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In 2017, the chief executive officer of Rawayeti Foods, a Pakistani company dedicated to ensuring the purity and quality of its spices and pulses, was considering the future of his family-owned business. The company had experienced great success since its inception in 2011, but Rawayeti Foods was planning to expand its operations into other parts of the company. Formalized management practices, job descriptions, and performance management systems were not in place, but the chief executive officer and his sons knew expansion would be successful only if the company formalized its human resources management policies and practices for consistent country-wide implementation. Had the time come to shift focus from operational matters to management and human resources concerns? Could Rawayeti Foods gain buy-in from its employees and introduce a new performance management system that was seen as fair, equitable, and motivating?

This case describes the acquisition of 21st Century Fox by the Walt Disney Company and the subsequent launch by Disney of three streaming channels to compete with Netflix.

This note is designed to introduce students to the fundamental concepts of leading innovation in established organizations. Reinvention is a process whereby organizations respond to changes in the environment that threaten their core business model, technologies, cultural values, and/or operational norms. Reinvention represents a managerial paradox for organizations that have experienced several years of success: leaders must preserve some elements of the business that once made it successful and simultaneously change other elements that, if left unattended, could render the organization obsolete. The Note outlines four elements associated with organizational reinvention: 1) Understanding technology lifecycles and s-curves: What are technology lifecycles and s-curves?; 2) Reinvention by extending existing capabilities: How do leaders extend existing organizational capabilities in response to new technologies?; 3) Reinvention by adopting new capabilities: How do leaders adopt new capabilities in response to new technologies?; 4) Readying your organization for reinvention: How do leaders develop the right mindset and the right team to engage in a reinvention effort? Finally, the Note includes several diagnostic tools that students and executives can use to analyze an organization's readiness for reinvention.

During the early 1980s, young gay men in urban centers such as San Francisco and New York City began contracting a mysterious illness that would come to be known as HIV/AIDS. A diagnosis meant almost certain death, with a less than 1% survival rate. Conflicting priorities and agendas within a range of institutions-such as federal and local governments, the medical bureaucracy, incentive structures, and religious convictions-resulted in a failure to mitigate the outbreak. HIV/AIDS infections grew to pandemic proportions leading to one of the largest public health crises in American history.

Alice Anane is the member of a large, wealthy family that collectively operates a multi-pronged family business in Israel. Upon discovering partway into her pregnancy that the rapidly degenerative brain disease her father succumbed to now threatens her and potentially every member of her family, she must decide how to incorporate a comprehensive plan for handling genetic disease into her family's charter. Each aspect of the document must be carefully weighed, as the differing priorities must somehow come together into a system that works. With an uncertain clock ticking in the background, can she ensure that the measure passes with enough votes among her siblings and mother? Will she be able to ensure a lasting legacy for the family and its businesses that touch so many lives?

The Sustainable Apparel Coalition (SAC) was founded in 2010 to develop a common set of sustainability standards for the apparel, footwear, and home textile industries. The organization was an example of pre-competitive collaboration, a strategy in which companies within an industry band together to tackle shared challenges. The SAC created the Higg Index to help companies, organizations, and consumers better evaluate and track value chain and product sustainability performance for both environmental and social issues. By providing visibility and transparency across apparel industry value chains, the tool allowed companies to benchmark their performance with peers and identify areas for improvement. However, companies using the Higg Index were not allowed to publicly publish their Higg ratings before a fully developed third-party verification program was established, delaying the very transparency that the tool intended to promote and opening the SAC up to criticism. The case opens with Sean Cady, the newly appointed chairman of the SAC board of directors, pondering how to respond to requests for greater Higg Index transparency from Human Rights Watch, a non-governmental organization.

This case uses Apple Inc. (Apple) and its Mac line of personal computers (PCs) to allow for an analysis of competitive positioning and the building of sustainable competitive advantage. In spring 2020, as Apple evolves its various product offerings, a product manager at Apple must think about how the Mac fits into its broader product portfolio. What is the future for desktops and laptops broadly and the Mac specifically? The case facilitates an exploration of Apple's underlying capabilities and broader market dynamics, in the face of uncertainty over the industry's future direction, and it highlights the way in which Apple made deliberate strategic choices for the Mac that have worked to alleviate the typical competitive pressures of the laptop industry. The case provides a historical summary and an overview of the current forces in the PC industry, including market-share trends, mobile computing, cloud computing services, the Mac portfolio of products, and competitors. The case offers the opportunity to conduct a five forces analysis as well as explore to competitive advantage and market position. Crucially, the case highlights the possibility of carving out a valuable competitive position even in an industry with difficult competitive dynamics. This case is used at the University of Virginia Darden School of Business in "Strategic Thinking and Action," a required course in the first-year core curriculum of the MBA and EMBA programs, and the students' introduction to the discipline of strategic management. This case can be used to introduce or build upon the five forces framework and connect theory with action.

In 1985, pop music superstar Michael Jackson instructed his attorney, John Branca, to make a bid for the Northern Songs music catalog, which contained the songs of the Beatles. In a challenging negotiation with Australian media baron Robert Holmes à Court, Branca secured the rights to the collection. Over the next three decades, first as Jackson's attorney and later as the executor of his estate, Branca undertook numerous complex negotiations to secure and expand Jackson's music publishing empire until it became the largest music publishing company in the world.

Pete Carroll, the head coach of the Seattle Seahawks, is the American football world's anomaly. His leadership style is the opposite of the traditional one, a more humanistic approach, based on developing and nurturing strong connections with his players on an interpersonal level and on celebrating, and not suppressing, their individuality. It is anchored by psychology and mindfulness, with Grit author Angela Duckworth noting that Carroll is tapping into something universal about human performance and potential. Carroll believes that to elevate your game you need to start with a strong sense of purpose that is anchored in a clear personal philosophy. As a leader he is committed to the idea that caring personally about each player and his unique needs, background and aspirations is fundamental to his success as a coach. His style is seen by some as overly positive, "touchy feely" and lacking the top-down edge expected of successful coaches. But what casual observers miss is the rigor, discipline, intense spirit of competition and a passion for winning that underpin his approach. His leadership has enabled a distinctive culture that has become a magnet for highly talented players, especially those who are known as gifted and value their individualism. His results provide clear evidence that his model works. Carroll is among the most successful football coaches of the last 50 years, achieving a remarkable level of consistently competing at the highest levels, including winning both a Super Bowl and multiple collegiate national titles. Carroll has influenced numerous championship-winning coaches in football and basketball, including the NBA's Golden State Warriors and the NCAA's LSU Tigers. And the increasing embrace of Carroll's leadership practices by CEO's including Microsoft's Satya Nadella demonstrate that his caring and humanistic form of leadership may help deliver exceptional results far beyond the football field.

In 2015, Mauricio Macri became President of Argentina and declared solving the energy crisis one of his top priorities. When Macri attempted to raise utility tariffs, however, he faced loud protests from citizens. In search of solutions to growing shortages, the government seized on Argentina's still largely untapped, but potentially vast renewable energy sector and created an ambitious program called RenovAr (renew in Spanish). By 2016, the country's share of renewable energy stood at less than 2 percent of the power mix. RenovAr's goal was to raise that percentage to 20 percent by 2025. An ambitious plan for an economy still reeling from the 2001 default. This case describes the business friendly Macri administration's strategy to attract private investment in the nascent renewable energy sector, under challenging macroeconomic conditions. The case package includes a sequel that describes the events between 2018 and 2020, when Argentina faced a crippling economic downturn and Macri lost to the Peronist duo, Alberto Fernandez and Vice President Fernandez de Kirchner. The sequel catches the reader up on the state of the RenovAr program during a period of intense economic tumult and political change.

In the midst of 2020, as the coronavirus pandemic was unfolding, OpenIDEO - an online open innovation platform focused on design-driven solutions to social issues - rapidly launched a new challenge to improve access to health information, empower communities to stay safe during the COVID-19 crisis, and inspire global leaders to communicate effectively. OpenIDEO was particularly suited to challenges which required cross-system or sector-wide collaboration due to its focus on social impact and ecosystem design, but its leadership pondered how they could continue to improve virtual collaboration and to share their insights from nearly a decade of running online challenges. Conceived as an exercise of disruptive digital innovation, OpenIDEO successfully created a strong open innovation community, but how could they sustain - or even improve - their support to community members and increase the social impact of their online challenges in the coming years?

In March 2020, as COVID-19 spreads rapidly across the U.S., Everlywell founder Julia Cheek considers how to respond as a small start-up specializing in at-home lab testing. After making dramatic budget cuts, she decides to pivot the organization to address the country's testing shortage. But after a hectic few weeks building capacity at her partner labs to 30,000 COVID daily tests, the U.S. Food and Drug Administration (FDA) releases a statement warning the public that it has not granted approval for at-home tests. Cheek must decide whether to return to her core business or persist in focusing her nascent organization on COVID-19 tests, an opportunity whose commercial merit is unclear.

Spencer's Retail, a fast-moving consumer goods retail chain in India, had been perceived as an expensive retailer exclusively for high-end consumers. A new sector head took over in 2013 and shifted the store from a positioning statement of "Taste the World" to "Make Fine Living Affordable." Within five years, Spencer's was making a profit. However, traditional grocery stores continued to dominate the Indian retail scene and were more heavily frequented by Indian shoppers. To maintain a sustainable profit, Spencer's had to expand the business by opening more retail outlets and increasing same-store sales growth by increasing footfalls and basket size. What store format and combination of private label and national label products would help Spencer's reach this goal?

Jonathan Lachowitz founded a start-up venture in the Financial Planning industry called White Lighthouse Investment Management in 2006. He targeted a niche segment (US citizens living abroad) that had a critical problem that was not addressed by existing companies (e.g. US Tax Reporting). The organization has grown slowly and consistently. In 2015 the current form of organization is stretched to a maximum. There are several decisions Jonathan needs to make, he needs to decide whether or not to hire new employees or partners and he needs to come up with a strategy on what type of clients he should accept.

Philip Morris International (PMI) CEO André Calantzopoulos announced in 2016 a radical pivot in the Marlboro cigarette manufacturer's strategy: the company would shift to "smoke-free" products in more than 180 countries around the world. One of these products was IQOS, a new "heat-not-burn" (HNB) device aimed at providing the world's over 1 billion "adult smokers with better options." The innovation of the products which, PMI claimed, were less harmful than cigarettes was welcomed by many investors and PMI. Calantzopoulos and PMI's Board of Directors believed that its sustainability strategy was critical to the company's long-term success. Nevertheless, convincing important stakeholders that a tobacco company could be part of the solution to rid the world of cigarettes by offering better alternatives was a different matter. The United Nations, World Health Organization (WHO), regulators, public health advocates, and some sustainable investors said that there was no safe level of use and no opportunity for effective engagement with tobacco companies. After a two-year wait, the US FDA issued an order authorizing the sale of IQOS in the US market of 40 million smokers. The FDA found that IQOS was "appropriate for the protection of health." PMI organized the 2020 Stakeholder Engagement Meeting in Lausanne, Switzerland to convene key stakeholders to engage with PMI's smoke-free business transformation.

Over the past few decades, the market for used books had declined and many used bookstores around the world have closed. Sydney, Australia, where Ampersand Bookstore and Café was located, was no exception to this trend. Yet, Vangel Cvetkovski, co-owner and operator of Ampersand, has steered it towards financial success. Established as a bookstore café, a familiar environment accessible to most university students, this case examines how Vangel and his partner overcame the limitations of the used bookstore and café industries to create a hybrid business model and how they got it to work.

This case study, a companion case to "Ampersand Bookstore and Café (A): Surviving the Bookstore Apocalypse" (HBP Product ID: ST90), extends the main case (A) by taking the Ampersand story further. While the main case focused mainly on how Ampersand had previously succeeded, this companion case examines how the protagonist might continue to grow and expand the business. Thus, it is suggested to be taught as an extension to the main case (A).

This case describes the experiences of Michael Sanders-the Chief Executive of the What Works Center for Children's Social Care-as he led the design and implementation of a program of research aimed at improving the social care system in the United Kingdom (UK) at the national level. In the course of discussing the case, students are asked to consider the challenges of improving wellbeing for social workers and to debate the merits and challenges associated with the proposed experiments. The solutions and ideas shared by students illustrate various behavioral science techniques aimed at improving employee well-being by leveraging non-cash rewards and recognition, especially within the context of a financially constrained organization.