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Hancock Prospecting: Stakeholder Tensions with Netball Australia
In October 2022, the chair of Hancock Prospecting Pty. Ltd. was negotiating a sponsorship partnership worth AU$15 million with Netball Australia, which was $7 million in debt. Netball Australia had just announced that Donnell Wallam would join the national team as the third ever Indigenous Australian player on the Diamonds team. However, in 1984, the founder of Hancock Prospecting Pty. Ltd. had stated on national television, “I would dope the water up so that they [Indigenous Australians] were sterile and would breed themselves out in the future.” This made the proposed partnership particularly controversial. Wallam and other players raised concerns about the proposed sponsor, considering the founder’s racist statement. In addition, some players wondered publicly if taking money from a fossil fuel mining organization would be consistent with the association’s environmental values. The sponsorship deal raised a considerable amount of media and public attention. Wallam stated she was only interested in playing netball at the elite level to make her Indigenous community proud, but some observers were accusing her of putting the critical $15 million sponsorship deal at risk. What would be the best way forward for the partnership between Hancock Prospecting Pty. Ltd. and Netball Australia? -
Honeygrow: Stirring Up the Perfect Expansion Strategy
Honeygrow, a healthy food chain, has seen steady growth since opening its first location in Philadelphia in 2012. Justin Rosenberg, founder and chief executive officer of honeygrow, is assessing the advantages and disadvantages of an expansion strategy and wondering how he should lean into social media more to aid and develop his brand story further. -
Résunavi: Scaling AI-Driven Resume Solutions
RésuNavi was a startup founded in Vancouver, Canada, that aimed to create a more efficient, equitable, and accessible job application system by using artificial intelligence (AI) to tailor jobseekers’ résumés to their ideal roles. The company faced challenges and strategic dilemmas including a volatile market, scaling impact while managing growth, balancing specialization and broad applicability, addressing privacy concerns, and differentiating itself from competing platforms like SkillSyncer and ChatGPT. This case study explores how RésuNavi adapted to change and prepared for growth while contending with the paradox that the company’s success would reduce the need for its services. -
Southwest Airlines: Navigating Winter Turbulence
<div style="font-size: 0.94em; line-height: 1.4;"><p align="justify">The December 2022 holiday season was anticipated to mark the first “post-COVID” holiday. However, an unusually severe storm hit at the end of December, causing widespread flight cancellations. Most airlines recovered within a day or two, but Southwest Airlines Co. was disproportionately affected. By December 28, 2022, the airline had cancelled 59 per cent of its flights, compared to an average of 1–2 per cent for other airlines. This led to a total of 16,700 cancellations between December 21 and December 31. The crisis was exacerbated by Southwest Airlines Co.’s outdated crew management software, insufficient ground crews, and its unique point-to-point route network. Unlike hub-and-spoke networks, which concentrated resources at major hubs. Southwest’s point-to-point system offered more non-stop flights but lacked flexibility in crisis response. In the aftermath of the crisis, Southwest was grappling with various critical questions. Would investments in new technology suffice? Which technological advances would make the best investments? With obvious structural deficiencies in place, should the airline consider restructuring? How should Southwest navigate the aftermath of the December 2022 crisis to ensure resilience and sustainability? -
Worxogo: Nudging for High Employee Performance
Based on their extensive consulting and advisory experience in large-scale consulting transformations for various large enterprises, Ramesh Srinivas and his colleagues at Worxogo Solutions Pvt. Ltd. (Worxogo) in Bengaluru, India, had launched an artificial intelligence (AI)–based nudge platform called Nudge Coach in 2017 to change employees’ behaviour positively and voluntarily so as to bolster team performance. The platform’s self-learning AI engine had been designed based on insights from behavioural sciences and popular motivation theories. It featured deep-learning algorithms that understood individual motivations and provided personalized coaching tips, appropriate challenges, and rewards. The platform was presented as a coach that could help employees manage their performance.<br><br>By 2023, Worxogo had garnered numerous clients and accolades for its platform’s novelty and efficacy in improving employee performance and organizational outcomes. However, Worxogo had implemented its platform predominantly for a limited set of functions, such as sales and data-centre operations, characterized by well-defined lead and lag performance metrics. Clients, buoyed by the platform’s success, began encouraging the Worxogo team to extend the nudge-based performance-improvement system to other functions and domains.<br><br>Thus, Srinivas, Worxogo’s chief executive officer, faced a dilemma in August 2023of whether to continue to focus on Nudge Coach’s limited existing functions or to explore appropriate nudge-based outcomes for tasks without clear lead and lag performance indicators. His other challenge was to determine how organizations and individuals could measure the effectiveness of nudges in improving performance without clear short-term outcomes. Which approach would Srinivas take to respond to these challenges? -
Ben & Jerry’s in Israel: A Board Pitted against the Parent
In January 2024, Ben & Jerry’s Homemade Holdings Inc. (Ben & Jerry’s), a subsidiary of Unilever, was facing several critical decisions. It had been over a year since the company had been sued by its independent board about the company’s decision to sell its Israeli business to a long-time licensee in that country. That situation was resolved with the court ruling against the independent board. However, guiding principles had to be developed to prepare for similar situations in the future. Specifically, the Ben & Jerry’s management team had to work with its independent board to help avoid such incidents from reoccurring. Ben & Jerry’s also had to achieve a balance among the perspectives and demands from various stakeholders, which were sometimes in conflict with each other. -
Norfolk Housing Association: Social Enterprise Considers Growth Opportunity - Instructor Spreadsheet
Instructor Spreadsheet for Ivey product no. W36148. -
ToTrade: Optimizing Performance through the Supply Chain Finance Network
<p align="justify">By early 2022, Zhongguang Yiyun Supply Chain Management Co. Ltd. had spent six years developing its supply chain management (SCM) and supply chain finance (SCF) platform, ToTrade. The platform collaborated with multiple banks and focal companies to provide integrated SCF services to over 1,000 upstream and downstream small and medium enterprises (SMEs) in China’s Jiangsu, Zhejiang, and Shanghai Provinces. But the site of competition in the Chinese SCF market had shifted from a single company’s SCF capability to its integrated SCF network. Therefore, it was crucial for ToTrade to establish a robust financial supply network in order to enhance the implementation and development of its SCF services. As the volume of ToTrade’s SCF service increased, the company faced key questions: How could ToTrade develop its network to further support its SCF development? And how could the platform effectively evaluate its SCF service performance to better guide this development? -
Norfolk Housing Association: Social Enterprise Considers Growth Opportunity
As Chief Executive Officer Maya Kambeitz sat in her Calgary office preparing for the upcoming mid-2018 board meeting, she considered a potential growth strategy for Norfolk Housing Association (Norfolk Housing) that would align with its core values: to offer inclusive and affordable housing, and to maintain financial stability in 2019 and beyond. Norfolk Housing was a social enterprise registered as a non-profit corporation in Calgary, Alberta, offering rentals of affordable and priced-to-market apartments in shared buildings. Kambeitz wanted the board to consider whether or not to acquire another building, ideally near the current locations, to expand their operations. The increased number of units would improve operational efficiency through economies of scale and serve more people, aligning with the social enterprise’s dedication to both long-term financial sustainability and social purpose. However, expansion would require financing and support to acquire and manage the new building, which could put Norfolk Housing’s financial sustainability at risk.<br><br>The challenge was to achieve Norfolk Housing’s purpose to expand and provide affordable housing to more Calgarians while also maintaining long-term financial stability, which ensured that current tenants would not lose their homes if the association failed. Kambeitz had learned about Riley Park Place, a property with 24 units that was for sale. The location was close to their current properties and its acquisition had potential. However, there were some questions about whether the opportunity aligned with Norfolk Housing’s purpose and financial sustainability. -
Helpseeker Technologies: Designing Digital Solutions for Complex Social Problems
HelpSeeker Technologies, a Calgary-based technology startup, employed technological innovations such as digitization and artificial intelligence (AI) to address social welfare solutions, facilitating swift access by its users to crucial resources like psychological aid, medical services, and housing. HelpSeeker confronted a significant challenge: reconciling its identity as a technology firm with its commitment to societal betterment. In October 2023, facing the need to expand and monetize its services, the company grappled with the delicate task of scaling without compromising its core mission of addressing pressing social issues. -
Jaipur Rugs: Transforming Communities through Social Entrepreneurship
<p align="justify">In 1978, Jaipur Rugs was founded in a small village in Rajasthan, India. Over the next 40 years, Jaipur Rugs developed into a global business with strong social responsibility. Right from the start, the founder looked beyond profits to provide a source of livelihood and dignity of life to thousands of women in rural villages without formal education and no opportunities outside their homes. Over time, Jaipur Rugs grew into an empire that empowered 40,000 women weavers from some of the most economically disadvantaged areas of India. In 2022, Jaipur Rugs was planning to expand internationally, with high acclaim and demand for its products. However, traditional weavers and their families were losing their original motivation. Younger family members of veteran weavers were opting instead for more lucrative opportunities in India’s urban centres. With an evolving socio-economic environment across India, how would Jaipur Rugs retain its weavers and attract new artisans? -
Farmgirl Flowers: Cultivating Success by Selecting Strategic Partners to Enhance Its Bouquet Deliveries
Christina Stembel, the founder and CEO of Farmgirl Flowers Inc., has always emphasized quality, speed, and efficiency in her San Francisco–based online flower delivery company. Her teams have operated like assembly lines, shipping 10,000 bouquets daily during peak periods, which has ensured competitive pricing. Before the pandemic, Stembel expands Farmgirl Flowers Inc. to Ecuador, and when it is forced to close its San Francisco facility, she shifts all production to Ecuador.<br><br>Valentine’s Day 2023 poses a challenge, as shipping the flowers from South America takes three days, while South American prices are higher due to pandemic-related supply chain issues, ultimately resulting in customer dissatisfaction. Stembel aims to regain competitiveness by bringing operations back to North America. But the questions remain: how and where should this happen? -
Soma Solutions: Preparedness and Sustainability during and Post-crisis
Soma Solutions was a small consulting firm based in Johannesburg, South Africa. Prior to the COVID-19 pandemic, Soma Solutions had provided face-to-face, on-site information and communications technology (ICT) training on SAP and ERP to state-owned enterprises. However, due to the nationwide lockdown and the need to curb the spread of the virus, the company could no longer conduct on-site training. The state-owned enterprises, its main clients, also had to close temporarily and shift to remote work. The economic upheaval left Soma Solutions facing uncertainty and instability. Despite having operated for only four years, it grappled with the decision to pivot or preserve its existing approach. The challenge was to remain relevant and competitive while navigating evolving norms and limited resources. How prepared was the company to transition to virtual training? What would pivoting look like for the company, and would it help sustain the business post-pandemic? -
Farmgirl Flowers: Cultivating Success by Selecting Strategic Partners to Enhance Its Bouquet Deliveries - Student Spreadsheet
Student Spreadsheet to accompany product no. W36145. -
Radiant Sun Shop: Asking the Right Questions
<p align="justify">Natalie Jung, amid the COVID-19 lockdowns, transformed her newfound passion for handcrafted jewelry into Radiant Sun Shop (RSS), a thriving Etsy business with 3,100 transactions as of February 2023. Initially launched during her virtual undergraduate studies, RSS flourished with her dedicated time. As Jung approached the end of her master’s degree and subsequent graduation in April 2023, uncertainty loomed regarding the future trajectory of her business. Contemplating the role of RSS in her post-graduation life, Jung grappled with pivotal entrepreneurial questions, unsure of where to commence her introspection. Balancing academic milestones and entrepreneurial aspirations, Jung embarked on a critical self-examination to navigate the evolving dynamics of Radiant Sun Shop in her life ahead. -
BC Cancer: Connected Chatbot to Improve Patient Support
BC Cancer was a provincial government–funded treatment and research organization that provided cancer care in British Columbia (BC), Canada. During 2021–2022, BC Cancer developed a connected chatbot to improve patient access to information and reduce demands on the telephone nursing lines. A project manager oversaw the chatbot’s development and ran a proof of concept in Victoria, BC, from March to June 2022. While this allowed her working group to obtain feedback from nurses, other user data regarding the value of the connected chatbot was limited and inconclusive. Following the completion of the proof of concept, the project manager had to decide whether BC Cancer should continue to roll out the connected chatbot, and if so, how. -
Does Robotics Firm GreyOrange Sill Need LOGI?
In mid-2023 Akash Gupta, CEO of GreyOrange Ltd (GO), an Atlanta-based robotics firm, had to decide whether GO still needed its exclusive technology partnership with LOGI, a leading US-based contract logistics firm. Since 2018 the partnership had been instrumental in establishing GO as a major provider of robotic solutions in the warehouse automation space. With new management at LOGI, a renegotiation had become inevitable. Numerous options were possible. These ranged from complete discontinuation of exclusivity, to continuation of exclusivity with revised pricing terms, to continuation with an expanded scope of products provided by GO. -
London Hydro Inc. - .r code
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The West Coast Cycling Association: Choosing the Best Trail to Blaze
The president of the West Coast Cycling Association (WCCA) believed that a lot was riding on finding the best way to secure the future of the Newfoundland and Labrador non-profit organization. He had to consider how to effectively fulfill what he saw as the WCCA’s mission, better promote mountain biking throughout the region, and build a sustainable financial future for the association. While there were several viable options that could meet those challenges, the president knew that he needed to carefully consider the pros and cons of each alternative. This was especially important given the absence of any permanent paid staff in the WCCA, the voluntary nature of his own position as its president, and the other entities interested in the WCCA’s work. -
Monetary Policy and Inflation Targeting in India
In May 2022, India’s retail inflation rate rose above the upper limit of the target range set by the Reserve Bank of India in 2015, to reach 7.79 per cent. In recent years, India’s retail inflation rate had been successfully kept within the target range of 2–6 per cent as the economy grew steadily. Everything changed in March 2020, however, when the outbreak of the COVID-19 pandemic disrupted the economy of all countries around the world. In February 2022, two years after the outbreak of the pandemic, Russia invaded Ukraine, which further disrupted the global supply chains. As a result, all major economies had to closely manage their monetary policies with contractionary measures and use policy rates to contain inflation. Eventually, by March 2023, the inflation rate in India dropped to 5.66 per cent, within the target range. The Reserve Bank of India’s governor had paused the rate hike in April after noticing that high interest rates were adversely affecting investments and growth prospects in the Indian economy. He knew that he had to continue using contractionary monetary policies but could not lower the policy repo rate, when inflation across major economies such as the United States and the United Kingdom were showing no signs of calming. He could choose to increase or keep the repo rate unchanged. Alternatively, he could choose a contractionary measure such as quantitative tightening.