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Shinya Deguchi, Founder and Managing Partner of Star Magnolia Capital, a Shanghai-based multi-family office (MFO), considered how to convince a new prospective family that the MFO's endowment model approach would best suit their needs. In recent decades, there has been a rapid growth of Chinese high net worth individuals, and mainland China faced a shortage of services available to their families. Deguchi believed that Star Magnolia would not only help the MFO's families build wealth over generations through the endowment approach but also possessed the capability to recruit the top and most diligent investment managers in the field. How could he introduce and convince the family of his conviction? In what cases did Star Magnolia offer a competitive advantage as a MFO over individual SFOs? Furthermore, as the MFO continued to grow, how could all member families ensure that their interests remained aligned into the future? At the end of the day, what 'pitch' could Deguchi offer to win the family over?

The Commission on Presidential Debates (CPD) has organized the presidential and vice-presidential debates in the United States since 1988. In the spring of 2022, the Republican National Committee threatened to bar their nominees from participating in any CPD-sponsored debates in the upcoming election. The CPD must decide how to handle this challenge.

Mentors seldom use their roles to engage in identity work that celebrates the unique characteristics of their mentees. But research shows that mentors have a critical opportunity to redefine the often-gendered rhetoric of success that rewards ideal working at the cost of well-being. Drawing from a recent study, the authors offer tips for mentors and mentees on challenging toxic behaviors and unreasonable expectations and instead prioritizing health, well-being, and equity.

This technical note addresses when and how gender is relevant in a negotiation setting. It provides an up-to-date summary of existing research as well as advice for practitioners (particularly those identifying and/or presenting as women) as they navigate their careers. This note can be used in general negotiation courses (undergraduate, MBA, or executive education) or in programming specific to women in leadership. It is currently used in the Darden Executive Education program "Women in Leadership."

Jennie O'Keefe and Chris Johnson, owners of Rough Waters Brewing Company, were deliberating how to make further inroads into an increasingly competitive provincial craft beer market. The new entrepreneurs were at a crossroads as they considered several possibilities for business growth in the face of a highly uncertain environment that included an unfavourable economic outlook and a global pandemic. They knew there were many things to consider in weighing their options, and that they did not have all the information they wanted or needed to confidently decide. O'Keefe and Johnson needed a framework to guide their decision-making in charting the best course for the brewery in the midst of so many unknowns. 

Indian Railways (IR) has been slow in innovation. The competition from other modes of transport has posed new challenges to IR. Railways worldwide have taken help from startups to develop innovative solutions to improve railway operations. Such collaborations have helped in leveraging the technical expertise of startups in domains which are non-conventional for railways to develop in-house. These collaborations have been made possible by funding startups through various investment channels.

This case series was developed around QuMei's takeover bid for Ekornes ASA, a company headquartered in Norway. QuMei, the Chinese furnishings manufacturer established in 1993 and listed on Shanghai Stock Exchange in 2015, was the promoter of the takeover bid. In the same year, it introduced its "New QuMei" strategy, pivoting from a pure furnishings supplier to a content and service supplier in the furnishings industry. The target company, Ekornes, was a prime Norwegian furnishings manufacturer with four affiliate brands, including "Stressless", known as the "most comfortable chair in the world". It also had vast market bases in Europe and America. Case A mainly discusses the reasons behind QuMei's takeover of Ekornes. First, it explores why QuMei opted for acquisition rather than organic growth. Second, having decided to take the acquisition route, how did it choose Ekornes as its target. Finally, the case examines the feasibility of the takeover and potential ensuing risks. Based on case discussions, students are given the chance to analyze the logic behind takeovers, how target companies are selected, how takeovers take different forms depending on purpose, and how to analyze and avoid potential risks that may be involved. Case (B) focuses on the transaction arrangements in QuMei's takeover of Ekornes: was Ekornes suitably valued? How would QuMei reach a consensus with the target company's shareholders regarding the reasonable consideration for takeover? Then, after valuation, how should the transaction be funded and structured? By the end of 2017, QuMei's assets were at ¥2.1 billion, while its overseas sales were a mere ¥4.87 million. In contrast, Ekornes's assets were valued at over ¥4 billion. This case therefore can be reference for practical problem-solving in acquisition of snake swallowing elephant.

This case series was developed around QuMei's takeover bid for Ekornes ASA, a company headquartered in Norway. QuMei, the Chinese furnishings manufacturer established in 1993 and listed on Shanghai Stock Exchange in 2015, was the promoter of the takeover bid. In the same year, it introduced its "New QuMei" strategy, pivoting from a pure furnishings supplier to a content and service supplier in the furnishings industry. The target company, Ekornes, was a prime Norwegian furnishings manufacturer with four affiliate brands, including "Stressless", known as the "most comfortable chair in the world". It also had vast market bases in Europe and America. Case A mainly discusses the reasons behind QuMei's takeover of Ekornes. First, it explores why QuMei opted for acquisition rather than organic growth. Second, having decided to take the acquisition route, how did it choose Ekornes as its target. Finally, the case examines the feasibility of the takeover and potential ensuing risks. Based on case discussions, students are given the chance to analyze the logic behind takeovers, how target companies are selected, how takeovers take different forms depending on purpose, and how to analyze and avoid potential risks that may be involved. Case (B) focuses on the transaction arrangements in QuMei's takeover of Ekornes: was Ekornes suitably valued? How would QuMei reach a consensus with the target company's shareholders regarding the reasonable consideration for takeover? Then, after valuation, how should the transaction be funded and structured? By the end of 2017, QuMei's assets were at ¥2.1 billion, while its overseas sales were a mere ¥4.87 million. In contrast, Ekornes's assets were valued at over ¥4 billion. This case therefore can be reference for practical problem-solving in acquisition of snake swallowing elephant.

Case A reviews Amazon's location choices from its founding in 1994 to 2017, explaining how it moved its offices from Bellevue, Washington, to various Seattle locations, eventually establishing campuses in South Lake Union in 2010 and then in downtown Seattle in 2016. The case then explores Amazon's strategic plan to establish a second headquarters in another North American city, illustrating the complex relationship between cities and major corporations. Case B describes Amazon's cancellation of its New York project, how the company was affected by local zoning laws and urban politics, and how various local interest groups responded to its plan. The subject of the case is business-government relations at the city level.

Case A reviews Amazon's location choices from its founding in 1994 to 2017, explaining how it moved its offices from Bellevue, Washington, to various Seattle locations, eventually establishing campuses in South Lake Union in 2010 and then in downtown Seattle in 2016. The case then explores Amazon's strategic plan to establish a second headquarters in another North American city, illustrating the complex relationship between cities and major corporations. Case B describes Amazon's cancellation of its New York project, how the company was affected by local zoning laws and urban politics, and how various local interest groups responded to its plan. The subject of the case is business-government relations at the city level.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 1 begins with a discussion on crisis and change in organzational contexts. We are living in a time of continual global upheaval, which brings about organizational challenges. These challenges can be intimidating and cause psychological distress, making it difficult to logically address them. They are also increasingly interrelated, creating unpredictable consequences. A systems-psychodynamic approach offers a more holistic view of crisis and change in organizations; it looks at the overlaps between the intrapersonal (a person's inner life), the interpersonal (pairs and groups), and the system (inside and outside the organization). Five premises underly the systems-psychodynamic approach, all of which are discussed. This chapter ends by describing the organization of the rest of the book with specific chapters being dedicated to the three different levels of the systems-psychodynamic approach.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 2 discusses organizational crisis and related systems-psychodynamic concepts, focusing on crises that are ultimately self-inflicted (e.g., underperformance, mismanagement, poor decision-making). Five case examples of recovery are given; a defining characteristic of these cases is their use of a bottom-up approach instead of the more typical top-down approach. A framework based on these cases is described to help organizations recover after a cumulative crisis. Several systems-psychodynamic concepts are woven into this framework-including emotional capital, the relational system theory, and fair process-which call for a more holistic leadership style when facing recovery challenges. The framework is tested on ABN AMRO's recovery, which confirms the theoretical foundation and suggests that it is an effective model for developing a comprehensive recovery strategy.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 3 explores the emotional life of organizations. Several interviews were conducted with questions focusing on nostalgia and postalgia, both of which can contribute to understanding the existing and desired state of a business. Both concepts are discussed, including how they can affect organizations. Idealization is foundational to nostalgia and postalgia, and a particular type of idealization, "chosen glory," is typically practiced in response to organizational crises. Chosen glory is a collective emotional and mental representation of an event seen as a triumph; the story is repeated to build self-esteem within the group. The organization may not be interested in assessing the entirety of the situation, such as how they contributed to the challenge in the first place. Idealization of purpose and idealization of leadership are also discussed as well as the negative consequences of idealization. In times of crisis, idealization comes through in organizational stories and is highly significant.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 4 discusses narcissistic leadership and how to survive it. Narcissistic characteristics are sometimes seen as beneficial for leadership positions, but narcissists create toxic work environments. An explanation of narcissism and examples are given. Narcissistic leadership involves three components: arrogance and a sense of entitlement, a strong need for power and recognition, and difficulty managing emotions and accepting faults. There are both pros and cons to having narcissistic leadership, but experiences working under narcissistic leaders are predominantly negative. Employees may use various coping strategies, including influence, relationship-building, self-protection, avoidance, and ground-standing strategies. Having a sense of agency is the most effective tool when dealing with toxic work environments. Its main components are sense of self, sense of responsibility, and sense of choice. Self-reflection and awareness are necessary. The challenge of narcissistic leaders can be survived by striving to learn from it.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 5 looks at what happens on a leader's conscious level and subconscious level when vilification occurs. A case study based on several interviews is provided. Five meta-experiences are offered to categorize the effects of and reactions to vilification: emotional state, impact on relationships, social defenses, conflict management, and recovery and healing. These are all conscious experiences. Subconsciously, leaders perceive they are being vilified by others in these situations, which equates to being stigmatized. This in turn can trigger threat appraisal, identity threat, and cognitive dissonance. Ultimately, leaders can make sense of things, which leads to healing. Rewriting self-narratives and telling their story can be integral for recovery. Awareness of these experiences and mental processes can be applied in the professional and personal domains. Insights particularly for executive coaches are also offered.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 6 discusses stress in executives and how it can impact leadership performance. Chronic stress and busyness lead to burnout, but reflection and self-awareness can be effective coping strategies. A therapeutic system for accessing and addressing emotions is presented: the Deep Emotion Expression and Processing (DEEP) System. The theory underlying the DEEP System is discussed, including Malan's triangle of conflict. Interoception and expressive writing are two approaches to emotional processing and are essential for the DEEP System. Interoception is the process of recognizing emotional signals the body is sending. Expressive writing lets people reflect on negative experiences without being overwhelmed by them; meaningfulness and integrative processing are two vital components of expressive writing. To test the effectiveness of the DEEP System, the Positive and Negative Affects Schedule (PANAS) is incorporated into it. Examples are provided showing the influence of the DEEP System.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 7 offers final thoughts from each of the authors. There is always more to crisis and change than meets the eye. A systems-psychodynamic approach can help people work with realities they see and sense. Instead of solely focusing on the solution, the lived experience of a crisis must also be addressed. Thinking systemically is a vital skill for leaders and change agents because of the constant ambiguity they face. Several key takeaway messages from the text are offered, including the need to recognize that organizations are shared spaces of feeling and the importance of self-reflection on all individual and organizational levels.

The case analysis facilitates deeper understanding, critical thinking and application of concepts pertaining to organizational environment and strategic planning using the example of Starbucks, an American multinational chain that positions itself as a premier roaster, marketer and retailer of specialty coffee. The case illustrates how the macro and competitive environments impact the Starbucks' strategies and performance, focusing in particular on macro elements such as Economy, Technology, Laws and Regulations, Demographics, Social and Natural Environment/Ecology. The competitive environment analysis explores the five key elements of Industry Rivalry, New Entrants, Customers, Substitutes and Complements and Suppliers. Students are encouraged to investigate the implementation of appropriate effective strategies after gaining a thorough comprehension of the external and internal environmental factors.

This technical note introduces dynamic programming (DP), a powerful tool for finding optimal solutions to complex problems that involve a concatenation of multiple decisions. This note assumes some familiarity with decision trees. Compared to decision trees, DP simplifies the problem representation by pooling together similar decision situations, allowing us to apply backward induction in batches by means of the Bellman equation. The note stresses the importance of data to estimate transition probabilities, as well as to proxy the value-to-go in some complex situations. The note includes four exercises, which are supported by spreadsheets for both students and instructors. These cover job search decisions, pricing of American options, and hotel pricing (revenue management).

Spreadsheet supplement for technical note UV8824