The case highlights the courage, tenacity, and drive of a young woman pursuing her law degree part-time while working full-time in a financial role in Maryland. She applied to a posting for a government relations role in her parent company’s head office in Washington, D.C. The job involved advocacy work with members of the US Congress, which aligned with her interests even though it was intended for candidates several levels above her current role. However, given her interest in the opportunity, she reached out directly to the hiring executive, bypassing her manager and circumventing her organization’s standard human resources processes and protocols. She left the call with a request for an interview, although she thought that it could result in either a rapid climb or a painful fall from grace with reputational risk, which could impact her future career. Time would soon tell.

The case highlights the courage, tenacity, and drive of a young woman pursuing her law degree part-time while working full-time in a financial role in Maryland. She applied to a posting for a government relations role in her parent company's head office in Washington, D.C. The job involved advocacy work with members of the US Congress, which aligned with her interests even though it was intended for candidates several levels above her current role. However, given her interest in the opportunity, she reached out directly to the hiring executive, bypassing her manager and circumventing her organization's standard human resources processes and protocols. She left the call with a request for an interview, although she thought that it could result in either a rapid climb or a painful fall from grace with reputational risk, which could impact her future career. Time would soon tell.

The case traces the story of Jodi Huettner, a mechanical engineer, and her journey to launch Helga Wear Inc. (Helga Wear), a company that developed personal protective equipment (PPE) in the form of workwear specifically designed for women. Huettner started the venture following her own struggles working in PPE designed for men. The case outlines the various challenges she encountered in bringing her product to market and illustrates how gender bias affects not only product design but also product demand. The case also follows the “idea journey” of an innovation, outlining the founder’s bootstrapped approach and her interactions with multiple stakeholders along the way. It also demonstrates the importance of considering the role of the broader ecosystem—such as industry standards—in shaping product demand.

The case traces the story of Jodi Huettner, a mechanical engineer, and her journey to launch Helga Wear Inc. (Helga Wear), a company that developed personal protective equipment (PPE) in the form of workwear specifically designed for women. Huettner started the venture following her own struggles working in PPE designed for men. The case outlines the various challenges she encountered in bringing her product to market and illustrates how gender bias affects not only product design but also product demand. The case also follows the "idea journey" of an innovation, outlining the founder's bootstrapped approach and her interactions with multiple stakeholders along the way. It also demonstrates the importance of considering the role of the broader ecosystem-such as industry standards-in shaping product demand.

The case highlights the challenges encountered by a corporate life and health insurance leader while dealing with an underperforming employee, Tina Smith, in 2016 in Toronto, Ontario. It provides an overview of the process involved in performance management, including steps associated with exiting an employee from an organization. The protagonist in this case, Alexandra Thorn, also encountered challenges in her working relationship with Smith. Thorn was a lesbian and was open about this fact with her team and clients. Smith felt that in sharing information about her sexuality, Thorn jeopardized her business relationship with their clients; consequently, Smith suggested that Thorn not accompany her to meetings with clients in their Southwestern Ontario region, which included a large, traditional farming community. During a client meeting, Thorn witnessed Smith displaying inappropriate behaviour that stemmed from Smith’s implicit bias and discomfort with diversity. After Thorn reported her concerns to the company’s human resources (HR) partner, however, she was informed that the incident did not warrant intervention. As a values-based leader aligned with the organization’s commitment to diversity and inclusivity, Thorn had to consider how to proceed.

The case highlights the challenges encountered by a corporate life and health insurance leader while dealing with an underperforming employee, Tina Smith, in 2016 in Toronto, Ontario. It provides an overview of the process involved in performance management, including steps associated with exiting an employee from an organization. The protagonist in this case, Alexandra Thorn, also encountered challenges in her working relationship with Smith. Thorn was a lesbian and was open about this fact with her team and clients. Smith felt that in sharing information about her sexuality, Thorn jeopardized her business relationship with their clients; consequently, Smith suggested that Thorn not accompany her to meetings with clients in their Southwestern Ontario region, which included a large, traditional farming community. During a client meeting, Thorn witnessed Smith displaying inappropriate behaviour that stemmed from Smith's implicit bias and discomfort with diversity. After Thorn reported her concerns to the company's human resources (HR) partner, however, she was informed that the incident did not warrant intervention. As a values-based leader aligned with the organization's commitment to diversity and inclusivity, Thorn had to consider how to proceed.

In March 2020, Canadian-based venture Braze Mobility was experiencing growth challenges. The company had commercialized an anti-collision system to enable safe wheelchair navigation, which had been well received by the US market following a fruitful collaboration with the US Department of Veterans Affairs. The chief executive officer of Braze Mobility was now facing some big decisions. Should the company continue to expand its current export model, diversify into the Canadian market, or tap into growing online demand directly from consumers? Compounding the complexity of the problem was the departure of a key member of the team and the onset of the COVID-19 pandemic. Braze Mobility was well positioned for growth, but its next steps would be crucial to its success or failure.<br><br>Related case: Academic Entrepreneurship: Navigating Commercialization Challenges, product number W28370.

In March 2020, Canadian-based venture Braze Mobility was experiencing growth challenges. The company had commercialized an anti-collision system to enable safe wheelchair navigation, which had been well received by the US market following a fruitful collaboration with the US Department of Veterans Affairs. The chief executive officer of Braze Mobility was now facing some big decisions. Should the company continue to expand its current export model, diversify into the Canadian market, or tap into growing online demand directly from consumers? Compounding the complexity of the problem was the departure of a key member of the team and the onset of the COVID-19 pandemic. Braze Mobility was well positioned for growth, but its next steps would be crucial to its success or failure. Related case: Academic Entrepreneurship: Navigating Commercialization Challenges, product number W28370.

Patrice Mousseau was an Indigenous woman in Canada who founded an organic skin care company, Satya. From Satya’s modest beginnings and early challenges, the company had several subsequent successes before Mousseau faced significant challenges due to the COVID-19 pandemic. Mousseau’ s Indigenous values and influences shaped her approach to launching and developing Satya. Additionally, Mousseau’s collaboration with a women-only network of investors (SheEO) and the support they offered not only aligned with her desire to achieve social change and impact through Satya, but also proved to be a vital virtual lifeline during the COVID-19 pandemic.

Patrice Mousseau was an Indigenous woman in Canada who founded an organic skin care company, Satya. From Satya's modest beginnings and early challenges, the company had several subsequent successes before Mousseau faced significant challenges due to the COVID-19 pandemic. Mousseau' s Indigenous values and influences shaped her approach to launching and developing Satya. Additionally, Mousseau's collaboration with a women-only network of investors (SheEO) and the support they offered not only aligned with her desire to achieve social change and impact through Satya, but also proved to be a vital virtual lifeline during the COVID-19 pandemic.

By the spring of 2021, My Sisters’ Place, a safe, welcoming, and inclusive support centre for women in London, Ontario, had welcomed countless women to Buchan House, a historic Victorian mansion located in downtown London, that had been generously donated by a local family. While it had become a safe haven for so many people in the community, the building’s age and heritage status also meant frequent and high maintenance costs, and the recent roofing repair bill was just another item on a long list of expenses. With strong community support, My Sisters’ Place had many plans for future programs and initiatives, but the organization’s manager was feeling a little overwhelmed by mounting financial needs, including the unexpected roof repair cost. As the manager of a not-for-profit social enterprise with limited funding, she understood that proceeding with the repair would translate into a painful cut somewhere—a reduction in services or in staff hours. Both would heavily impact the vulnerable population the organization was designed to serve, but the manager had to make a choice.

By the spring of 2021, My Sisters' Place, a safe, welcoming, and inclusive support centre for women in London, Ontario, had welcomed countless women to Buchan House, a historic Victorian mansion located in downtown London, that had been generously donated by a local family. While it had become a safe haven for so many people in the community, the building's age and heritage status also meant frequent and high maintenance costs, and the recent roofing repair bill was just another item on a long list of expenses. With strong community support, My Sisters' Place had many plans for future programs and initiatives, but the organization's manager was feeling a little overwhelmed by mounting financial needs, including the unexpected roof repair cost. As the manager of a not-for-profit social enterprise with limited funding, she understood that proceeding with the repair would translate into a painful cut somewhere-a reduction in services or in staff hours. Both would heavily impact the vulnerable population the organization was designed to serve, but the manager had to make a choice.

The case highlights the challenges encountered by Laura Williams, founder and owner of Williams HR Law, a firm based in Toronto, Ontario, providing a full range of legal services on labour, employment law, and human resources (HR) matters. Demand for the firm’s services grew exponentially in 2020 following the tragic death of George Floyd and due to the ongoing workplace challenges encountered during the global pandemic. Williams faced decisions regarding the best and most sustainable ways to address increasing demand. She had solidified her reputation in the marketplace as an “advocate-of-choice” and was mindful of ensuring that her growth decisions did not negatively affect her brand or impact the organizational culture she had proudly developed. She was committed to ensuring that her growth aligned with her purpose—to provide best-in-class legal support that enabled clients to make informed decision-making and diffuse workplace issues before they escalated.

The case highlights the challenges encountered by Laura Williams, founder and owner of Williams HR Law, a firm based in Toronto, Ontario, providing a full range of legal services on labour, employment law, and human resources (HR) matters. Demand for the firm's services grew exponentially in 2020 following the tragic death of George Floyd and due to the ongoing workplace challenges encountered during the global pandemic. Williams faced decisions regarding the best and most sustainable ways to address increasing demand. She had solidified her reputation in the marketplace as an "advocate-of-choice" and was mindful of ensuring that her growth decisions did not negatively affect her brand or impact the organizational culture she had proudly developed. She was committed to ensuring that her growth aligned with her purpose-to provide best-in-class legal support that enabled clients to make informed decision-making and diffuse workplace issues before they escalated.

In September 2015, Pooja Viswanathan, a post-doctoral research scientist, emerged perplexed after a meeting with her post-doc supervisor. The purpose of the meeting had been to debrief on Viswanathan’s progress in response to the unexpected multi-stakeholder feedback received on the outcome of her six years of research: a prototype of an anti-collision system that enhanced wheelchair users’ mobility. To her considerable surprise and confusion, there seemed to be no consensus on the commercial viability of her prototype. Viswanathan stood in the corridor outside the meeting room and pondered her next steps. One option was to return to the post-doc bench and continue to develop her academic work and publish her findings. Alternatively, she could try to address the feedback she had received and start up her own venture, whereby she could commercialize a solution with stronger market potential. Viswanathan knew she had reached a fork in the road and now had to make a decisive career choice.

In September 2015, Pooja Viswanathan, a post-doctoral research scientist, emerged perplexed after a meeting with her post-doc supervisor. The purpose of the meeting had been to debrief on Viswanathan's progress in response to the unexpected multi-stakeholder feedback received on the outcome of her six years of research: a prototype of an anti-collision system that enhanced wheelchair users' mobility. To her considerable surprise and confusion, there seemed to be no consensus on the commercial viability of her prototype. Viswanathan stood in the corridor outside the meeting room and pondered her next steps. One option was to return to the post-doc bench and continue to develop her academic work and publish her findings. Alternatively, she could try to address the feedback she had received and start up her own venture, whereby she could commercialize a solution with stronger market potential. Viswanathan knew she had reached a fork in the road and now had to make a decisive career choice.

The chief financial officer (CFO) of AngloGold Ashanti Limited (AngloGold Ashanti), one of the world’s largest gold mining companies, had for one year served as the company’s interim chief executive officer (CEO). In the summer of 2021, she accepted an invitation to speak at a luncheon for young female business leaders in the mining industry prior to learning of the unsuccessful outcome of her attempt to secure the permanent CEO position. The company had just announced that a man and seasoned CEO from Colombia would be assuming the role. She now found herself struggling with how to best position her message of inspiration to the young leaders, given the personal impact of the outcome of the CEO search. As a values-based leader, she acknowledged the importance of delivering a message of hope to the aspiring leaders, as well as the importance of honouring her own values. The outcome of her application for the permanent CEO position had also left her with the decision of whether to stay with or leave the organization.

The chief financial officer (CFO) of AngloGold Ashanti Limited (AngloGold Ashanti), one of the world's largest gold mining companies, had for one year served as the company's interim chief executive officer (CEO). In the summer of 2021, she accepted an invitation to speak at a luncheon for young female business leaders in the mining industry prior to learning of the unsuccessful outcome of her attempt to secure the permanent CEO position. The company had just announced that a man and seasoned CEO from Colombia would be assuming the role. She now found herself struggling with how to best position her message of inspiration to the young leaders, given the personal impact of the outcome of the CEO search. As a values-based leader, she acknowledged the importance of delivering a message of hope to the aspiring leaders, as well as the importance of honouring her own values. The outcome of her application for the permanent CEO position had also left her with the decision of whether to stay with or leave the organization.

In March 2020, Evolko Systems Private Limited encountered several strategic and operational effects resulting from the outbreak of the COVID-19 pandemic. The private health care technology company, which was based in California, United States, used artificial intelligence and machine learning to provide products and services to India’s health care market. The company’s chief executive officer had to mitigate risk from the pandemic using his company’s business model and value offerings. The outbreak of the COVID-19 pandemic, which resulted in a lockdown order effective across all of India to slow the progress of the virus, affected some of the company’s key business elements and had a macroeconomic impact on its operations. The chief executive officer’s challenge was to explore all options to continue the business operations and to determine how to transform its physically interactive business model to one with little or no physical contact with clients.

In March 2020, Evolko Systems Private Limited encountered several strategic and operational effects resulting from the outbreak of the COVID-19 pandemic. The private health care technology company, which was based in California, United States, used artificial intelligence and machine learning to provide products and services to India's health care market. The company's chief executive officer had to mitigate risk from the pandemic using his company's business model and value offerings. The outbreak of the COVID-19 pandemic, which resulted in a lockdown order effective across all of India to slow the progress of the virus, affected some of the company's key business elements and had a macroeconomic impact on its operations. The chief executive officer's challenge was to explore all options to continue the business operations and to determine how to transform its physically interactive business model to one with little or no physical contact with clients.