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B case to 820002 In 2016, senior management at Moz, a venture capital-backed startup providing software tools for digital marketing professionals, must decide how to address a looming cash flow crisis precipitated by failed efforts to broaden its product line. Seattle-based Moz had originally focused only on search engine optimization (SEO) software. Aiming to accelerate growth, over the past three years the startup had launched products targeted at content marketers, social media marketers, and small local businesses. Adoption of these new products had been disappointing, and the resource drain and distraction of launching them had reduced the growth of Moz's core SEO product. Management was wrestling with whether to either: 1) shut down or sell the new products; or 2) double down on the new products, funding further investment in them by selling the core SEO business or milking it as a "cash cow."

C case to 820002 In 2016, senior management at Moz, a venture capital-backed startup providing software tools for digital marketing professionals, must decide how to address a looming cash flow crisis precipitated by failed efforts to broaden its product line. Seattle-based Moz had originally focused only on search engine optimization (SEO) software. Aiming to accelerate growth, over the past three years the startup had launched products targeted at content marketers, social media marketers, and small local businesses. Adoption of these new products had been disappointing, and the resource drain and distraction of launching them had reduced the growth of Moz's core SEO product. Management was wrestling with whether to either: 1) shut down or sell the new products; or 2) double down on the new products, funding further investment in them by selling the core SEO business or milking it as a "cash cow."

A financially struggling administrative assistant needs information to help her decide whether she can return to school.

DHAN is a non-government organisation with a difference. It is neither a philanthropic organisation nor a service organisation but a development organisation focused on grassroots development, aided by professional management. At the same time, its vision is to be only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene in the years since its inception in 1997. By 2011, when the events in the case were taking place, it had touched the lives of over 920,000 households across 12 states in India. In its mission to combat poverty, DHAN initially employed two major thematic interventions, namely, community banking and water management. However, over a period of time, it forayed into several other domains such as healthcare, education and livelihood generation, in response to the dynamic requirements of its community of beneficiaries. The case, divided into two parts, focuses on the theme of climate change adaptation and, more specifically, the promotion of climate resilient corps (small millets) and the associated production, processing, marketing and value chain management challenges, which have significant lessons for both the development and corporate sectors, on how to prepare the economically disadvantaged communities to the inevitable impact on their lives of impending climate change.

DHAN is a non-government organisation with a difference. It is neither a philanthropic organisation nor a service organisation but a development organisation focused on grassroots development, aided by professional management. At the same time, its vision is to be only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene in the years since its inception in 1997. By 2011, when the events in the case were taking place, it had touched the lives of over 920,000 households across 12 states in India. In its mission to combat poverty, DHAN initially employed two major thematic interventions, namely, community banking and water management. However, over a period of time, it forayed into several other domains such as healthcare, education and livelihood generation, in response to the dynamic requirements of its community of beneficiaries. The case, divided into two parts, focuses on the theme of climate change adaptation and, more specifically, the promotion of climate resilient corps (small millets) and the associated production, processing, marketing and value chain management challenges, which have significant lessons for both the development and corporate sectors, on how to prepare the economically disadvantaged communities to the inevitable impact on their lives of impending climate change.

While several tactics can drive company performance by instilling a sense of shared ownership among employees, perhaps the most direct is to actually share ownership with employees. Many public and private companies across industries have done just that, and studies have found that sharing ownership with employees can benefit a number of workplace performance metrics. This note summarizes the historical context from which shared corporate ownership grew, presents the three key decisions that leaders need to make when offering shared ownership (how broadly to do so, with what accountability, and with what rights), details the strategies that companies can use to share ownership with employees (e.g., profit-sharing, Employee Stock Ownership Plans (ESOPs), etc.), illustrates different strategies particular companies have employed, and concludes with open questions for future leaders. The goal of the note is to educate future leaders and managers on the implications of shared ownership decisions on employee engagement, and ultimately, long-term company performance. The note also provides a basic how-to user's guide to familiarize future managers with approaches to sharing ownership more broadly with employees.

Making good hiring decisions is a critical management activity, yet many leaders just "wing it" when interviewing candidates to fill openings by having an organic conversation to assess the candidate's fit, unknowingly subjecting the process to unconscious bias. Instead, organizations should employ structured interviewing techniques to carefully assess the skills needed for a given opening, to determine a consistent approach for fairly evaluating candidates' skills, and ultimately to make the best possible hiring decision. This note aims to help the reader acquire the skills necessary to be an effective interviewer and to champion best-practice interviewing within his or her organization. Beginning by briefly summarizing the pitfalls of unstructured interviewing, the note proceeds to explain three types of structured interviewing techniques, the steps hiring managers should undertake to prepare for and conduct interviews, and tips for making evidence-based assessments.

On June 22, 2018, Stephanie Wilkinson, co-founder of the Red Hen, a small farm-to-table restaurant in rural Virginia, was caught off guard when a frantic call from her chef told her that the White House press secretary, Sarah Huckabee Sanders, had just sat down to eat at Wilkinson's restaurant. Staff at the Red Hen were tense because they fundamentally disagreed with Sanders's support of the Trump administration on issues such as immigration and transgender rights. Wilkinson was equally concerned because she had kept politics off the menu at the Red Hen for over 10 years in a politically charged city. Now, Wilkinson had to decide whether to side with her employees and her own moral values and ask Sanders to leave, or permit Sanders to stay at the restaurant. Either way, Wilkinson knew that there would be consequences and that the media would be knocking at her door.

In June 2019, Best Buy appointed Corie Barry as new CEO. Her predecessor, CEO Hubert Joly, had successfully tackled BBY's two main problems-declining comps and margins-and engineered a financial turnaround within his first five years on the job. Despite its surviving as a retailer, Best Buy and Corie Barry confront multiple challenges. Best Buy is still a predominantly bricks-and-mortar store with an online presence (just 20.9 percent of sales are generated online in 2018 compared to 17 percent in 2015). Additionally, the United States is no longer the world's largest consumer retail market, and Best Buy has retreated to North America after failing to expand to China and Europe. Further, consumer electronics are caught within trade disputes between China and the United States. Under Joly, Best Buy balanced providing differentiated service with trained staff at competitive prices involves. However, Corie Barry needs to consider whether that balance can be maintained going forward, or whether Best Buy needs to further adapt.

90% of the GDP in the world is created through family-owned businesses. Family businesses are frequently thought to be exclusively mom-and-pop, small businesses. Most fail to realize that Walmart, Fidelity, Cargill, Koch Industries, and Ford, to name a few, are all family-owned or controlled businesses. Family businesses can be private or public, sometimes with a dual-class stock structure. They can also be 100% family-owned or have outside investors. Family businesses come in all shapes and sizes, and they are here to stay globally, gaining power and influence by the day. In this module note, we provide an overview of the Demystifying the Family Enterprise Course course, which explores each of the three Family organizations, (1) Family, (2) Operating Company, (3) Family Office, as well as what it takes to create an enduring Family legacy.

Module 1 of Demystifying Families in Business focuses on the Family. The Family unit forms the bedrock of the organizations that comprise the collective Family organization, specifically, the virtues that define the Family members' rules of engagement, and the Family governance structure necessary to support it. In this module note, we provide a framework for Legacy Governance, and introduce the Three Virtues of Family Business, (1) Clarity, (2) Fairness, and (3) Motivation, as requisite shared values for all Families in Business.

The start-up BlueVine Capital Inc. (BlueVine) used data and technology to help finance small businesses via factoring and lines of credit. The case explains the small business financing market in mid-2010s, how CEO Eyal Lifshitz identified the opportunity for BlueVine, and how he built the company through its first five years of operations. Through the case, Lifshitz and his team discover insights about their small business customers that inspire them to change their product portfolio. In December 2018, Lifshitz must decide which new products to launch next.

In 2019, Chinese smartphone maker and telecommunications empire Huawei was preparing to launch its new flagship smartphone series, the Mate 30. After years of explosive growth, the previous 18 months had been a challenge for the company. In early 2018, Huawei's planned smartphone launch in the U.S. had failed due to pressure from regulators who cited concerns about the company facilitating Chinese spying. Over the following months, a trade war between the U.S. and China had broken out, with Huawei at its epicenter. By mid-2019, after months of U.S. pressure and restrictions, Huawei found its supply chain for computer parts and software under siege and several governments around the world threatened to ban its 5G network equipment from their countries. In this unpredictable climate, Huawei founder Ren Zhengfei and his management team had to figure out not only how to successfully launch Mate 30 phones in the upcoming fall, but how to ensure the company's long term viability.