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The case describes the creation and evolution of Brazil's first low-cost airline - GOL. From the outset GOL was driven by innovation and within a few years of operating had become the country's leading airline. Although initially a low-cost carrier, over the years it became increasingly customer-centric, striving to improve the customer experience by removing the pain points of air travel. As competition from new low-cost entrants intensified, could GOL maintain its lead in the domestic market? Was it destined to become the Uber of the airways, in a segment between low-cost and full-service offerings, relying on innovation to keep costs down? The case discusses GOL's options for growth, specifically its potential for international expansion.

In 2011, Daniel Herrero, CEO of Toyota Argentina (TASA) since 2010, was about to meet with the Secretary-General of the union representing automotive industry workers in the country. The company produced vehicles in Argentina since 1997 at their plant at Zárate, and, in 2005, Argentina became one of the four countries selected by Toyota Motor Corporation to assemble models using the Innovative Multipurpose Vehicle (IMV) platform. However, Toyota's manufacturing plant in Zárate (Argentina) had been performing poorly compared to similar plants, affecting its competitiveness, and TASA's management held the union responsible for most of the plant's inefficiencies. Anything was possible as a result of the meeting, from shutting down production at TASA and focusing on their distribution business, to complete capitulation to all the union's demands.

Toyota Argentina (TASA) and the union representing automotive industry workers in the country had been working together since 2011 to address the challenges faced by Toyota's manufacturing plant in Zárate (Argentina). The strategy for moving forward was built on an agreement signed by both parties called the "Reborn Plant." In 2015, with slow progress at Zárate plant and the macro-conditions rumbling on, Daniel Herrero, TASA's CEO, reflected on what to do next.

Two weeks after Cinépolis released a documentary film about corruption, a judge ordered its provisional suspension, claiming it had to be edited before it continued to be shown, against Mexican cinematography laws. Cinépolis, Latin America's largest movie theater chain and the fourth largest in the world, welcoming 134 million moviegoers in 2011, had never distributed a film in its 40-plus years of existence, nor had there ever been an instance of pro-bono distribution in Mexico. Presumed Guilty, the country's highest grossing documentary, not only achieved commercial success but also fueled a revolution in Mexico's judicial system. Alejandro (as he was called by everyone who worked with him) knew he faced a difficult decision. What risks would Cinépolis run if he chose to fight for freedom of speech? How far was he willing to take such a fight?

Autonomous business monitoring platform Anodot leveraged machine learning to providing real-time alerts regarding business anomalies. Anodot's solution was used in various industries in order to primarily monitor business health, such as revenue and payments, product usage and customer experience. Every day, Anodot used 30 types of learning algorithms to analyze 6.2 billion data points and 428 million unique metrics. By 2019, Anodot's platform tracked more than 400 million metrics daily, driving four billion autonomous decisions that were translated to less than 1,000 alerts for all its customers. This highly accurate monitoring led to a low incidence of false positives, or false alerts, and customer satisfaction was high. Since Anodot's tool had the ability to identify granular business anomalies in real time, such as an unexpected drop in e-commerce sales for particular products or markets due to a technical glitch, fast detection and resolution of the problem meant that the potential financial damage could not be easily measured. The management team contemplated several strategic issues: How could they help their customers realize the value of Anodot? They had been working on several tools to show the value in different stages of the sales cycle and post-sale, but it was still hard to measure the actual financial value. In 2019, Anodot had adjusted its strategy to focus on client verticals and use-cases that would benefit most from Anodot. Would this make the sales process any easier? An improved product-market fit, combined with an ability to measure Anodot's value, could increase conversion and retention. Should they narrow down the use cases even more? As the team was thinking about their next funding round, it was important to prioritize their efforts.

The case describes WeWork's by-now-infamous fall from grace, during the turbulent autumn of 2019. Governance, financial strategy, and ethics are all prominent themes. WeWork had been a dominant player in the coworking office space market and had tried to create an ecosystem that allowed tenants of its office space to collaborate easily with one another, as well as one that offered third-party services. The case allows instructors to discuss commercialization strategies, boundaries of the firm, and issues related to investors in private versus public markets.

Using the fictional situation of two brothers facing the challenge of managing a commodity business in central Africa, this note explores different metrics for risk and related considerations for investors. The note considers measures of volatility, including the difference between systematic risk and idiosyncratic risk, and how diversification reduces idiosyncratic risk. The note uses these concepts to motivate the foundations of portfolio risk assessment by rational investors and the theory of the capital asset pricing model.

This tech note is designed to introduce general management students to the body of work associated with agile and its current state of practice. While anchored in a simple 68-word manifesto, agile now offers guidance on applied practice across ideation, design, development, and deployment of working products. This note describes how teams use agile to focus their work and apply current practice across disciplines like design thinking, Lean Startup, and DevOps.

Broadband-X, is a small-sized electronic contract manufacturing company. The company had been using QuickBooks accounting package and Excel sheets to manage its processes. As the company grew, Brian, the owner, noticed that the current model was not capable of efficiently managing the production processes and decided to acquire an enterprise resource planning (ERP) package. Brian tried to implement the system employing its current human resources. However, he realized that ERP implementation required a company-wide change management effort. Brian hired Zayan Preet to champion the ERP implementation project. Preet analyzed the system, conducted interviews to figure out the issues and the priorities, and began working on an implementation strategy and a project plan.

This case describes the rise of Dwight (Ike) Eisenhower from a small town in Kansas to the pinnacle of power on the world stage. During his life, Eisenhower was leader of the Allied Forces in World War II, president of Columbia University, head of NATO, and president of the United States for two terms. Students will learn how he navigated life's choices to leave a lasting impact on the world.

Updates (A) case by describing the early impact of the Covid-19 pandemic on the art market, the renaming of the gallery as the Krakow Witkin Gallery, and the response of its partners and staff to the pandemic.

This is a follow-up to case A, which describes Operation "Lava Jato" (Car Wash) in Brazil, one of biggest anti-corruption investigations in the world. It laid bare the shady relationships between government contractors, political campaign agencies and high-profile politicians in what were known as 'pay-for-play' schemes - bribes and campaign contributions paid by major corporations to officials and political parties in exchange for lucrative government contracts that were over-invoiced to 'cover the costs'. Case B describes the latest developments until the end of 2020, including how former Judge Sergio Moro joined, then resigned from President Bolsonaro's government, corruption scandals related to Covid-19, and discusses the changes that Operation Car Wash brought to companies in Brazil, namely Petrobras and Odebrecht.

The US used to dominate the global rare earths industry, but over the years lost its edge to China. It now wants to reduce its dependence on China for rare earths-the question is, how?

This case examines Delta Air Lines' response as demand for its services plummeted in the face of the COVID-19 pandemic, with a focus on the company's funding needs and capital structure. Following a series of initial actions, the company's cash "burn" had reduced from $100 million per day at the start of the pandemic to approximately $27 million per day by the summer of 2020; in addition, Delta had amassed significant liquidity and amended its financial covenants. However, the company's shares were trading at roughly half their pre-crisis levels, rating agencies had downgraded Delta's credit rating to "junk" status, and a second wave of coronavirus infections was underway in the United States. Now, management would have to determine if Delta was sufficiently well-positioned to survive and eventually compete in the post-COVID recovery ... or if they needed to take further action to prepare for a prolonged crisis. How should the company manage its capital structure in the face of such industry uncertainty? What actions should be pursued to mitigate the financial and operational risks? Should the company raise additional funding, and if so, of what kind and from whom? How should various stakeholders' concerns be prioritized and reconciled, ranging from shareholders to employees to government?

Captain Michael Davidson of the container ship SS El Faro was determined to make his planned shipping trip on time-but a hurricane was approaching his intended path. To succeed, Davidson and his fellow officers must plot a course to avoid the storm in the face of conflicting weather reports from multiple sources and differing opinions among the officers on what to do. Over the 36-hour voyage, tensions rise as the ships gets closer and closer to the storm. Compounding the challenge, the El Faro was an old ship about to be scrapped. Its owner, TOTE Marine, was in the process of selecting officers to crew its new ships. Davidson and some of his officers were worried that they would soon lose their jobs.

In September 2017, Uber Technologies Inc. hired a new chief executive officer with instructions to prepare the company for an initial public offering and repair its internal culture and reputation. By the end of 2019, however, the company's past wrongdoings were continuing to haunt the organization. The new leader had to deal with ongoing legal issues related to driver classification and a new ruling in the US state of California that would require drivers to be paid minimum wage and receive sick days and health benefits. The company also faced accusations by a former manager who claimed that employees had engaged in questionable tactics to steal trade secrets. The public learned that the company had paid US$100,000 to hackers to conceal a November 2016 data breach, which exposed the personal information of 57 million riders and drivers. In July 2019, Uber Technologies Inc. came under investigation by the US Equal Employment Opportunity Commission over accusations of gender discrimination. Later that year, its license to operate in London, UK was revoked. Almost 18 months into the new leader's tenure, the path to repairing the company's character reputation and struggling market value was still not clear.

In 2010, multibillionaire George Soros offered to donate $100 million to Human Rights Watch (HRW) - this would be both the largest donation ever received by HRW and the largest ever made by Soros. Soros, a long-time supporter of the organization, had set several stringent conditions to the offer extended via his Open Society Foundations. HRW had to commit to (1) increasing its international presence, (2) increasing the proportion of donations coming from outside the U.S. to fifty percent of total contributions within five years, (3) diversifying the geographic origin of board members, and (4) raising additional funds to match Soros's donation. While Part A of the case focuses on the original offer, Part B is set in 2020 and summarizes what happened at HRW after it accepted the donation.

In 2010, multibillionaire George Soros offered to donate $100 million to Human Rights Watch (HRW) - this would be both the largest donation ever received by HRW and the largest ever made by Soros. Soros, a long-time supporter of the organization, had set several stringent conditions to the offer extended via his Open Society Foundations. HRW had to commit to (1) increasing its international presence, (2) increasing the proportion of donations coming from outside the U.S. to fifty percent of total contributions within five years, (3) diversifying the geographic origin of board members, and (4) raising additional funds to match Soros's donation. While Part A of the case focuses on the original offer, Part B is set in 2020 and summarizes what happened at HRW after it accepted the donation.