Set in 2022, this case describes the considerations involved in organizing the physical relocation of the Rowland Institute at Harvard (RIH), a research institute established in 1980 by Edwin H. Land, the founder of the Polaroid Corporation, for the advancement of science. After 43 years at 100 Edwin H. Land Boulevard, the RIH needs a new home. As she evaluates available options, Leigh Needleman, the executive director of the Institute, not only has a long legacy to consider but must also decide where to relocate, whether to buy or rent the new space, and how to assign new laboratory and office spaces to staff to best foster breakthrough science and innovation.

This case tells the story of Microsoft's 2018 acquisition of GitHub and the subsequent launch of GitHub Copilot, a tool that uses generative artificial intelligence to suggest snippets of code to software developers in real time. Set in late 2021, when Copilot was still in beta, the case asks how Microsoft and GitHub should roll out Copilot to the public.

In August 2022, the Pentagon tasked U.S. Air Force Captain Victor Lopez to launch a new office for AFWERX, an Air Force innovation unit that leveraged commercial developers and military talent to acquire advanced technologies. This task was particularly arduous because Lopez would be the first and only member of this new office. Having been granted flexibility in the setup of the office, he pondered the complexities of his assignment, the decisions around organizational design he would have to make, and reflected on his recent experiences, particularly those as part of the team that launched the Air Force's AI Accelerator.

This case describes the efforts of City Football Group (CFG) to purchase Esporte Clube Bahia (Bahia), a Brazilian professional soccer club. CFG's strategy was to acquire under-performing clubs worldwide, invest money in high-profile players, and improve the teams' performances. The company also aimed to develop young players on its lower-tier teams and then funnel them to Manchester City, its highest-performing team, once they matured. CFG instructed the teams to follow a similar style of play and, in some cases, changed teams' jerseys and names to conform to CFG's brand. Purchasing Bahia presented the opportunity to gain a foothold in Brazilian soccer, an under-monetized market poised for rapid growth. Yet Bahia was a mid-tier team with no star players. It was also unclear whether Bahia's fans and players would meld with CFG's culture and expectations. At the conclusion of the case, CFG CEO Ferran Soriano discovers that the price for Bahia is significantly higher than reports had initially indicated. Is the club worth the price?

In 2022, Doug McMillon, president and CEO of Walmart, and his team looked back at a difficult but ultimately successful past year. The global pandemic had posed enormous challenges, but the company had weathered the storm successfully, raising same-store sales growth, long anemic, by 8%. The team was particularly proud of Walmart's performance in online sales. Walmart+, the company's $98 membership program that offered free shipping, had attracted more than 15 million households. Investors remained skeptical, however. The company's share price remained flat. Would the post-pandemic era finally bring the hoped-for change? What were the most significant opportunities the company faced in its 60th year in business? Was it even possible to substantially grow Walmart's U.S. operations, a behemoth with more than 5,000 stores and over $350 billion in sales? As McMillon and his team debated Walmart's capital allocation, they carefully considered three growth opportunities: a continued build-out of the company's e-commerce operations, an upscaling initiative, and a renewed effort to capture market share in urban markets. Would any of these strategic initiatives sway Wall Street?