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This case contains two briefs, one for each person in a two-party negotiation. They are relatively short in length and can be read in class just prior to a mock negotiation. This learning activity is appropriate for teaching negotiations skills to a broad audience, including undergraduate and graduate business school students, adult learners in a variety of settings, and in a corporate university.

This case contains two briefs, one for each person in a two-party negotiation. They are relatively short in length and can be read in class just prior to a mock negotiation. This learning activity is appropriate for teaching negotiations skills to a broad audience, including undergraduate and graduate business school students, adult learners in a variety of settings, and in a corporate university.

Leaders driving transformation often focus too much on how employees' tasks will change but this is less of a hurdle for workers than dealing with the threat to the informal roles they've established. Major transitions cause personal disruption along three different dimensions: role adjustment, task learning, and emotional engagement. To better manage transformative change, leaders need to focus not only on how their own roles need to adapt, but also help employees adapt to new identities.

Plug and Play, a Silicon Valley-based investor in start-ups including PayPal and Dropbox, introduces a match-making model to engage corporates with start-ups. The case discusses the rationale behind the model and the challenges involved in simultaneously facilitating start-up development and corporate entrepreneurship. It looks at the expansion of the model beyond the US and describes how its match-making efforts fared in France and Italy.

By 2021, the mindfulness app wars reached their apex. Over 2,000 meditation apps were available to consumers, but two apps, Headspace and Calm, dominated the space, jointly holding about 70% of the total market. Headspace had established itself as the approachable educator for novice meditators. Headspace also invested heavily in athletics partnerships, business-to-business services, and in creating Headspace Health, which they hoped would gain FDA approval and become the first prescription meditation app. Meanwhile, Calm had earned a reputation as the soothing sleep app. Calm was also known for its numerous partnerships with A-list celebrities such as Matthew McConaughey, Harry Styles, and Idris Elba. Indeed, Calm was focused on becoming the leader in "calmtainment" and making a home for itself in Hollywood. What does the future hold for the rivalry between Calm and Headspace? Will both brands continue to co-dominate the mindfulness and meditation space or will one ultimately prevail? What should the brands do to maintain their co-dominance or edge out the other and claim the number one spot?

Supplement to the (A) case that offers an assessment of the August 2019 Markopolos report on General Electric.

Businesses have lacked robust tools to detect, measure, and manage smells in a scientific way until now. Two emerging branches of digital olfaction technology one focused on the digital detection and analysis of different odors, and the other on the digital transmission and re-creation of smells could potentially revolutionize a range of industries. The authors outline a variety of use cases for olfactory technologies, along with actions businesses can take to capitalize on them.

After a period of poor stock-market performance, conglomerate Chestnut Foods (Chestnut) faces the acquisition of its stock by an activist investor. The new investor demands the sale of Chestnut's high-growth division, which contrasts with the CFO's turnaround plan to expand this same division. To disentangle the way forward for Chestnut, students are invited to grapple with the risk-adjusted performance of each division and the estimation of division-specific hurdle rates. Students learn to appreciate the importance of using risk-adjusted hurdle rates in establishing appropriate investment policy. This B case is typically taught after having discussed the A case (UVA-F-1736), but this is not necessary. At the Darden School of Business, they are taught in separate years, as independent cases, and the A case has a separate teaching note (UVA-F-1736TN). The B case is set one month after the A case and focuses on the performance of product groups within Chestnut's poorly performing Instruments division. The case is designed as an opportunity to hone skills in performance evaluation.

Spreadsheet supplement for Case UV8249

The director of the INSEAD Virtual Reality Immersive Learning Initiative, Daniel Landau, must decide what brand of VR headsets to buy for the school and its four campuses. It comes down to a choice between VR devices made by Oculus or PICO Interactive: which is better suited for his small team to create content and deploy it from their hub? Since each brand is embedded in a unique ecosystem, Daniel must evaluate their respective roles and contributions to the goal of delivering an optimal immersive learning experience.

The case provides an alternative view of the antitrust dilemma facing Lina Khan, newly appointed commissioner of the US Federal Trade Commission. Her nomination to the FTC by President Biden sent a clear signal to tech giants like Amazon, Facebook and Google that their enormous power would be reined in by his administration. Khan takes up an antitrust complaint filed against Facebook by her predecessor that its acquisition of WhatsApp in 2014 violated antitrust regulations. This offers an opportunity to review current thinking about the acquisition of start-ups by large technology platforms and discuss the controversy over the privacy practices of social networking platforms. Beyond the legal dimensions, the case examines the growing competitive forces that could pose a threat to WhatsApp and its longstanding domination of the instant messaging market.

When members experience service failures, they get more upset than nonmembers. Here's how to mitigate the damage. plus BLM and the fortunes of black entrepreneurs, how knowledge work has changed in the pandemic, and more.

When researchers from Cass Business School compared data on board diversity with fines levied for misconduct, they found that banks with more female directors were fined less often and less significantly.

Seemingly overnight, digital tools, models and platforms have emerged from their traditional back-office function to become an unstoppable strategic force, revolutionizing every industry-and the global pandemic has only accelerated this transformation. As a result, today's executives-many of whom have little expertise or training in this area-are faced with many more technology-driven conversations, ranging from new value propositions to start-up investments to disruptive competitors. The result: they often get defensive about their ability to contribute. The authors, experts in difficult conversations, provide tools that will enable leaders to support the digital evolution of their organizations.

Whether we are willing to admit it or not, everyone has cognitive biases. The challenge is knowing how to work around them to achieve optimal thinking. In this wide-ranging interview, Dr. Jay Gordon Cone argues that one of the most pervasive biases is confirmation bias, which leads us to quickly notice and accept things that are consistent with our underlying beliefs-and to ignore or reject things that are not. This is of particular concern right now, because in an increasingly polarized world, we crave the comfort of having our worldview reinforced and embraced more than ever. The danger comes when we overlook evidence that we might not have all the facts-or we might just be plain wrong. Dr. Cone, who has advised The Bill and Melinda Gates Foundation, GE and PepsiCo, provides practical tools for fighting confirmation bias and eradicating closed-mindedness-and puts readers on the path to maintaining a balanced worldview.

The former Chairman and CEO of BMO Financial Group recounts his experience leading one of the world's most successful banks through three separate crises, from the 1990 real-estate market collapse to the 2001 dot-com bubble to the 2008 global financial crisis. In this excerpt from his book, Personal Account: 25 Tales About Leadership, Learning and Legacy from a Lifetime at Bank of Montreal, he shares proven strategies for crisis leadership and his reasons for an optimistic view that "people of character and resolve will emerge to guide us in the months and years ahead". And while the long-term economic implications of the global pandemic are not yet known, he shows that lessons from earlier crises can guide those responsible for the world's recovery.

Fostering the well-being and resiliency of employees has long been an important element of the best business models. Now, in part due to the COVID-19 pandemic, it has become even more of a necessity. The authors, senior leaders with Accenture, describe their research showing that by meeting six fundamental human needs, companies can unlock significant workforce potential. They also share six 'sweet-spot practices' that leaders should embrace to get the most out of each and every employee while simultaneously fostering their well-being.

The COVID-19 pandemic is a once-in-a-lifetime health and economic emergency that has exacerbated longstanding structural weaknesses in economies worldwide. Policymakers therefore face a dual challenge: They must lay the foundation for a safe and sustainable recovery while at the same time, put in place a long-term plan for economic growth and prosperity for their country. The authors, executives with the Business Council of Canada, argue that the Canadian economy will recover best by focusing on three elements: people, capital and ideas. The tools the authors offer include a new approach to infrastructure; keeping taxes competitive; and getting better at commercializing research.

As we begin to emerge from the COVID-19 pandemic, leading global economist argues that seven 'new normal' ideas merit the attention of investors everywhere. They include a growing appetite for alternative investments, including cryptocurrencies; a higher profile for central bank digital currencies; and a demand for redistributive policies. While the bulk of investor focus in 2021 will be on a return to our previous way of life, she argues that it is even more important to probe beneath the surface-and that, in many ways, things will look very different than they did before COVID-19.

On March 19, 2020, as Covid-19 swept across the world, Bourla challenged everyone at Pfizer and its partner BioNTech--a German company focused on cancer immunotherapies--to "make the impossible possible": develop a vaccine more quickly than anyone ever had before, ideally within six months and certainly before the end of the year. Less than eight months later, on Sunday, November 8, they discovered that they had succeeded: Their combined second- and third-phase trials showed a 95% efficacy rate. In the spring, thanks to their work and that of the other companies whose vaccines have been authorized, 300 million doses should be available around the world. It took a moon-shot challenge, out-of-the-box thinking, intercompany cooperation, liberation from bureaucracy, and, most of all, hard work from everyone at Pfizer and BioNTech to accomplish what they did in 2020. Organizations of any size or in any industry can learn from these strategies to solve their own problems and to produce important work that benefits a broad swath of society.