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In February 2013, the vice-president of human resources at PowerTech India Private Limited (PowerTech India), was in his office at the company's Gurgaon headquarters studying the organizational chart of his firm with interest. In his seven-year tenure with the company, he had watched the organization grow considerably. What he loved most about his job was the company's commitment to follow best practices in human resources management and the people-oriented approach that made the work a creative, feel-good, and dynamic process. In this highly competitive power sector, expansion had been the catchphrase of the organization as it strove to carve a niche for itself; now retention of talent was more crucial than ever. But after meeting with PowerTech India's managing director, the vice-president wondered if the expected turbulent times required a reconsideration of the company's key human resource policies, which had become a hallmark of the organization. Redesigning the workforce at PowerTech India would be a delicate balancing act.

This case examines the entrepreneurial career of Helena Rubinstein before 1938. Rubinstein is widely considered the single most important female entrepreneur in the United States in the 20th century. She was born in Poland but immigrated to Australia where she started a cosmetics company. She subsequently moved first to Europe, and then to the United States during World War I, where she engaged with relentless competition in the upscale cosmetics market with her rival Elizabeth Arden. The case examines how Rubinstein created a luxury brand and enables a discussion of the impact of such brands on women. Rubinstein articulated the view that cosmetics were liberating for women, but some of her strategies, such as wearing white coats in many advertisements designed to signal that she was scientifically qualified, can be used to support a more critical view of the beauty industry.

The American shale revolution has upended oil and gas markets for nearly a decade...Prices have risen then plunged, production has surged and then waned, LNG has boomed and technology and productivity have improved. U.S. energy policy, under the Obama administration,authorized a handful of gas exporters, despite pressure from domestic chemical and utility interests, and approved oil exports for the first time in 40 years. Environmental issues and questions remain unresolved. No one knows for certain what America's energy trajectory will look like in the next decade.

After recognizing numerous opportunities in the global market, Xiaomi Technology Corporation Ltd. (Xiaomi), based in Beijing, charted its overseas market strategy in 2013. However, opportunities came with challenges, and during the internationalization process, Xiaomi encountered many problems. By 2016, after three years of hard work, Xiaomi had gained more experience than profits. Compared with Xiaomi's domestic success, Xiaomi's internationalization strategy was unsatisfactory. How could Xiaomi meet its international goals? Should it establish international strategic alliances, develop its firmware operating system, or consider other options?

In early 2017, Andrew Peller Limited (APL), a producer and marketer of quality wines and Canada's only publicly traded winemaker, presented an interesting opportunity for investors. If investors were looking to diversify their current holdings and were considering an investment in the food and beverage sector, would APL make a good investment? To help make this decision, potential investors needed to assess the organization's past financial performance using information from its annual reports, its corporate strategy, and finally the risks and opportunities associated with the industry. Based on this analysis, investors would decide whether to invest in APL.

This case describes a common situation in old buildings, namely the decision as to whether intall an elevator. In this armchair case, we have an apartment building in Budapest with 3 towers, each containing 24 homeowners, with a possible interest in adding an elevator to each tower of the walk-up building. The case begins by discussing serveral ways to fairly distribute the cost if the elevators are approved. One way is an equal split. The second way is to have the homeowners living on higher levels pay more. A formula that effectively implements the Shapley value is proposed. Next, the case describes the pivot mechanism as a way to bypass the free riding problem that would arise if homeowners were simply asked about their willingness to pay. The question for discussion is whether the homeowners would agree to use the pivot mechanism. In particular, how to explain to the homeowners the penalties that would result from implementing the mechanism and how those penalties are applied to those homeowners who are pivotal. The challenge for students is how to market the pivotal mechanism.

In September 2013, Tokyo Electron Limited announced a merger with Applied Materials Inc. The deal would place the new entity in the leader position in the highly consolidated global semiconductor manufacturing equipment industry, which counted Intel Corporation and Samsung Group as major customers. Due to antitrust issues, the deal was eventually cancelled. Shortly after, in October 2015, Lam Research Corporation announced a merger with KLA-Tencor Corporation. If this deal was accepted, the market would be led by three companies-Applied Materials Inc., ASML Holding, and Lam/KLA-Tencor-while Tokyo Electron would be marginalized. Given the tremendous cost pressures from the consolidated competitors and powerful customers, should Tokyo Electron initiate another merger to consolidate its position? Were there other effective competitive options? What could it learn from its failed merger with Applied Materials Inc.?

The Orchid Species Preservation Foundation (OSPF) was a not-for-profit organization in Edmonton, Alberta, Canada. It was dedicated to the preservation of rare orchid species. The OSPF had 4,500 orchids housed in a greenhouse facility at the Muttart Conservatory, which was owned and managed by the City of Edmonton. In the autumn of 2014, the Muttart Conservatory management decided that the orchid collection should be downsized, in turn sparking the OSPF board to consider alternative futures for the foundation.<br><br>The OSPF board members created an ambitious multi-phase plan to build their own facility. The president and chairman of the OSPF board determined that the new facility would require the foundation to increase its yearly revenue by 10 times the current amount. He worked with the board members to develop a list of strategies targeting revenue generation; however, the options were not yet well-defined and could take the organization in many different directions. The board needed to find a stronger strategic focus and choose a clear direction to take the OSPF forward.

"Indorama Eleme Petrochemicals Limited: Beyond CSR for Secure, Safe and Sustainable Operations in Nigeria" focusses on Indorama Corporation, a multinational conglomerate of Asian origin who bought the ailing petrochemical plant in Eleme Nigeria called Eleme Petrochemicals Limited (EPCL) to establish Indorama Eleme Petrochemicals Ltd. (IEPL). This case describes the successful story of how IEPL is trying to build a trusting relationship with the local community in the Niger Delta, which has a history of distrust and conflict with multinationals. The case focusses on the ethical dilemma of the board of the multinational corporation operating in a foreign land in making a critical business decision of whether to bring the community stakeholders inside its boardroom or not under its Public-Private Partnership scheme.

In early 2006, BlackRock, Inc. is considering acquiring Merrill Lynch's asset management business. The asset management industry was in a state of transition. In the prior year, more than 130 mergers and acquisitions had taken place. The proposed deal between BlackRock and Merrill Lynch would change BlackRock from a chiefly U.S.-based fixed income asset manager for institutional clients, to a firm with a global footprint and a strong equities and retail business. Was this the right thing to do to grow BlackRock? Was the timing right? Was the price right?

On June 11, 2009, BlackRock, Inc., the world's fourth-largest asset manager announced it was acquiring Barclays Global Investors (BGI) for $13.5 billion in stock and cash. The deal would more than double BlackRock's assets under management (AUM), making it the world's largest asset manager. There was more than just a significant difference in investment philosophy that separated the two firms. There were also significant cultural differences between New York-based BlackRock and San Francisco-based BGI. There was doubt internally at BlackRock and externally (i.e., analysts) whether it was the right move for BlackRock, but the firm's co-founder and CEO Larry Fink was undeterred.

By the end of 2015, BlackRock had succeeded beyond any of the early dreams of its founders. The firm remained the world's largest asset manager, with more than $4.6 trillion under management, and other financial services companies used BlackRock's Aladdin platform to monitor an additional $12.9 trillion of assets. With its success, the firm had become far more complex. The scale and scope of BlackRock were helpful to clients when the parts of the company worked together, but that very same scale and scope made working together harder. BlackRock's leadership took stock of the investment landscape in early 2016 and what the firm would need to do in the future to continue to grow.

Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

In September 2015, the Volkswagen Group (VW) was in a state of flux. Its reputation was taking a severe beating in the auto industry and among consumers. The United States Environmental Protection Agency had accused the company of tampering with its EA 189 diesel engines to clear emissions tests. The engines, fitted with a "defeat device," met the stringent emission levels and higher fuel efficiency standards set in the United States. The defeat device controlled emissions during laboratory testing and driving so that they remained within permissible limits; however, during actual on-the-road driving, the nitrogen oxide emissions were up to 40 times higher. VW's admission of the intentional manipulation severely dented its value chain, affecting market share, brand image, internal/external stakeholders trust, and supply chain operations. In the wake of the scandal, the company faced the challenge of organizing a product recall and reconceptualizing the VW brand identity.

An international joint venture is a company that is owned by two or more firms of different nationalities. The purpose of most international joint ventures is to allow partners to pool resources and coordinate their efforts in order to achieve results that neither could obtain acting alone. Virtually all multinational enterprises now use international joint ventures. Joint ventures are the mode of choice about 30 per cent of the time by both U.S. and Japanese multinationals. This note reviews the reasons why companies create international joint ventures (for example, to strengthen the existing business, take existing products to foreign markets, bring foreign products to local markets, and diversify into a new business) and examines specific types of joint ventures (for example, research and development; raw material and component supply; and marketing and distribution). It then considers some guidelines for international joint venture success.

Emily Reyna, the Environmental Defense Fund's (EDF) Director of Diversity, has been in the newly formed position for under a year and has been tasked with implementing the organization's Diversity Plan, which aims to improve internal racial and ethnic diversity as well as reach a more diverse range of constituents within partnerships. EDF recognizes the importance of adequately engaging and representing shifting demographics in the United States and internationally and has focused on improving diversity internally for the past several years. Reyna's priority is a baseline assessment of diversity and inclusion within EDF's culture. Her focus is on inclusion and full participation, not only in the workplace but also in the policies and programs EDF is working to implement. Students will explore the challenges of diversity and develop a strategy for EDF's internal changes and external partnerships.

Jon-Mark Chappellet, Director of Operations at Clos Du Val Winery in Napa Valley, is developing a 50-year plan. The effects of climate change are forcing Chappellet and other Napa Valley vineyards to adopt various adaptation strategies to protect the quality of their grapes and wines. Climate change impacts can include decreased water availability, temperature variations outside optimal growing conditions, and increased threat of pests. Napa Valley is a strong, competitive market for grape growers and vintners and is most known for its ideal growing conditions for cabernet sauvignon grapes where estate wineries like Clos Du Val focus their production efforts. Will Clos Du Val have to abandon its signature brand of cabernet sauvignon wines and adopt other grape varietals capable of thriving in the changing climate conditions? What kind of diversification strategy will Chappellet need to implement to address climate change?