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Google's founders wrote "10 Things We Know To be True," a document detailing founding principles and values, early in the company's life. As the company expanded, added business units, and changed its name to Alphabet, were these principles and values still valid and relevant? If not, how should they be changed? This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot

This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot

This short note provides background and data on the growing role of corporate activists, especially in high technology industries.

In 2015, TiVo initiated a search for a new CEO. This case provides a profile of the CEO search and background on the company.

Jamestown is contemplating how to best lease a portion of their new development along the Brooklyn waterfront, Industry City. The 6 million square foot, mixed-use development is meant to accommodate Brooklyn's growing innovation, creative, and "maker" communities. Jamestown is intrigued by the recently revived trend of "shared office space," championed by WeWork and originated by well-known players like Regus. The case is intended to introduce the reader to the shared office market, including the similarities and differences from traditional office space, and explore the underlying trends driving this change, as well as the risks to the business model. Jamestown must weigh the pros and cons of their different leasing strategies, including economic, operational, and reputational, and must decide whether or not to lease the space to a traditional tenant, lease the space to a third-party shared office operator (e.g., WeWork or Regus), or develop their own shared office offering.

Spreadsheet supplement to case 216042. In February 2015, Daniel Loeb (a US-based activist investor) announced his firm had a large investment in FANUC Corporation, a leading producer of industrial robots and software for machine tools. Loeb was demanding that the Japanese firm change its financial and governance policies (e.g., distribute more cash, fix its "illogical" capital structure, and provide more information to shareholders). FANUC's CEO, Yoshiharu Inaba, and his board must decide if and how to respond. One the one hand, the firm had been very successful having built leading global market shares in each of its core divisions and profitability that exceeded what Goldman Sachs earned on a per person basis. On the other hand, the Japanese government was calling for financial and governance reform as part of the prime minister's recently-announced economic growth strategy known as "Abenomics". Although Inaba and his team had previously considered many of the proposed changes, the question was whether it was now time to actually make some of the changes.

In 2014, Kraft Foods Canada was working on an action plan for Kraft Singles, the company's brand of processed cheese slices. Although the product had been targeted at Canadian families for decades, Kraft Singles needed to be repositioned toward Canadian millennial moms (those born between 1980 and 2000). The company faced three dilemmas. How should Kraft Canada make the brand messaging of Kraft Singles compelling to Canadian millennial moms? What product innovations should coincide with the new messaging? How should Kraft Canada ensure that it would not alienate its traditional customer group?

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In the Introduction (15 pages), Cohen and Sharma review a few examples of the companies that inspired the authors to write about this topic and the sources they found useful in developing their argument.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 1 (32 pages), Cohen and Sharma describe the essential characteristics of successful entrepreneurial leaders and the unique challenges and opportunities in building these attributes in family firms.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 2 (28 pages), Cohen and Sharma discuss how next-generation members can take initiatives to grow their entrepreneurial leadership skills and how other members of their family can support such endeavors to nurture and grow entrepreneurs in every generation.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 3 (25 pages), Cohen and Sharma argue that success over time for a family business must satisfy two conditions. First, the family must persist, and second, the business must continue. For the former to happen, a meaningful involvement of the controlling family in business is critical for its continuity as a family business. For the latter to happen, the products and services offered must continue to evolve to meet the needs of changing markets.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 4 (20 pages), Cohen and Sharma argue that regardless of the form and focus of innovation, entrepreneurial efforts are necessary for the long-term survival of a family enterprise not only in older economies of Japan or Sweden but also in the emerging economies of countries like Argentina. Enterprising families embrace purposeful and focused change. Yet changing amidst a backdrop of generational success and powerful personalities needs collective familial buy-in and efforts. As the family and its enterprises grow, the family needs to create structures and systems that ensure open communication and accountability while still maintaining family harmony and unity.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 5 (22 pages), Cohen and Sharma discuss the fact that building a family business that can last past the founding generation by utilizing practices that sustain entrepreneurial thinking and action has its own extra challenges-and some potential advantages. In this chapter, they discuss what is known about design conditions that encourage entrepreneurial initiative from all areas and levels of the organization, thereby raising the odds of generating new products, processes, practices, and structures-and even new businesses. Then then authors apply this understanding to analyzing and improving family firms.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 6 (35 pages), Cohen and Sharma show that effective redesign of a successful family enterprise and implementation requires careful planning linked to the long-term innovation objectives, understanding the current state of the organization to be sure that changes take current conditions into account, recognizing that not just roles and reporting relationships have to change but also actual practices and policies, seeing that the right people-family as well as nonfamily members-are put in place, and working hard at communicating clearly at all levels and managing the transition. Redesigning a successful enterprise to accomplish new strategic objectives is hard. Enterprising families with a long-term orientation, determined to foster all levels of innovation while maintaining the core business find ways to accomplish this challenging goal.

Entrepreneurs in Every Generation: How Successful Family Businesses Develop Their Next Leaders is a seven-chapter book published by Berrett-Koehler Publisher in 2016. Entrepreneurs in Every Generation shows readers how success in family business means assuring next generation entrepreneurial leadership in three dimensions: the business, the owning family, and the organization that nurtures both. Applying the entrepreneurial mind-set to all three dimensions, professors Allan Cohen and Pramodita Sharma define the challenges and the role for leadership; applying the entrepreneurial mind-set in all three dimensions is what sets family enterprises apart. The book not only reviews best practices, but it also urges special attention to the uniqueness of context. It also guides the reader through work sheets on how to understand and adapt to context. In Chapter 7 (15 pages), Cohen and Sharma argue that only a small proportion of families in business achieve a successful balance between building strong family connections and making decisions that lead to strong financial performance. In other words, they aim for "warm hearts and deep pockets." Maintaining this ambidexterity over time requires wisdom, courage, and patience. Both the family and the business must have inbuilt renewal mechanisms so each can regenerate to remain in harmony with the changes in internal context and external environment. But, what to attend to when is a question of balance and timing. In this chapter, the authors attend to this perpetual dilemma that enterprising families face in their long journey to develop entrepreneurs in every generation.

In April 2013, Procter & Gamble (P&G), the world's largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving suppliers the ability to receive discounted payments for their P&G receivables. Fibria Celulose, a Brazilian supplier of kraft pulp, joined the program in 2013, but is re-evaluating the costs and benefits of participating in the SCF program in the summer of 2015. The firm's treasury group must decide whether to keep using the program and, if so, whether to keep their existing SCF banking relationship or start a new relationship with another global SCF bank.

Having built Publicis Groupe through acquisitions maintained as separate brands, CEO Maurice Lévy wanted to transform the advertising and marketing firm to an integrated digitally-ready enterprise to address industry changes. In early 2016, following a reorganization, he faced questions of how to change the culture and use digital capabilities more effectively than competitors. Lévy turned to millennials within the Groupe and technology entrepreneurs outside the Groupe for innovations in order to create platforms for clients rather than simply react to existing social media platforms. As he increasingly focused on a new generation, questions remained about who would succeed this CEO of 31 years.

Supplement to "Survey Masters LLC (A)" 107061.

This case describes the innovative strategy implemented by musician Derek. V. Smith (aka Pretty Lights), to penetrate the electronic music market. In 2014, his latest album was nominated for a Grammy in the Best Dance/Electronic Album category, and he now heads a label that produces not only his own creations but also those of other world-renowned artists in that musical genre. A key component of this success was the decision to make digital files of Smith's tracks available free of charge using BitTorrent software. The music could be downloaded using bundles composed of a number of music tracks and a video clip of one of Smith's performances. Although the download was free, part of it was locked. To unlock this part, users had to provide their e-mail address, enabling Pretty Lights to develop a database that could be used to promote his concerts through direct marketing. Pretty Lights pioneered the use of the BitTorrent platform to distribute his creations, but this strategy has since been adopted by music industry stars Madonna, Moby, and Radiohead frontman Thom Yorke. The case serves as a springboard for exploring issues related to the monetization of music, copyright, and the marketing of cultural offerings.