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It was the peak of summer in Delhi. With the temperature soaring to 47 degrees Celsius, the city was facing power cuts. Amid the looming threat of a potential power crisis, the chief executive officer (CEO) of an electricity distribution company in the city was wondering how technology could help in providing reliable power to all while mitigating other key challenges. He needed to bring down the aggregate technical and commercial losses further so that the company could generate higher revenue with the same power input and still provide better satisfaction to the customers. Not satisfied with the company close to being a benchmark nationally on various parameters, the CEO aspired to meet international benchmarks in power distribution.

It was the peak of summer in Delhi. With the temperature soaring to 47 degrees Celsius, the city was facing power cuts. Amid the looming threat of a potential power crisis, the chief executive officer (CEO) of an electricity distribution company in the city was wondering how technology could help in providing reliable power to all while mitigating other key challenges. He needed to bring down the aggregate technical and commercial losses further so that the company could generate higher revenue with the same power input and still provide better satisfaction to the customers. Not satisfied with the company close to being a benchmark nationally on various parameters, the CEO aspired to meet international benchmarks in power distribution.

This two-part case looks at the issues related to the Metropolitan Opera's decision to start transmitting its productions in high definition (HD) to movie theatres after the arrival of its new general manager, Peter Gelb, on August 1, 2006. Part A provides students with all the details needed to assess this decision. It outlines the Met's general and competitive position within the performing arts at the time Gelb took over management, explains the Met's business environment (Political, Economic, Social, and Technological (PEST) analysis, its direct and indirect competition in New York and from other major opera houses in the U.S. and around the world), and the facts needed to analyse the various distribution methods available to the Met. It allows students to determine the viability of Gelb's plan to take the Met into movie houses, considering its implications for the company and the changes it would require to the Met's traditional business model as well as its competitive environment. Part B introduces students to the factors underlying the Live in HD project implemented by Gelb and its commercial and financial success. It concludes with a discussion of the possible next steps in the wake of this technological innovation, given that some challenges remain (such as lowering the average age of Met audiences) and their implications from a competitive perspective.

This two-part case looks at the issues related to the Metropolitan Opera's decision to start transmitting its productions in high definition (HD) to movie theatres after the arrival of its new general manager, Peter Gelb, on August 1, 2006. Part A provides students with all the details needed to assess this decision. It outlines the Met's general and competitive position within the performing arts at the time Gelb took over management, explains the Met's business environment (Political, Economic, Social, and Technological (PEST) analysis, its direct and indirect competition in New York and from other major opera houses in the U.S. and around the world), and the facts needed to analyse the various distribution methods available to the Met. It allows students to determine the viability of Gelb's plan to take the Met into movie houses, considering its implications for the company and the changes it would require to the Met's traditional business model as well as its competitive environment. Part B introduces students to the factors underlying the Live in HD project implemented by Gelb and its commercial and financial success. It concludes with a discussion of the possible next steps in the wake of this technological innovation, given that some challenges remain (such as lowering the average age of Met audiences) and their implications from a competitive perspective.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. Chapter 1 describes the basics of Agile Scrum, a process that guides the creation and delivery of working software to the client community and that can be used in various other areas, like creating an online training. Reasons why Agile Scrum is valuable are given as well as a short background on the IT industry and the "Manifesto for Agile Software Development." An in-depth example of using Agile Scrum is offered, including a diagram of how the process works and what each step entails.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. This chapter provides a more in-depth look at exactly how Agile Scrum works. Ceremonies - including the vision ceremony, grooming ceremony, and repeating iteration ceremonies - are explained. The basics of creating user stories are given along with the process of backlog grooming - a way of converting user stories to be accepted into an Agile Scrum iteration. The Agile iteration cycle is discussed in detail; the process includes iteration planning, building, testing, and moving to production. While the three ceremonies happen at certain times, the daily standup ceremony occurs every working day.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. This chapter looks at key systems of Agile Scrum further - user stories, ceremonies, story pointing, and burn down charts. Everything an Agile Scrum team does relates back to user stories. Objectives that good user stories meet are outlined along with a template for user stories. Ceremonies are meetings with specific purposes and are held on particular days in the Agile cycle. An example chart of a ceremony schedule is provided as is a chart outlining the purpose, agenda, who, and when of each type of ceremony. Story pointing creates a rough planning estimate at the macro level. Examples, charts, and words of caution concerning story pointing are all offered. Burn down charts show how much of a team's available time has been used rather than assuming a constant use of hours at the same level every day. Descriptions of how to build and use a burn down chart are given. These four systems make up the necessary infrastructure to have an Agile Scrum team function.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. Chapter 4 discusses activities performed by Agile Scrum teams that result in high performance. An Agile Scrum team consists of the product owner, Scrum master, and build team. In this book, the build team is split into the development team and the test team. Goals and tasks of each role are outlined. The product owner sets the strategic direction, and the Scrum master monitors the use of Agile Scrum and gives correction when necessary. They act as a communicator, guardian, and administrator. When an Agile Scrum team is doing well, the roles between the development team and the test team may blur. The build team as a whole helps with backlog grooming, writes tasks, creates test conditions, and helps create a social contract. The aspects of trust, clear expectations, and team building are all discussed within the Agile Scrum team framework. When the team is organized, they can achieve high performance with respect to consistently meeting the "asks" of a business.

Agile Scrum is a process to guide the creation and delivery of working software to clients. This book explains the basics of Agile Scrum, why it is used, what it can be used for, and how to use it. The process of Agile Scrum includes manageable iterations (sprints) and team meetings to keep work on track (ceremonies). Agile Scrum is described in a structured way to teach students how to work effectively on an Agile team in order to improve their marketability. A particular discussion about managing risk in an Agile Scrum environment is also given, and each chapter ends with questions and activities to reinforce learning. This book will help new Agile Scrum team members, team leaders, trainers, and educators understand Agile Scrum and how best to use it. Chapter 5 offers a clear method of dealing with risk and effectively managing it. Agile Scrum teams do not always spend time addressing risk; however, risk is inevitable and should be considered. Risk is the potential that there could be a difference between what is hoped for and what actually happens. A process for addressing risk is provided. This process includes identifying input, creating a list of known risk events, inputting certain metadata on a risk log, and identifying output. By preparing for risk events, a team is more capable of dealing with those risks when the time comes.

Elon Musk, the CEO of the U.S.-headquartered Tesla Motors (Tesla), was considering how the company should enter the Chinese market. Less than a year earlier, Tesla had exited Singapore after disappointing results only six months after entering that promising market. There were several questions that the company would have to answer in order to formulate an appropriate entry strategy for China. First, could the company learn from its experiences in the United States and Singapore and apply this learning to China? Second, was it the right time to enter the Chinese market? Finally, how could Tesla prevent a repeat of the Singapore experience in China? There were several questions that the company would have to answer in order to formulate an appropriate entry strategy for China.

The director of JMD Oils, an edible oils firm, is considering the strategic options to drive his company to the next level of sales and profitability. The business has been showing a steady performance, but he feels that it could improve substantially. To increase profits, the director could increase sales volumes or increase gross margins. An increase in volume could be achieved by increasing the geographical footprint, which would require setting up additional factories. Increasing the margins would require a shift from a dealer push strategy to a consumer pull strategy, which could be achieved by brand building. The director needs to estimate returns from brand building and geographical expansion. The financial risks for each are different and the implementation challenges complicate the decision. What strategy will gain the confidence of investors and yield the best results for JMD Oils in the long term?

The director of CPVet in Gurgaon, India, was worried. The cost of running the veterinary clinics was mounting. Was customer behaviour in India with respect to pets changing? Unlike in many developed countries, Indian pet owners were not as willing to think of their pets as their own children and care for them accordingly. However, the industry seemed to be changing and trends showed that spending on pet care was steadily increasing. Were pet owners in India ready to invest more in their pets? Should CPVet expand beyond Gurgaon? Despite the fast growth rate of the industry and the company's first-mover advantage, CPVet faced several challenges with respect to its goal of expanding to a national level.

Junior and senior faculty members collaborate on crafting a classroom covenant.

When it comes to negotiating, attitudes and approaches matter more than people think. In fact, master negotiators share many attitudes and approaches to deal making. Rather than focusing on differences and incompatibilities — a tendency known as incompatibility bias — they first focus on similarities and common values and deal with differences later. Recognizing that a wide gap in interests calls for resilience and value creation, they share a spirit of cooperation and rarely resort to destructive threats and ultimatums. Despite being focused on harmonizing interests and striking deals, they see the fragility of the deal-making process and remain conditioned to walk away from the negotiating table if necessary. Most importantly, they never underestimate the value of continuous planning and preparation. Based on numerous interviews with top deal makers from the worlds of business, diplomacy, sports and labour, this article highlights how the best in the business achieve results.

We are entering a new era of strategy, transitioning from strategic management to strategic prototyping. In this new era, strategy needs to be on the minds of everyone concerned — all the time. And that’s only a good thing if everyone across the organization shares the same view of what strategy means. Unfortunately, the meaning of the term is often blurred in people’s minds. However, to avoid developing a non-strategic strategy, a firm has to develop a shared understanding. Simply put, strategy is what dictates how everything within an organization is put in motion through defining what it wants to achieve as a business. Firms should consider the following four questions: What does success look like for us and how does that translate into objectives? What businesses are we in and what ones are we not in? What value proposition sets us apart from competitors? What activities do we perform internally and what activities do we outsource, and how do we conduct these activities differently than competitors? Strategy development is a never-ending process — one that needs to be managed and adjusted as market conditions shift. Ultimately, for a strategy to work, it must be owned and supported by the daily decisions and actions of all employees across all levels of the organization.

Bridj, a Boston startup that provides Big Data-powered, "pop-up" bus routes that respond to transportation demand, has been in operation for a little over a year and has recently launched service in Washington, D.C., its second market. Despite media acclaim and positive relations with a wide range of stakeholders, Bridj faces challenges controlling costs, driving adoption, and improving its technology.

The vice-president of policy for the Cable and Satellite Broadcasting Association of Asia (CASBAA) was asked to deal with the growing problem of signal piracy in the Philippines. CASBAA was an organization of 125 companies involving all elements of the pay television industry in Asia, including major multinational content and broadcasting companies, as well as leading Philippine cable distributors. These were multinational content producers and broadcasters concerned about the growing issue of cable television signal piracy in the Philippines — a key bellwether market for many CASBAA members. Among CASBAA’s key objectives was the protection of the intellectual property of its members. CASBAA had already pursued legal options to curtail piracy in the Philippines with limited success and the vice-president was tasked with developing a strategy that did not involve expensive litigation. To do so, he needed to present a plan, with milestones, to his constituents to demonstrate that CASBAA was capable of dealing with its members’ concerns.

The founder and owner of YU Ranch is selling all of the Texas Longhorn beef the ranch can produce. YU Ranch's grass-fed, sustainable beef is substantially leaner and healthier than conventionally produced beef. This highly differentiated product is sold at a premium to selected restaurants, food service companies and at the farm-gate. The local consumer segment has been tapped, while local businesses and distant customers need to be supplied. With the farm operating over its current capacity, expansion is inevitable but extremely expensive. What are the best ways to acquire new land, grow new business and leverage YU Ranch's core competencies — brand and reputation?