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In 2011, Dr. Paul Firth, an anesthesiologist from Massachusetts General Hospital, began to explore methods for capturing and utilizing clinical data for quality improvement at Mbarara Regional Referral Hospital (MRRH) in Mbarara, Uganda. Partnering with Dr. Stephen Ttendo, head of the anesthesia department at MRRH, Firth obtained funding from the Harvard Milton Fund and from the General Electric Foundation in 2012 and established an electronic medical record database, now known as the SQUAD (Surgical Quality Assurance Database) initiative. Case A discusses the challenges of implementing an electronic medical record system in a public hospital where patient data had not previously been prioritized, and where resources for providing even basic care are limited. Case A explores the process of determining what to measure and how to measure and validate data.

In 2000, Dr. Benjamin Warf, a pediatric neurosurgeon, became the medical director and chief of surgery at CURE Children's Hospital in eastern Uganda. He quickly noticed a high incidence of hydrocephalus among his patients. Frustrated by the lack of options for these patients and by the limitations of shunts in a low-resource setting, Warf pioneered an alternative low-cost, one-time treatment for hydrocephalus using endoscopic techniques. This new approach, ETV/CPC, combined two procedures: endoscopic third ventriculostomy (ETV) and choroid plexus cauterization (CPC). Through rigorous clinical trials, Warf showed that ETV/CPC was at least as safe and effective as ventricular shunts but required much less medical infrastructure and post-surgical maintenance. In addition to his clinical work, Warf started the International Program to Advance Treatment of Hydrocephalus (IPath). He also designed a training program for neurosurgeons from developing countries around the world to learn this new hydrocephalus treatment. After his return to the United States, Warf began investigating the role ETV/CPC might play as a hydrocephalus treatment in both developed and developing countries.

Four types of psychological distance can separate you from your goals: (1) social (between yourself and other people); (2) temporal (between the present and the future); (3) spatial (between your physical location and faraway places); and (4) experiential (between imagining something and experiencing it). Success depends on bridging those gaps. For example, skillful negotiation requires considering the interests of other parties as well as your own (which narrows social distance). Effective time management means accurately predicting which commitments will be most pressing in the future (temporal distance). Inspired leadership involves not only appreciating and incorporating different people's goals, but also anticipating how they will change over time (social distance and temporal distance). And profitable product management means using imperfect information to figure out how to meet distant customers' changing needs (social, temporal, spatial, and experiential distance). None of this is easy to do. But, relying on more than 15 years of academic research and her own work with students and executives, the author has found that leaders who recognize and understand the effects of psychological distance and then use two specific strategies to reduce (or sometimes increase) it can improve their outcomes in many professional scenarios.

The actor, producer, director, and mother talks about adjusting to fame at a young age, developing rapport with other actors, how her industry has changed, and the foundation she has established to teach resilience and mindfulness to children.

MONDRAGON, the largest cooperative in the world, and the inspiration for several U.S. cooperatives, faces a challenge in 2013 after one of its largest cooperatives votes to leave the group and another goes bankrupt.

The case illustrates an aspect of board work that is seldom witnessed: a board's self-reflection exercise and the subsequent recognition that its governance practices need to be transformed. It also offers a great opportunity to engage in discussion about major theoretical issues, such as the debate about the effectiveness and positive impact of independent directors vis-à-vis shareholder/stakeholder board representation. At the practical level, the case opens a window on the efforts of progressive boards in building and establishing processes conducive to sound governance practices. The case provides a platform for organizations considering the transformation of their governance practices and is relevant to both non-profit and for-profit organizations. It encourages reflection about governance whatever the nature of the organization and thus illustrates the applicability of principles of corporate governance to non-profit/humanitarian organizations. The lessons drawn from this case- should also appeal to private companies since they highlight the challenges and opportunities that governance transformation presents. Some elements of the case have been disguised for reasons of confidentiality.

As a newcomer in the automobile industry, Tesla Motors had distinguished itself by redefining automobiles and rewriting some of the rules of the automobile industry. Ten years after its founding, it had begun to make inroads into China — a totally different market from Europe and the United States — and commenced its globalization efforts. China had set “new energy” as its major strategy for sustainable development and national security. Which path should Tesla follow to make China its second-largest market? How can Tesla’s director for China overcome the company’s strategic challenges in innovating in the Chinese market?

The entrepreneur and founder of Sonnentor, an organic food production company, has grown his business by focusing on unusual strategic and operative choices. Sonnentor emphasizes socially and environmentally responsible behaviour in all its actions and has built its business on fair partnerships with employees, suppliers and other partners. The case highlights the role of “embedded sustainability” in the success of the business and presents the challenge of transferring the founder’s unique business philosophy, both to other domains and to a new managerial generation.

A couple who had moved to a new home in Toronto noticed that the area did not offer any dining options similar to the New York diners they had loved in their four years of living there. The couple, who had two young children, could not find a place nearby that was child-friendly and served chef-quality food. Rather than waiting for someone else to fill the gap in the upscale neighbourhood, the couple opened Uncle Betty’s. The restaurant was successful from day one. Now the owners want to grow Uncle Betty’s but they have some key questions. What growth options are realistic in light of their current resources and capabilities? What would be the right pace for growth to prevent others from copying the Uncle Betty’s experience?

A couple who had moved to a new home in Toronto noticed that the area did not offer any dining options similar to the New York diners they had loved in their four years of living there. The couple, who had two young children, could not find a place nearby that was child-friendly and served chef-quality food. Rather than waiting for someone else to fill the gap in the upscale neighbourhood, the couple opened Uncle Betty's. The restaurant was successful from day one. Now the owners want to grow Uncle Betty's but they have some key questions. What growth options are realistic in light of their current resources and capabilities? What would be the right pace for growth to prevent others from copying the Uncle Betty's experience?

The entrepreneur and founder of Sonnentor, an organic food production company, has grown his business by focusing on unusual strategic and operative choices. Sonnentor emphasizes socially and environmentally responsible behaviour in all its actions and has built its business on fair partnerships with employees, suppliers and other partners. The case highlights the role of "embedded sustainability" in the success of the business and presents the challenge of transferring the founder's unique business philosophy, both to other domains and to a new managerial generation.

On December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, until this incident, a solid safety record. The company was buoyed by a savvy marketing strategy and the leadership of its flamboyant founder. He was concerned now about how this tragedy would affect AirAsia's business in the short and long term. Should he delay or even stop some of his aggressive growth initiatives?

On December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, until this incident, a solid safety record. The company was buoyed by a savvy marketing strategy and the leadership of its flamboyant founder. He was concerned now about how this tragedy would affect AirAsia’s business in the short and long term. Should he delay or even stop some of his aggressive growth initiatives? Supplement to 9B12M013.

In 2009, The Obama administration and Senator Max Baucus, chairman of the Senate Finance Committee enter into talks with industry groups that will be effected by the health reform that the Congress is working on.

In 2009, the Senate begins drafting its health care bills. Jurisdiction in the Senate is shared between two committees, but the more important is the Senate Finance Committee.

In the summer of 2009, a meeting is called in the White House to discuss the impact of changing the rules on the employer-sponsored health insurance tax exclusion.

During the Congress's August recess in 2009, the Tea Party makes a big push to stop the health reform bill moving through Congress.

In the fall of 2009, President Obama makes a speech to a joint session of Congress in an attempt to regain lost momentum on health reform and get a bill through Congress.

In the fall of 2009, the House and Senate each voted to pass health reform bills. These bills then had to be combined into the Affordable Care Act and the ACA had to be passed by both houses. Reconciliation had to be used because of Republican Scott Brown's Senate victory in Massachusetts.

In the spring of 2010, after the ACA is signed into law, the government begins implementation.