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In the #MeToo era, allegations of sexual assault and sexual misconduct pose difficult issues for employers, particularly when allegations surface about incidents that occurred prior to an employee's term at the company. This case, fictionalized but based on real events, centers on the challenge that the founder of a biotech company faces when he receives an email alleging that a new employee (male) raped an acquaintance prior to joining his firm. This case brings up questions of how to deal with the person lodging the allegation, the employee concerned, other employees who become aware of the allegation, police, human resources and legal players.

Supplement to case SM299A. In the #MeToo era, allegations of sexual assault and sexual misconduct pose difficult issues for employers, particularly when allegations surface about incidents that occurred prior to an employee's term at the company. This case, fictionalized but based on real events, centers on the challenge that the founder of a biotech company faces when he receives an email alleging that a new employee (male) raped an acquaintance prior to joining his firm. This case brings up questions of how to deal with the person lodging the allegation, the employee concerned, other employees who become aware of the allegation, police, human resources and legal players.

Supplement to case SM299A. In the #MeToo era, allegations of sexual assault and sexual misconduct pose difficult issues for employers, particularly when allegations surface about incidents that occurred prior to an employee's term at the company. This case, fictionalized but based on real events, centers on the challenge that the founder of a biotech company faces when he receives an email alleging that a new employee (male) raped an acquaintance prior to joining his firm. This case brings up questions of how to deal with the person lodging the allegation, the employee concerned, other employees who become aware of the allegation, police, human resources and legal players.

Supplement to case SM299A. In the #MeToo era, allegations of sexual assault and sexual misconduct pose difficult issues for employers, particularly when allegations surface about incidents that occurred prior to an employee's term at the company. This case, fictionalized but based on real events, centers on the challenge that the founder of a biotech company faces when he receives an email alleging that a new employee (male) raped an acquaintance prior to joining his firm. This case brings up questions of how to deal with the person lodging the allegation, the employee concerned, other employees who become aware of the allegation, police, human resources and legal players.

In the fall of 2017, Beneficial State Bank, a triple bottom line community development bank serving areas of California, Oregon, and Washington, had completed its fourth successive year of normalized profitability while continuing to fulfill its mission of promoting social justice and environmental sustainability. Having grown roughly 20 percent organically by loan and deposit growth annually, as well as through three aligned acquisitions, Beneficial State Bank was well on its way to proving its beneficial banking model as well as the impact of its operations on individuals, communities, and the banking system at large. At the same time, husband and wife creators of the bank, Tom Steyer (MBA '83) and Kat Taylor (JD/MBA '86), found themselves at a crossroads. As the sole providers of capital to the bank during the formation and, as a result of the bank's unique organizational structure, the couple remained the only investors in the bank almost a decade after its founding. With the bank's assets approaching $1 billion, the team envisioned scaling the business for both economic viability and impact to nearly five times the current size in the coming years. In order to achieve this goal, however, the founders would have to consider the introduction of additional investors. This case describes the motivating factors for changing the bank's existing capital structure and includes a discussion of a potential investment option to fulfill these goals. Additional topics include prospective investors, existing capitalization and growth prospects, and the role of mergers and acquisitions.

In summer and fall of 2014, thousands of individuals in Liberia, Sierra Leone, and Guinea contracted the Ebola virus. This outbreak of the deadly disease, which until then had been highly uncommon in West Africa, prompted a major (albeit delayed) public health response on the part of the international community, including an unprecedented commitment made by the United States, which sent almost 3,000 active military soldiers to Liberia. "Mission in Flux" focuses on the US military's role in the Ebola response, emphasizing the Michigan National Guard's eventual involvement. In particular, it provides readers with a first-hand account of the challenges the Michigan Guard faced as it prepared for and then deployed to Liberia, just as the crisis had begun to abate and federal officials in Washington began considering how to redefine the mission and footprint of Ebola-relief in West Africa. Case number 2107.0

Epilogue to case KS1242. In summer and fall of 2014, thousands of individuals in Liberia, Sierra Leone, and Guinea contracted the Ebola virus. This outbreak of the deadly disease, which until then had been highly uncommon in West Africa, prompted a major (albeit delayed) public health response on the part of the international community, including an unprecedented commitment made by the United States, which sent almost 3,000 active military soldiers to Liberia. "Mission in Flux" focuses on the US military's role in the Ebola response, emphasizing the Michigan National Guard's eventual involvement. In particular, it provides readers with a first-hand account of the challenges the Michigan Guard faced as it prepared for and then deployed to Liberia, just as the crisis had begun to abate and federal officials in Washington began considering how to redefine the mission and footprint of Ebola-relief in West Africa. Case number 2107.0

In 2011, Cairo became the cradle of the Egyptian revolution. Transport workers, ambulance drivers and bank employees called for the end of President Hosni Mubarak's regime. With a backdrop of volatility, Commercial International Bank (CIB), Egypt's leading private bank, embarked on a major transformation. Hisham Ezz-El Arab, Chairman of CIB, placed customers, employees and shareholders at the heart of everything: his decision to invest in turbulent times went against conventional wisdom. In 2015, he hired Islam Zekry as chief data officer (CDO) to lead a new decision-making support unit. Trust was central. In the Arab region, leaders have power but they must also consult. Data transformation became the main pillar of the bank's strategy, but Zekry's team faced obstacles. The data geek squad proposed changes ranging from product offerings to advances in blockchain. In July 2017, CIB was named the 'World's Best Bank in the Emerging Markets' by Euromoney. Still, its challenges were unmatched. More Egyptians were unbanked than banked and the country was dealing with an ailing tourism sector and soaring inflation. The bank's future success would rely on the combination of data analytics, human capital, leadership and a culture of openness.

In the year 2016, after more than a decade of loss-making, Air India posted an operating profit of INR 1.05 billion. Over the years, Air India's greatest problem has been its crippling debt. At the end of fiscal 2014-15, the airline had a total debt of INR 513.67 billion. While the airline managed to phase out more than INR 50 billion of debt from its books during the year 2015-16, its total debt still stood at INR 460 billion. In order to facilitate the revival of Air India, Ashwani Lohani, known as the "turnaround man", was appointed Chairman and Managing Director of Air India. As Lohani piloted Air India towards revival, efforts were being made to convert INR 100 billion of Air India's debt into equity, a move that would substantially reduce its interest burden and give banks a major say in its functioning. Lohani was in talks with banks and investors who could play a critical role in Air India's debt restructuring. Lohani mulled over the various options related to debt restructuring. It remained to be seen whether Lohani's image as the "turnaround man" coupled with Air India's operating profits would increase investor confidence and help Air India deal with its debt burden. While Air India's modest operating profit was good news, it remained to be seen if it could provide relief to the sick airline's actual financials. It also remained to be seen whether Lohani's attempts at improving employee relations with the organization and the operational changes he was introducing to Air India could help turn the tide for the ailing airline. As of July, 2017, two questions remained: Had Air India really turned the corner under Lohani's leadership? Could Air India's short-term progress help it to overcome the huge debt that had become the "elephant in the room"?

In a few decades starting in the 1990s through the early 2000s, Reliance Industries had emerged as a powerhouse in the oil and gas business. It cemented its global reputation by adopting innovative approaches to articulating an integrated business model that would span the entire value chain from exploration to petrochemicals. Much of its success revolved around its execution prowess and its ability to deliver projects well under budget and ahead of schedule, a field of expertise that had traditionally been dominated by the more established supermajors in the industry such as ExxonMobil. This case study addresses the evolution of the company from a fairly small-scale textile manufacturer to a global powerhouse, with specific focus on the way in which the company intertwined its sources of competitive advantage (e.g., location, project execution, relationship building, and financial acumen) to establish a winning proposition. The case allows for a rich thematic discussion around understanding the modes of competition adopted by companies from newly industrializing contexts.

The case describes the transformation of the large independent oil and gas company, Anadarko. The company had fallen into bad times as a consequence of a host of environmental factors as well as questionable strategic choices and ill-timed acquisitions. James Hackett was hired as the new CEO to transform the company. The case discusses the major changes that he made during his tenure and the transition from Hackett to his handpicked successor Al Walker. It dwells on the era of Hackett more than Walker and focuses on the manner in which Hackett engineered the key changes, his approach to leadership, and his inclusive transformational approach. The case ends with some key challenges confronting Al Walker as he contemplates the changes he would have to make in both preserving the legacy of his mentor Hackett and addressing the challenges that confronted the company in 2017.

This note provides context regarding financial inclusion in the Philippines. It discusses the nature of poverty in the country; provides details on the financial system, especially the financial organizations that serve the poor; and presents some initiatives to broaden access to finance.

In May 2015, Qualtrics was a rapidly growing U.S.-based software-as-a-service firm, founded in 2002. After 10 years of operating with little capital, Qualtrics raised some venture capital funding, which enabled it to initiate a rapid international expansion. The management team intended to aggressively pursue global opportunities, but first needed to make some key decisions regarding how to develop the company's Europe, Middle East, and Africa (EMEA) regional headquarters, and its European operations. Key concerns included the company's market selection and prioritization, and its best approach for developing a subsidiary and EMEA regional operations that could achieve significant scale in a short time frame.

By 2015, China had one of the world's largest and most complex healthcare industries. This industry had been undergoing unprecedented change in diverse areas, from policies to technologies. Shanghai Pharmaceuticals, China's second-largest pharmaceutical company, spanned the entire pharmaceutical value chain, from product research and development to sales. The company's core competency was in drug distribution, which generated 70 per cent of the firm's revenue. The company's leadership in distribution was enabled by its information technology infrastructure and data. However, with the Internet and digital technologies becoming key drivers of China's healthcare sector, the company needed to rethink its business and develop a future strategy to sustain its success in the age of digital disruption.

In October 2015, Squatty Potty's chief executive officer (CEO) launched the first viral video campaign in the U.S. company's history. In terms of cost, it represented the largest single marketing promotion ever for the company's home remedy for constipation-a foot stool that made going to the bathroom more ergonomic. Further raising the stakes of his decision, the CEO's three business partners had reservations and objections. The partners worried that an irreverent viral video could be expensive, ineffective, and even offensive to the target markets. For the good of the business, the strength of the partnership, and the efficacy of future marketing efforts, it was critical that the CEO be able to provide credible proof of the campaign's efficacy. In addition, his ability to critically assess the strengths, weaknesses, and outcomes of the campaign would provide precious insight to shape future promotion campaigns, both online and offline.

On April 19, 2015, Freddie Gray, a young African American male, died while in the custody of the Baltimore Police. In response to his death, which occurred less than a year after a similar incident in Ferguson, Missouri, protestors mobilized daily in Baltimore to vocalize their frustrations, including what they saw as law enforcement's long-standing mistreatment of the African American community. Then, on April 27, following Gray's funeral, riots and acts of vandalism broke out across the city. Overwhelmed by the unrest, the Baltimore police requested assistance from other police forces. Later that evening, Maryland Governor Larry Hogan declared a state of emergency and activated the Maryland National Guard. At the local level, Baltimore Mayor Stephanie Rawlings-Blake issued a nightly curfew beginning Tuesday evening. "Into Local Streets" focuses on the role of the National Guard in the response to the protests and violence following Gray's death, vividly depicting the actions and decision-making processes of the Guard's senior-most leaders. In particular, it highlights the experience of the state's Adjutant General, Linda Singh, who soon found herself navigating a complicated web of officials and agencies from both state and local government - and their different perspectives on how to bring an end to the crisis. Case number 2116.0

The city of Wenzhou in the Province of Zhejiang, long known in China for entrepreneurship, now hosts the country's largest privately owned mental health hospital group. This case traces the development of Wenzhou Kangning Hospital Co, Ltd. from founding to just before its initial public offering to illustrate the extraordinary entrepreneurship happening in China's healthcare space. It highlights the challenges of China's mental health sector and the means company founder Guan Weili employed to address some of them. How will the hospital grow in the future?

This case updates Wenzhou Kangning Hospital Co, Ltd.'s activities since its IPO in late 2015, focusing on its strategy and growth since the IPO and challenges for the future.

Pravost Consulting Services considers a division manager's response to the stringent demands of his boss who lambasts him for the division's weak performance. Six months earlier Jakub Kowalski, CEO of Pravost, promoted Viktor Novak to head up the faltering Pravost Consulting Services (PCS). For the most recent two quarters, however, PCS proved to be unfertile ground for Novak who failed to reach Kowalski's (or his own) goals for the division. Kowalski who has a reputation for being a very demanding CEO, often reciting quotes by historical military leaders, drew a sharp line in the sand for Novak: either shape up or else. With heavy rates of attrition in PCS, Novak considers what to do and whether to focus on a long-term solution in which he believes or a short-term fix to placate his boss.

Having reached major career milestones, Elizabeth Smith moved to Smalltown, not far from the middle-class community she grew up in, determined to give back in a meaningful way. She wanted to satisfy a real need, while developing herself in new ways and participating more deeply in community life. Like many smaller towns, Smalltown (an incorporated village) relied primarily on volunteer fire and rescue services for on-site emergency care. Aware of this need, Smith chose to volunteer as emergency medical services (EMS) provider. While it was a very rewarding endeavor, navigating the culture of a volunteer organization in the town had proved more challenging than Smith expected. This was complicated by Smith's role as a volunteer, rather than as a manager or traditional employee. 2017 was a turning point for Smith as she questioned certain governance, financial management, and service delivery practices. How could Smith most effectively address these issues?