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Spreadsheet supplement for case 123008.

Operation Walk Canada (Operation Walks) was a private not-for-profit orthopaedic surgical mission organization based in London, Ontario. Its purpose was to provide total hip and knee replacement surgeries to patients in low- and middle-income countries, such as Guatemala. who had little or no access to orthopaedic care due to social, political, and economic factors. For two years, the COVID-19 pandemic had forced the mission to temporarily pause its work, leaving behind an ever-growing waiting list of patients who needed life-changing surgical care. However, the tremendous burden of the pandemic, coupled with existing gaps in the health care services in Canada, resulted in an overwhelming need for support that went beyond the organization's capacity. For the organization to meet this demand, the team members needed an effective and sustainable strategy that would maximize its ability to meet the orthopaedic health care needs of the population. Operation Walk must now consider key challenges before returning to Antigua, Guatemala, in the spring of 2022.

In 2021, the head of cold storage for North America at A. P. Moller-Maersk (Maersk) was assigned the challenging task of meeting cold-storage requirements for a key client. Increasing demand for frozen food, coupled with many consumers adopting "hoarding" behaviour after the outbreak of the COVID-19 pandemic in 2020, heightened pressure on already-strained cold-storage facilities across the United States. To show the value of adopting Maersk's end-to-end logistics services, the head of cold storage and his team had to develop a flexible operational plan for the client. The task was especially difficult in such a hot market, but gaining the trust of this client was critical for Maersk's goal of establishing a strong hold in the US cold-storage market.

The blockchain revolution has taken longer than expected to pick up steam. But now, says Ravi Sarathy, author of Enterprise Strategy for Blockchain, it has reached a maturity level that merits the attention of large incumbent companies. In this interview, Sarathy explains what has held blockchain back and why the time is right to start using it. He explores blockchain's most promising applications and explains how companies can develop and deploy it as a capability.

This case provides an overview of a sales transformation in the industrial automation division at Belden, a hardware manufacturer. While Belden historically sold products such as cables, wires, and other networking devices, EVP of Industrial Automation Ashish Chand recognized that IT vendors were threatening to enter the hardware market. Thus, Chand initiated Enhanced Solutions Delivery (ESD), which pivoted Belden from selling products to selling solutions to optimize customers' networks. ESD required Belden to change its sales cycle, its approach to hiring, pricing model, and compensation structure. The case explores how Belden's leadership team implemented these changes, and how Belden navigated its changing relationship with channel partners and distribution partners.

The case discusses the relatively low technology approach used by Russia to influence the U.S. Presidential Election in 2016. Although political parties manipulating the media was not a new phenomenon, the Russians ran a broad, well-financed, and sophisticated social media campaign that started in 2014 and grew each year. Russia's IRA (Internet Research Agency) managed messages, and posted links and content across Twitter, YouTube, Facebook, and Instagram. Like any disciplined marketer, they tested content on a few sites and doubled down on messages that worked. Messages relied heavily on sharable memes tailored to the identity of each target group based on political affiliation, religion, ethnicity, and geography. The IRA initially focused on building trust and group identity by creating a sense of belonging. Over time, these morphed into messages that were external threats to the group identity with an aim to sway behavior. Russia's ability to meddle with the Presidential election was partly the result of systemic weaknesses in the U.S. governance of social media platforms. The leaders of social media platforms admitted that state actors had gamed their platforms to influence politics. However, underlining the misinformation campaign were opaque, influential algorithms that determined what content was viewed by billions of internet users. In a quest to capture attention and maximize engagement, these had fractured social norms necessary for a healthy democracy -- leaving populations vulnerable to online misinformation.

This case presents the unique approach to philanthropy of the Ahlstrom family. A group of 25 fifth-generation female Ahlstrom family members founded the Eva Ahlstrom foundation in 2010, in the name of the family matriarch Eva Ahlstrom (1848-1920), who was a big contributor to society in her time. This led to the establishment of the Ahlstrom Collective Impact in 2020. The uniqueness of the Ahlstrom Collective Impact lies in the power that comes from bringing all entities together under one umbrella, and letting purpose and values be the guiding principles that unite the Ahlstrom network. The core mission is to inspire, engage and involve everyone - employees and shareholders alike - to create a better understanding of what rights children have, and why and how their realization affects our businesses, our societies and our future.

The signs say the global economy is headed for a recession, but downturns are not destiny. Companies that bolster their resilience, local agility, and portfolio agility now can improve their competitive position and enhance their future performance during the next recession. This article describes practical, evidence-based steps that leaders can take to help their companies capture the upside of the next downturn.

This background note discusses the evolution, use, and prevalence of staggered boards. By comparison with unitary boards whose members are all elected annually for one-year terms, staggered boards are divided into subsets of directors, with one subset up for election each year, typically for three year terms. While 61% of the S&P 500 had staggered boards in 2002, the practice largely fell out of favor in ensuing decades, and only 12% had one in 2022. This note discusses what staggered boards are and how they evolved; arguments for and against them from critics and proponents; developments leading to their decline; the academic research on their potential effects broadly and on certain types of firms; and the legal approaches to staggered boards in the United States as well as the diverse approaches to staggered boards internationally.

The case tells the story of a strategic change and cultural shift at Innolume a start-up focused on unique laser production. George Gogolev, who represents the company's investors, is attempting to move the company away from customized productions for niche applications to mass production for the datacom market. Innolume won the Prism award - the "Oscar" of the photonics industry - for a laser dedicated to data transmission. However, the company lacked clear market vision, financing, production methods, quality controls and product readiness level. Although George convinced the investors to support the turnaround, it became apparent that the company's main challenge were cultural in nature. The Germany-based Innolume team consisted mainly of Russian scientists who were highly focused on R&D and technological excellence. At the same time, they lacked business development and were not customer-centric. The team was not supportive of the investors' initiative and sabotaged the changes, triggering open conflict between the staff and the new management. It took a comprehensive change management process to bring the new strategy and the company culture into alignment, and get the team on board. Finally, the company got on the right track for mass production. However, there were still some challenges related to product readiness. The issue of time becomes critical, and Innolume needs to speed up to benefit from the window of opportunity for entering the datacom market.

Webtoon Entertainment, a subsidiary of Korea's dominant search engine, Naver, with over 60% of the market share, is a prime example of how a company creates and captures new market opportunities in the era of digital transformation. With its humble beginning as a free service to increase user traffic to the portal site by providing digitized comics for web surfers, Webtoon Entertainment reinvented the comic book industry by changing the way comics are created, distributed, and consumed. Briefly, Webtoon Entertainment is a platform that connects creators and users of digital comic content in the form of a vertical layout that is optimized for PC and mobile browsing. The company now boasts 82 million monthly active users on its digital comic platform across the globe. The case explores the key milestones of Webtoon Entertainment to show how the company transformed the comic industry and became the largest storytelling platform in the world. More specifically, it describes how the company unlocked new creative talents and built an ecosystem for webtoon business based on a platform economy, monetized the once-free content into a billion-dollar business, and then rolled it out globally despite cultural and language barriers. Finally, the case describes the challenges ahead that Webtoon Entertainment faces in the lucrative yet competitive comics industry. Interestingly, the case has multimedia materials, including first-hand interviews and infographics, directly embedded between the written content. Students are able to access these materials via QR codes and are visually stimulated while elevating their comprehension of the case. This will be a whole new reading experience for students that immerses them in the evolution of Webtoon Entertainment at a different level, ensuring an active and rich class discussion. The case is suitable for teaching innovation, entrepreneurship, digital transformation, platform strategy, and globalization strategy.

Benny Chung-Ying Zee was a professor at a prestigious university in Hong Kong and founder of Health View Bioanalytic Limited (Health View). Health View offered fast, inexpensive, non-invasive assessments of the risk of stroke and Alzheimer's disease by using artificial intelligence and automatic retinal image analysis (ARIA) of pictures of patients' retinas using fundus cameras. While Health View was breaking even, Zee realized that it was not yet a success. Thus, Zee was considering how to scale up the company to realize the impact of its technology. Zee had to assess the current business model-its value proposition, target market, sales channels, and strategic partners-and determine how he could scale up and redirect Health View.

In May 2019, ByteIQ Analytics was formed in India, with the idea to revolutionize finance through the potential of data. In the beginning, ByteIQ offered data science and analytics capabilities in the form of various services. But the founders aspired to make ByteIQ a product company so they created their first product, BankStorii, in December 2021. BankStorii was designed to aid financial customers to select the best banking products. ByteIQ's chief executive officer had two choices in selecting a suitable business model for BankStorii: make BankStorii available to the country's masses free of charge through a website platform or make BankStorii a proprietary software and license it to banks.

Organizations that aim to develop and deploy responsible AI systems must begin by considering what implicit and systemic biases reside in a technological system itself. Not doing so can result in catastrophic failures resulting from unintended consequences of the system's normal operations. The authors advise managers on how to mitigate the risk that algorithmic systems can cause organizational or social harm if left unchecked.

Founded in 1998 in Fribourg, Switzerland, Dartfish developed a video technology able to track movement and trajectory. Its user-friendly analysis tools, known as the SimulCam and StroMotion, set it apart from the competition, allowing it to conquer three market segments: broadcasting and media; sports training and education, physiotherapy, and healthcare; and online video sharing. Being first in a market it had created and the recipient of extensive media coverage, Dartfish quickly expanded its international network to serve a wide spectrum of customers. Over time, however, the market became saturated with competitors popping up everywhere, and, rather than focusing on understanding and serving its clients' needs, the firm worked to develop new technologies. Despite its apparent success, it eventually realized that it was spreading itself too thin and needed to rethink its value proposition. The case provides a platform to explore the internationalization strategies adopted by Dartfish, a born-global firm, and the dos and don'ts of market expansion.

Ten-year-old, Palo Alto-based Ribbit Capital is best-known for its global investments in fintech. The firm was also an early advocate of crypto and blockchain, having invested in more than two dozen startups in the space in the past decade. In the Spring of 2022, Partner Nick Shalek contemplates an investment into Gauntlet, a Brooklyn-based crypto startup. He weighs not only the pros and cons of the Gauntlet investment in the context of the fund's overall portfolio, but also the deal structure. While investing in crypto startups played to many of the strengths that the Ribbit Capital team had built investing in fintech startups, there were a variety of aspects of crypto startup investing that were new and different. Sourcing deals, performing diligence, providing guidance to entrepreneurs, understanding governance, and negotiating deal terms were similar in principle, but presented new opportunities and challenges to navigate.