個案總覽

This case reviews the path to the passage of the Affordable Care Act, and the subsequent efforts that have been undertaken to repeal it. It focuses on the role of the government and interest groups in shaping policy.

In March 2019, Boeing’s 737 MAX aircraft were grounded worldwide. This was a consequence of two deadly plane crashes within five months in late 2018 and early 2019. In both the crashes, the flawed design of the aircraft led to an erroneous reading of the onboard sensors. This, in turn, activated the stall prevention software of the aircraft, which kept pushing the nose of the aircraft down. Boeing was alleged to have hastily developed the 737 MAX aircraft in response to the Airbus A320neo.<br><br>In August 2019, Dennis Muilenburg, CEO of Boeing, was hopeful that services of 737 MAX could resume within a couple of months. How should Muilenburg deal with the crisis? To what extent should he worry about the increasing competitive rivalry with Airbus?

On October 25, 2018, in Johannesburg, South Africa, Dr. Jonathan Broomberg (CEO Discovery Health) and Dr. Craig Nossel (Head of Vitality Wellness) consider their dilemma of how to make Vitality Move more attractive to the lower-income market and increase the programme’s uptake. Vitality Move is a wellness programme for the lower-income market, launched in 2017. It has a low membership uptake by the KeyCare benefit scheme members. The two leaders are faced with a challenge to devise ways to strategically target the lower-income group to improve employee productivity, decrease the burden of non-communicable diseases and influence positive lifestyle decisions. The case features the initiatives undertaken towards creating shared value.

In July 2018, the owner and president of Yates Control Systems was contemplating her company’s future. The company was an engineering firm located in Hamilton, Ontario and catering to the region of Southwestern Ontario. The company’s net income had declined over the past year and the owner was considering several strategic options: maintaining company operations (status quo), hiring a second salesperson, expanding into parking system controls, purchasing an existing company that specialized in parking system controls, or selling her company. The owner had to evaluate which option would be the best path forward for her and for her business.

The ability to make a compelling presentation is a critical competency for career success. Yet studies show at least 25 percent of us experience significant public speaking anxiety. The authors provide six scientifically proven strategies aimed at improving your mindset and reducing your fear of public speaking. These include 'deconstructing your beliefs' and 'visualizing your optimal performance'. In the end, they show that the objective of desensitization is twofold: To unlearn an association between an anxiety-inducing situation and an anxious response; and to reassociate feelings of safety, relaxation and confidence with the feared stimulus.

Conventional wisdom says that 'if you see something, say something'. But in reality most people fail to do so. The authors-neuroscience experts from the Neuroleadership Institute-show that the three primary drivers of employee silence are ambiguity, asymmetrical power dynamics and social threat. They argue that by embracing perspective taking and by paying attention to five key elements, leaders can encourage a culture of speaking up.

If a company wants to be fast on its feet, transform end-to-end customer experiences, and continuously outpace competitors, it needs more than lots of agile teams. A truly agile enterprise requires that the company's top officers--most, if not all, of the C-suite--embrace agile principles, too. In this article the authors describe how such an agile leadership team functions, how it differs from the conventional corporate-style executive committee and from other agile teams, and what agile means for senior executives' day-to-day work lives. The job of a conventional agile team is to create innovative solutions to a problem--be it the need for a new product or service, a better business process, or an advanced technology to support new offerings. The job of an agile leadership team is to strike the right balance between standardizing operations and pursuing innovation. Most agile team members dedicate virtually all of their time to their agile roles, but that's not possible for executives. They have to simultaneously build and run the agile enterprise operating system, oversee business units and functions, serve as mentors and decision makers, and handle the crises of the moment.

New CEOs are typically focused on creating and implementing a strategy, building a top team, and driving culture change. Optimizing administrative workflow may not seem to be a priority. But a former CEO who now advises boards argues that many chief executives need a chief of staff (CoS)-someone who goes beyond the executive assistant role to help the office function smoothly. According to one CoS, the role encompasses being an air traffic controller for the leader and the senior team, an integrator connecting work streams that would otherwise remain siloed, a communicator linking the leadership team and the broader organization, an honest broker when the leader needs a wide-ranging view without turf considerations, and a confidant. In this article Ciampa outlines what a CoS does, the qualities one needs to succeed, and the ways companies typically design the role (with varying levels of responsibility) to help make a CEO more focused and productive.

Trust is the basis for almost everything we do. It's the foundation on which our laws and contracts are built. It's the reason we're willing to exchange our hard-earned paychecks for goods and services, to pledge our lives to another person in marriage, and to cast a ballot for someone who will represent our interests. It's also the input that makes it possible for leaders to create the conditions for employees to fully realize their own capacity and power. So how do you build up stores of this essential leadership capital? By focusing, the authors argue, on the three core drivers of trust: authenticity, logic, and empathy. People tend to trust you when they think they are interacting with the real you (authenticity), when they have faith in your judgment and competence (logic), and when they believe that you care about them (empathy). When trust is lost, it can almost always be traced back to a breakdown in one of these three drivers. This article explains how leaders can identify their weaknesses and strengths on these three dimensions and offers advice on how all three can be developed in the service of a truly empowering leadership style.

The huge threat posed by digital technologies and models throws many established companies into a panic. In response, they often make big, bet-the-farm moves that fail badly. It's much wiser to take an incremental approach to digital transformation, say McGrath and McManus. Building on a technique McGrath helped develop in the 1990s--discovery-driven planning--the two advise executives at traditional firms to take things step-by-step. Rather than attempting an all-or-nothing pivot, incumbents should exploit their greater resources and knowledge and explore a variety of ideas at once. By continually finding ways to fix problems with digital technology, testing and refining assumptions about what works, getting new information, and minimizing risks, they can learn their way gradually toward an effective digital response. Consider Best Buy's strategy for striking back at Amazon. Best Buy overhauled its processes so that it could cut costs and match prices; turned its stores into an asset by allowing online orders to be picked up there (avoiding delivery headaches); charged brands fees to be in ministores within its outlets; and built a staff of tech consultants who strengthened customer relationships.

If you have a big job, the thinking goes, you should focus on it obsessively so that you excel and position yourself for the next role. But, in fact, such single-mindedness can stymie your career. Leaders need to find ways to expand their range of knowledge, skills, and connections outside their daily work. This goes beyond attending conferences or even taking classes; it requires meaningful engagement in outside activities, such as work on boards, in teaching or public service, in mentoring start-ups, and in leadership roles for associations and clubs. This article explains how to find time in your hectic schedule, identify the side gigs that will be synergistic with your personal interests and current job, and get your employer's buy-in. Taking on extracurricular activities isn't always easy, but in the end it can open up opportunities for you and become your personal competitive advantage.

Connor, a managing director at an investment bank, finds himself in a bind when a superstar on his team, Alysha, announces that she's leaving to join a competitor. Making matters worse, she may take another employee, Trent, with her. Connor has to decide whether to make Alysha a counteroffer, entice Trent to stay with a promotion, or try to recruit an outside hire. This fictional case study by Boris Groysberg features expert commentary by Mehtab Bhogal and Krista Mathews.

Kondo, the head of a successful consulting business and the author of several best-selling books about tidying, talks about her motto--"Keep only what sparks joy"--and about tidying at work.

Connor, a managing director at an investment bank, finds himself in a bind when a superstar on his team, Alysha, announces that she's leaving to join a competitor. Making matters worse, she may take another employee, Trent, with her. Connor has to decide whether to make Alysha a counteroffer, entice Trent to stay with a promotion, or try to recruit an outside hire. This fictional case study by Boris Groysberg features expert commentary by Mehtab Bhogal and Krista Mathews.

Connor, a managing director at an investment bank, finds himself in a bind when a superstar on his team, Alysha, announces that she's leaving to join a competitor. Making matters worse, she may take another employee, Trent, with her. Connor has to decide whether to make Alysha a counteroffer, entice Trent to stay with a promotion, or try to recruit an outside hire. This fictional case study by Boris Groysberg features expert commentary by Mehtab Bhogal and Krista Mathews.

The conventional wisdom tells us that we learn from failure, but new research suggests it often has the opposite effect: When things go wrong, people feel threatened and tune out.

Bird Electric Vehicle Sharing (Bird)’s value proposition seems to be to offer inexpensive, on-demand transportation that can deliver riders directly to their destination in metropolitan areas. Electric scooters can be unlocked with a smartphone and left anywhere after use, minimizing the burden on consumersbut also causing tremendous traffic problems for city administrators. The disruption created by Bird not only drew the attention of urban commuters but also resulted in its product being banned in cities like San Francisco and Denver.<br><br>This case explores these issues in depth and sets up the challenge that Bird faces in extending its initial success. Bird must contemplate not only the individual components of its value chain but possibly also the business model itself, in evaluating the best course of action to ensure its future success.

Mumbai-based Entropy Innovations Private Limited (Entropy) was incorporated by three friends who hoped to revolutionize the motorcycle and scooter washing industry in India through their technological solution, an automatic bike washing machine. Starting with one city in 2014, Entropy expanded gradually and aimed to become a ₹500 million company by 2020. But as 2019 drew to an end, the company was not gaining the traction the founders had expected. Although many options were available, the choices and their implications were unclear. What was the appropriate business model for the growth phase of their firm? How should they stabilize the company in the Indian market? Should they focus on the two-wheeler washing industry, or should they diversify into the four-wheeler all-terrain vehicle (ATV) market?