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By assigning people to multiple teams at once, organizations can make more-efficient use of time and brainpower and do a better job of solving complex problems and sharing knowledge across groups. But competing priorities and other conflicts can make it hard for teams with overlapping membership to stay on track. Group cohesion often suffers, and people serving on several teams concurrently may experience burnout. Through extensive research and consulting, the authors have identified several ways that both team and organizational leaders can reduce the costs of multiteaming and better capitalize on its advantages. Team leaders should launch the team well to establish trust and familiarity, map every member's skills, carefully manage time across teams, and boost motivation by emphasizing opportunities to learn. Organizational leaders should focus on mapping and analyzing patterns of team overlap, promoting knowledge flows among teams, and buffering teams against shocks. All this represents a significant investment of time and effort. But organizations pay a much higher price when they neglect the costs of multiteaming in hot pursuit of its benefits.

Numerous studies show that close to two-thirds of U.S. employees are bored, detached, or jaded and ready to sabotage plans, projects, and other people. Why so much unhappiness among professionals who have the capacity to shape their work lives? The author highlights three of the most common reasons--ambition, doing what's expected of us, and overwork--which seem productive on the surface but are harmful when taken to the extreme. To break free of these "happiness traps," you first have to accept that you deserve happiness at work. Then you can use your emotional intelligence--particularly emotional self-awareness, emotional self-control, and organizational awareness--to understand which trap has ensnared you. Finally, you must actively seek meaning and purpose in day-to-day activities, foster hope in yourself and others, and build friendships at work.

Private philanthropists have helped propel some of the most important social-impact success stories of the past century: Virtually eradicating polio globally. Ending apartheid in South Africa. Creating a universal 911 service in the United States. These efforts have transformed or saved hundreds of millions of lives. That we take them for granted now makes them no less astonishing: They were the inconceivable moon shots of their day before they were inevitable success stories in retrospect. Today's donors aspire to similarly audacious outcomes, but despite having written big checks for years, many aren't seeing transformative results. A study of 15 breakthrough initiatives, ranging from broad access to end-of-life hospice care to the widespread use of a lifesaving oral rehydration solution in Bangladesh, revealed five shared elements that may help philanthropists improve the odds of swing-for-the-fences success. Effective initiatives: Build a shared understanding of the problem and its ecosystem; set concrete and compelling "winnable milestones"; design approaches that work at massive scale; drive demand; and embrace course corrections.

The idea that management is a hard science, which MBA programs have promoted for the past six decades, has become even more entrenched in the era of big data. But a scientific approach has its limits, say Martin, the coauthor of the best-seller "Playing to Win," and consultant Golsby-Smith. In fact, overreliance on scientific analysis tends to narrow strategic options and shut down innovation. That's because it's designed to understand natural phenomena that cannot be changed. It's not an effective way to evaluate possibilities--things that do not yet exist. The two authors offer an alternative approach to strategy making and innovation that relies on imagination, experimentation, and communication. To make decisions about what could be, managers should devise narratives about possible futures, using the storytelling tools first proposed by Aristotle (who ironically also originated the scientific method). If executives then hypothesize what would have to be true for those narratives to happen and validate their hypotheses through prototyping, they can determine which narrative has the most compelling chance of success.

Two decades ago the psychologists Robert and Joyce Hogan created an inventory of 11 qualities, ranging from excitable to dutiful, that when taken to the extreme, resemble the most common personality disorders. Subsequent profiling of millions of employees, managers, and leaders reveals that most people display at least three of these "dark side" traits, and about 40% score high enough on one or two to put them at risk for career disruption. For example, being excitable may help you display passion and enthusiasm to coworkers and subordinates, but it can also make you volatile and unpredictable. Having a deeply skeptical, cynical outlook makes it hard to build trust. And diligence, in excess, can morph into procrastination and obsessive perfectionism. The author discusses the individual traits and suggests how to manage them, which involves identifying the ones that trip you up, modifying some of your behaviors, and continuing to adjust in response to critical feedback. In the process, you can greatly enhance your reputation, your career, and your leadership potential.

The TV host and former football star on leading people and making the leap to a successful second act.

On April 1, 2016, fashion house Yves Saint Laurent (YSL) announced the departure of its creative director who had been responsible for successfully reviving the struggling YSL brand since 2012. Three days after this surprising departure, the company announced that its next creative director would be a relatively inexperienced, 36-year-old designer. After decades of leadership turmoil and financial instability at YSL, the incoming creative director was facing increasing pressure from stakeholders to build off the success that his predecessor had achieved. The global luxury fashion industry had become increasingly competitive, with multiple brands competing for the industry’s estimated value of €265 billion in 2017. Had YSL made the right decision in selecting this young director? To help YSL remain one of the top brands in the fashion industry, should the new director implement a strategy that builds upon the successful foundation created by his predecessor, or should he develop new strategies?

Curana BVBA was a small family-owned company in Belgium. In the 1990s, it was producing mudguards and fenders as an original equipment manufacturer for the European bicycle industry. As Curana BVBA faced increasing competition in 2009, it needed to make a strategic turnaround. The company focused on the top segments of the market and introduced innovative and design-based bicycle accessories. The company didn't have the competency to develop these new products itself, so it built and relied on an open innovation strategy that included several partners who could develop and manufacture the original products. As the network matured, Curana derived new competencies from the partners, which ultimately allowed Curana to embark on a proactive innovation process, spawning entirely new product designs more rapidly than anyone else in the industry.

Supplement for product 9B17M139.

Bali Hai Cruises had grown from a start-up company in 1990 to become a thriving multimillion-dollar business in 2017 that employed 460 people on the Indonesian islands of Bali and Lembongan. This solid and consistent business development took place despite a business environment and government that had not always been friendly and positive toward foreign investors. What critical factors brought success to this tourism-based company in such a challenging market? What behaviours and strategies had Bali Hai Cruises followed to build trust, deliver on performance, and resolve challenges in developing this vertically integrated company? The company now faced new challenges in terms of an aging leadership and workforce, the continuing need to manage and maintain its working relationships with the Indonesian government and the harbour authorities, the rapidly developing information technology capacity of the marine tourism industry, and the potential of growing competition. What strategies could Bali Hai Cruises implement to continue its success and growth in 2018 and beyond?

Leaders of the mid cap buyout group at Ardian, the Paris-based private equity firm led by Dominique Senequier, have been asked to review and assess the governance model the firm uses for majority-owned companies in its portfolio. The case describes the governance model and then shows how it has worked in practice at two companies: Italy's orthopedic implant maker Lima Corporate and French chemical company Novacap. For each company, the case describes how Ardian decided on the investment and established a board of directors, and details the deliberations around some of the critical decisions made by each board during Ardian's tenure as majority shareholder. Through the two examples of Lima and Novacap, the case invites students to evaluate Ardian's approach to corporate governance in its portfolio companies and to recommend possible changes or improvements.

Two life-long friends, one a doctor and one a business professional, joined forces to set up Eye-Q Super Specialty Hospitals in 2007. Driven by their shared goal of bringing superior quality eye care to places where such services were desperately needed, the partners chose to operate in the small towns and cities across India. Both men believed in a vision that combined a socially driven business model with a commercially viable enterprise, and they had experienced great success with this model during their first seven years of operation. In January 2014, as they charted out Eye-Q Super Speciality Hospitals' plans for growth, the partners decided to expand the organization's reach from 30 to 125 hospitals over the upcoming five years. Was this growth expectation realistic? What strategy would best suit this objective?

The sudden departure to Hewlett- Packard of a top level EMC Corporation executive who had full knowledge of EMC's operations, business plans, and key personnel ignited a bi-coastal battle between two fierce rivals that was played out in courts competing for jurisdiction and states with diametrically opposed laws and public policies concerning non-competition agreements. The enforceability of the employment contract at the core of the case is explored in the context of motion pleading and preliminary relief and litigation strategy is presented as part of a company's overall business strategy.

The sudden departure to Hewlett- Packard of a top level EMC Corporation executive who had full knowledge of EMC's operations, business plans, and key personnel ignited a bi-coastal battle between two fierce rivals that was played out in courts competing for jurisdiction and states with diametrically opposed laws and public policies concerning non-competition agreements. The enforceability of the employment contract at the core of the case is explored in the context of motion pleading and preliminary relief and litigation strategy is presented as part of a company's overall business strategy.

Two life-long friends, one a doctor and one a business professional, joined forces to set up Eye-Q Super Specialty Hospitals in 2007. Driven by their shared goal of bringing superior quality eye care to places where such services were desperately needed, the partners chose to operate in the small towns and cities across India. Both men believed in a vision that combined a socially driven business model with a commercially viable enterprise, and they had experienced great success with this model during their first seven years of operation. In January 2014, as they charted out Eye-Q Super Speciality Hospitals’ plans for growth, the partners decided to expand the organization’s reach from 30 to 125 hospitals over the upcoming five years. Was this growth expectation realistic? What strategy would best suit this objective?

Student spreadsheet for case UV7467.

On June 15, 2015, the Chicago Blackhawks defeated the Tampa Bay Lightning to win the National Hockey League (NHL) Stanley Cup. It was the Blackhawks' third league title in six seasons. In previous years, the off-seasons immediately following Stanley Cup victories had been challenging. The general manager was typically forced by the NHL's salary cap to change key components of the championship rosters. In late June 2015, the situation differed from in the past. Two superstar forwards were locked into identical eight-year contracts worth US$10.5 million per year beginning July 1, 2015. However, significant macroeconomic events around the world had unfolded rapidly, specifically in Canada and the United States, where the NHL operated. How would these macroeconomic forces shape the future of the NHL and the Blackhawks?

By 2017, Beijing Testin Information Technology Co., Ltd. (Testin), had forged partnerships with multiple large multinational companies (e.g., Microsoft, IBM, ARM, Intel). Since it was founded in 2011, Testin had served over 800,000 application developers by conducting more than 150 million quality and security tests on over 2.5 million mobile applications. It had received several rounds of financing totaling over $80 million. Many Chinese Internet companies had tried to acquire Testin, and a well-known MNC asked Testin to sign an exclusive service contract. Wang and his partners resisted such offers and were determined that Testin should <br> maintain its neutrality. But as a five-year old enterprise, Testin’s big concern was how it could “stay hungry and stay foolish.”

On the evening of September 30, 2016, the founder and chief executive officer of Lagom Kitchen + Brewery (Lagom) surveyed his newly opened microbrewery and restaurant with pride. He had put a great deal of hard work, time, and money into this venture; in the past two years, Lagom had required an investment of US$1 million. Yet the business’s Gurgaon location, within India’s Delhi National Capital Region, had failed to deliver the footfall that the founder had expected. Lagom was at the centre of an information technology corporate park where more than 10,000 employees worked, and was surrounded by many business parks and malls. However, fewer companies had moved into these spaces than anticipated, which was affecting Lagom’s sales. Should the founder alter Lagom’s product offerings or increase the price of the menu items? Should he increase the focus on corporate customers by undertaking exclusive tie-ups, or should he increase Lagom’s social marketing efforts to attract customers from nearby condominiums? Lagom’s founder had only two weeks to act before the restaurant’s financial situation became critical.

In 2016, Ambuja Cements Limited (Ambuja Cement) was one of the largest cement companies in India. Company operations required the use of water for cooling, dust suppression, and domestic needs, but the use of water stressed the water resources at some of the company’s locations. Ambuja Cement thus identified the availability of water as a risk area for the organization and made water conservation a key element of their sustainability agenda. By virtue of its sustainability initiatives, Ambuja Cement became one of the first cement companies in the world to be certified as water positive. The company wanted to account for both the social and economic value its water conservation efforts generated. However, valuing water was a complex task involving many considerations, such as water sources and uses, the social value of water, water scarcity, and exchange rates.