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Having the wrong culture undermines the best-laid strategy and organizational development plans, but many leaders haven't necessarily accepted the need to be proactive in building the types of culture required for their transformation strategies to succeed. The authors describe seven elements of adaptive culture that they consistently see in businesses that have transformed successfully and share a set of eight culture transformation principles that maximize the likelihood of success.

La Madrilena, footwear and sport goods' retailer, operated 18 stores -under La Madrilena brand for shoes and Quonam for sports- in Argentina's Patagonia region. This case describes the company's situation in May 2014, when Argentina experienced significant macroeconomic uncertainty as a result of strong local currency devaluations and greater foreign exchange availability restraints enforced in December 2013. Domestic prices rose at a rapid pace, and an economic downturn loomed ahead. Against that backdrop, La Madrilena's management team pondered a decision to start or delay remodeling work on a real estate property in Esquel, a city in Patagonia, that required an investment of ARS 5 million (equivalent to USD 625,000 at the time). After describing La Madrilena's background and operations, the case focuses on the design of financial performance management reports and provides extensive information on the company's economic and financial performance over the past five years.

HCL Technologies was successfully leveraging Application Tracking System till 2017 to fast track its recruitment process, which contributed effectively till then. However, by 2017, as the strategic business objectives changed, HCL decided to implement advanced technology to create more intelligent recruitment system called Techruit. The new system had to meet the broader objectives of experience, efficiency and impact. The decision dilemmas in front of the core HR team were to choose the right technology for enhancing the effectiveness of talent acquisition process, and the right combination of metrics to measure and improve recruiter performance.

Mossack Fonseca, a Panama-based law firm, specializes in Corporate Law, fiduciary services, investment advice, and international business. In April 2016, several media around the world revealed that they had a set of 11.5 million confidential documents from this firm, which had been obtained by an anonymous source with access to the firm's information systems and databases. According to the media, the documents showed how wealthy individuals used offshore companies to hide their assets from public scrutiny. The scandal had severely undermined the reputation of Mossack Fonseca's clients -including many high public officials and renowned celebrities. Carlos Sousa, the law firm's Public Relations head, had to write a news release to address the terrible scandal involving the so-called Panama Papers. Mossack Fonseca's clients interacted heavily with the firm via its web portal, which ran on open-code software and, as reported when the scandal made international headlines, featured multiple vulnerabilities that threatened information security. Carlos found it hard to fathom the impact the public knowledge of this vulnerabilities would have on the firm's clients, and he knew he had to announce remedial actions. What should Mossack Fonseca communicate to the press and its clients? Could the firm have prevented this cyberattack? What steps should the law firm take?

PagAmigo specializes in transactions for the public from cashiers' windows located near the exit counters of supermarkets located mostly in the greater metropolitan area of a country in Latin America. These transactions included the payment of electricity, water, phone, and Internet bills, loan repayments, credit card payments and other banking transactions, the sending of remittances to relatives in foreign countries, the purchase of lottery tickets, or tickets to sporting or cultural events and many other types of transactions. Five year earlier the supermarket chains, which had been owned by the same business group that owned Pagamigo, were sold to a European retailer that was not interested in purchasing Pagamigo. This had a serious impact on Pagamigo employee morale, and led to a period of declining investment in both infrastructure and training. Shortly before the opening of the case, a major banking group known for its aggressiveness acquired Pagamigo as a going concern and placed one of its rising executives as the new general manager. An MBA from a well-known business school in the region, with several years´ experience in the banking industry, the new general manager must now decide upon the organizational changes that must be made within Pagamigo, and on a long-term strategy for achieving his vision of bringing Pagamigo into the digital era.

Camera IQ, a camera marketing software company that empowered brands to create and launch augmented reality experiences (AREs) across social platforms, had just raised an additional $5 million to fund further product development and expand its marketing and sales efforts. In the four years since the company's founding, Camera IQ had worked to "democratize the camera," breaking down the significant technological barriers that prevented companies from easily harnessing the power of AR at scale in their digital marketing campaigns. Now, the business stood at a critical juncture. It was time to accelerate the company's growth. Several issues were on the table for discussion, including how to segment and target their customer base to drive exponential growth. Second, the founders had to decide how to direct their engineering resources to refine their platform to meet the needs of an expanding and diversifying customer base. Some in the company were advocating for the development of a much cheaper product tier with capped features to capture the mass market, while others were arguing that the company should focus on refining a more intricate enterprise solution. Still others were excited about the possibility of launching a two-sided marketplace for AR content and templates. Third, as Camera IQ refined its customer value proposition, they would have to further differentiate AREs from other types of digital content and move beyond traditional notions of advertising toward the achievement of a richer, more immersive and engaging branded experience.

This spreadsheet supplement contains case Exhibits 14-17 of the case 621115 Coats: Supply Chain Management

A change in the corporate US federal income tax rate necessitates an adjustment to a company's balance sheet deferred tax account. Stephanie Allen has been tasked with determining the projected effects of several "what if" changes in the corporate income tax rate on her employer's (Software for Seniors, Corp.) and a peer's DuPont ratios and earnings per share performance measures. This general experience-based case uses data created by the authors that generally model the proportionalities of various line items within the financial statements of some real-world companies. As such, the financial statement effects due to an income tax rate change explored in this case are reasonable. It is suitable for an undergraduate or graduate level financial reporting course or a financial statement analysis course.

This public-sourced case set in May 2020 examines various corporate governance issues that have arisen for the nonprofit USA Track & Field (USATF). The case's protagonist is board member Tricia Myers who considers how the board can better serve its constituents as they are inundated with a torrent of issues around CEO compensation, fundraising, and governance regulations. The board faces a fire drill as CEO Max Siegel's high compensation has just been made public, surprising the board and requiring a response. Students can use the data provided in the case to evaluate whether Siegel's compensation package is "fair and reasonable" for a nonprofit executive and recommend next steps. The board also grapples with whether Nike's influence over USATF has grown too large after Siegel signed a long-term sponsorship contract with the company that provided the bulk of USATF's total revenues but also created potential conflicts of interest and polarized USATF's elite athletes. Lastly, the board contemplates regulatory changes imposed by the US Olympic and Paralympic Committee and the implications for its membership base. This case allows for a rich discussion about a nonprofit's mission statement and business model, aligning stakeholder interests, and the role of nonprofit board members.

In June of 2021, KKR's executive team convened to prepare for an upcoming board meeting. From a small, three-person partnership that started in 1976 and invested only in U.S. LBOs, the firm 45 years later was a public company that employed over 1,600 people and managed $252 billion across 21 offices around the world. As a public company, KKR needed to maintain growth to be competitive, and the executives wanted to envision what KKR would look like in 2025. A target earnings number for that year would give a tangible goal to its employees and Wall Street. What should it be? The executives also wanted to provide the Board of Directors a sense of what drove each of KKR's profit streams. Which profit streams were most attractive and why? As a result, what should be the company's strategic priorities?

In traditional shareholder capitalism, the only stakeholders that have mattered are investors, as the providers of financial capital, and customers, as the source of revenue. But great strategy recognizes the significance of other valuable stakeholders. The authors highlight the successes that a range of companies have achieved by addressing the needs of employees, business partners, and local communities as well.

In January 2014, CITIC 21CN Technology Company Limited (CITIC), a firm that had been under the radar, took the Hong Kong stock market by storm after its stock price soared 372% upon Alibaba Group's acquisition. Alibaba, the world's largest e-commerce company, took a controlling stake of CITIC and subsequently renamed it AliHealth. CITIC had operated a state-owned pharmaceutical product monitoring platform overseeing the massive supply chain of manufacturers, distributors, drugstores, and medical organisations in China. Developed in 2006, the proprietary system was used for pharmaceutical serialisation aimed at safeguarding public health. Using cryptography-based authentication and traceability technologies, the system efficiently traces illegal activities across the supply chain from manufacturing to point of use and expedites recalls of counterfeit medicine. Given China's plan to extend the serialisation mandate to all categories of medicine, the company appears poised for strong growth in the coming years. To scale the system, what more could have been done? Should the system adopt the latest blockchain technology? Should the company dedicate more effort to strengthen stakeholder engagement?

On August 30, 2019, the Ministry of Finance of the Government of India (GoI) announced the consolidation of ten nationalized banks into four. As part of this move, Indian Bank and Allahabad Bank were to be merged into a single entity, and the new amalgamated bank had to start operations on April 1, 2020. Amalgamating two very different banks with thousands of branches and employees within a pre-set time window would be complex enough under normal circumstances, but the challenge was compounded by the advent of COVID-19 and the ensuing national lockdown in March 2020. Padmaja Chunduru, Managing Director (MD) & Chief Executive Officer (CEO) of Indian Bank, was given the formidable task of overseeing the amalgamation process. The case study describes the actual integration process in detail and the thorough planning and execution involved. It illustrates the role of the Integration Management Office (IMO) as a central point of information dissemination and an empowered body in the merger process. It also lays out the myriad challenges of the amalgamation process - personnel integration, IT/banking system management, branch rationalization, and customer integration, and the steps taken to tackle each one. The COVID-19 pandemic came as an unknown midway through the integration process and required Chunduru and her team to rethink several aspects of the integration plan and strategy. The case study concludes with the actual mechanics of the amalgamation process. With the worst of the COVID-19 crisis behind them, Chunduru looks towards building a bank of the future. Having undergone rationalization in several areas, Indian Bank not only emerged in a better financial state than before but also laid down its vision as a future-ready bank. How could the learnings from the integration process be made a continuous process and become part of the organization's DNA? These were the key questions facing Chunduru and her team.

The key objective of this case is to review an innovative product's supply chain, so as to identify its supply risks and to improve its supply chain resilience. When COVID-19 caught the world off guard in early 2020, Germagic Biochemical Technology (HK) Ltd. (GBT) was ready to introduce its disinfectant products that demonstrated long-lasting properties to eliminate more than 99% of infectious viruses and bacteria. Through testing and certification from different government authorities and health bureaus, the protagonist of this case, Hamilton Hung, co-founder of GBT has been working with partnering firms to build international recognition while exploring the export market. As a family run industrial business, Chiaphua Industries Ltd. faces many challenges in promoting Germagic products. Without global uniform standards and protocols in long-lasting disinfectant products, some customers are skeptical about their effectiveness. Exploiting the market need, different suppliers have flooded the market with certain products that are less effective than what they claim, while COVID-19 continues its devastation for the foreseeable future. On the flip side, it is also possible that COVID-19 may just disappear like many previous pandemics in human history, and that will cause a big drop in demand of such products. Facing all these challenges and market uncertainties, how could GBT expand into the local and regional markets by creating a more forward-looking, resilient supply chain that allows the company to stay ahead of its competitors? And how can it improve the distribution channels to promote customer products?

This case provides students an opportunity to learn about major concepts of statistical process control, particularly the process control charts, process capability index, and six sigma quality. The protagonist of the case is a third-year business student majoring in operations management, who was working as an intern at Germagic Biochemical Technology (GBT) during the summer of 2021. The intern was tasked with assessing the quality performance of the production process of Germagic 4H Hand Sanitizer, as measured by the actual filled volume within the specifications of 500 ± 10 ml. By using this case study, students can easily relate to the intern's experience as he goes through the entire process of designing the control charts, collecting the data, ensuring the process is in statistical control and stable, and eventually computing the process capability index to determine how much improvement should be made in order to achieve the six sigma quality. This case will cover many technical issues in developing process control charts and the process capability index. Students should be able to complete the necessary calculations to develop the X-bar and R charts to monitor the process mean and range. After the process is found to be in control and stable, students can move on to compute the process capability index with reference to the design specifications and then make conclusions about how capable is the current production process to produce quality products. More importantly, students should be ready to discuss many managerial issues that the intern would face, including how to communicate complicated statistical concepts and the implications of six sigma quality for both manufacturing and service businesses to his supervisor, who is interested in expanding the scope of six sigma quality to the company's other business areas.

Eliminating global carbon emissions by 2050 depends on tackling the one-third of emissions from heavy transport and the heat-intensive manufacture of materials, which are hard to abate. This article argues that not only is abatement feasible it can be profitable. In the current decade, new technologies, materials, design methods, financial techniques, and business models, along with smart policies and aggressive investments, could revitalize, relocate, or displace some of the world's most powerful industries.

As organizations have grown more aware and focused on diversity, equity, and inclusion (DEI) issues, it is important to consider how such initiatives translate in a global setting. Many DEI policies are considered and interpreted through a Western social and business lens. Though such policies strive to address undoubtedly important DEI issues, how do such policies and related practices influence business decisions in a non-Western business setting is an important consideration that often goes unnoticed. In the case, Jarom Stuart, the CEO of Prime Toys Global ("Prime"), a listed toy company needs to make a hiring decision for a senior person that will lead Prime's Asia business, which is strategically important to the company. He is picking between two very qualified candidates, Isabella Zhou and Caleb Young. On its face, hiring Isabella would seem to enhance Prime's diversity, however, given Caleb's background and the nature of the Asian business, Caleb could also be considered to contributing to diversity, albeit in a way that is not typically captured in DEI metrics. Given the above, the case focuses on Jarom's hiring decision, which requires him to interpret and grapple with what diversity means in a more global, non-Western context.

New research exposes the conflicts working parents may face when weighing concerns about their careers and where they live and work, highlighting the significance of company real estate decisions for talent recruitment and retention. The authors discuss two dominant factors that influence parents' geographic preferences and recommend five responses from business leaders that will resonate with working parents.

In May 2020, Chris Lyons, a partner at leading venture capital firm Andreessen Horowitz receives the news that his company has reached a verbal agreement with one of Silicon Valley's hottest social-media startups to lead its 'Series A' funding round, in a deal that values the startup in the nine figures. Lyons has been instrumental to Andreessen Horowitz's efforts to secure the deal: he created and led The Cultural Leadership Fund (CLF), a partnership between the VC firm and some of the most influential Black leaders. Launched in August 2018, Lyons' fund had amassed an impressive network of Black executives, athletes and entertainers-including Carmelo Anthony, Chance the Rapper, Sean Combs, Common, Kevin Durant, Quincy Jones, Kevin Hart, Marshawn Lynch, Nas, Shonda Rhimes, and Will Smith-who had signed on as limited partners. Andreessen Horowitz, meanwhile, agreed to donate 100% of its management fees as well as its share of any profits realized by the fund to non-profit organizations dedicated to advancing the position of Black people in the technology sector. "We are doing good, and the Cultural Leadership Fund is a competitive advantage for us," noted Andreessen Horowitz's co-founder Ben Horowitz about the small fund's significance to the wider company. Have Lyons and his colleagues at Andreessen Horowitz found a formula for success with the Cultural Leadership Fund-one that not only creates value for the firm and its portfolio companies but also, and more importantly, for its cultural leaders and for other Black individuals hoping to advance in the tech industry? How can the VC firm best capitalize on its strong ties with the entertainment, media and sports world's biggest stars? And how can Lyons, already thinking of a second act, build on the first fund's eye-catching start?