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Spreadsheet supplement to case UV7582.

Traditional establishment leadership of Miami is increasingly challenged by a rising millennial generation that is more diverse and brings more innovative and entrepreneurial "outside-the-building" approaches, including impatience for change. Leadership succession is already underway, with examples of increased activism and cross-sector collaboration, as well as a new millennial mayor of the central city who declares entrepreneurship to be Miami's strength and national advantage. But there is a consensus that Miami is only a short way along its path to transformation to become the city of future opportunity. Is it essential that networks become more open and inclusive, to find new sources of leadership talent?

In the decade starting in 2000, a new mayor focused on infrastructure and leadership from a foundation investing in arts and culture helped the Miami region transform and attract younger people to a newly vibrant central city and arts district. In 2011, the Knight Foundation targeted entrepreneurship as its core Miami focus-to build tech jobs of the future-drawing on the rapid growth of higher education and a large immigrant population. But should a private philanthropy promote for-profit businesses?

Fastenal was one of the largest U.S. industrial supply companies, with the highest operating margin among its competitors. It was known and awarded for its innovative industrial vending solutions. With the launch of Amazon Business in the industrial distribution space in 2012, Fastenal’s performance began to decline. In 2017, Amazon Business obtained patents for a drone-based delivery system. This, combined with Amazon’s power of low cost, raised critical challenges for leading players like Fastenal. How should Fastenal respond to this competition: should it focus on low price or pursue a differentiation strategy?

Fastenal was one of the largest U.S. industrial supply companies, with the highest operating margin among its competitors. It was known and awarded for its innovative industrial vending solutions. With the launch of Amazon Business in the industrial distribution space in 2012, Fastenal's performance began to decline. In 2017, Amazon Business obtained patents for a drone-based delivery system. This, combined with Amazon's power of low cost, raised critical challenges for leading players like Fastenal. How should Fastenal respond to this competition: should it focus on low price or pursue a differentiation strategy?

With 195,000 employees, operations in 45 countries, and $55 billion in annual revenues, Disney is the largest media and entertainment company in the world. The strategic leadership of Walt Disney, Michael Eisner, and Robert Iger was critical in turning Disney into such a colossus empire. The case covers the epic journey of Disney from its inception in 1923 to its record performance results in 2016. The case examines how Disney grew through the corporate strategies of vertical integration, diversification, and geographic expansion by leveraging the following core competencies: creative content, technology, synergy, and branding. The case opens with Robert Iger, the current CEO who is facing four major challenges: acquiring creative content, technology disruption, global resistance to Disney's association with "American imperialism," and finding a successor by 2019. These challenges involve further broadening the scope of Disney, having to face even more formidable competition from international companies as well as former customers such as Netflix, and possibly hiring an "untested" CEO who could derail Disney's past success.

Exhibit to Merging American Airlines and US Airways (A) case. In February 2013, US Airways announced that it would merge with American Airlines to create the world's largest airline. Doug Parker, the CEO of US Airways, would become CEO of the new American Airlines Group (AAL). The case describes a number of critical decisions Parker made and actions that he took in the course of the acquisition integration process. All focused on how best to combine the two airlines' core systems and operating processes as well as the appropriate scope and speed of strategic changes. Now, Parker must decide on the composition of AAL's senior executive team. Should Parker select a team dominated by US Airways executives with whom he has successfully worked for decades? Or should he establish a new team with roughly equal representation from both airlines? Parker's choice will send important signals to employees about the extent to which the transaction will be viewed as a merger of equals or as a takeover by US Airways.

In response to its shrinking domestic market, Japanese liquor company Suntory Holdings Limited acquired American liquor conglomerate Beam Inc. in 2014 to expand into the promising U.S. market. Although the acquisition price was high, executives of both companies were confident in the deal. However, as the new combined entity, Beam Suntory Inc., began the integration process, it encountered significant friction, particularly from its separate corporate cultures. By 2016, the new entity had not integrated to a satisfactory level. The high acquisition price had left the parent company with monumental debt, while the consolidated operations struggled to establish trust and efficiency. Had Suntory Holdings Limited made a wise decision in acquiring Beam Inc.? How should it cope with the monumental debt? How should the combined entity resolve conflicts and integrate to realize potential synergies?

In response to its shrinking domestic market, Japanese liquor company Suntory Holdings Limited acquired American liquor conglomerate Beam Inc. in 2014 to expand into the promising U.S. market. Although the acquisition price was high, executives of both companies were confident in the deal. However, as the new combined entity, Beam Suntory Inc., began the integration process, it encountered significant friction, particularly from its separate corporate cultures. By 2016, the new entity had not integrated to a satisfactory level. The high acquisition price had left the parent company with monumental debt, while the consolidated operations struggled to establish trust and efficiency. Had Suntory Holdings Limited made a wise decision in acquiring Beam Inc.? How should it cope with the monumental debt? How should the combined entity resolve conflicts and integrate to realize potential synergies?

In September 2016, Loblaw Companies Limited (Loblaw), Canada's largest grocery retailer, was facing disappointing financial results, with net income in the previous quarter down 14.6 per cent from 2015. The chairman of Loblaw, needed to evaluate how to move forward in an increasingly competitive industry. With Sobeys Inc. at a close second to Loblaw's market share and with food inflation significantly affecting the prices of produce, the chairman needed to consider how to approach the grocery retail industry using a method that would appease both his frequently price-sensitive consumers and his bottom line.

In 2015 there was a public outcry over the price increase in Daraprim (pyrimethamine) by Turing Pharmaceuticals AG (Turing). Daraprim was a drug that was widely used by a small population of U.S. patients to treat toxoplasmosis. Soon after Turing acquired its commercialization rights in August 2015, the company increased the list price of the drug by over 5,000 per cent. The increase led to consumer protests in the United States, and the media vehemently condemned Turing's action of raising the price for the decades-old drug that had gone off-patent in 1970. Later, the U.S. Congress stepped in, demanding that Turing's officials clarify how they could justify the high price of Daraprim. How should Turing respond to the public outcry? Should Turing stand by the increased price for Daraprim? How could it handle the outcry from the patient groups that needed Daraprim?

The case highlights a failed attempt to 'liberate' management and employees from traditional business practices at a factory in France. It closely follows the events that took place at Poult during a 10-year period that began in 2006. It draws on the astute reflections of the last CEO at Poult, who, until his dismissal in 2017, was actively engaged in building an alternative culture among the firm's 800 factory workers, machine operators and technicians. Thanks to detailed analysis, the case offers insight into the matrix of activities that constitute a 'liberated enterprise', from building autonomous teams to driving innovation from the bottom up.

Technology has made it possible for employees to be plugged in around the clock, even when they're "on vacation." In view of this reality, Kronos launched its open vacation policy in early 2016. To Ain's surprise, some employees were very unhappy about it, largely for three reasons: Because the new policy required individuals to work out time off with their supervisors, some managers thought their jobs would become more difficult. Some employees who had been banking unused vacation time resented the loss of a bundle of cash when they retired. And some felt that it was unfair for new hires to get as much vacation as they themselves had earned over time. But Kronos now considers the switch a success--and 2016 was financially the company's best year ever.

More than 15 years ago Jim Collins, the author of the management best seller "Good to Great," introduced the flywheel as a metaphor for the enduring power of strong business leadership. A company achieves excellence, he wrote, by "relentlessly pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough." The power of momentum is evident in HBR's 2017 ranking of the world's best-performing CEOs--the 100 leaders who have delivered top results on both financial and ESG measures over their entire tenures, which average 17 years. Heading this year's list--his first time in that spot--is Pablo Isla of Inditex, the parent of several retail fashion chains including Zara and Pull&Bear. In an accompanying interview with HBR senior editor Daniel McGinn, Isla discusses some of the factors--a flat structure and an informal management style; "proximity sourcing," or production close to home; and a continual focus on sustainability--that have propelled the company's success.

Most leadership development programs aren't working. Only 24% of senior executives at firms that have them consider them to be a success. Companies must take a more scientific approach to turning their raw talent into leaders, say three authors from Egon Zehnder, which has been measuring executive potential for 30 years. Begin by identifying which of seven key leadership competencies (results orientation, strategic orientation, collaboration and influence, team leadership, developing organizational capabilities, change leadership, and market understanding) are critical to your top roles. Next, assess employees' potential by looking at five predictors of strong competencies (motivation, curiosity, insight, engagement, and determination) and then map people's potential to role requirements to see how far they can go. Last, to help them get there, provide the right coaching and development opportunities.

To identify the value that social tools can bring to companies, the authors split employees at a large financial services firm into two groups, only one of which used an internal social platform, and observed them for six months. Those who had used the tool became 31% more likely to find coworkers with relevant expertise and 88% more likely to discover who had useful connections. Internal social tools can help employees make faster decisions, develop more innovative ideas for products and services, and become more engaged in their work and their companies. But companies that try to "go social" often fall into four traps: They (1) assume that Millennials will embrace social tools at work; (2) struggle to foster personal interaction that builds trust and promotes knowledge sharing; (3) fail to recognize how learning occurs on social tools; and (4) focus on the wrong data. The authors offer advice on how to avoid these traps.

A TV producer struggles to balance the demands of three hit shows--and dreams of a new one. This fictional case study features expert commentary by Sarah Barnett and Melissa James Gibson.

The astronaut talks about how his style of leadership has changed, how he got along with Russian cosmonauts in space, how he handles stress, and more.

A TV producer struggles to balance the demands of three hit shows--and dreams of a new one. This fictional case study features expert commentary by Sarah Barnett and Melissa James Gibson.

A TV producer struggles to balance the demands of three hit shows--and dreams of a new one. This fictional case study features expert commentary by Sarah Barnett and Melissa James Gibson.