The case describes the efforts of Anna Wagner as the newly promoted president of Epsilon Products as she plans to launch a major diversification for the business. Epsilon is a unit of the much larger Sussex Corporation (a disguised company), a diversified luxury goods company. More recently Epsilon has set up a joint venture with a Philippine-based company, Acoba, to develop a bio-leather material to be used in a new line of bags and purses. While the products have been well received by customers, the bio-leather initiative code named Project PineAlpha, has not proven profitable given low production runs. In order to increase production volumes, Epsilon has just received board support to expand the joint venture and launch a line of products that would be sold outside Sussex stores, an unprecedented move for the company. Meanwhile, Wagner, who is just taking over as president of Epsilon, is not well known by Sussex's CEO and Chair. Wagner has to decide how to roll out the new PineAlpha strategy, how to position and staff the new unit, and how to deal with the inevitable resistance to change from employees, both inside Epsilon but also Sussex overall.

The HH.ru case series tracks the development of a respected NASDAQ-listed Russian technology company as it struggles with the fallout of the Russian invasion ("Strategic Military Operation") of the Ukraine. While the senior leadership team at HH did not welcome the invasion, they face the nearly insurmountable challenges of maintaining the company's values while defending their business in the highly stressed environment of post-invasion Russia. The case series includes five separate linked cases. The HH (A) case is the most comprehensive and covers the company's history and reviews its values. It ends just before the start of the Russian invasion. The (A) case helps students appreciate that HH is a well-run, Western-oriented technology company with values fully consistent with those in the West. The (B) case captures the events in the company immediately after the invasion and raises important questions for how leaders should engage employees on potentially contentious issues. The (C) case jumps forward four months and reviews the company's efforts to bring order and calm to employees who are in trauma. It also captures the actions of an HH leader who has seemingly broken with company protocol and brought the company into potentially direct conflict with State security forces. The (D) case focuses on the impact of Putin's partial mobilization order of September 21, 2022, with the consequence that many of HH's more talented employees are now fleeing the country. The (E) case provides an epilogue and update and reviews some of the lessons learned by HH leaders.

The HH.ru case series tracks the development of a respected NASDAQ-listed Russian technology company as it struggles with the fallout of the Russian invasion ("Strategic Military Operation") of the Ukraine. While the senior leadership team at HH did not welcome the invasion, they face the nearly insurmountable challenges of maintaining the company's values while defending their business in the highly stressed environment of post-invasion Russia. The case series includes five separate linked cases. The HH (A) case is the most comprehensive and covers the company's history and reviews its values. It ends just before the start of the Russian invasion. The (A) case helps students appreciate that HH is a well-run, Western-oriented technology company with values fully consistent with those in the West. The (B) case captures the events in the company immediately after the invasion and raises important questions for how leaders should engage employees on potentially contentious issues. The (C) case jumps forward four months and reviews the company's efforts to bring order and calm to employees who are in trauma. It also captures the actions of an HH leader who has seemingly broken with company protocol and brought the company into potentially direct conflict with State security forces. The (D) case focuses on the impact of Putin's partial mobilization order of September 21, 2022, with the consequence that many of HH's more talented employees are now fleeing the country. The (E) case provides an epilogue and update and reviews some of the lessons learned by HH leaders.

The HH.ru case series tracks the development of a respected NASDAQ-listed Russian technology company as it struggles with the fallout of the Russian invasion ("Strategic Military Operation") of the Ukraine. While the senior leadership team at HH did not welcome the invasion, they face the nearly insurmountable challenges of maintaining the company's values while defending their business in the highly stressed environment of post-invasion Russia. The case series includes five separate linked cases. The HH (A) case is the most comprehensive and covers the company's history and reviews its values. It ends just before the start of the Russian invasion. The (A) case helps students appreciate that HH is a well-run, Western-oriented technology company with values fully consistent with those in the West. The (B) case captures the events in the company immediately after the invasion and raises important questions for how leaders should engage employees on potentially contentious issues. The (C) case jumps forward four months and reviews the company's efforts to bring order and calm to employees who are in trauma. It also captures the actions of an HH leader who has seemingly broken with company protocol and brought the company into potentially direct conflict with State security forces. The (D) case focuses on the impact of Putin's partial mobilization order of September 21, 2022, with the consequence that many of HH's more talented employees are now fleeing the country. The (E) case provides an epilogue and update and reviews some of the lessons learned by HH leaders.

The HH.ru case series tracks the development of a respected NASDAQ-listed Russian technology company as it struggles with the fallout of the Russian invasion ("Strategic Military Operation") of the Ukraine. While the senior leadership team at HH did not welcome the invasion, they face the nearly insurmountable challenges of maintaining the company's values while defending their business in the highly stressed environment of post-invasion Russia. The case series includes five separate linked cases. The HH (A) case is the most comprehensive and covers the company's history and reviews its values. It ends just before the start of the Russian invasion. The (A) case helps students appreciate that HH is a well-run, Western-oriented technology company with values fully consistent with those in the West. The (B) case captures the events in the company immediately after the invasion and raises important questions for how leaders should engage employees on potentially contentious issues. The (C) case jumps forward four months and reviews the company's efforts to bring order and calm to employees who are in trauma. It also captures the actions of an HH leader who has seemingly broken with company protocol and brought the company into potentially direct conflict with State security forces. The (D) case focuses on the impact of Putin's partial mobilization order of September 21, 2022, with the consequence that many of HH's more talented employees are now fleeing the country. The (E) case provides an epilogue and update and reviews some of the lessons learned by HH leaders.

The HH.ru case series tracks the development of a respected NASDAQ-listed Russian technology company as it struggles with the fallout of the Russian invasion ("Strategic Military Operation") of the Ukraine. While the senior leadership team at HH did not welcome the invasion, they face the nearly insurmountable challenges of maintaining the company's values while defending their business in the highly stressed environment of post-invasion Russia. The case series includes five separate linked cases. The HH (A) case is the most comprehensive and covers the company's history and reviews its values. It ends just before the start of the Russian invasion. The (A) case helps students appreciate that HH is a well-run, Western-oriented technology company with values fully consistent with those in the West. The (B) case captures the events in the company immediately after the invasion and raises important questions for how leaders should engage employees on potentially contentious issues. The (C) case jumps forward four months and reviews the company's efforts to bring order and calm to employees who are in trauma. It also captures the actions of an HH leader who has seemingly broken with company protocol and brought the company into potentially direct conflict with State security forces. The (D) case focuses on the impact of Putin's partial mobilization order of September 21, 2022, with the consequence that many of HH's more talented employees are now fleeing the country. The (E) case provides an epilogue and update and reviews some of the lessons learned by HH leaders.

In 2022, the newly appointed general manager (GM) of the global cookie business at Groupe Aliments Choix must build his business unit in the throes of a major corporate shift in strategy and structure. The newly announced corporate changes are a challenge to the GM because of his unit’s traditional country-centred approach to business. He is under added pressure because he has been given just forty-five days to develop an action plan. His recommendations will include structural changes and targets for building new organizational capabilities. As a new leader in a new position, the GM also needs to assess his own capabilities relative to the challenging tasks ahead.

In 2022, the newly appointed general manager (GM) of the global cookie business at Groupe Aliments Choix must build his business unit in the throes of a major corporate shift in strategy and structure. The newly announced corporate changes are a challenge to the GM because of his unit's traditional country-centred approach to business. He is under added pressure because he has been given just forty-five days to develop an action plan. His recommendations will include structural changes and targets for building new organizational capabilities. As a new leader in a new position, the GM also needs to assess his own capabilities relative to the challenging tasks ahead.

Lenovo origins date back to 1984 in China. Over time it became the number one PC company in the world. It now seeks to transform and become not just a PC maker but a solution provider to enterprises undergoing digital transformation. The chief HR officer must decide how she will ensure that Lenovo has enough competent leaders to ensure its successful transformation.

In 2018, Fortune's Global 500 ranking included 111 firms headquartered in China--just a handful fewer than the United States' 126. In 1995, only three Chinese firms made the list; in 2018, three were in the top 10. No wonder some observers predict that China will soon overtake the U.S. as the home to the highest number of Global 500 firms. It's entirely possible that this could happen, but the triumph may be fleeting. In the late 1990s, Japanese firms came close to outnumbering U.S. companies on the list, until a combination of a graying workforce and declining productivity caused them to slide back off. Japan's experience, which is similar to that of China today, provides an uncomfortable precedent for the consequences of a slowdown in domestic growth. To keep their places on the Global 500, Chinese companies will have to develop a global mindset more characteristic of multinationals from small countries like Switzerland, a transformation that has to date eluded most Japanese businesses.

Competitors from the developing world are rising fast. Will they come to rule the global economy? Not necessarily, say Insead's Black and Morrison, who argue that today's emerging giants look an awful lot like Japanese corporations in the 1990s. Japan's star has since fallen, and the country no longer dominates the Global 500 as it once did. Drawing on 25 years of research, the authors found that four factors drove Japanese firms' early export growth: strong corporate models and cultures; a domestic market isolated from competition; an agreeable labor force; and cohesive, homogenous leadership. But when the firms moved into foreign markets, those strengths became downfalls. Entrenched in their corporate ways, they were too narrow-minded to look for local insights, and they lacked leaders who had international knowledge. They were also unprepared for contentious overseas labor relations and the sophistication and expertise of their global competitors. To avoid Japan's fate, emerging giants must change their business models, reduce their reliance on protected domestic markets, learn to cope with diverse labor, and shake up their leadership.

The Essilor Korea case series focuses on the efforts of Stephen Shawler as he attempts to build a world-class joint venture between French-based Essilor and its Korean partner, Samyung Trading. Facing huge cultural barriers and partner relationship issues, Shawler must determine the targets and tactics of several change initiatives. Each of the (A), (B) and (C) cases deals with a different set of decisions for Shawler; the (D) case provides a summary of final observations.

The Essilor Korea case series focuses on the efforts of Stephen Shawler as he attempts to build a world-class joint venture between French-based Essilor and its Korean partner, Samyung Trading. Facing huge cultural barriers and partner relationship issues, Shawler must determine the targets and tactics of several change initiatives. Each of the (A), (B) and (C) cases deals with a different set of decisions for Shawler; the (D) case provides a summary of final observations.

The Essilor Korea case series focuses on the efforts of Stephen Shawler as he attempts to build a world-class joint venture between French-based Essilor and its Korean partner, Samyung Trading. Facing huge cultural barriers and partner relationship issues, Shawler must determine the targets and tactics of several change initiatives. Each of the (A), (B) and (C) cases deals with a different set of decisions for Shawler; the (D) case provides a summary of final observations.

The Essilor Korea case series focuses on the efforts of Stephen Shawler as he attempts to build a world-class joint venture between French-based Essilor and its Korean partner, Samyung Trading. Facing huge cultural barriers and partner relationship issues, Shawler must determine the targets and tactics of several change initiatives. Each of the (A), (B) and (C) cases deals with a different set of decisions for Shawler; the (D) case provides a summary of final observations.

The DSL de Mexico case series consists of four cases (one primary case and three one- page case extensions) which focus on the ethical dilemmas managers often face in international business. DSL is a $200 million, US-based shipping company, which is relatively new to Mexico. The DSL (A) case documents the history of DSL in Mexico; reviews industry conditions and provides background on the devaluation of the Mexican peso. The case focuses on Lane Cook, the 28 year old General Manager of DSL de Mexico, as he contemplates how to respond to a questionable request by a potential customer. The accompanying DSL de Mexico (B) and (C) cases present a series of follow-up ethical dilemmas for Cook to address. The (D) case can be handed out at the end of the class period as an up-date. The entire case series should fill a 90-minute class.