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In 2020, the flagship location of Jamie's Market, a specialty supermarket retailer in California, struggled to hire enough temporary workers to meet the increased staffing demand resulting from the COVID-19 pandemic. The new assistant manager, who had been recently transferred to the company's flagship store, was tasked with figuring out what had gone wrong and recommending changes to ensure that the store would have enough qualified workers for the remainder of the pandemic (or until store sales returned to pre-pandemic levels, whichever occurred first). The assistant manager looked into the company’s hiring and socialization processes, spoke with both temporary and permanent workers, and identified at least two reasons for the challenges in hiring temporary workers: insufficient advertising of the job listing for temporary workers, and little or no effort to socialize temporary workers once they were hired. Based on these conclusions, what changes should the assistant manager recommend when hiring the next group of temporary employees?

In 2020, the flagship location of Jamie's Market, a specialty supermarket retailer in California, struggled to hire enough temporary workers to meet the increased staffing demand resulting from the COVID-19 pandemic. The new assistant manager, who had been recently transferred to the company's flagship store, was tasked with figuring out what had gone wrong and recommending changes to ensure that the store would have enough qualified workers for the remainder of the pandemic (or until store sales returned to pre-pandemic levels, whichever occurred first). The assistant manager looked into the company's hiring and socialization processes, spoke with both temporary and permanent workers, and identified at least two reasons for the challenges in hiring temporary workers: insufficient advertising of the job listing for temporary workers, and little or no effort to socialize temporary workers once they were hired. Based on these conclusions, what changes should the assistant manager recommend when hiring the next group of temporary employees?

PeopleFirst Inc. (PeopleFirst) was a management consulting company founded and run by Renee Janssen. Janssen had recently promoted a star employee, Marcela Lopez, to the position of manager. However, Lopez’s first foray into management was turning into a disaster. Lopez was suddenly aggressive and defiant toward Janssen. Worse, the results from a survey Janssen administered indicated that Lopez’s team lacked psychological safety—an important factor in their ability to work together and be successful.<br><br>Janssen’s efforts to learn more about the dynamics of Lopez’s team led to three findings. First, Lopez was not taking responsibility for her past actions. Second, Lopez was doing a disproportionate amount of work relative to the rest of her team. Third, Lopez was lying to Janssen about past events. Janssen was faced with the challenge of determining how to persuade Lopez to become a more effective manager and how to increase the morale of the members of Lopez’s team.

PeopleFirst Inc. (PeopleFirst) was a management consulting company founded and run by Renee Janssen. Janssen had recently promoted a star employee, Marcela Lopez, to the position of manager. However, Lopez's first foray into management was turning into a disaster. Lopez was suddenly aggressive and defiant toward Janssen. Worse, the results from a survey Janssen administered indicated that Lopez's team lacked psychological safety-an important factor in their ability to work together and be successful. Janssen's efforts to learn more about the dynamics of Lopez's team led to three findings. First, Lopez was not taking responsibility for her past actions. Second, Lopez was doing a disproportionate amount of work relative to the rest of her team. Third, Lopez was lying to Janssen about past events. Janssen was faced with the challenge of determining how to persuade Lopez to become a more effective manager and how to increase the morale of the members of Lopez's team.

In April 2017, a college student in California was graduating with a degree in business administration with a concentration in entrepreneurship. She had been a florist for the past six years and wished to pursue her dream of starting her own flower business. Her vision was to open a flower shop where all the arrangements were uniquely designed for each customer and no two arrangements were the same. Her current employers were trying to sell their shop (Belle Fleur) and offered to sell it to her at a discount price. She had to decide whether to buy the business or start her own shop from scratch.

In April 2017, a college student in California was graduating with a degree in business administration with a concentration in entrepreneurship. She had been a florist for the past six years and wished to pursue her dream of starting her own flower business. Her vision was to open a flower shop where all the arrangements were uniquely designed for each customer and no two arrangements were the same. Her current employers were trying to sell their shop (Belle Fleur) and offered to sell it to her at a discount price. She had to decide whether to buy the business or start her own shop from scratch.

EcoWash is an all-in-one system that can be used to clean the interior and exterior of a vehicle in an environmentally friendly manner. A soon-to-be business school graduate has been approached by the inventor of EcoWash to embark on a partnership and to market the product. The opportunity looks promising, but a careful examination of the product and the market place — specifically through the lens of the lean start-up methodology — is needed before a final decision can be made.

EcoWash is an all-in-one system that can be used to clean the interior and exterior of a vehicle in an environmentally friendly manner. A soon-to-be business school graduate has been approached by the inventor of EcoWash to embark on a partnership and to market the product. The opportunity looks promising, but a careful examination of the product and the market place - specifically through the lens of the lean start-up methodology - is needed before a final decision can be made.

GoodJobz was a non-profit organization that funded its job training and education programs by re-selling donated goods through its retail stores. The organization helped train over 11,000 people in 2012 and hoped to double that number within five years. To do so, the vice-president of marketing and community development believed that the organization should adopt a "giver" culture. After making significant progress in instilling a giver culture within his own department, he shifted his focus to another department: Business Services. However, the vice-president of business services hindered any efforts to do so. The vice-president of marketing and community development was faced with the challenge of how to handle this crisis.

GoodJobz was a non-profit organization that funded its job training and education programs by re-selling donated goods through its retail stores. The organization helped train over 11,000 people in 2012 and hoped to double that number within five years. To do so, the vice-president of marketing and community development believed that the organization should adopt a “giver” culture. After making significant progress in instilling a giver culture within his own department, he shifted his focus to another department: Business Services. However, the vice-president of business services hindered any efforts to do so. The vice-president of marketing and community development was faced with the challenge of how to handle this crisis.