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Precision medicine company Blueprint Medicines was building a successful track record for bringing drug therapies to market 40% faster than average. The company had spent $40 million dollars and two years building a compound library that became its drug development engine. Blueprint's drug development strategy was twofold-it focused on creating a single drug compound for multiple disease indications, while at the same time developing drugs to track a disease through its progression. The company's goal was to become a fully integrated biopharmaceutical company that could move from drug discovery to development to marketing. But it was increasingly challenging to prioritize and manage programs, personnel and partnerships.

By April 7, 2020, over 1.4 million people worldwide had contracted the novel coronavirus (COVID-19). Governments raced to curb the spread of COVID-19 by scaling up testing, quarantining those infected, and tracing their possible contacts. It had taken Singapore's Government Technology Agency (GovTech) and Ministry of Health (MOH) all of eight weeks to develop the world's first nationwide deployment of a Bluetooth-based contact tracing system, TraceTogether, and deploy it in an attempt to slow the spread of COVID-19. From late January to mid-March 2020, GovTech's Jason Bay and his team raced to create a technology that would supplement the work of Singapore's human contact tracers. Days after its launch, Singapore's foreign minister announced plans to open source the technology. Now, in early April, TraceTogether was a beta for the world. Whether the system would really help in Singapore, and whether other countries should adopt it was still a wide-open question.

This case describes the development of the Boeing 737 Max airplane model and the events leading up to two tragic plane crashes, in which a total of 346 people died: the crash of Lion Air flight 610 on October 29, 2018, in Indonesia, and the crash of Ethiopian Airlines flight 302 on March 9, 2019, in Ethiopia. The evolution of Boeing's organization and management is described, focusing on the span from Boeing's 1997 merger with rival McDonnell Douglas through the development of the 737 Max and the crashes. The case examines the antecedents and possible causes of the crashes, both through the lens of industry and competitive dynamics and through the lens of corporate culture and development processes at Boeing. The development of the 737 Max is described in detail, including the factors and decisions that led to the development of the Maneuvering Characteristics Augmentation System (MCAS), the system that ultimately led to the crashes. Information about Boeing's response and actions during the period between the two crashes is also included in the case.

Brewing Peace was a company based in the Philippines that sold coffee beans. Despite having a base of 80 customers, 70 per cent of its business depended on 9 key accounts; this included its biggest buyer, Concepcion Coffee Enterprises Limited (CCEL), which accounted for 20 per cent of Brewing Peace's revenues. After a ₱30 million order from CCEL with a profit margin of less than 20 per cent, a payment period of 90 days, and a short delivery time, the co-founder of Brewing Peace was forced to review its relationship with its biggest client. The dilemma facing Brewing Peace was that it could not accept this order on CCEL's terms without jeopardizing the company's payment terms with its vendors and affecting the supply for orders, worth ₱25 million, to its other customers.

In 2018, the Singapore-based real estate agency OrangeTee launched a new, online platform in response to disruptive innovation in the real estate sector. Property Agents Review allowed clients to rate and review OrangeTee's agents upon the completion of a real estate transaction. After a hard-fought campaign to overcome initial resistance to the idea, agents credited the new platform with an increase in referrals. OrangeTee proudly championed Property Agents Review as an example of embracing technology and a future-focused outlook. Nevertheless, the management team understood that there was more work to be done. For example, the platform's technology could be easily copied by competitors. What could they do to stay at the forefront of technology?

In late 2016, it had been three years since Blackstone Group Inc. (Blackstone) had completed its last public-to-private leveraged buyout (LBO), and it had US$45 billion of capital available for investment, called "dry powder." Blackstone's head of private equity (PE) blamed this public LBO drought on "historically high multiples of cash flow." Blackstone submitted a preliminary offer to acquire a firm they had previously acquired 11 years earlier and exited in 2009. The banks committed to provide a senior credit facility, consisting of a seven-year Term Loan B, a revolver, and junk bonds; management provided forecasts of revenue and earnings before interest, tax, depreciation, and amortization. The four-week exclusivity period was set to expire, and previous bidders in a recent takeover battle could re-emerge. Blackstone had to determine a final offer based on their LBO model.

Based in the Canadian Prairies, Promotions Manufacturing had been manufacturing promotional items for over 40 years. The organizational structure consisted of four manufacturing units and the administration department, each with its own distinctive staffing needs and cost structure; consequently, profitability calculations and operations management had become increasingly difficult. In June 2018, the question of how to allocate the overhead and administration costs to each manufacturing unit became a pressing concern. The different cost allocation methods resulted in diverse profitability levels. Subsequently, decision-making with regard to production priorities, operation scheduling, and staffing needs had become unsystematic, often resulting in missed deadlines and disappointed customers. The general manager had to make a decision: which cost allocation method would offer the most accurate profit centre profitability, provide guidelines in reorganizing operations, and result in higher efficiencies?

Over a 10-year period, from 2008 to 2018, Indian tire production increased from 80 to 180 million units. Indian tire companies were thriving and investing heavily abroad. Four Indian tire companies were among the top 30 tire makers in the world. Although India was expected to experience high or hyper-growth in tire manufacturing, growth at such a fast pace brought uncertainties and risks. In addition to competition from low-cost tires imported to India, the industry was challenged by volatile pricing for the raw materials used in tire production, government initiatives that were having unintended consequences on tire sales, environmental considerations, and protectionism in India's largest export markets. What strategies did the industry need to reach profitability despite the ups and downs of the supply market, its dependence on large customers, changes in government policies, and environmental protection initiatives?

Haboydem was a second hand clothing store in Jerusalem that operated as a social enterprise by hiring and training individuals who were living with mental illness. The two store locations had successfully trained workers, and 70 per cent were able to find employment in mainstream businesses; however, in mid-2017, the co founders faced new issues. How should they deal with emerging competition from other second hand clothing retailers? How should they address the possibility of partnerships with other organizations? Should the company expand to additional locations or into additional activities? How should the co-founders measure Haboydem's success? They needed to reflect on how to best address these challenges, and how their social enterprise could best move forward toward a long term future.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 1 offers an explanation of business liability generally. Liabilities are debts or obligations owed to others; in a business context, this can include loans and obligations in business contracts. Sources of business liability include owners, employees, customers, government, the public, and other businesses. The idea of social contracts is also discussed and is defined as an idea or framework that serves to define and limit the rights and responsibilities of society's members. Insurance as a solution to unexpected liabilities is explained. The insurer has an obligation to the business, and per the social contract, businesses have an obligation to society. Business liability can negatively impact innovation and economic growth, so in the United States, financial liability has been capped for each corporation.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 2 discusses economic losses that businesses might be liable for as well as other economic concepts. Three ways that economic loss can happen are described: prevention of goods production by businesses, prevention of the distribution of produced goods to consumers, and prevention of consumption of goods received by consumers. The general concepts of economic opportunity and economic loss are explained, and several different types and examples are given, such as competitive markets, employment and pensions, and intellectual property. Goods consumption is described along with utility - the usefulness of the product itself or of the consumption. Four utility principles are proposed and explained in terms of society's utility function. Social economic loss is any lowering of society's utility. Several market principles are discussed, which are useful in estimating business liability.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. This chapter explains compensation for economic loss and how to roughly calculate how much compensation a business may face. Transfers implied by compensation and the role of markets in achieving transfers are both important aspects to consider. The court's approach to loss compensation and its connection to market principles are discussed. The best possible compensation rule for the courts might ideally maximize social utility. Courts could also learn something about compensation from markets as an economic institution. The market approach to loss compensation is described, and examples are given. Various market principles are used extensively in order to develop formulas for market prices, which can then be used to determine compensation for economic loss.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 4 explores when the evidence is unclear concerning whether or not claims of economic harm are valid. Evidence as seen by the insurer is discussed. Liability insurance is specifically described as well as insurance regulation. When it comes to the court, evidence may be seen differently. Courts have standards of evidence, which are a part of procedural law. These standards assess economic harm, just as insurance regulation does. Once a business is found liable for economic loss imposed on others, the dollar amount of economic loss must be determined by evidence. This chapter describes what that might look like with insurance and the courts, and it gives formulas and examples to further explore evidence and economic damages. Evidence may come in the form of statistics, which can be used to discover fault for some action. Taxes and economics expert witnesses may also play a role.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 5 expands on the previous chapter and discusses cases where losses are suffered by workers or the families of someone who was wrongfully injured or killed. Business liability includes situations where a business causes someone to lose economic opportunity; one of these opportunity losses is the opportunity to work. In terms of personal injury cases, worklife expectancy needs to be taken into account. A formula for expected worklife is given as well as formulas to compare worklife expectancy with life expectancy and worklife expectancy with healthy life expectancy. The idea of worklife capacity is also discussed. Household services must be considered as well when calculating overall economic loss and damages. For example, if the injury prevents someone from being able to perform regular house or yard work, it may add to the damages for which the business is liable. In wrongful death cases, personal consumption is another factor.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. This chapter looks at antitrust law and focuses on a major theme of antitrust economics: ill-gotten profit. Benefits and challenges of a competitive marketplace are described. Supply and demand in the competitive marketplace is also explained with examples and formulas. Market equilibrium is when supply and demand meet - there is no excess or shortage of goods. Competition provides this equilibrium and the best deal to both buyers and sellers. Collusion and its negative effects are discussed with examples as well as cooperation among firms. Another topic explored is foreclosure; special conditions can mean that foreclosure is anticompetitive. Multimarket antitrust economics are also discussed, including vertical and horizontal linkages, cooperation, and anticompetitive multimarket conduct. Ultimately, businesses that harm competition may be liable for economic damages.

Digital to the core has been a rally call in DBS Bank for almost a decade. The bank was recognized as the "World's Best Digital Bank" by Euromoney twice in 2016 and 2018 respectively. What role did HR play in supporting the bank's transformation journey? The aspiration to transform the bank into a 28,000-person startup culture requires the Human Resources Division to reimage the HR value chain. What would a HR digital roadmap look like? How would employees, including potential new hires, experience an employee-centric digital culture? In a global war for digital talent, how to win the heads and hearts of employees?

Carlos Ghosn, a Brazilian-Lebanese-French, is by many counts, one of the - if not the - most celebrated automotive executives of the late 20th and early 21st century. This is a two-part case about his career, leadership, and decision-making. Part A starts in 1999, the early days of Ghosn's arrival in Japan, where he went on a mission to rescue Nissan, one of the biggest Japanese car manufacturers with a long tradition that had run into trouble and was in danger of bankruptcy. Ghosn went there after Renault entered into an alliance with Nissan in 1999. The case then goes back in time, following Ghosn from when he was born in Brazil, and then moved to Lebanon and later France, where he studied and began his career at Michelin. The case ends in November 2018, with talk about the potential merger of Renault and Nissan into a single company having stalled, leaving the alliance in status quo. Part A of the case is structured around a key tension: What happens when the cosmopolitan, melting-pot, aggressive Ghosn - who made his name as 'le cost-killer' - meets corporate Japan, with its very homogenous, indirect, and conflict-avoiding culture? Part B starts on November 19, 2018, when Carlos Ghosn is arrested as he arrives at Haneda Airport in Tokyo, Japan. The accusations against him include allegations of misappropriation of company funds for personal use and concealment of a large amount of remuneration. According to the chief prosecutor, Ghosn's wrongdoings were more serious than insider trading. The case presents in some detail the different allegations against Ghosn, and then describes the reactions of Ghosn and Nissan to the accusations. It ends with a recounting of some of the subsequent events, including the granting of bail to Ghosn. Part B of the case is meant to facilitate discussion around a key question: How could someone as successful as Ghosn have come to engage in the kinds of behaviours he was accused of?

Career Karma is a startup focused on helping individuals looking to transition careers into computer engineering roles or similar fields by preparing them for formal technical training programs, or "coding bootcamps," that would lead to a successful career pivot upon graduating from the program. The platform also encouraged users to engage with each other in "squad" support groups and paired users with mentors (other users who successfully transitioned careers through Career Karma). This case explores the journey of Career Karma's three founders and navigating growth through an unexpected recession caused by a global pandemic.

This (B) case expands upon the journey of Career Karma's three founders by presenting a fictionalized Investor Meeting scenario.