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Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

At the beginning of 2021, TikTok was facing multiple market threats and had to decide what strategies to implement to manage them. TikTok was the world's largest short-video platform, with users in 155 countries. But along with great success in entering numerous geographic markets, TikTok faced various geopolitical pressures, mainly concerning the company's origins in China. The company had to consider how it could survive emerging geopolitical pressures, manage competitive threats from global technology giants as well as platform envelopment threats, and capitalize on its creative and somewhat addictive platform to expand its reach into new promising markets such as the African continent.

This set comprises six exercises: in each, a team of students must shop online for products to solve a particular problem. Problems range from outfitting a new apartment quickly to purchasing food for a festival to choosing car insurance. Students will experience a customer journey as they navigate shopping websites.

In this set of three exercises, students are cast in the roles of brand managers of one of three categories of consumer goods companies. They must choose a specific brand in their category and identify keywords to advertise that brand on Google search, in order to leverage or react to evolving consumer behavior. Students research trend tools and Google's keyword planner, explore and analyze consumer demand, identify customer segments, research product features, identify competitors, and finally choose paid search keywords.

This technical note provides a brief overview of the state of climate finance at the start of the 2020s. Catastrophes such as the Texas power grid failure and widespread wildfires in other western states have highlighted the increasing financial costs of climate change. The material includes market failures that have constrained the financial sector's response to the challenge of climate change, along with different methods that have been used to target funding toward climate-related opportunities. It offers consideration of the roles of public, private, and blended finance products to provide the trillions of dollars necessary to meet the needs of the Paris Accord. The note can be used both as background material or as a discussion topic itself, in which students might consider how best to address these market failures, how public finance might mobilize private capital, the benefits and drawbacks of vehicles used to date, and the innovative vehicles they might design. The depth of financial detail discussed in the class can be customized to reflect student knowledge.

In March 2020, the COVID-19 pandemic is looming. Gordon Chen, MD, the chief medical officer of ChenMed, a family-owned company committed to delivering primary care to the oldest and most vulnerable patients in the United States, has a number of decisions to make. How can he continue the strong doctor-patient relationship that his company is known for during a pandemic? How can he keep his staff employed while adhering to the precautions set in place for the pandemic? Finally, should ChenMed pause its plans for expansion until the pandemic passes? ChenMed turned the traditional model of primary health care on its head, opting for a value-based model rather than a traditional fee-for-service one. ChenMed's new model has had exemplary results, and the company plans to expand. But the pandemic poses unique challenges for ChenMed and the vulnerable population it serves. The case provides students with a deep look into many of the challenges of providing health care to older Americans. Students have the opportunity to learn how the United States pays for health care for older Americans, discuss the pros and cons of different models of health care, and finally, consider the very real-world implications of a pandemic for health care companies and their stakeholders.

In March 2020, the COVID-19 pandemic is looming. Gordon Chen, MD, the chief medical officer of ChenMed, a family-owned company committed to delivering primary care to the oldest and most vulnerable patients in the United States, has a number of decisions to make. How can he continue the strong doctor-patient relationship that his company is known for during a pandemic? How can he keep his staff employed while adhering to the precautions set in place for the pandemic? Finally, should ChenMed pause its plans for expansion until the pandemic passes? ChenMed turned the traditional model of primary health care on its head, opting for a value-based model rather than a traditional fee-for-service one. ChenMed's new model has had exemplary results, and the company plans to expand. But the pandemic poses unique challenges for ChenMed and the vulnerable population it serves. The case provides students with a deep look into many of the challenges of providing health care to older Americans. Students have the opportunity to learn how the United States pays for health care for older Americans, discuss the pros and cons of different models of health care, and finally, consider the very real-world implications of a pandemic for health care companies and their stakeholders.

Typical approaches to culture change relying on leaders to define the culture and cascade it throughout the organization, or fully outsourcing the responsibility of shaping and building culture to an HR group rarely produce real results. Instead, when individuals' behavior and actions become habits, it can truly change a culture. The authors explore three of the most widespread dangers to culture change and provide proven strategies for addressing them.

Access to clean water is so critical for development and survival that the United Nations' Sustainable Development Goal number 6 (SDG-6) was to ensure availability and sustained management of water and sanitation. The World Health Organization (WHO) in 2006 estimated that 97 million Indians lacked clean and safe water. Fluoride and total dissolvable solids (TDS) in drinking water were dangerously high at many parts of rural India, with adverse impacts. On the other hand, buying clean drinking water from commercial vendors at market rates was not a realistic alternative, a costly recurring expense that much of India's rural population could not afford. The case tracks the efforts of Huggahalli, head of the technology group of Sri Sathya Sai Seva Organisations (SSSO), to devise a sustainable solution to the drinking water problem in rural India that is low on cost, high on impact. They eventually develop a model that satisfies all these criteria and becomes the basis for a project called Premamrutha Dhaara. Funded by Sri Sathya Sai Central Trust, the project aims to install water purification plants in more than 100 villages spanning six states in India, with the ultimate goal of turning over plant operations to the beneficiary villages and setting up a welfare fund in each village from the revenue generated. Social service projects, particularly in developing countries, have their unique challenges. The case highlights the importance of performing feasibility analysis as part of the project planning in social projects. The case also describes how the financial and operational dimensions of sustainability could lead to a self-sustainable system. The social innovation framework used to deploy the water purification project to achieve broader rural welfare has wider implications for project management, social innovation and change, sustainable operations management, strategic non-profit management, and public policy.

The case goes on to describe the enormous challenges involved in building the 4.94 km long Bogibeel Bridge in the North Eastern Region (NER) of India. When it was finally commissioned in 2018, it was hailed as a marvel of engineering. With two rail lines and a two-lane road over it, the bridge spanned the mighty Brahmaputra river. The Bogibeel Bridge was India's longest and Asia's second-longest road and rail bridge with fully-welded bridge technology that met European codes and welding standards. The interstate connectivity provided by the bridge enabled important socio-economic developments in the NER that included improved logistics and transportation, the growth of medical and educational facilities, higher employment, and the rise of international trade and tourism. While the outcomes of the project were significant, the efforts that went into constructing the Bogibeel Bridge were equally so. This case study is designed to teach the importance of effective risk planning in project management. Further, the case introduces students to earned value analysis and project oversight in managing large projects. The case centers on Indian Railways' need to quickly discover why the Bogibeel project was not going according to plan. The case also serves as a resource to teach public operations management where the focus is on projects and operations that result in socio-economic outcomes.

The case describes the digitalization of L&T Construction, the largest business of L&T, from conception to implementation. The CEO and MD of L&T believed that the organization-wide implementation of digital at L&T Construction would have a significant impact on the business. As a project organization with a limited number of high-value customers and relatively few customer touch points, the primary goal of digitalization in its case would be to improve operational effectiveness. It created a separate digital department and identified digital officers and champions across projects and sites for effective implementation. The transformation was championed from the top and the digital team initiated a variety of initiatives to facilitate digital at L&T. Within two years, they had developed and deployed a large number of solutions across hundreds of project sites, completely transforming the way work was performed. Buoyed by the success of the digitalization effort at L&T Construction, it was decided to extend it to other group companies.

It provides an overview of the digitalization of other BUs of the L&T group. The digital teams in the various BUs were organized in a decentralized manner; they reported to the CEOs of their respective businesses. At the same time, strong processes and mechanisms were set up to foster coordination, knowledge sharing, and mentoring from the central digital hub. Over the next few months, the non- construction businesses were able to move quickly and successfully implement several digital initiatives. These included solutions that were designed to facilitate the safety of people in work locations during the COVID-19 pandemic. Having reached this juncture, L&T turned its focus to two key agenda items: Diffusing and strengthening the digital mindset and culture in the organization, and Systematic tracking of benefit realization across BUs. CEO was also keen to look at different options to enhance digital effectiveness.

Cryptocurrencies claim to be the future of money and payments, the lifelines of any business. An informed evaluation requires understanding both the economics and the computer science behind the technology. Designed for an MBA elective on money and banking, this technical note guides students through the building blocks of cryptocurrencies using the one that launched them all: Bitcoin. To provide a logically consistent framework for interpreting future innovations, the technical note digs deeper into the technological ingredients of Bitcoin than is typical in economics, while also connecting the technology back to a core set of economic principles, all in an accessible way.

Set in April 2021, this case tells the story of Mauro Botta, a senior manager at PricewaterhouseCoopers (PwC). In 2016, Botta filed a whistleblower claim with the U.S. Securities and Exchange Commission, alleging that PwC had failed to fulfill its obligations to remain independent on several audits dating back to 2012. In 2017, PwC fired Botta. While PwC claimed that the decision had nothing to do with the SEC complaint, Botta believed that the move was retaliatory. In March 2018, he sued PwC for wrongful termination.

Systems thinking is a discipline that emerged in the 20th century as a way to understand the complex interrelationships among various players and dynamics within an industry or field that resist simple, reductionist thinking. The big challenges we face play out in complex social-environmental systems, and the strength of systems thinking is in widening the perspective to see the fundamental relationships and dynamics that enable us to address challenges at the root cause rather than at the surface. The course note summarizes the core concepts of systems thinking and its application to the field of social innovation for students looking to understand how to identify opportunities for systemic change of complex and at times seemingly intractable problems.

Oscar Ramirez, an employee at the Whole Nine Yards Construction & Landscaping Company, has been assigned to manage the remodel of Mayor Lawrence's family estate, which locals call ""Lawrence Lair."" One member of his team is his nephew, Martin Fuentes, who is in need of both summer work and a mentor. Francesca Hugo, the head architect for the project, is addressing two major redesigns to her original blueprint that the Lawrence family has requested: the roof of the house now needs to include both a turret and a garden-a living roof. Hugo runs into Fuentes as she's considering how to handle these redesigns and asks him to shadow her as she works. Hugo explains to Fuentes the role of measurement in mathematics and the different attributes of two-dimensional (2D) and three-dimensional (3D) figures. When Ramirez joins them in figuring out the additional costs of the turret and the living roof, Fuentes also tries to calculate everything so he can help his uncle and the architect solve the problems they are facing. This case is designed to be taught in a math literacy course for non-MBA audiences. Although it can be used alone, it was created as the third in a module of five cases total. It builds on the learnings in "It's All in the Signs" (UVA-G-0653) and is followed by ""What Are the Odds?"" (UVA-G-0655).