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Chef Wolfgang Puck oversees a disparate business empire that includes fine dining restaurants, a catering business, and various licensed products that run from cookware, to soup, to fast-casual restaurants. His businesses activities are divided between three separate entities-Wolfgang Puck Fine Dining Group, Wolfgang Puck Catering, and Wolfgang Puck Worldwide-that share some formal and informal linkages. But the key person holding this all together is Wolfgang Puck himself. Now in his late 60s, Puck wonders what he needs to formalize-in terms of systems, processes, and management-to ensure that his different businesses will endure long after he is no longer involved in the day-to-day management of these three businesses.

In late 2013, Ryan Cohen, cofounder and CEO of the fast growing online pet food and pet products retailer Chewy.com, has to make a "bet the company decision"-whether to keep working with Chewy's third-party logistics (3PL) provider to fulfill customer orders, or whether to take this critical function in-house. Cohen worries that the company's 3PL will not be able to serve Chewy's customers as it continues to grow, and reaching scale is essential to making the company's business model work, and to hitting the aggressive growth target that he has set of becoming a $500 million revenue company by 2018. However, some board members are concerned, and have suggested that Cohen slow growth and leave order fulfillment to the 3PL, as Cohen and the executive team are not operations experts; they are customer service experts, and that should be their focus. Cohen sees four possible paths for Chewy: stick with its current 3PL and slow down growth; add another 3PL to the mix to support Chewy as it scales; stay with its current 3PL and build out a fulfillment center in a new market to "test it out"; or fully "insource" order fulfilment, and open a fulfilment center as quickly as possible. Which path should Cohen and Chewy's board choose?

Cohen and Chewy's other board members decided to fully insource order fulfilment, and commenced building an order fulfilment center near its 3PL partner's facility. As soon as the 3PL learned that Chewy would be managing its own order fulfilment, however, it decided to triple what it charged Chewy to fulfill each order. What should Chewy do?

Mark Bertolini, chairman and CEO of the health insurer Aetna, faces a number of questions as he seeks to transform Aetna from a classic insurance company, into a business that will engage much more deeply with its members around their personal health goals. His strategy depends on Aetna's ability to facilitate behavioral changes amongst its members to live healthier lives, and requires very significant investments in digital capabilities and on the ground community orientated health care resources. Will it work? Can he implement it? The case explores both the strategic issues inherent in this potential transformation and the organizational and leadership questions that it raises. Bertolini is a highly purpose driven leader, and the case allows for a rich discussion of the degree to which this changes both his strategic and his organizational options.

"Swagbucks (B)," HBS No. 817123, picks up in mid-2014 following the events described in "Swagbucks (A)," HBS No 817122. Davis and Gorowitz were successful in their efforts to position the company for scale without negatively affecting the company's foundational culture, and developed a close working relationship. In early 2016, the company now has the opportunity to acquire MyPoints, an established competitor with millions of members and the chance to grow revenues at an even faster pace, but Davis and Gorowitz want to first discuss whether the company is strong enough to incorporate the new business and its employees.

In mid-2014, Chuck Davis, chairman and CEO of Prodege LLC, parent company of the brand promotion business Swagbucks, is just a few weeks into his new role as the company's CEO. He has been tasked with helping the promising young company scale, something he has done successfully during prior stints as CEO at other young companies, but this situation presents him with some unique challenges. Prodege has a strong culture built around the deeply held religious beliefs of the company's founding employees, many of whom are devout ultra-Orthodox Hasidic Jews. This has resulted in some unique situations for a growing technology company, such as the company closing its office on Jewish holidays and for Shabbat. Davis is keen to quickly implement the changes that he believes need to be made for the company to grow, but he also recognizes the need to be careful not to upset the company's culture and potentially upset what had made the business special in the first place. How quickly should he move and how should he stage his actions?

In April 2017, Victoria Sopik and Jennifer Nashmi, CEO and CFO (respectively) of Kids & Company, a Canadian childcare provider that they had co-founded in the early 2000s and developed into a nearly 100-unit enterprise, are discussing how the company should proceed with its planned U.S. expansion. Kids & Company already has five U.S. childcare centers in and around Chicago, Illinois, and one under construction in Boston, Massachusetts, but before going any further, the two leaders plan to discuss what they have learned so far from their U.S. experience, and how that should inform their strategic growth decisions moving forward. Unlike Canada, the U.S. already has other large, for-profit childcare providers, so Kids & Co. will have to grow in a more mature market, albeit one where Kids & Company's leaders still see substantial opportunity. Company leaders also believe that the company's "boutique" childcare centers, which maintain a strict focus on customer service and flexible childcare options, would be well-received by U.S. consumers, and help it stand out from the existing, more-standardized options. The question now is how, and how fast, to grow. Should it just replicate the exact model it has developed in Canada-which has proven somewhat challenging thus far in the few years it has operated in the U.S.-or adjust elements of its model? Should it look to acquire established providers, or possibly even franchise the brand?

Campbell siblings Thomas and Sally are faced with selling their childhood home. They need to make several difficult consequential decisions, all the while navigating their contentious relationship. Did it make sense to hire a broker, or should they go it alone? How much was the home worth? What should the listing price be? Most importantly, what combination of answers would get them the best outcome? And along the way, as they gather information to answer these questions, several unforeseen events occur.

Campbell siblings Thomas and Sally are faced with selling their childhood home. They need to make several difficult consequential decisions, all the while navigating their contentious relationship. Did it make sense to hire a broker, or should they go it alone? How much was the home worth? What should the listing price be? Most importantly, what combination of answers would get them the best outcome? And along the way, as they gather information to answer these questions, several unforeseen events occur.

Campbell siblings Thomas and Sally are faced with selling their childhood home. They need to make several difficult consequential decisions, all the while navigating their contentious relationship. Did it make sense to hire a broker, or should they go it alone? How much was the home worth? What should the listing price be? Most importantly, what combination of answers would get them the best outcome? And along the way, as they gather information to answer these questions, several unforeseen events occur.

In the early 1960s, a popular drug taken by patients worldwide for a range of maladies was found to cause severe birth defects and other health problems in babies born to mothers who had taken it during a certain stage of fetal development. As many as 10,000 children may have been affected. Just a handful of these children were born in the U.S., where safety concerns were raised by Dr. Frances Oldham Kelsey, the medical officer handling the thalidomide application at the U.S. Food and Drug Administration. However, the company hoping to distribute the product in the U.S. had already given away thousands of pills for doctors to run clinical trials. Once the full extent of the global thalidomide crisis became generally known, the U.S. Congress significantly reformed the country's drug approval process, to ensure that all new products were both safe and effective. It subsequently became much more arduous for pharmaceutical firms to bring new drugs to market. Some critics therefore argued that the new regulations were actually detrimental, as they prevented or delayed good drugs from coming to market. What was the right balance between consumer protection and access to potentially life-saving drugs?

In late 2015, Crystal Call Maggelet, president and CEO of FJ Management, is working with her investment committee to help set the company's strategic direction. Maggelet, daughter of the company's founder, has led FJ Management since 2009 when she stepped in as CEO following an unexpected bankruptcy. At that time, FJ Management was known as Flying J. Flying J owned and operated hundreds of truck stops-which it called Travel Plazas-nationwide and was a growing multi-billion dollar business, but broader problems in the oil and credit markets in late 2008 forced it to declare Chapter 11 bankruptcy. Maggelet, who had been serving on Flying J's board, became its new CEO and was able to successfully manage competing stakeholder demands, keep the business running, and ultimately paid back every dollar it owed to its creditors by selling the company's core assets-its travel plazas-to its main competitor in 2010. Since that time, the company had returned to a healthy financial position, diversified its holdings, and made investments in diverse industries to determine how to grow the company, since renamed FJ Management. In 2015, Maggelet now wants to set a clear path forward for the company.

A summer intern isn't sure how to respond to a request that she misrepresent herself in collecting competitive intelligence for her company. One of her primary duties is to assist with market research by calling direct competitors and asking for sensitive information. Her manager wants her to tell these contacts that she's a student working on a project. She needs the internship and the money, but she also doesn't want to start her career in this industry by deceiving people. Should she push back on her manager? Or perhaps ask to do the project another way? This fictional case study written by Sandra Sucher and Matthew Preble features expert commentary by Josh Bersin and Ruwan Weerasekera.

A summer intern isn't sure how to respond to a request that she misrepresent herself in collecting competitive intelligence for her company. One of her primary duties is to assist with market research by calling direct competitors and asking for sensitive information. Her manager wants her to tell these contacts that she's a student working on a project. She needs the internship and the money, but she also doesn't want to start her career in this industry by deceiving people. Should she push back on her manager? Or perhaps ask to do the project another way? This fictional case study written by Sandra Sucher and Matthew Preble features expert commentary by Josh Bersin and Ruwan Weerasekera.

A summer intern isn't sure how to respond to a request that she misrepresent herself in collecting competitive intelligence for her company. One of her primary duties is to assist with market research by calling direct competitors and asking for sensitive information. Her manager wants her to tell these contacts that she's a student working on a project. She needs the internship and the money, but she also doesn't want to start her career in this industry by deceiving people. Should she push back on her manager? Or perhaps ask to do the project another way? This fictional case study written by Sandra Sucher and Matthew Preble features expert commentary by Josh Bersin and Ruwan Weerasekera.

This case provides a brief update to Boris Groysberg's, John D. Vaughan's, and Matthew G. Preble's, "MOD Pizza: A Winning Recipe?" HBS No. 416004 (Boston: Harvard Business School Publishing, 2015). "MOD Pizza in 2017" describes how MOD Pizza has grown between May 2015 (when the first case ends) and early 2017.

Throughout the second half of the 20th century, Polaroid first invented-and then continuously reinvented-the field of instant photography. Under the leadership of its mercurial founder Edwin Land, the company regularly released new instant cameras and films, often without any market research. Land created a culture of innovation and exploration within Polaroid that became conducive to the development of new customer value propositions. However, this proved difficult to sustain over the long run, and the business ultimately went into bankruptcy in 2001. How did Polaroid rise to a position of such preeminence, and was its downfall inevitable?