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As Tara Noland, the Executive Director (ED) of GreenLight Cincinnati, reflected on her first few years on the job. Noland had delivered on what she had been hired to do in the city: work with leading philanthropists and nonprofit executives to use data and evidence to assess and understand the most pressing community needs; conduct due diligence on leading organizations nationally that were interested in replicating evidence-based programs in Cincinnati; and provide multi-year unrestricted funding and on-the-ground support for the selected programs as they launched in the community. Now, looking to raise the second fund, Noland thought about her future. GreenLight Fund is an innovative venture philanthropy fund that raises regional funds to help replicate evidence-based social service programs. The case explores the launch of their Cincinnati site and outlines some of the questions in how GreenLight balances national and local decision-making, creates career pathways for staff, how it helps organizations replicate, and how it manages its own replication and scale.

This case explores a new board director who wants more detail from the management team than his fellow directors are willing to press for. New board director Sam Pesca is frustrated that CFO Alex Marotta provides only a minimal two-page financial summary at board meetings, despite Pesca's requests for more comprehensive information. The other directors object to pressing Marotta for more detail, and young CEO R.J. Oscott asks Pesca to refrain from pressing the CFO. This case is part of a series of vignettes that capture different dilemmas faced by directors as they join boards of companies and understand the dynamics of the new boards that they join.

This case explores a new board director who asks a detailed question about a footnote in the lengthy board packet distributed to directors by management. The case allows for discussion about the amount of information and level of detail provided by management, the level of preparation directors engage in prior to board meetings, and the appropriate strategic focus of the board. This case is part of a series of vignettes that capture different dilemmas faced by directors as they join boards of companies and understand the dynamics of the new boards that they join.

This case focuses on a new director who was invited to the board specifically due to her expertise in a technical area. The case allows for discussion of the board director's appropriate role: to advise and direct management, or to ask thoughtful questions about proposed approaches and outline the inherent risks in recommended approaches so that management can "own" the issue and the solutions. This case is part of a series of vignettes that capture different dilemmas faced by directors as they join boards of companies and understand the dynamics of the new boards that they join.

This case focuses on a new director who, along with fellow directors, struggles with the inappropriate behavior of an otherwise competent-even brilliant-founder and CEO. This case is part of a series of vignettes that capture different dilemmas faced by directors as they join boards of companies and understand the dynamics of the new boards that they join.

This case focuses on a new director who is must help resolve a disagreement between two generations of leaders in a family business. The case raises questions of the proper role and approach for a director trying to manage a legitimate disagreement between shareholders with different time horizons and specific interests. This case is part of a series of vignettes that capture different dilemmas faced by directors as they join boards of companies and understand the dynamics of the new boards that they join.

This case describes the immense success of Chick-fil-A in the United States and its first major international expansion efforts in Toronto, Canada, and Reading, England amid increased competition in the United States. Although Chick-fil-A had become the third-largest fast-food chain in the United States in 2018, a public relations controversy that had simmered since 2012 over the company’s conservative Christian values still dogged the company’s expansion attempts in 2019. How should the company address the backlash from supporters of LGBTQ rights and ensure the success of Chick-fil-A outside the United States?

This case describes the immense success of Chick-fil-A in the United States and its first major international expansion efforts in Toronto, Canada, and Reading, England amid increased competition in the United States. Although Chick-fil-A had become the third-largest fast-food chain in the United States in 2018, a public relations controversy that had simmered since 2012 over the company's conservative Christian values still dogged the company's expansion attempts in 2019. How should the company address the backlash from supporters of LGBTQ rights and ensure the success of Chick-fil-A outside the United States?

YFY Inc., a Taiwan-based global multinational firm with its origins in agriculture and paper products, had recently become an innovator in environmentally-friendly packaging material-producing nPulp, paper pulp made from straw. The company's visionary leadership choices had shaped its technological choices through various institutional changes and helped it overcome a number of technical and organizational obstacles in order to commercialize this innovation. However, like all green innovations, nPulp still faced serious challenges, such as unsupported policies and regulations, and unstable supply. In 2017, the company's leadership needed to find other applications for this product to increase its market adoption rate and maintain and expand its operation. At the same time, they wondered if the previous generation's vision of creating a business ecosystem including organic farming, proper waste treatment, non-chemical paper manufacturing, energy and resource recycling, and new materials was even feasible.

As the Ebola outbreak threatens the fragile health system of Liberia, Raj Panjabi, the founder of Last Mile Health, faces a dilemma: should he expand beyond the organization's core mission to help the country build emergency health care capacity, or should he stick to his knitting? Panjabi, a Liberian who immigrated with his family to the United States during the Liberian Civil War, founded Last Mile Health as a non-profit organization to recruit and train community health workers to reach remote rural communities with basic health services. The case traces the founding and early years of Last Mile Health, before the organization has to decide whether they pursue a significant amount of new funding to expand into other areas.

YFY Inc., a Taiwan-based global multinational firm with its origins in agriculture and paper products, had recently become an innovator in environmentally-friendly packaging material—producing nPulp, paper pulp made from straw. The company’s visionary leadership choices had shaped its technological choices through various institutional changes and helped it overcome a number of technical and organizational obstacles in order to commercialize this innovation. However, like all green innovations, nPulp still faced serious challenges, such as unsupported policies and regulations, and unstable supply. In 2017, the company’s leadership needed to find other applications for this product to increase its market adoption rate and maintain and expand its operation. At the same time, they wondered if the previous generation’s vision of creating a business ecosystem including organic farming, proper waste treatment, non-chemical paper manufacturing, energy and resource recycling, and new materials was even feasible.

In October 2018, the founder of NutriHealth started to think about the next phase of her company’s growth strategy. NutriHealth began as a stand-alone clinic in 1998 and was a service provider of personalized wellness and health management diet plans. It was time to make decisions that would lead to sustained growth. NutriHealth had reached a satisfactory position in the market, and investors had become interested in the venture, offering capital. There were many options to explore, and the founder wanted to find the best approach in choosing a growth pathway.

In October 2018, the founder of NutriHealth started to think about the next phase of her company's growth strategy. NutriHealth began as a stand-alone clinic in 1998 and was a service provider of personalized wellness and health management diet plans. It was time to make decisions that would lead to sustained growth. NutriHealth had reached a satisfactory position in the market, and investors had become interested in the venture, offering capital. There were many options to explore, and the founder wanted to find the best approach in choosing a growth pathway.

The case discusses the international expansion strategy of The WeWork Company (WeWork), a co-working space company. In the United States and Europe, the expansion of WeWork occurred through greenfield investment; membership focus was on freelancers and entrepreneurs. In Asian markets such as India, where WeWork entered through a joint venture, enterprise customers were the revenue generators. In June 2019, a co-founder of WeWork considered buying the entire stake of its partner in the Indian joint venture. However, given that revenues continuously remained lower than losses, investors doubted the expansion strategy and business model of WeWork. Should WeWork’s pace of expansion be slowed? Can WeWork’s business model be revamped for more profitable returns, and if so, should it?

Although manipulations of visual and auditory media are as old as the media themselves, the recent entrance of deepfakes has marked a turning point in the creation of fake content. Powered by the latest technological advances in artificial intelligence and machine learning, deepfakes offer automated procedures to create fake content that is harder and harder for human observers to detect. The possibilities to deceive are endless-including manipulated pictures, videos, and audio-and organizations must be prepared as this will undoubtedly have a large societal impact. In this article, we provide a working definition of deepfake together with an overview of its underlying technology. We classify different deepfake types and identify risks and opportunities to help organizations think about the future of deepfakes. Finally, we propose the R.E.A.L. framework to manage deepfake risks: Record original content to assure deniability, expose deepfakes early, advocate for legal protection, and leverage trust to counter credulity. Following these principles, we hope that our society can be more prepared to counter deepfake tricks as we appreciate its treats.

Supplement for product 9B18M132.

At the center of one of the largest corruption scandals in Latin America, Brazilian conglomerate Odebrecht signed a leniency agreement with American, Swiss and Brazilian prosecutors in 2016 admitting to paying bribes in 12 countries. In an effort to regain financial stability and restore its damaged reputation, the Group overhauled its governance and set in motion a major organizational transformation effort. The case describes the Group's transformation journey and details various dilemmas that the new board of directors faced as the Group sought to put the scandal behind it and forge a path to the future.

In 2020, Falabella, one of the largest Latin American multi-format and multi-country retailers, faced increasing competition from the online world. The growth of online giants posed significant challenges for Falabella’s senior executives, who needed to decide how to allocate investments in this highly competitive environment. There were also growth opportunities in the brick-and-mortar business in many Latin American countries. Falabella needed to assess how to compete in the dual online and off-line world. The COVID-19 pandemic had created additional challenges for Falabella’s management team, as most shopping malls and stores were obliged to close for a long period of time, and the lower off-line sales were not expected to be fully compensated by increasing online sales. Should Falabella’s executives continue to focus on the historical strength of Falabella, fuelled by horizontal, vertical, and international expansion? Should they focus their efforts on the online business and divest some of their current business units.

In early January 2019, the founders of STMNT (pronounced “statement”) a Canadian peer-to-peer clothing rental platform, were reviewing the performance of their venture. The sisters had formally launched STMNT in November 2018 and wondered whether they had implemented the right business model for their venture or if they needed to pivot. The rental transaction process was taking too long for customers and required too much of the founders' time to make scaling up a possibility. The sisters needed to take stock of their progress to date and chart the next steps for their venture.

Opportunity Insights -- a non-profit that researches drivers of economic opportunity and develops policy solutions to help families achieve better life outcomes -- seeks to expand its impact.