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From 2009 to 2015 was a crucial expansion period for Gastón Acurio and the holding company Acurio Restaurantes under which he combined the creation and day-to-day operations of his Peruvian restaurant empire. The case gives an overview of Peruvian cuisine and of how Gastón, starting from a single restaurant, built a food empire. Between 1994, when he founded his first restaurant Astrid y Gastón in Lima, and 2005 Gastón Acurio quietly established himself as a star chef and a leader in the international culinary scene. He also gained experience not only running a restaurant but also establishing a local supply chain and working with producers and suppliers. In 2005, Acurio Restaurantes began expanding internationally - first in Latin America and then overseas, creating different restaurant concepts for different customer segments and dining experiences. The case describes the challenges associated with expanding to new markets each with its own culinary specificities and practices, the need for local partners, and the financial aspects of an aggressive expansion strategy. Gastón Acurio is the central figure, with his quest to replicate for Peruvian cuisine the global expansion that Italian cuisine had enjoyed a few decades earlier. His strong values and leadership style contributed significantly to the success of the past 10 years. After stepping back from running his flagship Astrid y Gastón in Lima, how could he continue to realize his vision for Peruvian cuisine and facilitate access to the world markets for Peru's farmers and manufacturers?.

This case examines the competition between ports and port operators in the Pearl River Delta over the last four decades. The cities surrounding the Pearl River estuary are the "workshop of the world," and the development of manufacturing in the region was heavily dependent on efficient container shipping. As China has opened up and drawn more direct trade traffic to Shenzhen and Guangzhou ports, the operators in Hong Kong have had to adapt. More change is afoot, and Hong Kong may have to reinvent itself again.

In August 2019, Mark Zuckerberg, founder and CEO of Facebook, was surrounded by controversy. The first major storm of protest followed the surprise election of Donald Trump as President of the United States on November 8, 2016; many put the blame at the door of fake news stories served up on Facebook's Trending News Feed. Zuckerberg dismissed these claims as "crazy," asserting that Facebook was a technology company, not a media company. In 2017, it was revealed that a Russian intelligence team had purchased 3,000 political ads on Facebook in an attempt to influence the 2016 US Presidential Election. Then, in March 2018, the public learned that Cambridge Analytica, a political consultancy, had used 87 million Facebook profiles obtained from scraping the site to affect the election. As a result, Zuckerberg was called to Congress to testify. In early 2019, Facebook announced the company was to merge its Facebook, Facebook Messenger, Instagram, and WhatsApp platforms and share data, but that this data would be more secure. The claim was greeted with much skepticism. To explain the move, Zuckerberg published a blog post, changing the company's mission from making the world more open to achieving privacy-focused communications on its platform. Meanwhile, Facebook continued to struggle with fake news while expanding its service offering. In June 2019, it announced it was to launch Libra, a new global cryptocurrency for its 2.5 billion users around the world. There was little doubt of the scale of Zuckerberg's ambitions.

This case describes the accounting fraud at Tesco Stores Limited (TSL), which was discovered by a senior accountant in TSL's finance department. The accountant was concerned about TSL's handling of commercial income, which, according to the accountant, overstated Tesco's profit by an estimated £246 million. Beyond the accounting issue, the case describes Tesco's organizational and cultural shortcoming causing this problem, how Tesco's new CEO Dave Lewis responded to the allegations, and how the court held the Tesco accountable for its fraudulent accounting. In September 2014, Amit Soni, a senior accountant in Tesco Stores Limited's (TSL) finance department filed a report with Tesco's legal team. Soni was concerned about TSL's handling of commercial income. According to the accountant's allegations, TSL employees had been inflating commercial income to meet the division's financial targets, causing Tesco's projected trading profit for the six months ended August 23, 2014 to be overstated by an estimated £246 million. Tesco's legal team had quickly referred the issue to CEO Dave Lewis, who had started in the role just a few weeks earlier, on September 1. Lewis had to decide how to respond to these allegations. Did the allegations have merit and what are the causes for the accounting violations? Should managers be removed if Tesco determined that the allegations had merit? What were the legal consequences for Tesco and how should Tesco's organizational structure and culture evolve?

This case serves as a complement to the case "Accounting Fraud at Tesco Stores (A)".

This case serves as a complement to the case "Accounting Fraud at Tesco Stores (A)".

Many people thought the #MeToo movement would have a deterrent effect. A group of researchers weren't so sure. In early 2018 they began a survey to determine whether their fears of fallout were justified. Indeed, both men and women predicted that men would be more reluctant now to engage with women at work in certain ways, such as meeting one-on-one or going for after-work drinks, even though such activities can be crucial for advancement. People of both genders also said they would be more reluctant to hire attractive women and to hire women for jobs that require close interpersonal interactions with men (for example, traveling). And a follow-up survey found that the backlash was even bigger than respondents had anticipated. The study shows that traditional sexual harassment training has little effect; instead, the researchers say, companies should educate employees about sexism and character.

Is it time to rethink the way we assess job applicants? A recent review of 81 workplace studies suggests that it is. In it Chad Van Iddekinge of Florida State and his colleagues found only a very weak relationship between workers' experience at previous employers and their performance on the job.

Apache Corporation had survived and excelled more than 50 years in one of the world's most challenging industries, the exploration and production of oil and natural gas. And it had done so in its own way, with a unique set of skills that allowed it to be one of the industry's lowest cost producers. But in 2019 its fortunes were clearly on the decline. Following the 2008 financial crisis most of the major oil and gas firms enjoyed an extended period of growth and profitability. But not Apache. The company's financial results and share price had been sliding for years. Beginning in 2015 the company undertook a change in direction, exiting most of its major international projects to focus on U.S. operations, specifically the Permian Basin. A major discovery in the Permian of West Texas in 2016, Alpine High, was expected to be the turning point. But three years later the company's performance continued to slide. Investors wanted to know what was next.

The Chairman of Google's parent company, Alphabet has been called the Godfather of Silicon Valley. In a wide-ranging interview, he discusses his leadership style, his company's varied initiatives, the best approach to innovation, and why Google is so unbelievably successful. He also touches on the importance of addressing bias in AI and Google's bold plan to bring the benefits of AI to everyone, everywhere.

The legendary Harvard Business School Professor and disruptive innovation expert discusses the ideas in his latest book, The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty. He introduces the concept of 'market-creating innovations', which create new markets for people for whom either no products existed or existing products were unaffordable or inaccessible for a variety of reasons. These innovations transform complicated and expensive products into ones that are so much more affordable and accessible that many more people are able to buy and use them-and can transform communities. In the end, he shows that if you stay focused on serving 'non-consumers' with affordable solutions, opportunity will be vast.

New innovations today are likely to be more advantageous to college graduates than those who didn't finish high school. In an excerpt from their book, Innovation + Equality: How to Create a Future That Is More Star Trek Than Terminator, the authors argue that new technologies can worsen inequality, which in turn can create a backlash against innovation. To make sure the innovation engine keeps humming, it is vital to ensure that the fruits of growth are available to all.

The author argues that The best way for any organizaton to detect, define and share customer insights is hiding in plain sight: Your own employees can help you create an insight-driven organization. He shows how canvassing the thoughts, fears and experiences of customers with your own managers and employees has three key advantages: The 'researcher' knows the subject matter; he/she can be more creative than an outsider about designing the experience; and you can save untold market research budget dollars. In the end, he shows that in an era of Big Data, 'big qualitative insights' remain a powerful competitive weapon.

Are you ready to build a culture that drives innovation, where people can thrive and create? By embracing three principles (bold leadership, an empowering environment and comprehensive action), the authors show how an organization can prime itself to be more innovative than ever before. Their research at Accenture has found that a culture of equality-the same kind of workplace environment that helps everyone advance to higher positions-is a powerful multiplier of innovation and growth. They show that building a culture of equality is not just an ethical imperative, it is also a business priority. Put simply, if organizations want to innovate and thrive, they have to 'get to equal'.

When do consumers decide to buy something? Why and how do they shop in the first place? Over the past 20 years, a number of macro shifts have drastically altered shopping patterns and buying decisions - presenting new opportunities and challenges for marketers to persuade consumers to spend money and encourage repeat purchases. The author describes her recent research, indicating 12 particular shopper archetypes. She also introduces The Needs Adaptive Shopper Journey Model, which integrates firm actions, technology, peer-to-peer/social and shopper psychology to address shopper well-being.

If it hasn't happened yet, it is only a matter of time before your organization has a 'cyber incident'. The FBI estimates that a cyber incident will occur every 14 seconds this year, ranging from minor, accidental disclosures of sensitive information to a major theft of data and other valuable assets by criminals, state-sponsored actors, or terrorists. The authors show that cyber threats are the result of three interrelated characteristics: those who engage in cyber attacks, or the Threat Actors; the value they expect to extract from the Targets they attack; and the 'Attack Vectors' they will use to attack your organization. Understanding how these three elements interact is critical for every modern leader.

When it comes to problem-solving, the questions we ask often undermine our desire to uncover novel insights. The author describes 'quicksand questions' and the four traps they get us into. He then presents his 'Unstuck Minds Compass', which asks four questions of the individual encountering a complex challenge: Do you want information about the big picture (contextual inquiry) or data about the nature of the problem (critical inquiry)? Should you seek out the perspectives of others (collaborative inquiry) or start by questioning the assumptions behind the framing of the challenge (creative inquiry)? In the end, he shows that diversifying our approach to complex problems by embracing these four types of inquiry can help us become more adaptable and less likely to get stuck.

Despite its overall prosperity and booming economy, King County in Washington state faced persistent inequities in poverty, homelessness, and unemployment based on race and place. This case covers the period 2014 to 2019, during which the county developed and implemented new equity- and outcome-driven approaches to address these problems. Starting in 2014, the county began shifting its orientation and operations to focus more on preventive social service programs. The county shifted from a traditional procurement model for social services, in which it assessed contract service providers' performance at the end of a contract, to "active contract management," in which the county worked closely with service providers throughout the contract period to achieve specific outcomes that both parties agreed upon in advance. Renewal of a provider's contract depended on whether the service provider met those outcomes. The case highlights how public organizations, such as county governments, develop and implement innovations. This process includes leadership and operational risks; creating theories of change; evaluating outcomes; effective use of data; relationships with outside organizations like service contractors; and resource requirements and constraints. The county's first and flagship innovative initiative was Best Starts for Kids (BSK), a comprehensive suite of programs that focused on early childhood and youth development. In 2016, the county funded BSK via a $65 million annual voter-approved tax levy. The first BSK initiative, launched in 2017, was the Youth and Family Homelessness Prevention Initiative (YFHPI). It was novel because the county was contracting with 25 smaller community organizations to reach communities with persistent rates of poverty and higher likelihoods of entering homelessness. The case, set in 2019, details the opportunities, successes, and challenges of both YFHPI and the county's cultural and operational shifts so far.

After working at his family's coat manufacturing company for a few years, the author realized that high-end coats made in Canada could become a luxury product globally. Targeting European consumers first, he introduced the brand and then marketed it in innovative ways, including outfitting polar explorers and TV and film crews who were shooting in remote cold-weather locations. Perhaps most important, he committed to domestic manufacturing and opened factories across Canada along with training centers for sewers. This paved the way for phenomenal growth and a successful IPO. Today the company has stores in 12 cities around the world and runs an international e-commerce business. Its focus on delivering an exceptional experience inspired the creation of "cold rooms" in the stores where shoppers can test products in temperatures as low as -25 Celsius before they make a purchase. As Canada Goose expands organically and through acquisition, Reiss says, the company will continue to make its coats in Canada and other products wherever it can get the highest-quality products at the scale it needs.