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The Concorde, a British-French supersonic jet, captured the hearts and minds of aviators, business professionals, and celebrities around the world through its iconic design, superior features, and unique inflight experience. Despite its transcendent appeal, the jet became surrounded by controversy, catastrophe, an environmental movement, and changing consumer trends, all of which led to its grounding in 2003. In almost two decades, no aerospace program had been successful in recreating commercial supersonic air travel. The Concorde's story showed that these non-technical aspects of technology adoption and diffusion were strong enough to force the retirement of a superior, breakthrough technology and replace it with an inferior one. In 2021, did it make sense to aim to commercialize supersonic travel by imitating the good in the Concorde and tweaking the downsides, or was there a hidden reason why the Concorde had failed and supersonic transport had not been recreated?

By May 2014, the bakery of French pastry chef Dominique Ansel had successfully been in operation for two and a half years. During this time, the bakery had gained numerous accolades for its most viral invention—the Cronut, a hybrid between a donut and a croissant. Moving forward, there were opportunities for Ansel’s company to expand beyond its current size and location in New York City. Ansel’s first option was to raise prices. Because the Cronut sold out every day before noon, the bakery was severely undersupplying the market, which had a huge demand. Ansel’s second option was to commercialize the Cronut. Perhaps it would be better to license the recipe to a major coffee chain, which could bring his invention to millions of people. Lastly, Ansel could expand his brand internationally to Asia or Europe. Could Ansel achieve any of these changes without compromising quality over quantity?

By May 2014, the bakery of French pastry chef Dominique Ansel had successfully been in operation for two and a half years. During this time, the bakery had gained numerous accolades for its most viral invention-the Cronut, a hybrid between a donut and a croissant. Moving forward, there were opportunities for Ansel's company to expand beyond its current size and location in New York City. Ansel's first option was to raise prices. Because the Cronut sold out every day before noon, the bakery was severely undersupplying the market, which had a huge demand. Ansel's second option was to commercialize the Cronut. Perhaps it would be better to license the recipe to a major coffee chain, which could bring his invention to millions of people. Lastly, Ansel could expand his brand internationally to Asia or Europe. Could Ansel achieve any of these changes without compromising quality over quantity?

In 2007, Twentieth Century Fox faced a number of issues in the production of Avatar-a movie that was widely anticipated but had raised concerns in the production studios. Studio executives doubted the appeal of the plot and worried that audiences would not like the story. The movie needed to create an emotional appeal to attract audiences and make sufficient box office receipts. If the movie could not do this, Avatar would become one of the biggest money losers in the history of the movie industry. The project encountered many challenges in development-particularly in terms of time, budget, and technology, and the decision about whether to continue to invest or to pull the plug was extremely difficult. At what point did the risk become too significant? How should the studio decide when to go forward with a project and when to cancel it?

Montreal Toheed Society (MTS), a community-based organization founded in 2012, has adopted various social media technologies to capture member interactions and to make the work of its board of directors more efficient and effective. The organization attempted to meet its needs by using JomSocial at first, followed later by Viber. MTS was partially successful in reaching its social media goals by implementing the Viber platform. The organization is now considering migrating to a new platform to overcome some limitations of the Viber technology. Two options for a new social media platform are Telegram and WhatsApp. In order to ensure a successful migration to a new platform, MTS must consider several questions: What should be the governing structure of the new social media platform? What would be the optimal balance of user freedom versus control? What sort of content should be allowed on the platform? Given its structure, how can MTS find the resources to manage a larger digital community?

Montreal Toheed Society (MTS), a community-based organization founded in 2012, has adopted various social media technologies to capture member interactions and to make the work of its board of directors more efficient and effective. The organization attempted to meet its needs by using JomSocial at first, followed later by Viber. MTS was partially successful in reaching its social media goals by implementing the Viber platform. The organization is now considering migrating to a new platform to overcome some limitations of the Viber technology. Two options for a new social media platform are Telegram and WhatsApp. In order to ensure a successful migration to a new platform, MTS must consider several questions: What should be the governing structure of the new social media platform? What would be the optimal balance of user freedom versus control? What sort of content should be allowed on the platform? Given its structure, how can MTS find the resources to manage a larger digital community?

In 2007, Twentieth Century Fox faced a number of issues in the production of Avatar—a movie that was widely anticipated but had raised concerns in the production studios. Studio executives doubted the appeal of the plot and worried that audiences would not like the story. The movie needed to create an emotional appeal to attract audiences and make sufficient box office receipts. If the movie could not do this, Avatar would become one of the biggest money losers in the history of the movie industry. The project encountered many challenges in development—particularly in terms of time, budget, and technology, and the decision about whether to continue to invest or to pull the plug was extremely difficult. At what point did the risk become too significant? How should the studio decide when to go forward with a project and when to cancel it?

In 2015, the executive director of Furniture Bank had successfully managed the Toronto social-service agency by turning a $300,000 net loss two years prior into a $100,000 net income. He had employed a variety of strategies and information technologies to integrate and rationalize business processes that resulted in significant productivity and performance improvements. However, Furniture Bank, which collected unneeded furnishings from donors and distributed them to those in need, had been a victim of its own success; it had maximized its capacity and was struggling to meet growing demand for its services. The executive director had to explore growth opportunities, specifically those accessible by leveraging information technology (IT), and choose from among four likely options.

In 2015, the executive director of Furniture Bank had successfully managed the Toronto social-service agency by turning a $300,000 net loss two years prior into a $100,000 net income. He had employed a variety of strategies and information technologies to integrate and rationalize business processes that resulted in significant productivity and performance improvements. However, Furniture Bank, which collected unneeded furnishings from donors and distributed them to those in need, had been a victim of its own success; it had maximized its capacity and was struggling to meet growing demand for its services. The executive director had to explore growth opportunities, specifically those accessible by leveraging information technology (IT), and choose from among four likely options.