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Michael Ku joined Pfizer in 2011, after the company had undergone three large-scale mergers and acquisitions. His mission was to drive the digital transformation of the company's clinical supply chain, but he knew he had to start with the culture. Over the next eight years, Ku and his leadership team put in place the culture, talent, structure, and processes necessary to prime the clinical supply chain for digital transformation. By 2019, the clinical supply chain had made significant progress toward becoming the agile, innovative organization necessary to support Pfizer's new ambition to focus exclusively on developing innovative medicines and vaccines. Ku knew there was more to be done before they could maximize their digital and innovation efforts. He had asked his leadership team to come up with a proposal to improve decision-making in the organization.

This case explores the role of Tom Kalil as Deputy Director for Technology & Innovation at the White House Office of Science and Technology Policy. With the end of President Obama's Administration drawing near, Kalil and his team of "policy entrepreneurs" must work to build an ecosystem of individuals and organizations both inside and outside the Federal government, if they hope to see their science & technology initiatves continue into the next Administration. The case allows for discussion of: leading innovation ecosystems; building public-private and public-public collaborations; leading system innovation; talent management and development; and public sector innovation.

This case supplements "Sanford C. Bernstein Goes to Asia." Updates readers on Ghislain de Charentenay's first full year as director of Asian Research at Sanford C. Bernstein in Hong Kong and actions taken by the firm in FY2013.

Sanford C. Bernstein, a premier sell-side research firm, is expanding globally. Three years after launching Bernstein's Asian business, senior management has appointed Ghislain de Charentenay, a six-year sales veteran of the firm, as director of Asian research in Hong Kong. He is the first director of research Bernstein has put on the ground in Asia. As the firm faces the challenging realities of scaling its Asian business and meeting growing client demand for global products, de Charentenay must figure out how best to support the senior research analysts in leveraging their franchises. And with a recent wave of attrition among Bernstein's research associate ranks in Hong Kong, de Charentenay and the management team must also consider where to focus their recruiting efforts.

Explores the role of CEO Man Jit Singh and his senior management committee in leading Multi Screen Media Pvt. Ltd. (formerly SET Pvt. Ltd.), a leading television broadcaster in India. Describes Singh's decision to evaluate employees based on values as well as performance, and the management committee's response. Allows for discussion of: 1) the impact of leadership style on team culture, performance, and effectiveness; 2) the challenges of building a values-based organization; 3) the complexities of managing talent in a young industry, particularly within an emerging market; and 4) the final decision by CEO Man Jit Singh and the subsequent actions taken by members of the management committee.

Supplement to (A) case: Explores the role of CEO Man Jit Singh and his senior management committee in leading Multi Screen Media Pvt. Ltd. (formerly SET Pvt. Ltd.), a leading television broadcaster in India. Describes Singh's decision to evaluate employees based on values as well as performance, and the management committee's response. Allows for discussion of: 1) the impact of leadership style on team culture, performance, and effectiveness; 2) the challenges of building a values-based organization; 3) the complexities of managing talent in a young industry, particularly within an emerging market; and 4) the final decision by CEO Man Jit Singh and the subsequent actions taken by members of the management committee.