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The series of Janet Ames cases follow a fictional alumna of Harvard Business School into her consulting career in Boston. Over the series of cases, Ames is first offered the opportunity to join the board of a Boston-based non-profit organization, which offers students a chance to consider what questions they may have should such an opportunity arise within their first four to five years out of graduate school. Ames does join the board, and in the subsequent cases, questions emerge about whether an organization should have a fundraising screen, succession planning, and fiscal controls. The cases can be taught in a lively single session as each concludes with a discrete choices and opportunity for rich class debate in a realistic and, for some, likely set of personal and professional choices.

The series of Janet Ames cases follow a fictional alumna of Harvard Business School into her consulting career in Boston. Over the series of cases, Ames is first offered the opportunity to join the board of a Boston-based non-profit organization, which offers students a chance to consider what questions they may have should such an opportunity arise within their first four to five years out of graduate school. Ames does join the board, and in the subsequent cases, questions emerge about whether an organization should have a fundraising screen, succession planning, and fiscal controls. The cases can be taught in a lively single session as each concludes with a discrete choices and opportunity for rich class debate in a realistic and, for some, likely set of personal and professional choices.

In 2009, Dan Meyer and Richard Palmer, two veterans of the fast-moving consumer goods (FMCG) industry, founded Nehemiah Manufacturing to build FMCG brands while providing jobs to Cincinnati, Ohio's beleaguered urban core. Two years later, the pair made their first "second-chance" hire of a convicted felon, a successful experiment which would grow to define the company. By 2019, Nehemiah's factory floor, as well as several supervisory and management positions, would be staffed by ex-offenders. With a robust net of social support services and a non-profit foundation for training peer companies in how to hire second-chance employees, Meyer and Palmer advocated using second-chance hiring to decrease turnover and create staff loyalty. This case deals with the challenges and opportunities associated with growing a manufacturing company while prioritizing a social mission, and enables students to evaluate the potential of second-chance hiring programs.