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Logitech has sold billions of computer mice and other computer peripherals over the 38 years of its existence. It was a typical growth company profiting on the success of the PC with an unprecedented history of top and bottom-line growth. With the decline in PC sales, Logitech needed a new strategy. Under the lead of new CEO Gerald Quindlen, the company developed a "Four- Screen" strategy and introduced two major post-PC products: a smart-TV-device named Logitech Revue (based on Google TV) and Lifesize, a high-end video collaboration solution. Both attempts failed dramatically and left the formerly highly successful company in a crisis.

New management under CEO Bracken Darrell transformed Logitech into a company with a design-led focus. The product and brand portfolio are diversified with a strong focus on audio, video, gaming and other cloud-connected devices. This ultimately leads to a significantly lower dependency on the PC market, financial success, a transformed corporate culture, and high recognition in the industry. The strategy is not fundamentally different from the previous attempts, but the leadership style and strategy execution are radically changed. With the departure of key executives, Logitech and its CEO in 2019 are again at crossroads and are looking for new ways to grow.

This case is a continuation of "How Peloton Built the Foundation for Enduring Success (A)," CaseWorks case #210404A (CU274). Connected fitness company Peloton enjoyed triple-digit growth every year between FY 2014 and FY 2020, posted its first positive operating cash flow in FY 2020, and saw its market capitalization exceed $40 billion following its September 2019 IPO. Despite growing competition, founder and CEO John Foley believed Peloton's best days lay ahead. But was the company's business model robust and resilient enough to realize its founder's aspiration?

New research shows that relatively few employees consistently share their thoughts and opinions on issues outside the scope of their jobs with their managers. This is a problem because employee voice the willingness to speak up to managers about a multitude of issues and opportunities for improvement offers many benefits for both companies and their workers. Here are ways to encourage this behavior.

On August 24, 2015, Angela Merkel, chancellor of Germany, and Francois Hollande, president of France, met in Berlin to discuss solutions to what had become known as the European refugee crisis. The vast influx of refugees was the result of thousands from Syria, Afghanistan, and Iraq leaving their war torn countries to travel across the Mediterranean Sea or overland to seek refuge in European Union (EU) countries. The crisis had been building since the beginning of the year, leaving some countries-particularly those at the EU borders-overwhelmed with refugees. In the meantime the Bundesamt für Migration und Flüchtlinge (BAMF), Germany's Federal Office for Migration and Refugees, announced it had ratified an order suspending the Dublin convention, a 1990 protocol which forced refugees to apply for asylum in the first EU member country in which they set foot. "Germany will become the member state responsible for processing their claims," a government statement said of the refugees, largely from Syria. As a result, Germany quickly became the first-choice destination for Syrians. Word of Merkel's suspension of the Dublin protocol spread quickly among refugees-Syrian and otherwise-who were heading to the EU or already waiting in camps. Indeed, Hungary's ambassador to Germany, Peter Györkös, later claimed that on August 26, Serbian police found thousands of discarded passports on their side of the border. "From that moment on, every refugee was a Syrian," he told The Guardian.

The pandemic showcases a need to make slow-moving supply chains nimbler. By using data and collaborating with partners on scenario planning, companies can develop more responsive and flexible supply chains so they can identify risks and ways to mitigate them and pinpoint alternative suppliers more quickly.

The world's first truly global AI crisis came at a time when no one expected. In the summer of 2020, after college exams were cancelled due to COVID-19 restrictions, tens of thousands of students received nonsensical grades, which were determined using undisclosed AI models trained on the class of 2020 and prior years students' data. Few things mattered more in life than where one went to college, and for many young people, their career, relationships, network, income, and, generally speaking, life was to be determined by what the UK's prime minister Boris Johnson labeled as the "mutant algorithm." Much like COVID-19 itself, this situation was repeated nearly identically in multiple countries, but the first instance of the crisis was with the International Baccalaureate Organization headquartered in Switzerland, which, on July 5, 2020, was the first to release its grades before individual countries released theirs. This public-sourced case examines the grading scandal, how it happened, and how it affected students worldwide.

Handout for Case UV8670

Handout for Case UV8670

Handout for Case UV8670

Handout for Case UV8670

The case deals with the international expansion of Jollibee across Asia, USA and Europe along various dimensions (in particular its brands portfolio)

Demographic realities and the passage of time leave no doubt that in roughly 10 years, the millennial generation will begin its takeover of the C-suite across industries and around the world. This eventuality is troubling to those who accept the popular view of the generation as narcissistic and impatient. In this installment of Organizational Performance, I report on a study involving detailed conversations with members of the baby boomer, Gen X, and millennial generations. From these conversations, I offer two contributions to a healthier understanding of the millennial generation and, in doing so, provide a way to better frame efforts to prepare millennials for their ascent to the C-suite. First, I distinguish between generational characteristics due to time-varying age effects and those associated with immutable period and cohort effects. This distinction makes clear the generational attributes that will pass with time and those that will continue to influence attitudes and behaviors. Then I discuss how period and cohort effects affect leader emergence. These efforts will help those charged with preparing talented millennial executives for the C-suite and ensuring they focus on the right things. After all, understanding today how to address the relevant gaps in millennial leaders' preparation is critical to future organizational performance.

In good times like those most businesses have enjoyed for the past decade, business owners have typically watched their income statements with pleasure, as year-to-year performance gains have fattened their dividend payouts and increased the valuation of the companies they own and run. All too often in such times, scant attention is paid to what's between the top line and the bottom line of the income statement. Worse, most business owners, in my experience, give little more than a cursory nod to the balance sheet. Why does this matter? When a recession lands on their doorstep with a sudden thud, as it apparently just has, many of these same people will find themselves having sailed too close to the wind, with cash running out and a dearth of tools to help them weather the storm and understand what has gone wrong. But it need not be so, for there are four simple tools to help any business owner answer these four important questions: (1) Where is cash going in my business, and where is it coming from? (2) To what extent are my profit margins improving or declining, and why? (3) To what extent am I effectively managing the cash-flow relationships with my customers and my suppliers? (4) What, if anything, can I do to better manage the cash that flows into and out of my business? If your business is threatened by the COVID-19 pandemic, here are some tools to help it survive.

In response to societal grand challenges, professors have unique opportunities to effect change, repurposing their expertise to deploy relevant, timely, practical, and research-backed knowledge for the betterment of communities. Drawing on scholarship on postcrisis organizing, the entrepreneurial hustle, and social entrepreneurship, we provide a firsthand, real-time case description of a three-day "virtual idea blitz" organized in response to the COVID-19 crisis. The event was organized and executed in less than a week and ultimately involved 200 individuals, including entrepreneurs, coders, medical doctors, venture capitalists, industry professionals, students, and professors from around the world. By the end of the weekend, 21 ideas with corresponding pitches were developed in five thematic areas: health needs, education, small businesses, community, and purchasing. We describe how the community was rapidly rallied, and we discuss the key learning outcomes of this spontaneous entrepreneurial endeavor. We provide evidence from participants and mentors that showcases the value of the time-compressed virtual idea blitz in accelerating social entrepreneurial action. We offer practical guidance to academic, community, and professional institutions that would like to replicate or build upon our approach to stimulate the formation of community-based and coordinating efforts to thwart the ongoing threat of COVID-19, as well as other societal challenges that might emerge in the future.

The increasing digitization of the economy means that a new digital resource-a digital twin of an organization-is now feasible. We suggest five principles that assist in the construction of an organizational digital twin and show how they combine into a dynamic evolutionary process that builds and maintains the digital twin incrementally. We also discuss the organizational implications of implementing a digital twin and how digital twins create value in an organization.

Influence vulnerability has recently become a concern across society and in business. Such vulnerabilities increase as social networks are leveraged by different entities, oftentimes through social media, to affect how we think and behave. While many instances of social influence are positive and beneficial, others can be quite negative and lead to harmful outcomes for organizations and individuals such as reputational damage and an inability to control desirable thoughts, narratives, and behaviors, as well as decreasing people's freedom of thought and behavior. This article draws on the concepts of social embeddedness and network commitment to outline people's influence vulnerabilities. We then propose three guidelines to help reduce influence vulnerabilities based on the concepts of trustworthiness, network commitment, and self-management.

As firms struggle with high failure rates when developing new products and services, they seek new approaches to innovation. One method garnering attention is design thinking (DT), a design-based method of problem solving. Businesses as varied as Airbnb and PepsiCo are embracing DT in growing numbers, but some may be joining the bandwagon without understanding its distinctions compared to the main alternative, the Stage-Gate (SG) methodology. SG, a project-review process, is used in many firms today to create innovations. To guide managerial consideration of DT, this article provides an explanation of DT as compared with SG, a framework to assess DT's fit with the firm, and ways DT may be effectively used.

Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers' unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.

Prior studies that examine business model innovations lack consideration on how value propositions are best developed in specific contexts or how restructuring other components can deliver on value propositions. This article first identifies three types of Chinese consumption behaviors-imitation-based "good-enough" consumption, renqing consumption, and face consumption-and their corresponding value propositions based on value-hierarchy theory. We then look at Chinese companies that illustrate how business model innovations that focus on the targeted value propositions are initiated, formulated, and implemented. In particular, we identify four types of business model innovations: imitation-based "good-enough" business models, renqing business models, face business models, and hybrid business models. We conclude with practical implications for conducting and implementing business model innovations in China.