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Biryani by Kilo (BBK) is a Gurugram (Near New Delhi, India) based Quick Service Restaurant founded by Koushik Roy and Vishal Jindal in 2015. The company specializes in serving authentic Indian dishes. They offer both dine in and delivery options and have multiple locations in India. They are known for using high quality ingredients and traditional cooking methods to create delicious biryani dishes. They brought many innovations to their offering. Now they wanted to create a McDonald's for Indian food but were in a dilemma about how to proceed. How could they eventually build a national brand and then expand it globally?

The Royal Belgian Football Association was a non-profit organization based in Brussels, Belgium that had a goal to organize, develop, and promote all forms of football in the country. To achieve this goal, it regularly interacted with many stakeholders including fans, commercial partners, association members, referees, and brand stewards. In 2021, the association was eager to digitalize these interactions through the use of its mobile app and added many features to the app over the next two years to support a fluid road map. However, during those two years, the performance of marquee teams was disappointing. More than ever, it seemed important to engender continuous digital engagement with stakeholders as a basis for further commercial growth. In March 2023, the director of marketing and communication and the director of digital, innovation, and technology were reviewing and assessing the association's digital strategy, especially during the previous two years, and strategizing about the future. Their assessment revealed several important questions about how to prioritize digital initiatives in the future.

In mid-September 2022, Saumil Majmudar, the co-founder, chief executive officer, and managing director of Sportz Village faced a problem. The company, based in Bengaluru, India, was India’s leading sports education organization, which provided a structured physical education (PE) curriculum to K–12 schools. Thirteen years after its inception, EduSports, a division of Sportz Village, was unable to reach its goal of penetrating 5,000 schools with its PE curriculum. Research had indicated that the low penetration rate stemmed from not offering inter-school sports competitions to showcase the ability of the students involved in the structured PE program. Majmudar had to evaluate between two funding sources to enable EduSports to offer inter-school sports competitions: pass on the increased subscription price to students or keep the subscription price the same but look for brands to offset the increased costs of running inter-school events. Given that the yearly sales cycle would begin in about two weeks, Majmudar’s decision was urgent.

As Lorena Scaloni sat in her office at Riverwalk Wealth Management, she was starting to get just a little nervous. The end of the week marked the day when she would be standing before a room filled with her peers and investment professionals, ready to present her vision for the future of Riverwalk’s financial advisory practice. The audience had no qualms about challenging her ideas or casting doubt if her vision lacked persuasiveness or her action plan failed to convince them.<br><br>As one of the three partners at Riverwalk, Scaloni had a reasonable understanding of the challenges confronting both the industry and her firm. Although not entirely clear, she knew that the financial advice industry was undergoing a significant reckoning. Scaloni identified her vision to ensure a thriving future for Riverwalk. Now she had to present that vision to her peers.

In mid-September 2022, Saumil Majmudar, the co-founder, chief executive officer, and managing director of Sportz Village faced a problem. The company, based in Bengaluru, India, was India's leading sports education organization, which provided a structured physical education (PE) curriculum to K-12 schools. Thirteen years after its inception, EduSports, a division of Sportz Village, was unable to reach its goal of penetrating 5,000 schools with its PE curriculum. Research had indicated that the low penetration rate stemmed from not offering inter-school sports competitions to showcase the ability of the students involved in the structured PE program. Majmudar had to evaluate between two funding sources to enable EduSports to offer inter-school sports competitions: pass on the increased subscription price to students or keep the subscription price the same but look for brands to offset the increased costs of running inter-school events. Given that the yearly sales cycle would begin in about two weeks, Majmudar's decision was urgent.

Many CEOs dutifully check the boxes when it comes to their own annual feedback process â€" and that's it. These CEOs don't see value in it, so follow-up is spotty and organizations don't gain much from it. But there is a better way. Based on the author's real-world experiments with CEOs and senior leaders, this article shares three suggestions for dramatically increasing the impact of the annual CEO feedback process.

Jason Kelce, an NFL player and athlete recognized around the world, had built a strong personal brand over the course of his career. He had reinvented himself and worked hard at honing his own personal branding, successively building a successful platform for each venture and staying forward-looking about his future after retiring from football. By 2023, Kelce was at a crossroads. He was not quite ready to hang up his Philadelphia Eagles jersey, and he knew that managing his own personal brand was a full-time endeavour as well. What was the best way to further develop his brand so that it would continue to flourish post-NFL career? What kinds of projects should Kelce take on next?

Bayer Crop Science AG (Bayer CS) was grappling with the critical issue of how to navigate the landscape of relevant technologies for innovation partnerships. The organization's structure was fragmented, with each business unit operating its own tech screening and sourcing processes. To tackle this, the Innovation Sourcing Team introduced InnovationFlow, a digital platform. This platform formed the core of Bayer CS' scouting network, enabling their employees’ efficient external scouting and idea leveraging. The case study centres on evaluating this platform and the emerging challenges during its rapid growth. It showcases the dynamic nature of digital ecosystem development, where technology, organizational change, and effective innovation sourcing intersect.

Following its disastrous market entry into the United Kingdom in 2019, due to immediate backlash from the LGBTQ+ community, Chick-fil-A, the US$16 billion conservative Christian fast-food company, named a new chief executive officer in 2021, Andrew Truett Cathy. By inheriting the privately-held, family-owned empire, Cathy faced a monumental task, made more difficult when he appointed a vice president of diversity, equity, and inclusion, which sparked calls for a boycott from conservative groups and claims that “the company had gone woke.” To make matters worse, Chick-fil-A was in the middle of a worldwide chicken sandwich war, fighting against many competitors, including McDonald’s, Popeyes, and Wendy’s. As August 2023 came to a close, how could Andrew Cathy, newly minted third generation chief executive officer of Chick-fil-A, avoid the curse of wealth destruction and simultaneously fight culture and chicken wars?

J P Landgoed (PTY) LTD (J P Landgoed), a mandarin fruit farm in Limpopo, South Africa, was founded by Cobus Beetge in 2014. The firm grew from a few mandarin trees to a well-established export-oriented company. In July 2021, at the peak of the harvest season, Beetge received an email from the Citrus Growers Association of South Africa. The email stated that although port activities in Durban had resumed and the port was fully operational capacity following looting and riots in KwaZulu-Natal province, the backlog was severe and most cold-storage facilities were at capacity; as such, Durban harbour was not accepting any further consignments. This meant uncertainty for J P Landgoed, with the firm having to deal with confined consignments due to the backlog as well as others scheduled for dispatch from the farm. Beetge called a meeting with his financial manager, Francois Venter, to discuss the issue and come up with a solution.

BYJU'S first entered India's test preparation industry in 2007 with technology-enabled learning, when the market was uncontested, allowing the company to grow steadily until 2015 and achieve unicorn status in the industry in 2017. However, many new organizations started joining the technology-focused learning sector in 2014-15, greatly reducing the market share BYJU'S was enjoying before it was challenged. By 2020, with many new educational technology start-ups in the market, the industry was valued at US$1.43 billion. BYJU'S dominated the market with a 57 per cent share, but the founder knew that the market was no longer uncontested. Therefore, to retain its position as a market leader, BYJU'S acquired firms rapidly. The strategy, however, soon led to financial crises and catastrophic losses. From 2007 to 2015, BYJU'S created high levels of value before switching to a growth strategy of rapid and numerous acquisitions, leading to cash crunches and financial challenges. How could the founder turn his company around to regain the company's early success?

Bayer Crop Science AG (Bayer CS) was grappling with the critical issue of how to navigate the landscape of relevant technologies for innovation partnerships. The organization's structure was fragmented, with each business unit operating its own tech screening and sourcing processes. To tackle this, the Innovation Sourcing Team introduced InnovationFlow, a digital platform. This platform formed the core of Bayer CS' scouting network, enabling their employees' efficient external scouting and idea leveraging. The case study centres on evaluating this platform and the emerging challenges during its rapid growth. It showcases the dynamic nature of digital ecosystem development, where technology, organizational change, and effective innovation sourcing intersect.

Following its disastrous market entry into the United Kingdom in 2019, due to immediate backlash from the LGBTQ+ community, Chick-fil-A, the US$16 billion conservative Christian fast-food company, named a new chief executive officer in 2021, Andrew Truett Cathy. By inheriting the privately-held, family-owned empire, Cathy faced a monumental task, made more difficult when he appointed a vice president of diversity, equity, and inclusion, which sparked calls for a boycott from conservative groups and claims that "the company had gone woke." To make matters worse, Chick-fil-A was in the middle of a worldwide chicken sandwich war, fighting against many competitors, including McDonald's, Popeyes, and Wendy's. As August 2023 came to a close, how could Andrew Cathy, newly minted third generation chief executive officer of Chick-fil-A, avoid the curse of wealth destruction and simultaneously fight culture and chicken wars?

J P Landgoed (PTY) LTD (J P Landgoed), a mandarin fruit farm in Limpopo, South Africa, was founded by Cobus Beetge in 2014. The firm grew from a few mandarin trees to a well-established export-oriented company. In July 2021, at the peak of the harvest season, Beetge received an email from the Citrus Growers Association of South Africa. The email stated that although port activities in Durban had resumed and the port was fully operational capacity following looting and riots in KwaZulu-Natal province, the backlog was severe and most cold-storage facilities were at capacity; as such, Durban harbour was not accepting any further consignments. This meant uncertainty for J P Landgoed, with the firm having to deal with confined consignments due to the backlog as well as others scheduled for dispatch from the farm. Beetge called a meeting with his financial manager, Francois Venter, to discuss the issue and come up with a solution.

Jason Kelce, an NFL player and athlete recognized around the world, had built a strong personal brand over the course of his career. He had reinvented himself and worked hard at honing his own personal branding, successively building a successful platform for each venture and staying forward-looking about his future after retiring from football. By 2023, Kelce was at a crossroads. He was not quite ready to hang up his Philadelphia Eagles jersey, and he knew that managing his own personal brand was a full-time endeavour as well. What was the best way to further develop his brand so that it would continue to flourish post-NFL career? What kinds of projects should Kelce take on next?

This case features the actual responses of an organizational President who finds himself in the midst of a murder within his organization, which occurred while he was out of town and out of touch. His statements are the case data. Background information at the start of the case describes a leader who was largely uninformed and unaware of deadly internal threats that preceded the murder by nearly a year. Rather than focusing on traditional communication guidelines (e.g., word or delivery choices), attention here centers on inferences, implications, and promises embedded in the President's communications. Verbatim quotes offer opportunities to consider potential assumptions and evaluations of internal and external stakeholders, as well as impacts and limitations to paths forward for the organization and the President.

BYJU’S first entered India’s test preparation industry in 2007 with technology-enabled learning, when the market was uncontested, allowing the company to grow steadily until 2015 and achieve unicorn status in the industry in 2017. However, many new organizations started joining the technology-focused learning sector in 2014–15, greatly reducing the market share BYJU’S was enjoying before it was challenged. By 2020, with many new educational technology start-ups in the market, the industry was valued at US$1.43 billion. BYJU’S dominated the market with a 57 per cent share, but the founder knew that the market was no longer uncontested. Therefore, to retain its position as a market leader, BYJU’S acquired firms rapidly. The strategy, however, soon led to financial crises and catastrophic losses. From 2007 to 2015, BYJU’S created high levels of value before switching to a growth strategy of rapid and numerous acquisitions, leading to cash crunches and financial challenges. How could the founder turn his company around to regain the company’s early success?

Spreadsheet to accompany product W33973.

Presentation to accompany product W33973.

In September 2023, John Ridding, CEO of the Financial Times, was considering the possible impact of Generative AI on the industry and his business. Having navigated successfully the seismic shift from print to digital, and reporting record results, the company was debating how to harness the power of generative AI. The case therefore is an example of a successful business confronting a new paradigm in its market which will impact many of the industry's power and profit dynamics, making it appropriate for teaching Porter's Five Forces, S-curves, corporate innovation, sources of value and competitive advantage.