inner-focused and self-directed, they concentrate on their own excellence and forget the rest. They don't get distracted by others' victories or failures - or even by a personal tragedy off the field of competition. Like Darren Clarke, the golfer who inspired his team to a Ryder Cup victory shortly after the death of his beloved wife, elite performers are masters of compartmentalization. Superstars rebound from defeats more easily, Jones observes, because they don't engage in self-flagellation. One of the keys to their success is a relentless focus on the long term and the careful planning of short-term goals that will help them attain major milestones. Competition doesn't daunt elite performers; they just use it to challenge themselves - and they never stop striving. Even after becoming benchmarks in their fields, stars keep their edge by reinventing themselves. Star businesspeople and athletes also recognize the importance of celebrating their wins. It's not just the emotional reward that's important, however: The very best performers also analyze the factors underpinning their success. That helps them build their expertise and their confidence.

R&D companies are increasingly falling prey to patent sharks: firms with hidden intellectual property that surface, threatening to sue, when their rights are inadvertently infringed. The attacks usually come out of the blue, and companies' traditional lines of defense, designed for fighting off visible competitors, are essentially useless in this type of guerrilla warfare. Munich University of Technology's Henkel and London Business School's Reitzig offer five principles to help companies avoid attack. Move away from amassing huge patent portfolios for cross-licensing with competitors. Creating technological interdependence can work among competitors interested in exchanging technology. Patent sharks, however, want only monetary gains. Simplify standards and create more-modular designs. Companies become vulnerable when a shark's technology is built into a standard and they can neither stop using the technology nor switch to a feasible alternative. The solution is to simplify standards to minimize the number of irreplaceable core components and to create more-modular designs, so an infringing module can be swapped out for a legitimate one. Cooperate with competitors early in the R&D process. Disclosing unprotected ideas to competitors can seem counterintuitive, but sharing information early on may help companies avoid developing products that are susceptible to attacks. Foster interdepartmental and intercompany cooperation. Assigning patent lawyers to projects from the start reduces the costs of protecting high-quality technologies down the line. Stop flooding patent offices with insignificant inventions. The deluge has actually made it easier for sharks to secure protection for trivial innovations, thus increasing the chances that a company will unknowingly infringe on a patent.

Is it a sign or just a coincidence that several talented employees have recently left Sambian Partners? The architecture and engineering firm's latest defector refuses to tell the head of human resources, Mary Donillo, why he was unhappy. And the self-administered employee surveys don't reveal much. When CEO Helen Gasbarian gets word of the next possible flight risk, she promotes the employee on the spot. How can Sambian stop the talent drain? Four experts comment on this fictional case study in R0806A and R0806Z. Anna Pringle, the head of international people and organization capability for Microsoft, thinks that Helen should take a hard look at Mary, who is not safeguarding the firm's talent. Helen must also become an attentive listener. F. Leigh Branham, the CEO of human resources consultancy Keeping the People, thinks that Sambian's employees need a forum in which they can speak openly about their discontent. The candid discussions can expose the "triggering events" that impel people to leave, such as a disconnect between the firm's long-standing focus on innovative design and a more recent concern with profitability. Jim Cornelius, the chairman and CEO of Bristol-Myers Squibb, once faced a potential employee exodus as interim CEO of the pharmaceutical company. He advises Helen to meet face-to-face with her most talented employees and assure them that she understands their concerns and desires. Jean Martin, the executive director of the Corporate Executive Board's leadership council, urges Helen to support a mission and culture to which employees will feel connected. She explains that although people join companies for rational motives, they stay for emotional ones. By the time unhappy workers tell their managers what's going on, it's often too late.

Is it a sign or just a coincidence that several talented employees have recently left Sambian Partners? The architecture and engineering firm's latest defector refuses to tell the head of human resources, Mary Donillo, why he was unhappy. And the self-administered employee surveys don't reveal much. When CEO Helen Gasbarian gets word of the next possible flight risk, she promotes the employee on the spot. How can Sambian stop the talent drain? Four experts comment on this fictional case study in R0806A and R0806Z. Anna Pringle, the head of international people and organization capability for Microsoft, thinks that Helen should take a hard look at Mary, who is not safeguarding the firm's talent. Helen must also become an attentive listener. F. Leigh Branham, the CEO of human resources consultancy Keeping the People, thinks that Sambian's employees need a forum in which they can speak openly about their discontent. The candid discussions can expose the "triggering events" that impel people to leave, such as a disconnect between the firm's long-standing focus on innovative design and a more recent concern with profitability. Jim Cornelius, the chairman and CEO of Bristol-Myers Squibb, once faced a potential employee exodus as interim CEO of the pharmaceutical company. He advises Helen to meet face-to-face with her most talented employees and assure them that she understands their concerns and desires. Jean Martin, the executive director of the Corporate Executive Board's leadership council, urges Helen to support a mission and culture to which employees will feel connected. She explains that although people join companies for rational motives, they stay for emotional ones. By the time unhappy workers tell their managers what's going on, it's often too late.

In December 2007, more than 75 percent of all U.S. Internet users streamed some form of video online, consuming over 10 billion videos in total. While devices such as AppleTV and TiVo allowed users to watch Internet video on their televisions, Internet-delivered video was largely a web-based phenomenon. Despite this, the industry was preparing for the inexorable collision of Internet video and the television. While a video signal could be fed over coaxial cable, through copper wires or over fiber optic connections, the majority of U.S. consumers would continue to receive their television signal and Internet service through a wired connection for the foreseeable future. This case examines the transition to IP video delivery in 2008 from the perspective of those companies that own the "pipe," notably telecommunications companies, descendants of the 1982 AT&T divestiture, and cable companies, otherwise known as Multiple System Operators (MSOs).

Adezan is a medium-sized Brazilian company in the packaging and logistics business. It serves a broad portfolio of customers, and counts several global companies among its key accounts. Adezan's transformation from a manufacturer of wood packaging to a supplier of logistics services is, in part, the result of opportunistic strategies and the entrepreneurial ability of Cesar Zanchet. At a time of profound market changes, Adezan is confronted by the 7-7-7 challenge posed by Cebrace; a joint venture of global glass manufacturer Saint Gobain and Pilkington, to deliver a 7% annual reduction in packaging costs for three consecutive years. This case covers Cesar's leadership and highlights what academic literature defines as "entrepreneurship capital."

In 2002, a successful community development corporation in Boston, Massachusetts was approached by two other organizations about potential mergers. Each organization had distinctive geographical and ethnic roots but there were clear financial and management advantages to be had from combining assets. In one case, merger discussions proceeded with the benefit of lawyers and common board connections. In the other case, despite good progress at the beginning, the merger talks became increasingly contentious with opposition from community groups who rallied political leadership to step in. This case offers the opportunity to analyze the action and decision-making of the three organizations using alliance, negotiations, organizing and strategic frameworks. It also allows the class to engage in discussion about the nature of "community" in community-based organizations. HKS Case Number 1921.0

The hotel industry has experienced tremendous growth since the 1980s and has emerged as a global industry. During the expansion processess and rise of competition, multinational, multi-brand corporations, such as Hilton Hotels Corporation, were in the process of finding new markets and setting priorities. On the other hand in emerging markets, such as Russia, most of the national hotel industry had been formed under the pressure of foreign hotel chains. In addition to competing with foreign firms in their own markets, local Russian companines were also planning to enter international markets. In this environment where competition was strengthening within the global hotel industry, and new players were emerging, a number of questions and challenges existed: 1) How could firms effectively leverage their competencies and increase their competitiveness? 2) Would the multinational hotel corporations continue to expand their brand portfolios? 3) How could hotel chains maintain their integrity during the expansion on a global scale? 4) What strategies might apply to convince Western hotel companies to compete in emerging markets? 5) Which direction would further develop the hotel industries in emerging economies.

The chief executive (CEO) of Cequel Energy, Inc. (Cequel) is trying to choose between three options: continue operating Cequel as is, selling it, or converting part of the company into an income trust (in combination with another similarly sized firm). The CEO's key concern is the relative valuation of the three options. Other key issues include the management team's preferences and an impending tax horizon. This case can be used as an introduction to corporate finance and valuation using multiples. It also allows for consideration of the impact of taxes on valuation and could provide a useful tool to discuss tax policy given changes in the tax treatment of income trusts that occurred subsequent to the case.

The owner of Cenabal, faced an important decision. She had received an offer from two investors on the television show The Dragon's Den. She wondered if it would be wise to give up 50 per cent control of her organic salad dressing and bread dipping business in return for their $200,000 investment. Would losing a considerable amount of control over the business be worth gaining access to capital and their notable business experience? The supplements Cenabal (B) and (C) look at subsequent events.

The owner of Cenabal, an organic salad dressing and bread dipping company, had received an offer from two investors on the television show The Dragon's Den. The show's premise of "all or nothing" did not leave room for negotiating terms. Now as she carefully read the contract, she considered whether she was willing to sign it. This supplement follows Cenabal (A). The supplement Cenabal (C) looks at subsequent events.

The director and chair of the governance committee at MacDonald, Dettwiler & Associates Ltd. (MDA) had been informed that U.S.-based Alliant Techsystems Inc. (ATK) had proposed a takeover of MDA's main business line - its security and intelligence business. The director was faced with several financial and ethical dilemmas which he needed to resolve before meeting with the board. The supplement MacDonald, Dettwiler & Associates Ltd. (C) looks at the decisions that were made and the results of these decisions.

MacDonald, Dettwiler & Associates Ltd. (C) is the third part of a three-part case. The director and chair of the governance committee at MacDonald, Dettwiler & Associates Ltd. (MDA) reflects upon the past two-and-a-half months. He and other members of the board of directors faced difficult decisions but were pleased to see that their decisions had almost unanimous support from stockholders. As he read the business section of the newspaper, he wondered whether the decisions had been considered carefully with all the stakeholders in mind.

This note introduces students to the current state of the nonprofit sector around the world. It also provides insight into the sector's origin and purpose as well as the identifying important current trends. The note draws on numerous sources to provide a single resource for readers to gain understanding of this complex sector. The intended audience includes students, prospective professional leaders, those considering joining a board, consultants to the sector, or anyone wishing to learn more about the field.

Chronicles the globalization of the Tata Group, one of India's largest business groups. Since 2000, many Tata Group operating companies have aggressively built international businesses, particularly through overseas acquisitions. After describing the globalization rationales and approaches of the major Tata Group companies, the case asks students to consider whether Tata Motors should pursue the acquisition of the Jaguar and Land Rover brands owned by US-based Ford Motor company.

In 2006, University of Texas MD Anderson Cancer Center was an internationally leading institution for cancer care, education, and research. Since 1996, it had successfully reorganized itself from a cancer hospital that was physically organized around clinical specialties into one that was organized into disease-based integrated practice units called multidisciplinary care centers. These units were supported by a new construction project that had created new disease-specific facilities and a widely-supported administrative plan in which physicians reported both to leadership of specialty-based academic departments and disease-based clinical centers.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.

This case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By looking at Palm's decision concerning its platform over time, students are asked to consider how Palm's decisions affect innovation, competitiveness, value creation and value capture.