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Garrett Moran joined Year Up (a workforce development program) in late 2013. Tasked with systematizing and scaling operations, Moran spearheaded a number of changes that allowed Year Up to serve 3,000 youth in 2016 up from 1,800 youth annually when he started. While preparing for the future, he expected that Year Up would soon have the ability to serve 10,000 students annually by 2021. This goal would demand a pace of growth that YU had not yet experienced - increasing annual growth from an already accelerated 400 students per year over the past three years to an average of 1,000 students per year through 2021. The path forward was complicated and this case covers the challenges and opportunities of reaching scale by expanding their direct service program and exploring other ways to close the opportunity gap.

Sesame Workshop was transforming in 2016. CEO Jeff Dunn had reorganized and shifted the iconic institution to respond to digital disruption and a consensus culture. This case examines his efforts to turn Sesame Workshop around. It notes Sesame's storied history and the underlying financial troubles that Dunn confronted upon taking over in 2014. It shows how Dunn's leadership changes, increased communication, new partnership deals, and a focus on digital, sought speed, innovation, and accountability to better fulfill Sesame's educational mission. By 2016, Sesame was in the middle of its change, and Dunn contemplated how best to position the organization for success in the future.

In late 2016, Bridj was expanding its digital platform to help address urban mobility problems faced by cities across the country and the world. Its founder and CEO, Matt George, weighed up several possible strategies for growth as he aimed to responsibly build the company. George continued to engage with key stakeholders, and had decided to work in partnerships with Kansas City and Ford to expand Bridj's reach to the midwest. This B case on Bridj allows for a discussion of the company's new options given its public-private partnership with Kansas City, and provides additional examples of how George's strategy to engage with key stakeholders has helped Bridj to grow.

To transform IBM for the next technology wave, Ginni Rometty, who became CEO in 2012, led divestment of declining businesses, made acquisitions in digital innovation and cloud computing, formed partnerships with former competitors such as Apple and tech startups, and invested in internally developed cognitive computing/AI platform Watson, a big bet directed at applications for healthcare, education, and cybersecurity. Revenues declined, criticism grew, and challenges of change remained. Watson businesses were new, unproven, and required change in nearly every aspect of legacy operations and culture. To increase speed and agility, Rometty used methods such as online Think Academy, design thinking, and startup contests. In mid-2016, questions remained about the pace and magnitude of change, the scale-up and profitability of Watson, and Rometty's leadership of change. What was left to do?

Medical errors both in the U.S. and worldwide occur at alarming rates. In the U.S. medical errors were the third leading cause of death. Southwick experienced the consequences of preventable medical errors firsthand. As a physician and a professor, he researched and wrote about the causes and solutions for medical errors over the years. Southwick also launched pilot programs applying different quality improvement frameworks from other fields to medicine. Although the results were positive, he encountered resistance from many physicians. To build more skills, Southwick became an Advanced Leadership Fellow in 2010 and a Senior Advanced Leadership Fellow in 2011. He used his time at Harvard to develop solutions that would address the root causes of medical errors. The complexities in healthcare and the entrenched cultural norms presented strong barriers to creating change. The case explores Southwick's efforts in getting medical professionals to work collaboratively, communicate effectively, and create a new sustainable culture that improves healthcare outcomes. Southwick's experience raises the question of how one person can best make a difference in a large, complex, entrenched system.

Sesame Workshop was transforming in 2016. CEO Jeff Dunn had reorganized and shifted the iconic institution to respond to digital disruption and a consensus culture. This case examines his efforts to turn Sesame Workshop around. It notes Sesame's storied history and the underlying financial troubles that Dunn confronted upon taking over in 2014. It shows how Dunn's leadership changes, increased communication, new partnership deals, and a focus on digital, sought speed, innovation, and accountability to better fulfill Sesame's educational mission. By 2016, Sesame was in the middle of its change, and Dunn contemplated how best to position the organization for success in the future.

With Brazil's crisis as the backdrop, the 2016 ALI Fellows, Partners, and guests, traveled throughout São Paulo in June of 2016 and were exposed to social innovations in Heliopolis (the largest favela), the transformation of Vila Madalena (neighborhood), cultural inclusion efforts in Sala São Paulo and Pinacoteca (downtown), and highly respected social change leaders and thinkers throughout the trip. The participants were able to engage with a wide array of projects and understand the challenges on the ground more clearly.

As a veteran international development specialist, Vivian Lowery Derryck spent 35 years trying to influence governments in Africa by working with State Department and United States Agency for International Development (USAID) officials, African heads of state, and non-profit leaders across the continent. She believed the right outside pressure and expert collaboration could meaningfully shape U.S. foreign policy toward Africa and improve democracy in African governance. Derryck left her tenure as Senior Vice President and Director of Public-Private Partnerships at the former Academy for Educational Development (AED) and joined the inaugural Advanced Leadership Initiative Fellowship program at Harvard University. She thought it would be an ideal opportunity to build on a long-standing desire to start an institute to build African democracy and strengthen good governance on the continent. She launched the Bridges Institute to promote civil society as a pivotal actor in bringing about more inclusive and effective policy dialogue in Africa. This case follows her journey and raises important questions about how to achieve such large scale change.

After thirty-three years as a corporate lawyer, Marissa Wesely became a 2014 Advanced Leadership Initiative Fellow at Harvard University to pursue her passion of advancing women's rights, particularly in the developing world. She took on a leadership role with the Win-Win Coalition, which worked with women's funds and local women's organizations, advocated for the value of cross-sector partnerships and coached key players to work together and find common ground despite different vocabularies and expectations. The case covers key lessons and questions for consideration during Wesely's early stage efforts to launch the Win-Win Coalition into global prominence under a cohesive identity and strategy.

Having built Publicis Groupe through acquisitions maintained as separate brands, CEO Maurice Lévy wanted to transform the advertising and marketing firm to an integrated digitally-ready enterprise to address industry changes. In early 2016, following a reorganization, he faced questions of how to change the culture and use digital capabilities more effectively than competitors. Lévy turned to millennials within the Groupe and technology entrepreneurs outside the Groupe for innovations in order to create platforms for clients rather than simply react to existing social media platforms. As he increasingly focused on a new generation, questions remained about who would succeed this CEO of 31 years.

After a successful career as a superintendent of some of the nation's largest urban school districts, Carol Johnson elected to complete a Fellowship at Harvard's Advanced Leadership Initiative (2014). There, she hoped to gain perspective and knowledge surrounding how new superintendents of urban school districts could be better trained and supported in this challenging and dynamic role. Following her ALI Fellowship, Johnson created the Leadership for America's Urban Schools (LAUS), a proposed program that would provide mentorship, training, and networking for new urban school leaders.

Alberto Mora's time as General Counsel of the Navy from 2001 - 2006 greatly influenced his mission to illuminate the policy consequences of torture. Mora's drive to restore the nation's awareness and conscience against torture was gaining traction. Prominent stakeholders, including leaders in the military, government, NGOs and academia, supported his project. Moving forward, Mora knew that he still faced a number of critical challenges. What vehicles could he use to increase the project's reach and restore the nation's understanding of the costs and consequences of torture? How could he ensure that his project would survive the fluidity of public opinion? Perhaps most challenging, he had to collect meaningful data, which meant soliciting politically sensitive information.

Former Trader Joe's President Doug Rauch developed an innovative idea to address the challenge of food insecurity, food waste, and nutrition. His concept was a new retail grocery model, offering nutritious affordable food to a food insecure population in the inner city using excess inventory. His path was not an easy one, but by April 2015, Rauch was celebrating the upcoming launch of his Boston pilot and flagship store, Daily Table. Daily Table would be able to test its operating model and impact, better understand its customer base, and establish community partnerships. After further expansion to other sites in Boston, Daily Table planned to expand nationally. But there were questions about whether acceptance by one community would transfer to others and what could Rauch do to prepare himself and his team.

Former law firm chairman/CEO Harvey Freishtat was actively involved in the formation of The Conversation Project, a national public engagement campaign to promote earlier end-of-life care discussions among loved ones and then with providers to ensure that end-of-life care wishes were both expressed and respected. The Conversation Project's media campaign and three-pronged strategy of targeting people where they live, work, and pray, was beginning to yield results. However, questions still remained. Would the health care industry create the mechanisms needed to follow people's end-of-life wishes? Was The Conversation Project taking the right steps to fulfill its mission of culture change?

In early 2016, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, made his travel arrangements for still another flight from New York to discuss possibilities for application of a new model for high school called P-TECH, for Pathways in Technology Early College High School, the name of the first school in Brooklyn. In the past month alone, he had flown to Little Rock, Arkansas, to meet with Republican governor Asa Hutchinson and to Providence, Rhode Island, to meet with Democratic governor Gina Raimondo to discuss bringing a P-TECH model to their states.

CEO David Kenny led the transformation of the Weather Company from a television business to a Big Data technology company from 2012 until 2016, when IBM acquired its digital assets. This case discusses major decisions taken by Kenny starting in 2014 as he sought to reorient the company amidst changes in media, digital, and mobile technologies. Kenny balances promoting new stream digital business growth with managing difficult legacy television industry realities. He faces key strategic decisions about whether to integrate businesses or separate them completely; whether to pursue business partners, and if so, what those partners should look like; and whether IBM, a large, established technology company, is the right partner for Weather Company. Finally, how would Weather Company's fast, innovative culture fit in at giant IBM?

Two Valmont Industries (an international leader in infrastructure products and services) colleagues, Robert (Bob) Meaney and Richard Berkland hoped to improve the lives of small and medium-sized farmers in the developing world through modern irrigation technology. In October 2015, they had already launched three pilot projects in Africa, each with a unique model of engaging local and global actors around center pivot irrigation technology. They were eager to understand the impact each model had on agricultural yields, water resource management, and farmer income, to create a model adaptable to different regions around the world.