The FDA approvals of novel therapeutics were seen as signs in the personalized medicine community of real progress in the growth of personalized medicine; The FDA's approval of such drugs, along with companion diagnostics, suggested a shift in thinking and regulatory practices at the agency. Beyond the regulatory questions, many considered the reimbursement system archaic, dispersed, unpredictable, and unnecessarily time consuming. Many questioned whether the traditional models of reimbursement were relevant in the era of personalized medicine, and who should be covering the cost of tests needed to identify the sometimes small number of patients who could benefit from expensive targeted drugs. This case focuses on the array of possibilities and the ambiguity surrounding these regulatory and reimbursement issues.

In 2010, the U.S. retail market value for next-generation non-handset wirelessly-enabled devices was just over $1 billion. By 2011 it had grown 1,141% to $13.2 billion and was forecast to reach $24.7 billion in 2015. At the same time, user demand for data was surging with the popularity of mobile Internet, e-mail, and messaging, which left carriers scrambling to increase network capacity. To capture more revenue in the data market, AT&T formed the Emerging Devices Organization (EDO) in 2008 as a distinct internal initiative to identify and partner with manufacturers developing the next generation of mobile broadband devices - from eReaders to tablets, to implanted medical devices, to supply-chain tracking devices, to dog collars and many more. AT&T executives believed that these partnerships would position the company for its next "winning play," following the path it blazed in 2007 with Apple for the iPhone. The EDO was run by Glenn Lurie, who had led the team that partnered with Apple. He knew from experience that to capture the market with the next game-changing device, his team would need to develop a new partnership model, both inside AT&T and with the ecosystem of partners who were poised to lead the global mobile broadband revolution. Doing so within a company the size of AT&T would be tough, but Lurie believed his group was up to the task.

The case updates events since the Court's ruling against Myriad Genetics on March 29, 2010 and should be used in conjunction with Gene Patents (A). On July 29, 2011, a US Appeals Court reversed the prior ruling against Myriad. On September 16, 2011, the first major overhaul of US Patent law in nearly 60 years was signed into law. Among other provisions, the law moved the US to a first• to-file priority when granting patents, as was the practice in most of the rest of the world. Many felt this change would help to reduce the amount of patent litigation. The case ends with the Supreme Court's 9-to 0 on March 29, 2012 ruling against another company in a case similar to Myriad's. Within five days of that decision, the Supreme Court remanded the Myriad case back down to the Court of Appeals for reconsideration.

Domino's Pizza is the world's second-largest pizza company with 9,436 stores globally, 95% of which are franchised. Domino's franchisees in the U.S. market were able to purchase fresh dough, cheese, pizza toppings, and other menu ingredients and store supplies directly from the company-owned supply chain system. When commodity prices became more volatile in 2007 and 2008, executives at Domino's changed the way they worked with suppliers and franchisees to manage costs and risks, and better leverage the assets of the supply chain system. As the company prepared to accelerate international growth in 2011 and beyond, executives contemplated how to best apply their purchasing and supply chain knowledge into new international markets.

This case describes the experience of Anne Riley, a 28 year old private equity analyst, who was laid off in 2008. The case explores the emotions she felt throughout the process and how she handled the experience.

In 2007, the Dow Chemical Company and the Kuwait Petroleum Corporation announced plans to launch a multibillion-dollar joint venture. Later known as K-Dow Petrochemicals, it would be one of the largest manufacturers of chemicals and plastics in the world. Analysts widely hailed the planned joint venture as a game-changing deal for both companies. Shortly after the announcement, cable network CNBC requested an interview with Andrew Liveris, Dow's CEO, about this massive transaction. Liveris needed to decide how to respond. This case provides a brief background on the industry, both companies, and plans for the joint venture as of January 2008.

In 2011, Haier, China's leading appliance manufacturer, had over $20 billion in worldwide sales and had just been named the leading refrigerator manufacturer worldwide. This case describes Haier's rise over three decades, from a defunct refrigerator factory in China's Shandong province to an international player with $5.5 billion in overseas sales. Haier had followed a nontraditional expansion strategy of entering the developed markets of Europe and the United States as a niche player before venturing into Middle Eastern and neighboring Asian markets. Looking ahead to the next decade, Haier CEO Zhang Ruimin saw opportunities for Haier to grow through product diversification and additional market penetration in both developed and emerging markets. He and his colleagues would depend on their experience of acquiring numerous companies, entering and retaining new markets, restructuring the organization, and managing hundreds of subsidiaries around the world. They would need to determine which of the lessons learned from Haier's international operations should be implemented in China and which skills learned at home could best be applied abroad.

Technology transfer from U.S. universities to industry has increased dramatically in the last 25 years. Reviews the history of technology transfer with particular emphasis on the Bayh-Dole Act of 1980. It then examines how universities responded to Bayh-Dole, the growth of technology transfer offices, and compares how three different universities (MIT, Stanford, and Harvard) approach technology transfer. Provides an overview of the technology transfer process and issues around current practices.

In 2011, the European Commission was deciding on how to best modify the existing European Union policy on corporate disclosure of environmental, social, and governance (ESG) information. Previous directives had recommended that European companies report ESG information, but now the EC was deciding if organizations should be required to disclose nonfinancial information. The EC had to determine what types of organizations would be required to disclose, which international framework would serve as a standard reporting guideline, and if ESG disclosure would be integrated with financial material in one annual report. This case outlines the history and trends of corporate social responsibility reporting to encourage a discussion around the decision points and implications of reporting regulations.

In March 2010, U.S. District Court Judge Robert Sweet overturned 30 years of legal precedent and ruled that unaltered human genes could not be patented. This case reviews patent law and how it relates to our increasing knowledge of the Human Genome. The case issues deal with the potential implications of Judge Sweet's decision for biotechnology entrepreneurs and investors.

Fiat ended its 27-year absence in the North American automobile market when the first Cinquecento (500)-a very small, iconic Italian car that had strong sales in Europe-was delivered on March 10, 2011. The Italian automaker re-entered the market through an alliance with Chrysler, the American automaker Fiat acquired in April 2009. For Laura Soave, Chrysler Group's head of Fiat Brand North America, the first delivery marked a watershed in a journey that began 12 months before when she first took responsibility for re-launching the Fiat brand in North America. As the first product of the Fiat-Chrysler alliance, the outcome of the Cinquecento launch would indicate how the integration of operations, and in particular the sharing of technology, platforms, components, manufacturing plants, and distribution networks would drive the long-term health of both Fiat and Chrysler. This case looks at the various strategic and operational challenges Soave faced throughout the process.

This note summarizes the four major changes affecting corporate governance that were made by the Dodd-Frank Act of 2010. These changes relate to: advisory notes by shareholders, refinements to board structure, non-disclosure on compensation and tightening up of certain enforcement provisions.