This case follows Compass Pathways, a pioneering company developing treatment for depression based on psilocybin, the compound found in 'magic mushrooms.' Psilocybin was a federally illegal substance in the U.S., and a "Schedule I" drug, defined as a drug "with no currently accepted medical use and a high potential for abuse." As the case opens in 2023, CEO Kabir Nath is preparing for the release of the company's Phase 3 clinical trial results, expected to lead to FDA clearance and the "re-scheduling" of the company's product. As Nath and his team prepare for commercialization, they grapple with decisions that balance short-term success and long-term sustainability in an uncertain, stigmatized industry.

In 2018, artisanal Italian vineyard Frank Cornelissen was one of the world's leading natural wine vineyards. Its founder, Frank Cornelissen, faced weather related conditions that forced him to have to decide between staying true to the tenets of the natural wine community or breaking with his public beliefs to save that year's wines.

In 2018, artisanal Italian vineyard Frank Cornelissen was one of the world's leading natural wine vineyards. Its founder, Frank Cornelissen, faced weather related conditions that forced him to have to decide between staying true to the tenants of the natural wine community or breaking with his public beliefs to save that year's wines.

This case describes the efforts of City Football Group (CFG) to purchase Esporte Clube Bahia (Bahia), a Brazilian professional soccer club. CFG's strategy was to acquire under-performing clubs worldwide, invest money in high-profile players, and improve the teams' performances. The company also aimed to develop young players on its lower-tier teams and then funnel them to Manchester City, its highest-performing team, once they matured. CFG instructed the teams to follow a similar style of play and, in some cases, changed teams' jerseys and names to conform to CFG's brand. Purchasing Bahia presented the opportunity to gain a foothold in Brazilian soccer, an under-monetized market poised for rapid growth. Yet Bahia was a mid-tier team with no star players. It was also unclear whether Bahia's fans and players would meld with CFG's culture and expectations. At the conclusion of the case, CFG CEO Ferran Soriano discovers that the price for Bahia is significantly higher than reports had initially indicated. Is the club worth the price?

Describes Lake Nona, a 7,000-acre residential and research cluster in central Florida, and its process and innovation culture, and Lake Nona Institute, the organization behind the planning and governance of this new eco-friendly community. Emphasis is placed on the institutional collaboration and governance decisions behind Lake Nona's "Medical City" component. Five years after development began, the site boasts a research cluster that has succeeded in attracting scientific talent and residential interest, and has put in place a collaborative governance structure intended to encourage innovation, trust-building and communication. When the Institute's president is asked to decide who the next tenant in Medical City should be, he considers what kind of process would allow them to best grow going forward. Focuses on: 1) the nature of collaboration in the development of new ventures; 2) the managerial challenges of mediation between hierarchical organization processes and consensus-driven structure; 3) the product development process of a developer in a nascent industry.

In October 2006, Wikipedia was the largest volunteer-run on-line encyclopedia which could be freely read and edited by anyone with internet access. Within almost six years of its founding in 2001, the project had attracted hundreds of thousands of editors who had written over 1.2 million articles in English alone. Almost 10 percent of world-wide internet users accessed Wikipedia at least once a month. Just as Wales was stepping down, the editor community was collecting opinions to decide whether to close down an informal association of Wikipedia editors called Esperanza. Some Wikipedia editors, including some of the most prolific ones, really enjoyed the programs. Others firmly believed that Esperanza made editors socialize at the expense of creating content for the encyclopedia. As the editor community was making the final decision on what to do with Esperanza, observers could not help but wonder what effect the decision would have on the types of editors Wikipedia would attract and the content they would produce.

Living PlanIT is a start-up company that has developed a new, innovative business model for sustainable urbanization. This model reflects the software and technology backgrounds of its founders, Steve Lewis and Malcolm Hutchinson, and is in vivid contrast to other models for green or smart cities that are variations on a massive real estate development project. The main economic engine driving Living PlanIT's model is a partner channel strategy adopted from the high technology industry. The case shows how the Living PlanIT business model has evolved from the original vision of Lewis and Hutchinson to radically transform the construction industry to a go-to-market partnership model using the real estate as a "showroom" for evolving sustainable urban technology--a $3 trillion global market over the next 20 years. Living PlanIT is developing its first project, a new city called PlanIT Valley, outside of Porto, Portugal. The company has clarified its vision and is moving into the implementation phase, which involves fundraising, signing up channel partners, and negotiating various issues with the Portuguese government for its pilot project. Success in PlanIT Valley will translate into a strong market position as global population and demand for new cities increases, particularly in developing countries such as China and India.