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This note was written to help you organize and orchestrate your FIELD Immersion final project presentation to your Project Partners. It is designed to illustrate ways to make your final presentation persuasive, inspiring, and powerful - a presentation with presence. Orchestrating a compelling presentation involves a three stage process of conceiving, visualizing, and presenting that begins with understanding and empathizing with your audience, leveraging your emotional intelligence to craft a persuasive message that addresses their needs. Developing an engaging story using storytelling techniques can help you design a presentation that will resonate with your audience. Translating your story into visuals with impact and delivering it with presence is critical to connecting with your audience in an authentic and powerful way.

On January 31, 2014, the founder and chief executive officer of L'Atelier Art Lounge, an art workshop with branches in Bahrain and Lebanon, faces numerous challenges: not only whether to grow the business but how to achieve a reasonable work-life balance. Political instability associated with the Arab Spring led her to close one of her shops in Bahrain, but she went ahead with opening a second in Beirut where there are few leisure activities available for children; her offering of educational entertainment has been welcomed by parents, schools and adults looking to revive a hobby or improve their skills. However, as a result of violence spilling over from Syria, many tourists are avoiding Lebanon and her store locations have experienced a dramatic decrease in customers. Now she has one day to decide whether to renew the lease of one of her outlets. This deadline represents an opportunity to consider her options for the future: should she focus on marketing her concept to increase the number of customers and consequently her bottom line, thus improving her cash flow; look for potential investors or apply for a bank loan; or close her least profitable location?

On January 31, 2014, the founder and chief executive officer of L’Atelier Art Lounge, an art workshop with branches in Bahrain and Lebanon, faces numerous challenges: not only whether to grow the business but how to achieve a reasonable work-life balance. Political instability associated with the Arab Spring led her to close one of her shops in Bahrain, but she went ahead with opening a second in Beirut where there are few leisure activities available for children; her offering of educational entertainment has been welcomed by parents, schools and adults looking to revive a hobby or improve their skills. However, as a result of violence spilling over from Syria, many tourists are avoiding Lebanon and her store locations have experienced a dramatic decrease in customers. Now she has one day to decide whether to renew the lease of one of her outlets. This deadline represents an opportunity to consider her options for the future: should she focus on marketing her concept to increase the number of customers and consequently her bottom line, thus improving her cash flow; look for potential investors or apply for a bank loan; or close her least profitable location?

Google Skybox designed and managed small satellites that captured high-definition images of the Earth's surface. The company then sold the images or the analysis of the images to commercial and government customers.<br><br>The founders initially intended to use the satellites for societal purposes, such as monitoring carbon emissions, but quickly refocused on profit-making applications when they realized that the viability of the project depended on the ability to sell products to commercial customers. Over time, the company has been increasingly diverging from its original purpose. The dilemma facing the founders is how to do the right thing, but also make a profit.

This case focuses on major strategic challenges faced by Tenet Healthcare (Tenet), a U.S.-based health care provider, in 2014. It discusses major changes to the health care provider industry over the previous decade―customer, demographic, reimbursement, structural, technological, financing, and regulatory―and raises questions related to the strategic direction Tenet should pursue in response to these changes. The case emphasizes two primary decisions to be taken by Tenet: 1) the acquisition of Vanguard Health Systems (Vanguard), another U.S.-based health care provider, in 2012; 2) portfolio management for Tenet's primary business units (acute-care hospitals, outpatient facilities, health plans, and Conifer Health Solutions) in 2014.

In July 2014, supermarket chain Wegmans received notification from supplier Wawona Packing Co. that its peaches arrived in Australia with a small trace of Listeria monocytogenes. While some countries such as Australia allowed low-levels of listeria to be present in certain produce, the U.S. had a zero-tolerance policy, and Wawona issued a voluntary recall of its peaches in the U.S. CEO Danny Wegman considered how Wegmans could become more proactive in food safety and what preventative action could be taken in the future. He considered what rules and regulations should be put into place domestically. What role should Wegmans and the food industry play in this approach?

Facing declining revenues, huge fixed costs, bloated employee unions, an inflexible regulatory environment and a generation of millennials that virtually never used its products, the United States Postal Service (USPS) was looking for help. Accordingly, it had hired several advisors who all came from entrepreneurial backgrounds. Their mandate was clear: challenge the status quo, help to frame the magnitude of the disruption that the USPS was facing, identify opportunities for the USPS to enter new markets for new sources of revenue, and develop a solution immediately. Was an entrepreneurial approach likely to be successful? Or would this approach only involve niche ideas that would not produce significant results? Many other developed countries were facing the same disruption; were there lessons to be learned from these other postal services? The advisors gathered together in a small office and settled into a task that, at first blush, seemed impossible.

This article introduces ten high quality resources that can aid in this process of incorporating sustainability into a business school's curriculum. The focus in the article is on resources that cut across business disciplines and exist outside of the discipline-specific places faculty members often look. These resources provide access to sustainability-focused content and cases as well as sustainability-focused course modules and syllabi that have been used at other universities.

The case presents a decision facing a tour guide organization in Tortuguero, Costa Rica regarding environmental sustainability and social equity. Tortuguero was situated on a spit of land, isolated from the rest of the country due to the ocean, rivers, and a protected national park. It was inaccessible by road. Tortuguero was home to the most prolific nesting beach for giant sea turtles in the Atlantic. Turtle-based tourism was the basis of the tiny village's economy. Daryl Loth, President of the Tortuguero Tour Guide Association (TGA), had to oversee a meeting of the TGA, a self-organized group of local tour guides in the village. The TGA had collected a fee of about 40 US cents from each tourist taking a turtle tour and was going to choose one of three proposals for spending its $30K of revenues from the past two years. Community members were permitted to comment at TGA meetings, and some had argued that spending money on a road to Tortuguero would launch an increase in tourists; accessibility to health care, higher education, and lower priced goods and services; and hence, an increase in prosperity and their constitutional right to social equity. Some TGA members believed that an increase in tourists would lead to more business for them and the village businesses, plus greater awareness for the plight of the endangered green sea turtles. Others believed the lack of convenient access to the village was one reason they had been able to protect the turtles and attract new and repeat tourists. This case stimulates discussion of the following questions: What effects would the decision have on the community, the turtles, and the sustainability of ecotourism in Tortuguero in the short and longer term? Should environmental sustainability take precedence over social equity and ready access to medical care, university education, and lower prices for staple goods? What is the ethical choice?

Facing declining revenues, huge fixed costs, bloated employee unions, an inflexible regulatory environment and a generation of millennials that virtually never used its products, the United States Postal Service (USPS) was looking for help. Accordingly, it had hired several advisors who all came from entrepreneurial backgrounds. Their mandate was clear: challenge the status quo, help to frame the magnitude of the disruption that the USPS was facing, identify opportunities for the USPS to enter new markets for new sources of revenue, and develop a solution immediately. Was an entrepreneurial approach likely to be successful? Or would this approach only involve niche ideas that would not produce significant results? Many other developed countries were facing the same disruption; were there lessons to be learned from these other postal services? The advisors gathered together in a small office and settled into a task that, at first blush, seemed impossible.

The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm's new, first-of-its-kind role, which is central to the company's growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization's DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.

The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization’s DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.

Chrysler recently exited from the bankruptcy process, with U.S. government support and with Sergio Marchionne as CEO. Now was the time to work out how to create synergies with FIAT, how to improve the current manufacturing, product, and distribution-network configuration, and how to define the future product portfolio to compete over the long term. In 2004, Marchionne was appointed CEO of FIAT Group, headquartered in Turin, Italy, when the company had faced a near-hopeless crisis. He performed an extreme makeover and turned the company around. In 2008 the entire global automotive industry had entered a deep crisis; in response FIAT and Chrysler had forged a partnership, and Marchionne now found himself in the same situation again.

A real estate company in a highly competitive market in Pakistan was the recent victim of employee theft. A fraudulent bank transaction had occurred, which risked the firm’s smooth functioning and future operations, as well as customer confidence. The company had suspicions about an employee who might have been involved in the theft, but the CEO was facing the dilemma of whether to fire him or not. The employee was the only one who could operate the company’s complex financial software. If the CEO decided to replace the employee based on his suspicion, he would be facing major replacement and training costs, and also causing a delay in the company’s upcoming mega project. However, if he did not fire him, it would mean that the company was tolerant of such acts, which could lead to future corruption.

A real estate company in a highly competitive market in Pakistan was the recent victim of employee theft. A fraudulent bank transaction had occurred, which risked the firm's smooth functioning and future operations, as well as customer confidence. The company had suspicions about an employee who might have been involved in the theft, but the CEO was facing the dilemma of whether to fire him or not. The employee was the only one who could operate the company's complex financial software. If the CEO decided to replace the employee based on his suspicion, he would be facing major replacement and training costs, and also causing a delay in the company's upcoming mega project. However, if he did not fire him, it would mean that the company was tolerant of such acts, which could lead to future corruption.

Flying J was a family-owned company that operated travel plazas, oil refineries, a bank for trucking companies, and other related businesses. In early 2009, Crystal Call Maggelet, the majority shareholder and new CEO of Flying J, was tasked with saving the company founded by her father in 1968. In the intervening forty years Flying J had grown from four gas stations to a vertically integrated $18 billion company. Declining crude oil prices, decreased cash reserves, and multiple internal challenges forced most Flying J subsidiaries to file for bankruptcy protection. This came as a surprise to the company's lenders, suppliers, customers, and employees, who did not know the company was in trouble until it was unable to meet payroll just days before Christmas 2008. Maggelet was determined not only to return her family's company to profitability but also to repay all of Flying J's debts, retain as many of the firm's 12,000 employees as possible, and avoid compromising employees' savings (e.g., 401K retirement accounts). All of the company's advisors told her it could not be done. They thought a more likely outcome would be paying creditors nine cents on every dollar owed. If that happened, Maggelet's family's holdings would be almost entirely wiped out according to the "priority of claims" rules in bankruptcy, and the family would end up with only 1.2 percent of a restructured Flying J. However, to the surprise of its advisors and creditors, Flying J paid its debts in full, mostly by cutting operating costs before selling assets. The family was left with a smaller, but still very profitable company.

In early 2009, the Obama administration and the Democratically-led Congress began working on what would eventually become the Affordable Care Act. The (A) case in this series discusses the legislative strategy in the House of Representatives, where three different committees each had jurisdiction over health care legislation.

Set in Fall 2014, the traditional textbook publishing industry is being transformed by technological innovations and new student achievement standards. This case chronicles how Rob Waldron, CEO, and his team bring Curriculum Associates (CA), a traditional supplemental publishing company, up to date amidst the changing publishing landscape. Founded in 1969, CA established a reputation as a pioneering workbook company specializing in helping teachers deliver targeted intervention for students in the classroom. As Waldron stepped into his role as CEO in 2008, he set about leveraging CA's existing educational expertise and relationships with school districts to take it from a traditional supplemental publishing company to a competitive player in the educational technology space. Waldron and the CA team-through innovations in curricular design, investments in technology, and a rigorous understanding of the Common Core State Standards-landed on a hit modular digital assessment and print-based workbook series called Ready®, Ready® Common Core, and i-Ready® Diagnostic and Instruction. In 2014, as sales are booming, Waldron and his team wonder how CA can stay competitive in the rapidly evolving publishing and education technology landscape while growing sustainably and building on its existing competitive advantage. The case gives students the opportunity to explore how a small or medium-sized privately-owned company can leverage its strengths and innovate while grappling with the challenges of providing software-as-a-service in the education sector, a leap for a company used to selling directly to schools and school districts.

By 2017, higher education is expected to be a $2 trillion industry worldwide. Within this huge economic engine, the boards of trustees that provide governance to universities and colleges face a complex challenge in that they must serve a variety of stakeholders. Without effective governance, an academic institution's performance is likely to suffer. Penn State University is plagued by an ineffective board of trustees. As a complement to past work that has documented this board's unwise and costly decisions, we examine how five design issues--board size, board composition, fiduciary responsibility, term limits, and transparency--helped create a culture in which poor choices were more likely to occur. We discuss why the board's recent self-imposed reforms are inadequate. We then offer more substantive reforms that could fix the Penn State board's flaws. In particular, we recommend that academic boards should be (1) small enough to allow full participation of all members, (2) composed such that no one stakeholder group can dominate decision making, (3) designed to eliminate actual and perceived conflicts of interest, (4) governed by term limits, and (5) appropriately transparent in their strategic decision making and communications. We leverage these principles to propose a reduction of the Penn State board from 30 voting members to 19. More broadly, other academic boards might benefit from undergoing a self-analysis based on the Penn State case.