Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established model response plan and making preservation of the firm's reputation its top priority. John Philip Coghlan, formerly of Visa USA, discusses the often-divergent positions of data-breach stakeholders and puts customers' interests first. Swift disclosure by Flayton, he argues, would empower consumers to protect themselves against further fraud and might even enhance the company's reputation for honesty. Jay Foley, of the Identity Theft Resource Center, recommends that Flayton emphasize quality of communication over speed of delivery. More broadly, he advocates cautious management to prevent data thefts, which are proliferating and could have long-term consequences.

Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established model response plan and making preservation of the firm's reputation its top priority. John Philip Coghlan, formerly of Visa USA, discusses the often-divergent positions of data-breach stakeholders and puts customers' interests first. Swift disclosure by Flayton, he argues, would empower consumers to protect themselves against further fraud and might even enhance the company's reputation for honesty. Jay Foley, of the Identity Theft Resource Center, recommends that Flayton emphasize quality of communication over speed of delivery. More broadly, he advocates cautious management to prevent data thefts, which are proliferating and could have long-term consequences.

Flayton Electronics is showing up as a common point of purchase for a large number of fraudulent credit card transactions. It's not clear how responsible the company and its less than airtight systems are for the apparent data breach. Law enforcement wants Flayton to stay mute for now, but customers have come to respect this firm for its straight talk and square deals. A hard-earned reputation is at stake, and the path to preserving it is difficult to see. Four experts comment on this fictional case study in R0709A and R0709Z. James E. Lee, of ChoicePoint, offers lessons from his firm's experience with a large-scale fraud scheme. He advises early and frank external and internal communications, elimination of security weaknesses, and development of a brand-restoration strategy. Bill Boni, of Motorola, stresses prevention: comprehensive risk management for data, full compliance with payment card industry standards, and putting digital experts on staff. For the inadequately prepared Flayton, he suggests consulting an established model response plan and making preservation of the firm's reputation its top priority. John Philip Coghlan, formerly of Visa USA, discusses the often-divergent positions of data-breach stakeholders and puts customers' interests first. Swift disclosure by Flayton, he argues, would empower consumers to protect themselves against further fraud and might even enhance the company's reputation for honesty. Jay Foley, of the Identity Theft Resource Center, recommends that Flayton emphasize quality of communication over speed of delivery. More broadly, he advocates cautious management to prevent data thefts, which are proliferating and could have long-term consequences.

It's the busiest time of year for North Pole Workshops. Production is in high gear, and the elves are on overtime in the sprint toward Christmas. But an unexpected spike in demand for one toy may leave children around the world disappointed on Christmas morning, whether they've been naughty or nice. At the same time, another toy's popularity threatens to plummet, leaving Santa and his elves faced with the prospect of millions of unloved playthings left in the warehouse. This is the third time in three years that Santa's elves have been caught off guard by a toy's sudden surge in popularity. Earlier in the season, even just a month ago, it would have been possible to find capacity, but now every line is running full tilt. "Oh, it used to be so simple," Santa ruminates. "Wooden blocks, a train set, a doll...Now we have more than a million SKUs....Trends jump across the oceans in an instant. I've asked the elves in the field to go beyond reporting on kids' behavior and start trend spotting. I've invested in software. But still I can't help thinking that one of these days we're not going to be able to do it." Santa and his staff are determined not to disappoint the children, but North Pole Workshops must find a way to improve its response to shifts in demand. Should Santa invest in better forecasting? Or does the answer lie in a more flexible supply chain? Commenting on this fictional case study in R0512A and R0512Z are M. Eric Johnson, the director of the Glassmeyer/McNamee Center for Digital Strategies at Dartmouth's Tuck School of Business; Horst Brandstatter, the owner of Playmobil; Warren H. Hausman, a professor of operations management at Stanford University; and Anne Omrod, the CEO of the consulting firm John Galt Solutions.

It's the busiest time of year for North Pole Workshops. Production is in high gear, and the elves are on overtime in the sprint toward Christmas. But an unexpected spike in demand for one toy may leave children around the world disappointed on Christmas morning, whether they've been naughty or nice. At the same time, another toy's popularity threatens to plummet, leaving Santa and his elves faced with the prospect of millions of unloved playthings left in the warehouse. This is the third time in three years that Santa's elves have been caught off guard by a toy's sudden surge in popularity. Earlier in the season, even just a month ago, it would have been possible to find capacity, but now every line is running full tilt. "Oh, it used to be so simple," Santa ruminates. "Wooden blocks, a train set, a doll...Now we have more than a million SKUs....Trends jump across the oceans in an instant. I've asked the elves in the field to go beyond reporting on kids' behavior and start trend spotting. I've invested in software. But still I can't help thinking that one of these days we're not going to be able to do it." Santa and his staff are determined not to disappoint the children, but North Pole Workshops must find a way to improve its response to shifts in demand. Should Santa invest in better forecasting? Or does the answer lie in a more flexible supply chain? Commenting on this fictional case study in R0512A and R0512Z are M. Eric Johnson, the director of the Glassmeyer/McNamee Center for Digital Strategies at Dartmouth's Tuck School of Business; Horst Brandstatter, the owner of Playmobil; Warren H. Hausman, a professor of operations management at Stanford University; and Anne Omrod, the CEO of the consulting firm John Galt Solutions.

It's the busiest time of year for North Pole Workshops. Production is in high gear, and the elves are on overtime in the sprint toward Christmas. But an unexpected spike in demand for one toy may leave children around the world disappointed on Christmas morning, whether they've been naughty or nice. At the same time, another toy's popularity threatens to plummet, leaving Santa and his elves faced with the prospect of millions of unloved playthings left in the warehouse. This is the third time in three years that Santa's elves have been caught off guard by a toy's sudden surge in popularity. Earlier in the season, even just a month ago, it would have been possible to find capacity, but now every line is running full tilt. "Oh, it used to be so simple," Santa ruminates. "Wooden blocks, a train set, a doll...Now we have more than a million SKUs....Trends jump across the oceans in an instant. I've asked the elves in the field to go beyond reporting on kids' behavior and start trend spotting. I've invested in software. But still I can't help thinking that one of these days we're not going to be able to do it." Santa and his staff are determined not to disappoint the children, but North Pole Workshops must find a way to improve its response to shifts in demand. Should Santa invest in better forecasting? Or does the answer lie in a more flexible supply chain? Commenting on this fictional case study in R0512A and R0512Z are M. Eric Johnson, the director of the Glassmeyer/McNamee Center for Digital Strategies at Dartmouth's Tuck School of Business; Horst Brandstatter, the owner of Playmobil; Warren H. Hausman, a professor of operations management at Stanford University; and Anne Omrod, the CEO of the consulting firm John Galt Solutions.

Chief Technology Officer Barry Golding is meeting with Mathews & Co.'s department heads to ask for another round of investment so he can begin implementing customer relationship management software at the menswear chain. For months, he has been the CRM project's cheerleader, and it is Barry whose reputation is at stake. He quickly loses control of the meeting. One department head is disappointed that so few of her wish list items are in Barry's latest plan. Another is sour on the project now that he's discovered he won't get any payback for two years. The CEO, who has given the project his blessing, isn't present to back up Barry. Barry can't see what he could have done to keep the department heads on his side. But a friend later tells him about what she calls the "blue sky paradox:" You have to get people to dream big to sell a project, but by doing that you set them up to be disappointed. What can Barry do to save the project? Commenting on this fictional case study in R0312A and R0312Z, are Nathaniel Leonard, the supply chain director of Goodyear's Engineered Products business; Andrew McAfee, an assistant professor at Harvard Business School; Barry J. Gilway, the executive vice-president of Zurich North America Services; and John Freeland, the managing partner of Accenture's CRM practice.

Chief Technology Officer Barry Golding is meeting with Mathews & Co.'s department heads to ask for another round of investment so he can begin implementing customer relationship management software at the menswear chain. For months, he has been the CRM project's cheerleader, and it is Barry whose reputation is at stake. He quickly loses control of the meeting. One department head is disappointed that so few of her wish list items are in Barry's latest plan. Another is sour on the project now that he's discovered he won't get any payback for two years. The CEO, who has given the project his blessing, isn't present to back up Barry. Barry can't see what he could have done to keep the department heads on his side. But a friend later tells him about what she calls the "blue sky paradox:" You have to get people to dream big to sell a project, but by doing that you set them up to be disappointed. What can Barry do to save the project? Commenting on this fictional case study in R0312A and R0312Z, are Nathaniel Leonard, the supply chain director of Goodyear's Engineered Products business; Andrew McAfee, an assistant professor at Harvard Business School; Barry J. Gilway, the executive vice-president of Zurich North America Services; and John Freeland, the managing partner of Accenture's CRM practice.

Chief Technology Officer Barry Golding is meeting with Mathews & Co.'s department heads to ask for another round of investment so he can begin implementing customer relationship management software at the menswear chain. For months, he has been the CRM project's cheerleader, and it is Barry whose reputation is at stake. He quickly loses control of the meeting. One department head is disappointed that so few of her wish list items are in Barry's latest plan. Another is sour on the project now that he's discovered he won't get any payback for two years. The CEO, who has given the project his blessing, isn't present to back up Barry. Barry can't see what he could have done to keep the department heads on his side. But a friend later tells him about what she calls the "blue sky paradox:" You have to get people to dream big to sell a project, but by doing that you set them up to be disappointed. What can Barry do to save the project? Commenting on this fictional case study in R0312A and R0312Z, are Nathaniel Leonard, the supply chain director of Goodyear's Engineered Products business; Andrew McAfee, an assistant professor at Harvard Business School; Barry J. Gilway, the executive vice-president of Zurich North America Services; and John Freeland, the managing partner of Accenture's CRM practice.

Cheryl Hailstrom, the CEO of Lakeland Wonders, a manufacturer of high-quality wooden toys, is the first person outside the Swensen family to hold the top job. But she's not a stranger to this 94-year-old company: She'd been the COO of one of its largest customers and had worked with Lakeland to develop many best-selling products. Wally Swensen IV, the previous CEO, chose Cheryl because she knew how to generate profits and because he believed her energy and enthusiasm could take the company to the next level. Yet here she is, nearing her six-month anniversary, wondering why her expansive vision for the company isn't taking hold. She's tried to lead by example: traveling a pounding schedule to visit customers, setting aggressive project deadlines, and proposing a bonus schedule. She has a plan to reach the board's growth goals. The problem is that while Cheryl's senior managers are giving her the nod on the surface, they're all really dragging their feet. Is Cheryl pushing too much change too quickly? Should she bring in outsiders to speedily adopt the changes she envisions and overhaul Lakeland's corporate culture? Or should she keep trying to work with the current team? In R0210A and R0210Z, commentators Kathleen Calcidise of Apple Retail Stores; executive coach Debra Benton; Dan Cohen, co-author of The Heart of Change; and consultant Nina Aversano offer advice in this fictional case study.

Cheryl Hailstrom, the CEO of Lakeland Wonders, a manufacturer of high-quality wooden toys, is the first person outside the Swensen family to hold the top job. But she's not a stranger to this 94-year-old company: She'd been the COO of one of its largest customers and had worked with Lakeland to develop many best-selling products. Wally Swensen IV, the previous CEO, chose Cheryl because she knew how to generate profits and because he believed her energy and enthusiasm could take the company to the next level. Yet here she is, nearing her six-month anniversary, wondering why her expansive vision for the company isn't taking hold. She's tried to lead by example: traveling a pounding schedule to visit customers, setting aggressive project deadlines, and proposing a bonus schedule. She has a plan to reach the board's growth goals. The problem is that while Cheryl's senior managers are giving her the nod on the surface, they're all really dragging their feet. Is Cheryl pushing too much change too quickly? Should she bring in outsiders to speedily adopt the changes she envisions and overhaul Lakeland's corporate culture? Or should she keep trying to work with the current team? In R0210A and R0210Z, commentators Kathleen Calcidise of Apple Retail Stores; executive coach Debra Benton; Dan Cohen, co-author of The Heart of Change; and consultant Nina Aversano offer advice on this fictional case study.

Cheryl Hailstrom, the CEO of Lakeland Wonders, a manufacturer of high-quality wooden toys, is the first person outside the Swensen family to hold the top job. But she's not a stranger to this 94-year-old company: She'd been the COO of one of its largest customers and had worked with Lakeland to develop many best-selling products. Wally Swensen IV, the previous CEO, chose Cheryl because she knew how to generate profits and because he believed her energy and enthusiasm could take the company to the next level. Yet here she is, nearing her six-month anniversary, wondering why her expansive vision for the company isn't taking hold. She's tried to lead by example: traveling a pounding schedule to visit customers, setting aggressive project deadlines, and proposing a bonus schedule. She has a plan to reach the board's growth goals. The problem is that while Cheryl's senior managers are giving her the nod on the surface, they're all really dragging their feet. Is Cheryl pushing too much change too quickly? Should she bring in outsiders to speedily adopt the changes she envisions and overhaul Lakeland's corporate culture? Or should she keep trying to work with the current team? In R0210A and R0210Z, commentators Kathleen Calcidise of Apple Retail Stores; executive coach Debra Benton; Dan Cohen, co-author of The Heart of Change; and consultant Nina Aversano offer advice on this fictional case study.