Brice Scheschuk, chief executive officer of WIND Mobile, embarks on a transformative journey to revitalize the company's organizational culture. This case provides a lens into the challenges and opportunities inherent in building a workplace culture in a fast-paced telecommunications market. Scheschuk employs a strategy that places significant focus on the field employees, who are often overlooked in corporate strategies. Students will gain insights into the nuanced art of leading change, leveraging HR as a strategic asset, and measuring the effectiveness of cultural interventions. This case employees qualitative and quantitative data and is an exemplar for those aiming to integrate HR strategy with organizational effectiveness.

A business world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) presents many leadership and governance challenges to businesses large and small. Smaller family firms, in particular, need to demonstrate resilience both in navigating changes that arise from VUCA conditions and in staying firm on the core purpose with which their enterprises were founded.Cases A and B present the approach of a family firm based in Toronto, Canada, that manufactures and markets industrial vacuum systems. The cases provide an opportunity for instructors to convey the trials and tribulations faced by the founder and his successor in building a purpose-driven organization and in staying on the committed path of responsible leadership and governance.