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In early 2018, the KP board had expressed enthusiasm for creating a grants initiative in India. However, as KP Portfolio Director Cindy Chen and her team started doing diligence on organizations in India, they found a number of challenges when it came to the pipeline of potential grantees. Indeed, the vast majority of organizations were small, working in only a few communities across just one or two of India's 29 states and 7 union territories. Equally problematic, few of the organizations they looked at in India had a demonstrated capacity to scale across the country, or even interventions that were scalable. This mattered because KP, for reasons both practical and philosophical, focused on organizations that could scale their impact. Additional concerns from the KP board regarded the extent of corruption in India, and the impact this might have on philanthropic endeavors. There were also some questions as to need. India, at that moment in time, had more people living in extreme poverty than any other country in the world. But this number was declining rapidly even as the number of extreme poor in sub-Saharan Africa rose. These discussions were crucial for a highly intentional, mission-driven philanthropy. But they also created something of a quandary for Chen, who had joined KP as a consultant in 2016 and become portfolio director in September 2017. The choice she faced seemed to be two-fold. She could recommend that KP forego investing in India and instead expand its investment in Africa, or she could continue the search for high-impact, scalable organizations in India. This case tracks Chen's thought processes as she reflected on KP, its mission, and its existing portfolio; considered the options; and decided which option to recommend to the KP board when it met to make this critical funding decision that could impact the lives of millions of people.

This case describes President Donald Trump's steel and aluminum tariffs of 2018. The case covers the recent history of U.S. trade protectionism in these industries, as well as the domestic and international politics surrounding the Trump tariffs. The case discusses industry reaction to the tariffs, as well as their implementation by the Department of Commerce, and retaliation by other countries.

Bahwan CyberTek (BCT) was an IP-enabled technology company founded in 1999 by Sheikah Hind Bahwan (Hind) and S. Durgaprasad (DP). Over the years, it had grown into a global provider of innovative software products and services and had become a $275 million group with more than 2,950 business and technology professionals. BCT was privately held, based in Chennai, India, with operations in the United States, the Middle East, North Africa, and Asia. BCT had worked with more than 1,000 customers, including Fortune 500 companies, and delivered its innovative software solutions to companies in North America, the Middle East, Africa, and Asia. In 2016, BCT began to seriously ponder how it could carve out an identity for itself in the digital space, thereby leveraging and capitalizing on the great and growing amount of knowledge it had created. "From day one we were building our IP," said Hind, "and that is why we are consolidating all our knowledge in the separate company, and that is the company that will go public or get investors: dt360. It is already registered as a separate company. So we have now restructured and are moving forward." In addition to establishing a home for its growing IP, BCT also wanted to build an entity that could best deliver transformation value to its clients along with the capability to scale fast with state-of-the-art and emerging technologies. And, it wanted to enable its own workforce to embrace these new technologies, thereby keeping them current and relevant in the rapidly evolving market. So, with these multiple potential benefits in mind, BCT officially established dt360 (the name was intended to represent digital transformation across 360 degrees) as a wholly owned subsidiary in late 2017. In 2018, BCT's top management was considering the strategic and organizational challenges they confronted in further developing and leading the newly formed company.

In April 2018, Facebook co-founder and CEO Mark Zuckerberg was called to Capitol Hill to be the star witness at congressional hearings intended to examine Facebook's "breaches of trust" with its users and "larger questions about the fundamental relationship tech companies have with their users." Zuckerberg admitted that his company faced "a number of important issues around privacy, safety, and democracy" but emphasized that his company was "idealistic and optimistic...focused on all the good that connecting people can bring." This ethics case (A) explores some of the issues Facebook has faced since 2014, the criticism it has come under, and its responses. These issues include the "emotional contagion experiment;" privacy issues; fake news; Russian interference in US elections; the "Cambridge Analytica" scandal; charges of bias through targeted ads; and accusations of liberal bias and censorship. The second part of the case (B) then describes some of Facebook's policy responses to these issues, including tweaking the algorithm; developing and deploying new AI tools; changing its mission; and communicating with the public.

In April 2018, Facebook co-founder and CEO Mark Zuckerberg was called to Capitol Hill to be the star witness at congressional hearings intended to examine Facebook's "breaches of trust" with its users and "larger questions about the fundamental relationship tech companies have with their users." Zuckerberg admitted that his company faced "a number of important issues around privacy, safety, and democracy" but emphasized that his company was "idealistic and optimistic...focused on all the good that connecting people can bring." This ethics case (A) explores some of the issues Facebook has faced since 2014, the criticism it has come under, and its responses. These issues include the "emotional contagion experiment;" privacy issues; fake news; Russian interference in US elections; the "Cambridge Analytica" scandal; charges of bias through targeted ads; and accusations of liberal bias and censorship. The second part of the case (B) then describes some of Facebook's policy responses to these issues, including tweaking the algorithm; developing and deploying new AI tools; changing its mission; and communicating with the public.

Privateer Holdings was a Seattle-based private equity firm that was "shaping the future of the legal cannabis industry." In late 2017, Privateer held an expanding portfolio of global brands intended to "lead, legitimize, and define the future of cannabis" and was preparing to announce the closure of a Series C round that had raised more than $100 million. It was an opportune moment for its founding triumvirate to contemplate the future direction of the path-breaking firm they had established back in 2010 and the global companies they had built, through a combination of acquisitions, investments, and incubation, and in which they held 100 percent ownership. Privateer's founders had committed to hold true three core beliefs which formed their fundamental investment thesis: -"cannabis is a mainstream product consumed by mainstream people; -the end of cannabis prohibition is inevitable; -brands will determine the future of the cannabis industry." But, as market velocity and opportunities expanded with ever-increasing speed, it seemed the right time to consider how best to steer, and structure, Privateer Holdings going forward. While the potential growth options were many, there was much uncertainty as to many factors that could impact the cannabis industry.

Bahwan Cybertek (BCT) was an IP-enabled technology company founded in 1999 by Sheikah Hind Bahwan (Hind) and S. Durgaprasad (DP). Over the years, it had grown into a global provider of innovative software products and services and become a $242 million company with more than 2800 business and technology professionals. BCT was privately held, based in Chennai, India, with operations in the United States, the Middle East, North Africa, and Asia. BCT had worked with more than 550 customers, including Fortune 500 companies, and delivered its innovative software solutions to companies in North America, the Middle East, Africa, and Asia. In 2016, BCT created a holding company for capitalizing on the great and growing amount of IP it had created. The move seemed a natural progression for the company. "From day one we were building our IP," said Hind, "and that is why we are moving all our IP to the separate company, and that is the company that will go public or get investors: BCT Digital. It is already registered as a separate company. So now we need to restructure and move." One year later, in late 2017, BCT Digital had been established and BCT's top management was considering the strategic and organizational challenges they confronted in further developing and leading the newly-formed company.

In the spring of 2016, the San Francisco Museum of Modern Art, or SFMOMA, opened its doors for a series of celebrations following a three-year closure. The museum had much to rejoice: a $305 million renovation that included a spectacular new ten-story addition that almost tripled gallery space; the 100-year loan of the renowned 1,100-work Doris and Donald Fisher Collection of postwar and contemporary art; the success of the "Campaign for Art," which saw generous donors gift or promise approximately 3,000 artworks; and the opening of the new Pritzker Center for Photography, the largest gallery and research space for photography in the United States. Reviews that rolled out in the wake of the celebrations proved largely laudatory. The Boston Globe, for instance, said SFMOMA was not only bigger, it was "also better-to such a degree, and in so many interesting, potentially game-changing ways, that for the next six months museum directors everywhere are going to be driven crazy fielding the same question: 'Have you seen what they've done in San Francisco?'" But once SFMOMA re-opened to the public on May 14, Director Neal Benezra and his colleagues had to get down to the business of running what was in many regards a brand-new museum. Most crucially, perhaps, they had to determine how to best continue fulfilling Benezra's oft-repeated pledge: to make SFMOMA mean more to more people. This case, based on interviews with Benezra, his colleagues, and SFMOMA Board President Robert J. Fisher and Board Chairman Charles R. Schwab, explores SFMOMA's effort to fulfill Benezra's pledge.

Back in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF's shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal "appears to be a perfect marriage" and asked, "Repsol-YPF: As Good as It Gets?" However, on April 16, 2012, that "perfect marriage" was effectively annulled when Argentine president Cristina Fernandez de Kirchner announced that her government was expropriating YPF. "The model chosen for the future of YPF is not nationalization," said Fernandez, "but recovery of sovereignty and control of hydrocarbons." This case explores, in three parts, the background to the expropriation of YPF; the responses considered by Repsol; and Repsol's ultimate decision to fight the expropriation, which resulted in its receiving $5 billion in guaranteed bonds from the Argentine government.

Supplement to case P90. Back in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF's shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal "appears to be a perfect marriage" and asked, "Repsol-YPF: As Good as It Gets?" However, on April 16, 2012, that "perfect marriage" was effectively annulled when Argentine president Cristina Fernandez de Kirchner announced that her government was expropriating YPF. "The model chosen for the future of YPF is not nationalization," said Fernandez, "but recovery of sovereignty and control of hydrocarbons." This case explores, in three parts, the background to the expropriation of YPF; the responses considered by Repsol; and Repsol's ultimate decision to fight the expropriation, which resulted in its receiving $5 billion in guaranteed bonds from the Argentine government.

Supplement to case P90. Back in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF's shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal "appears to be a perfect marriage" and asked, "Repsol-YPF: As Good as It Gets?" However, on April 16, 2012, that "perfect marriage" was effectively annulled when Argentine president Cristina Fernandez de Kirchner announced that her government was expropriating YPF. "The model chosen for the future of YPF is not nationalization," said Fernandez, "but recovery of sovereignty and control of hydrocarbons." This case explores, in three parts, the background to the expropriation of YPF; the responses considered by Repsol; and Repsol's ultimate decision to fight the expropriation, which resulted in its receiving $5 billion in guaranteed bonds from the Argentine government.

Bonnier News was Sweden's leading media group and a paragon in the nation's cultural, economic, and political circles. It was one of six divisions of Bonnier AB, a company founded by Gerhard Bonnier in 1804 that remained wholly owned by the Bonnier family, with 8,000 employees and operations in 15 countries. Bonnier News, which published three major papers in Stockholm, Dagens Nyheter, Dagens Industri, and Expressen and the southern Swedish daily Sydsvenskan, faced a major transition in the spring of 2016 as CEO Gunilla Herlitz prepared to retire. Herlitz's tenure had coincided with momentous upheavals in the newspaper industry, the rise of the digital era, and a period of unending change at Bonnier AB. Indeed, when Herlitz assumed her position, Bonnier was "a company in a financial crisis" struggling to adapt to the constantly changing media and advertising environment. In 2009, its flagship paper Dagens Nyheter lost more than 100 million Swedish kronor (SEK), or 10,780,985 euros (€). However, by 2010, just one year after Herlitz became its editor and CEO, the paper was already showing a healthy profit of 143 million SEK (€15,400,217). By 2014, five years into Herlitz's tenure, DN was again winning awards. Herlitz went on to apply many of the same tactics to the Bonnier News business area and its properties. This case explores the transformation of Bonnier News under Herlitz and considers the overall strategy of its newspapers and the strategic development of its business model going forward.

Etsy was an online craft bazaar founded in 2005 in a loft in Brooklyn, New York. The company was known for its emphasis on social responsibility, transparency, authenticity, and its somewhat nontraditional approach to business. In January 2015, Etsy converted its Irish subsidiary to an unlimited liability company, a move it described as implementation of an "updated global corporate structure." In a subsequent U.S. Securities and Exchange Commission (SEC) filing, it stated that this changed structure might "result in a reduction in our overall effective tax rate." In August 2015, the company came under fire for this move. Bloomberg ran an article headlined "Etsy Taps Secret Irish Tax Haven and Brags About Transparency at Home." Americans for Tax Fairness charged that Etsy had "changed its behavior and [was] now using unethical business practices." John Montgomery of Startworks declared, "Etsy sold its soul for a lower corporate tax rate." The Wall Street Journal summarized the reaction with the headline "Etsy Faces Pressure to Abandon Irish Tax Strategy." This case explores Etsy's initial decision, the critical public response to it, and Etsy' choice to ignore the fallout and stay the course.

An increasing number of global corporations have experienced negative publicity over complicated tax structures established to minimize their tax burdens. In the case of U.S. companies, there has been a growing outcry over "inversions," a means of restructuring the business so that the U.S. parent was replaced by a foreign parent entity in a nation with lower corporate tax rates. Apple CEO Tim Cook was called to testify regarding Apple's tax strategies by the U.S. Senate Permanent Subcommittee on Investigations in April 2013, and executives from Apple, Google, and Microsoft faced an Australian senate inquiry into their alleged tax avoidance in April 2015. Criticism of corporate tax planning-also called tax avoidance-was dubbed "tax shaming," and even prompted consumer boycotts. Some analysts have suggested that companies begin considering tax policy as an aspect of corporate social responsibility, rather than simply a fiscal decision. Even though many companies are affected by this "tax shaming," a 2014 Ernst & Young survey of 830 tax and finance executives in 25 jurisdictions revealed that most had "little appetite" for directly engaging the media, with 65 percent agreeing (or strongly agreeing) that "engaging with the press on tax issues is a no-win proposition for business" and only 13 percent disagreeing. Results of the study notwithstanding, some companies did indeed respond to public pressure regarding their tax planning; this case describes some of these responses.

The term "conflict minerals" referred to four minerals-tantalum, tin, tungsten, and gold-that are mined in countries throughout the world, including the Democratic Republic of Congo (DRC). These minerals, sometimes referred to as the "3TG" minerals, were used in many industries for a variety of purposes. The electronics industry was a significant user of the "3 T's" and gold. Tungsten, for instance, was used in the screens of cellphones and also created the vibrating alert. Tantalum held the battery charge in a cellphone or tablet, was critical to the exchange of text messages and emails, and was a component of cellphone camera lenses. The conflict minerals issue dated to the early 2000s but public awareness took years to develop, following the efforts of nongovernment organizations such as the Enough Project. Intel began to work on the issue internally in 2008, at the direction of its CEO, and conducted its first conflict minerals supply chain survey in 2009. Intel then pledged to manufacture microprocessors with tantalum sourced from conflict-free supply chains by 2012 and to make the world's first commercially available microprocessor that is DRC conflict free for all four metals by 2013; it achieved both goals. Intel's decision to address the conflict minerals problem head-on was one of the movement's first big successes; the policies Intel implemented to obtain conflict-free minerals went beyond what was required by Dodd-Frank.

Li & Fung Limited (LF), a Hong Kong-based multinational, was a global leader in consumer goods design, development, sourcing, and distribution. LF managed the entire supply chain for retailers and brands around the world by working with a network of over 15,000 supplier companies in more than 40 economies in Asia, Europe, Africa, and the Americas. The company faced rising expectations on safety compliance, environment, social, and working standards. It decided to create an integrated and holistic strategy to address these issues in a manner that would create solutions and build value for LF customers in sustainable supply chain management.

Qihoo 360 Technology Company was a leading Internet platform company in China, the number one provider of Internet and mobile security products as measured by user base. The company entered China's fiercely competitive Internet market relatively late and adopted the "freemium" model as the basis of its business. "In the beginning," said Qihoo founder Zhou Hongyi, "Forget how to make money - focus on how to create a valuable service for every consumer." Qihoo sought to monetize through continuous product-side innovation and product-design that puts users first.

Driverless cars - once the stuff of science fiction - are fast becoming reality. Indeed, some automotive companies have said they expect to sell autonomous vehicles to the public by 2020. The advent of such self-driving vehicles raises numerous ethical and legal questions that will need to be addressed before such cars can hit the road in significant numbers. This case traces the history and evolution of auto safety in the United States, beginning with the very first automotive-related fatality on September 13, 1899 and ending with a coming era in which, some predict, humans will be banned from driving their own vehicles and machines will be obliged to have ethical systems.

Driverless cars - once the stuff of science fiction - are fast becoming reality. Indeed, some automotive companies have said they expect to sell autonomous vehicles to the public by 2020. The advent of such self-driving vehicles raises numerous ethical and legal questions that will need to be addressed before such cars can hit the road in significant numbers. This case traces the history and evolution of auto safety in the United States, beginning with the very first automotive-related fatality on September 13, 1899 and ending with a coming era in which, some predict, humans will be banned from driving their own vehicles and machines will be obliged to have ethical systems.

On June 27, 2012, the storied British bank Barclays admitted that it repeatedly attempted to rig the London Interbank Offered Rate (LIBOR) over a four-year period from 2005-2009. In its settlement, Barclays agreed to pay $453 million in fines and penalties to bank regulators in the U.K. and U.S. The media decried Barclays' rate-rigging efforts as "the scandal of all scandals" and bemoaned the spread of "Wall Street sleaze." By late 2012, dozens of other banks did indeed face LIBOR-rigging inquiries by regulators in various countries. This case delves into the scandal, exploring how the rate-rigging worked, who knew what when, and how the blame was laid, allowing students to explore the social and situational pressures involved in the rigging of the LIBOR.