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The case profiles the economic development of the Gothenburg region in Western Sweden, and the efforts of the regional economic development agency. During this period the region's traditionally strong automotive cluster started to transform towards e-mobility technologies. The case discusses the role of Business Region Göteborg (BRG), the regional economic development agency, in this process. The case includes exhibits with some key facts about the regional economy, the institutions engaged in economic development in the region, and the structure of BRG.

New CEO David Risher evaluates new strategic pathways while asking how much change his team can withstand in a given period.

The onset of the Covid-19 pandemic put theatre company AMC's already perilous financial situation under even further strain. The company's high levels of debt resulted in a monthly cash-burn which left it facing an imminent Chapter-11 filing in the absence of significant capital raises. This case raises practical and ethical questions about the measures taken by management to stave off bankruptcy, including at-the-market equity issues and preferred share issues. Should a management team issue equity if market prices seem overvalued, as was the case when AMC was characterized as a meme stock? If common shareholders do not approve an increase in shares outstanding, can managers issue preferred shares if permitted by the corporate charter? Should insiders sell their own shares while issuing shares to the public?

Founded in 2010, Supercell was a Helsinki, Finland-based mobile gaming company that had developed and launched five global hit mobile games: Clash of Clans, Clash Royale, Hay Day, Brawl Stars, and Boom Beach. The company's early philosophy was that it could produce hits by designing the company with a structure and culture that would prove compelling to the world's top developer talent. Developers worked in small, autonomous groups called cells with little oversight. The formula was a success. Supercell had nearly $2 billion in annual revenues, and Clash of Clans alone had generated gross revenues of over $10 billion since inception. However, the company had not released a hit game in five years. In early 2022, Paananen asked in a blog post whether Supercell's best days were behind it. As a result, in summer 2023, he and Supercell's leadership decided to restructure the company into two divisions-New Games and Live Games. The New Game cells would retain the small team structures, which were largely flat and non-hierarchical, but the Live Game cells would add more traditional structure and hierarchy to exploit franchise hits. Now, Paananen wondered if Supercell could continue to attract top talent despite its shift to more traditional ways of managing the business. As importantly, what would it take to restore the company's winning streak by originating more new games and growing its global blockbusters?

The case describes how Allbirds, a U.S. eco-startup that entered the booming footwear market in China, met with challenges in putting their global perspective into local practice. This teaching note is designed for a 90-minute teaching plan, where students could impersonate the protagonist in this case, Brandy Yu, managing director of Allbirds China, and follow her footprints with the new venture's market expansion in China since she joined in 2021. Allbirds was a San Francisco-based startup founded in 2015, which innovated the ways how shoes were made and sold. The company opened its first store in April 2019 at Shanghai, China, also the first in Asia. Brandy Yu in this case could inspire students through the decision-making processes in various challenging scenarios, such as where to find "China Charlie" and how to engage them, how to channel constrained resources into building product leadership and customer intimacy, whether they could "copy-paste" Allbirds' Go-to-Market strategy in China, and most essentially, how to maintain a sustainable balance between localization and internationalization in both marketing strategy and organizational management.

This article explores Nordic countries' and companies' sustainability practices. It explores how nations like Denmark, Finland, and Sweden and companies such as Novo Nordisk and Ørsted achieve top sustainability rankings through their distinctive approach to stakeholder cooperation. It discusses the historical and cultural context that has shaped the Nordic approach, emphasizing the importance of long-term vision, stakeholder engagement, and cooperative strategies. It provides insights into how these practices contribute to achieving sustainable development goals and offers valuable lessons for global businesses seeking to integrate sustainable practices into their operations.

DIGITAL LEARNING EXPERIENCE COMING SOON. Kurt Preston, Vice President of Global Sourcing & Product Operations at Sonos Inc. (Sonos), had been considering a Joint Development Model for future Sonos products. In 2022, Sonos began to expand their product offering to target value-conscious consumers and grow market share with more modest price points. Historically, Sonos designed every aspect of their products in house and used Contract Manufacturers (CM) for production. A Joint Development Model (JDM) approach offered an opportunity to partner with the supplier to potentially decrease the product development time and cost. However, JDM meant giving up control of several aspects of the product design and this had many at Sonos very worried.

The case centres on the pricing and business model challenges facing Peloton Interactive Inc.'s new CEO, Barry McCarthy. With the decline in demand post-pandemic, McCarthy must make pricing and product decisions that balance revenue, profitability, and changing consumer dynamics. The case prompts students to assess McCarthy's options through a behavioural lens, considering the importance of behavioural biases in consumer decision-making and the alignment of the business model and marketing efforts with the target consumer's decision-making process.

This exercise is designed to take students through the steps of creating a project scope document for a course project. The students have the opportunity to practice defining a project scope using a scenario with Friendship Coffee. The project scope document is often used in the workplace, and defines the project requirements, deliverables, and process at the onset of the project. It sets the project up for success and ensures all team members understand the important milestones and due dates, as well as the final deliverable.

In the spring of 2019, Grant Robertson, New Zealand's finance minister, was in the process of developing New Zealand's first-ever Wellbeing Budget. The prime minister of New Zealand, Jacinda Ardern, had spoken publicly about her vision to rethink how the government identified and set its priorities. Ardern was poised to push against a decades-old practice of using a country's gross domestic product (GDP) as a proxy for the well-being of its citizens. Consequently, Robertson was tasked with developing a new budget that addressed growing concerns about the need for more holistic well-being metrics. What nuances of life in the modern world did GDP miss? What would it mean for New Zealand to place less emphasis on GDP when making policy decisions? What should be measured and included in the Wellbeing Budget in place of GDP?

In May 2022, BharatPe, a startup,announced a revamp of its governance framework to address any potential risks associated with suspicious transactions in response to a prolonged dispute with its Co-founder and former Managing Director (MD), Ashneer Grover. The company, in December 2022, filed a civil case at the Delhi High Court, and a criminal complaint with the Economic Offenses Wing alleging misappropriation of funds, embezzlement, and other misconduct. As the controversy unfolded, BharatPe's board, primarily comprised of multinational venture capital funds, came under scrutiny, with governance experts questioning their responsibilities and level of accountability. Did the board allow governance issues to persist for an extended period?

Supplement to case 317113.

In February 2023, U.S. Commerce Secretary Gina Raimondo weighed signing off on a Notice of Funding Opportunity ("NOFO") with at least one unconventional provision: a pre-application ("pre-app") to the actual application for parts of $39 billion in direct semiconductor manufacturing incentives. The funding had been made available through the U.S. Department of Commerce by the CHIPS and Science Act ("CHIPS") passed a few months earlier. Her team had also proposed additional measures for the NOFO. They'd added upside sharing provisions to align incentives. They'd included funding milestones so that only awardees making progress would receive additional funds. And they'd drafted a rolling process, so apps didn't have to be evaluated all at once. Each mechanism, along with the pre-apps, they hoped, would help regain U.S. technological leadership while protecting taxpayer funds. Raimondo would have to decide whether the NOFO as conceived set the stage to do precisely that.

Singapore public agency VITAL offered corporate shared services including human resources (HR), payroll, and finance to agencies across the Singapore Public Service. Due to the nature of their jobs, VITAL officers handled a large volume of mundane administrative work. As automation was being increasingly adopted in the workplace, VITAL Chief Executive Dennis Lui decided that his staff should undergo training in areas such as data analytics, design thinking, and low-code/no-code tools to remain relevant. This would also enable them to move up the value chain and command better salaries. However, as in any change management exercise, VITAL's management faced several challenges as they put in place various new initiatives. Meanwhile, VITAL had also been tasked to be the robotics and automation lead for fellow public agencies in the area of corporate and administrative services, while still having to compete with private sector rivals for business as it did not enjoy a monopoly. As the world struggled to find its bearings amid wave upon wave of new developments in the realm of Artificial Intelligence (AI), Lui wondered how he could lead the agency to reach greater heights.

Spreadsheet supplement for case 224044.

The case explores the challenges faced by the leader of the El Dandara tribes in Egypt, as he confronts the disappointing results of an assessment on the status of women within his tribe. Despite being praised for his leadership style, the assessment reveals a significant gap in female empowerment within the tribe. Hashem, known for his transformative initiatives, had initiated a project to uplift women in his tribe. Now faced with the need to reassess and improve the project, Hashem must navigate the complexities of tribal leadership, cultural norms, and the urgent need for female empowerment. This case helps students understand the importance of culture for leadership by providing insights into Western and Arab leadership practices.

Nitin Kapoor, the managing director of Saera Electric Auto Pvt. Ltd. (Saera Electric), a leading three-wheeler electric vehicle (EV) manufacturer in India, was excited to capture the opportunity brought about by some recent favourable regulatory developments in the Indian EV sector in early 2015. Although Nitin, along with his father, Vijay, had spearheaded the growth of Saera Electric despite several difficulties, the new developments were compelling Nitin to reevaluate Saera's playbook. This case examined the strategies adopted by Saera Electric for transforming an innovative idea into a final product and explored the various opportunities and challenges associated with competing in a BoP market segment in a larger emerging-market context.

Casing Petrochemicals was a leading importer of Petroleum Derivatives (such as Base Oil), Chemicals and Refrigerants in India. With 90% of the firm's revenue and profits contributed by the Petroleum Business, the other businesses were secondary in nature. The firm through procurement contracts with refineries in Southeast Asia and the Middle East imported base oil and then sold in bulk to institutional buyers across various industries such as automobiles, steel, and consumer companies. . Covid cases had begun to rise again and Indian states had already declared lockdowns. With Crude Oil prices also expected to remain volatile, the future of the firm was at stake.

Avocados from Mexico (AFM) is a marketing organization that exists to 1) build brand equity for avocados exported from Mexico to the United States and 2) increase category consumption. In preparing for 2022, after several years of successful advertising campaigns, the AFM decided to develop its next omnichannel strategy. A critical part of this decision was whether the company should continue to tout its product in Super Bowl advertisements. Although the organization had advertised in the Super Bowl from 2015 through 2020 as a media channel, the Super Bowl was growing in expense. Moreover, in 2021, AFM did not advertise in the Super Bowl yet achieved considerable success, calling into question the importance of Super Bowl advertising's role in the brand's omnichannel strategy.

Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi's post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers - appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.