<p align="justify">This case examines the diversity, equity, and inclusion (DEI) hiring- and retention-related challenges encountered by Amazon.com’s FAR1 location in Fargo, North Dakota, at the end of 2021. John Sabo, FAR1’s general manager and hiring team leader, had one main goal: to hire and train a diverse team of 1,446 Amazonians by the facility’s opening date in December 2021. However, there were many barriers to achieving this goal, including potential candidates’ negative perception of Amazon’s workplace environment due to its negative track record of employee safety and well-being, especially with regard to under-represented groups. To complicate matters, there was a limited supply of qualified, under-represented candidates in Fargo. Could Sabo and his team find a way to meet Amazon’s DEI goals while also ensuring adequate staffing? Were there solutions they had overlooked? Should they develop separate strategies for managers and employees? Further complicating the team’s decision, DEI initiatives were not universally embraced, and there were questions on the efficacy of DEI programs. The success of FAR1 and its potential to serve as a blueprint for future warehouse expansion hung in the balance.

This case examines the diversity, equity, and inclusion (DEI) hiring- and retention-related challenges encountered by Amazon.com's FAR1 location in Fargo, North Dakota, at the end of 2021. John Sabo, FAR1's general manager and hiring team leader, had one main goal: to hire and train a diverse team of 1,446 Amazonians by the facility's opening date in December 2021. However, there were many barriers to achieving this goal, including potential candidates' negative perception of Amazon's workplace environment due to its negative track record of employee safety and well-being, especially with regard to under-represented groups. To complicate matters, there was a limited supply of qualified, under-represented candidates in Fargo. Could Sabo and his team find a way to meet Amazon's DEI goals while also ensuring adequate staffing? Were there solutions they had overlooked? Should they develop separate strategies for managers and employees? Further complicating the team's decision, DEI initiatives were not universally embraced, and there were questions on the efficacy of DEI programs. The success of FAR1 and its potential to serve as a blueprint for future warehouse expansion hung in the balance.

This case examines the unique challenges faced by ridesharing company Careem as a business operating in the Middle East and North Africa (MENA) region. The case presents issues related to Careem's growth options after it was acquired by Uber. Protagonist Mudassir Sheikha, Careem co-founder and chief executive officer, has two goals as he decides the company's future direction: 1) providing solutions benefiting Careem's customers, employees, and drivers, and 2) managing a profitable company. The terms of the Uber acquisition dictate Careem will continue to operate as a separate entity, and Sheikha must present Careem's forward-looking strategy to all relevant stakeholders in two weeks. The case addresses issues specific to the MENA region and how they differ from those in the West. Students will examine the opportunities and threats created for Careem in the wake of the Uber acquisition. This case was the first place winner in WDI Publishing's MENA Case Writing Competition "Doing Business in the Middle East North Africa Region," sponsored by Michigan Ross Executive Education.