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The U.S. air transportation system flies high on some indicators, mostly involving capacity to take to the air, but lands low on others, mostly involving ground facilities and processes. This note provides an overview of the history and current state of air transportation in the U.S., covering industry costs; types of airlines, including passenger and cargo (e.g., Delta, Southwest, Alaska, and Frontier); airport issues; and the role of technology. It reviews some opportunities for innovation that will solve the pain points and bottlenecks facing the system and outlines high-priority policy areas. It becomes clear that individual airlines have often been managed back to health and focus on innovation, but the overall system itself and its governmental connections need attention, including the desire for NextGen air traffic control and revisiting Open Skies agreements.

New CEO David Kenny transformed The Weather Company in less than two years from a primary identity as a cable television channel to a multi-platform digital company innovating in the uses of weather data. He assesses progress and considers strategic choices and organizational challenges ahead. He created a new narrative for the company in the era of Big Data, putting science at the center (great forecasts) and stressing services, stories (the ability to communicate the data to users), and safety (preparation for severe weather, including using social media). Now he has questions about how much to invest in the declining but still important television business; how to build and hold audiences beyond severe weather events, when audiences spike; how to stay ahead of growth of digital platforms, especially mobile, when current partners (such as Google) could easily turn into competitors; and how to build organizational capabilities, culture, and talent to be ready for ongoing and future change, including global growth. Kenny grapples with a number of strategic tensions: between innovations and the traditional business, between global and local, and about increased partnering or proprietary advantages. He must continue to lead and develop the team to support a vision that is still unfolding.

In the 20th century, automobiles and airlines pushed rail into the background as an often-troubled and neglected mode. After a review of the long history of rail in the U.S., this paper examines the situation in the 21st century, including the rail market structure, and discusses key players like BNSF, CSX, and Norfolk Southern. Today, by most measures, freight rail is doing better than ever, while passenger rail faces significant challenges-though it is clear that numerous pain points and bottlenecks interfere with optimal use of rail to move both people and goods. This note offers a structured way of thinking through the issues facing rail transportation and discusses three recent freight rail infrastructure projects that hold promise for the future: the National Gateway, the Keystone Corridor, and the CREATE decongestion project in Chicago.

It is impossible to discuss national competitiveness without considering cities and the regions they anchor. Cities are transportation hubs, centers of commercial exchange, and the locus of lives. They thrive by the ways they connect to the world. Demographic changes in recent years-such as the decreasing popularity of cars and increasing urban populations-have implications for 21st century transportation and infrastructure. This is apparent in the case of Chicago, a global city in the vanguard of change. This paper focuses on five major 21st century transportation and infrastructure projects in Chicago: rail decongestion; airport modernization; mass transit modernization; a complete streets plan; and an infrastructure trust as a financing innovation. It also discusses leadership by Mayor Rahm Emanuel to create an integrated strategy that includes technology and education, and how he executes on it.

In 2011, Junko Yoda with Pam McCambridge launched CLinked, a venture aimed to reduce human trafficking of women and children for sexual exploitation. Since incorporation, they launched several different pilot programs in partnership with local non-governmental organizations (NGOs) in Lampung, Indonesia where they also encountered a number of challenges ranging from a lack of trust within the local community to diminishing financial resources. Yoda struggled with the best approach to the large and complex issue, but started to gravitate towards developing replicable programs using art that positively impacted a small number of victims in high-risk communities. In 2013, Yoda wondered how she would grow CLinked and ensure its future.

David Weinstein, a lawyer and former Chief Administrative Officer of mutual fund giant Fidelity Investments, launched Write the World, a proprietary online platform that included a writing curriculum, essay prompts in distinct subject matter, and access to expert reviewers. By July 2013, Weinstein had completed his first writing competition in partnership with a school, where students submitted essays through Write the World. While Weinstein was eager to host future competitions, he also considered a number of other models to expand the program.

In July 2012, retired United States Army Major General Gale Pollock created Elevivo, a venture that worked on developing a comprehensive disease management software system to support the growing number of visually impaired individuals by providing them with tailored information for how to create and sustain a high quality of life despite vision loss. As a first time entrepreneur, Pollock was continuously frustrated with the slow pace of process. She also faced a number of challenges, including personal setbacks, financing concerns, large institutional deficiencies within the existing medical infrastructure, and a need to shift her business model. Pollock had an unwavering commitment to the development and adoption of the system.

After a successful career as Chairman and CEO of Paris-based luxury food company, Fauchon, Laurent Adamowicz, sought to reduce obesity and improve health outcomes. Adamowicz created a mobile application to provide consumers with more accessible and interpretable knowledge about the food they were eating so they could make better decisions. Despite Adamowicz's focus on promoting healthful and informed eating habits, many choices still lay ahead of him in deciding how to develop a platform and database, the type of business model that would best support his goals, and the types of collaboration and marketing techniques that would get his idea off the ground. Since 2010, Laurent Adamowicz evolved his concept for a mechanism that acted as a "nutritionist in your pocket" into Bon'App, a fully formed nutrition database and nutritional educational platform. After multiple iterations of the app design and revenue model, Bon'App began to see encouraging results with an increased user base and usage. Adamowicz's venture was accepted into a prominent Boston-based accelerator, attracted outside capital, added team members and attracted its first paying corporate client. Despite the progress made Adamowicz knew that his start-up remained in a fragile state. He wondered if he would be able to maintain the flexibility needed to capitalize on new opportunities while staying true to his mission to create a new standard for nutritional information.

IBM's Corporate Citizenship office created an innovation in public education through a business-school partnership for widespread replication and diffusion. In 2012, while P-TECH (Pathways in Technology Early College High School) was still in its first year operating, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, found himself overwhelmed by interested parties who wanted to replicate the model. Chicago Mayor Emanuel, the J.A. and Kathryn Albertson Foundation in Idaho, the New York City Department of Education, and New York Governor Cuomo were all in various stages of implementing the concept. Chicago launched five schools in 2012 that were inspired by the P-TECH model, with IBM partnering with one school. New York City developed five more schools; two were scheduled to open in fall 2013 and three more in fall 2014. New York launched a Request for Proposal with plans to open 16 of these schools in fall 2014. Meanwhile IBM remained engaged at the federal level to help accelerate the replication through policy changes. This case explores the challenges and complications of replication.

IBM's Corporate Citizenship office created a social and organizational innovation in public education through a business-school partnership. IBM's Stanley Litow was the key architect in designing Pathways in Technology Early College High School, known as P-TECH. The open enrollment high school located in New York City's Brooklyn was launched in 2011 through a joint partnership between IBM, City University of New York (CUNY), and the New York City Department of Education (NYCDOE). The innovative design incorporated career and technical education (CTE), STEM (science, technology, engineering, and math), and early college. Students could graduate with an associate degree (essentially, two free years of college) and be "first in line" for jobs at IBM. The school was already seeing remarkable results; one third of the inaugural class entered P-TECH below grade level and nearly all students were promoted to the 10th grade and more than half of them took college courses before the end of their sophomore year. This case explores the motivation behind P-TECH (a growing skills gap), how it was developed along with the challenges, and the attention generated by the unique school design.

In 2011, Gilberto Dimenstein, a well-known Brazilian journalist, created a new model that connected disparate resources to revitalize Sao Paulo. He wanted his model to expand across Brazil and the world. Dimenstein covered many of the social issues facing Brazil as a journalist and became determined to create solutions. Dimenstein started two social ventures, ANDI and Escola Aprendiz, before creating and developing Catraca Livre (meaning "open turnstile" in Portuguese) while he was an Advanced Leadership fellow at Harvard. Dimenstein pursued his idea of "learning neighborhoods", which meant a localized, low cost and effective way to leverage the existing available resources as educational opportunities. The resources were underutilized because of a lack of awareness. He believed that education should not be limited to the classroom and instead should be expanded to the entire city. Catraca Livre enabled Sao Paulo's residents to utilize untapped resources by aggregating all of the available resources and disseminating the information through multiple avenues including a website, subways, restaurants, workplaces, and more. This case shows how Dimenstein spearheads his solution to improve his city and offers a model for revitalizing cities around the world.

Internationally recognized Brazilian Nizan Guanaes, co-founder of Grupo ABC, a rapidly growing global advertising firm ranked 18th in 2011, had aspirations to be in the top 10 by 2015. Grupo ABC thrived by identifying national (Brazilian) challenges and incorporating them in creative messages. Guanaes steered the group toward thinking big while acting locally, tackling societal challenges and building partnerships, as he entered the world stage; serving as an informal ambassador for Brazil; playing important roles in international forums as the Clinton Global Initiative, UNESCO, and the Cannes Lions Advertising Festival. Guanaes needed to determine the best growth strategy, how to seize opportunities, and/or how to adapt to meet his ambitious goal.

Monique Leroux led a major transformation, overcoming resistance, at a large Canadian financial cooperative based in Quebec that competed with top Canadian banks. Leroux was elected in 2008 as Chairman, President, and CEO of Desjardins Group. In order to compete effectively in a demanding and changing financial services industry and survive the global financial crisis, Desjardins needed to integrate, consolidate, and determine how to preserve traditional values while preparing for the future and emerging as a less provincial financial group. In 2012 she reflected on the change efforts and the opportunities and challenges ahead.

Supplement for case 313026

Law Professor Ronald Sullivan was asked to lead a turnaround of the Orleans Public Defenders as a one-year assignment following Hurricane Katrina in 2005. The office was underfunded and had perverse incentives embedded throughout the system. Sullivan's new vision to rectify the challenges was not readily accepted by judges and lawyers who benefitted from the flawed system and put up resistance. The case follows Sullivan and his team in their efforts to bring about positive systemic change to the Orleans Public Defenders and at a minimum live up to the principles provided by the American Bar Association.

As U.S. Secretary of State, Hillary Rodham Clinton acted on a long-standing interest in public-private partnerships to elevate and activate an Office of Global Partnerships reporting directly to her. One major initiative that also addressed her interest in women's empowerment was to create an alliance for clean cookstoves, a significant environmental and public health issue in developing countries. This case examines the change process within the State Department and across the federal government as well as the process of developing partnerships, and looks at what happens on the ground to deploy resources. It raises the question of whether the alliances will be sustainable when Sec. Clinton leaves office.

Following a successful career as a Senior Vice President, Vice President, and Chief Communications Officer at two large corporate companies, Shelly London set out to promote opportunities for young people to practice the ethical decision making that she had found integral for success in the corporate world. She developed a portfolio of initiatives that would expand opportunities for young people to be exposed to ethical dilemmas through familial interaction, computer games, and additional media outlets. London reflected on her recent efforts, she was pleased to see various facets of her programs and projects having an impact on the development of ethical thinking among young people.

After successful careers as lawyers Richard Fahey and Robert Saudek set out to tackle a large-scale infrastructure challenge in a complex environment by increasing Liberian citizens' access to lighting solutions. They developed the Liberian Energy Network, which aimed to distribute solar light fixtures to citizens across the country, including some of the most remote regions. Working in Liberia presented a large set of challenges and difficulties, however Fahey and Saudek persevered.