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Meredith, the head of a major division of a financial firm, must confront an unexpected response and challenge from a senior colleague when she proposes shutting down an underperforming unit.

A business unit leader faces a major decision when an employee critical to a high profile transaction asks for a unique compensation arrangement that has implications for the culture of the business.

The leader of a small business team must deal with an employee who is unwilling to reveal to him the profitability of a transaction for the firm and client.

The leader of a small business team must deal with an employee who is unwilling to reveal to him the profitability of a transaction for the firm and client.

A patent lawyer and amateur woodworker with a doctorate in physics has invented a new technology to prevent table saw injuries - specifically, amputations. He has no desire to manufacture table saws, and instead protects his technology with patents and then seeks licensing arrangements with incumbent saw producers. In 2002, after two years of attempting to engage manufacturers, he accepts that they are unwilling to license his invention and he must decide whether to return to his law practice or launch a company to produce saws himself. He and his partners have no knowledge or experience with regard to making saws or starting a business. The (B) case advances the narrative to 2012.

This supplemental case to SawStop (A) advances the narrative to 2012.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Corporate Social Responsibility Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>This case study deals with the opportunities and challenges faced by Danish pharmaceutical company Novo Nordisk with regard to its sustainability approach in China as of 2012. Novo Nordisk is well known for striving to integrate its business activities in a financially, environmentally, and socially responsible way, and many Novo Nordisk employees proudly refer to Novo Nordisk as a “triple bottom line (TBL) company.” Novo Nordisk has been active in China for more than 50 years; however, since the Chinese economy has expanded tremendously, this increase in wealth and a more sedentary Western lifestyle have led to growing problems with obesity. As a result, China’s insulin market is booming. <br><br>Novo Nordisk therefore faces new challenges concerning how best to organize its TBL program in a way that ensures a comprehensive approach throughout the organization, yet allows Novo Nordisk China to adopt initiatives that fit the Chinese business context. Furthermore, with ever-increasing competition for access to China’s lucrative insulin market, Novo Nordisk’s competitors are also engaging in sustainability, which means that Novo Nordisk must keep innovating to stand out, and must use sustainability as a source of competitive advantage.

Internal communication in organizations has been significantly changing under the influence of the latest advancements in the digital space. Recently published research suggests that the majority of companies use internal communication for a variety of purposes, including helping employees understand the business and providing performance information. This technical note examines the importance of social media used for internal purposes, provides relevant examples from companies taking leading positions in adopting social media technologies, and presents an overview of the existing internal social media tools that are commonly used in organizations.

This case and the Paramount Pictures: The Transformers Dilemma case are set in December 2010 and represent industry consultants thinking about how to market the final installments of very successful movie franchises. Both Warner Bros. Pictures and Paramount Pictures want to market their movie to gain the greatest gross (i.e. box office ticket revenue). Each company must take into account the scheduling of the other players in the market. The cases also deal with changes in the movie industry. These include the expansion of the number of 3D movies and the importance of franchise movies.

This case explores the problems that Tetra Pak India faced in its ambitious goal of recycling post-consumer cartons (PCC) in India, and the approach that it adopted in overcoming obstacles. It provides a deep understanding of PCC recycling and Tetra Pak's broad program of incorporating social, environmental, health, and ethical issues in its day-to-day operations. Evident in the case are Tetra Pak India's efforts to meet environmental objectives and the seemingly insurmountable challenges in India that appeared to prevent it from attaining its goals. The case offers students an opportunity for an intellectually stimulating discussion on whether or not, and how, Tetra Pak India overcame problems to succeed in its PCC recycling initiative. Students will be able to understand the importance of the partnerships and alliances that Tetra Pak forged with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments, and organizations that championed the cause of the environment. With ever-changing mindsets, increasing regulations, and growing customer expectations in India, Tetra Pak would have to be on its toes to ensure that its success from the PCC recycling initiative could be sustained and scaled up in the future. The case explores how Tetra Pak India could face the challenges of the future.

Cargill, Inc., the privately owned, U.S.-based agribusiness company, was one of the largest sellers of palm oil in the world. Starting in 2007, the company was targeted by the Rainforest Action Network (RAN), a non-governmental organization (NGO) that advocated environmentalism. RAN targeted Cargill because the production of palm oil in countries such as Indonesia and Malaysia destroyed rainforests. RAN pressured Cargill's customers such as Nestle to demand palm oil produced by sustainable farming. Palm oil producers formed an industry monitoring body called the Roundtable on Sustainable Palm Oil (RSPO). A September 2011 announcement of Indonesia's withdrawal from the RSPO warranted a response from Cargill to combat the strident protest of RAN. Cargill's CEO had to come up with a plan of action to respond to RAN's demands.

Two days before Thanksgiving 2010, Kullman got a call from the CEO of Danisco, a Denmark-based leader in industrial biotechnology and nutritional ingredients, letting her know that his company was for sale. Danisco had been on DuPont's M&A radar screen for several years, but now Kullman had only six weeks to make an offer. DuPont's due diligence teams pushed tirelessly to understand Danisco's two core science-based businesses. Twenty minutes before the final bids were due, on January 7, Kullman and her CFO got a final briefing from all key parties. They made sure no information or opinions had been held back, and then settled on an offer, which Danisco accepted. Then began a long process: Regulatory approvals were needed from the U.S., the European Commission, and China. Meanwhile, hedge funds were trying to drive up the stock price. DuPont also needed agreement from 90% of shareholders to absorb Danisco and delist it from the Copenhagen Stock Exchange. Finally DuPont raised its price and got the deal done. The story offers lessons for any company involved in M&A: First, be prepared to strike. But make sure you don't fall in love with the deal before you have all the data. Stay open to every opinion, be flexible, and plan the integration even as you're working on the transaction. DuPont has achieved its initial target of $130 million in cost savings a year ahead of schedule.

Disruptive innovation has been a pioneering concept in business since 1995. Johnson, a founding partner at Clay Christensen's investment firm, explains how you can apply disruptive thinking--responsible for the success of many products, companies, and even countries--to your own career. Using the stories of highly successful personal innovators, including herself, she articulates four principles of self-disruption: 1) Target a need that can be met more effectively. Playing in a market where no one else is or wants to be might mean leaving your comfortable career perch for an amorphous role. But it will enable you to head off the competition and could generate rewards you'd never envisioned. 2) Identify your disruptive strengths. Think about what you do exceptionally well that most others can't. Then use that discovery to make an innovative transition. 3) Step back (or sideways) in order to grow. Personal growth can stall at the top of a classic S curve. Avoid that problem by jumping to a new plane and putting yourself on an entirely different growth trajectory. 4) Let your strategy emerge. Don't hesitate to be flexible and inductive in your approach to personal innovation. Disrupters take a step forward, gather feedback, and adapt accordingly.

The famed gymnastics coach on identifying Olympic-level aptitude, changing his style to suit different athletes, and working his way back up in the United States after defecting from Romania.

In a new study by a scientist at the Planck Institute, people who simply believed that a championship golfer had used their club played better than other people who played with the same club. In this Q&A, the researcher discusses the psychological phenomenon that explains how people "catch" success from others: positive contagion.

The case opens with the Ford Motor Company seemingly on the path toward bankruptcy. Ford had been bleeding red ink for more than ten years when it decided in 2006 that continuing the same turnaround attempts was not going to right the ship. The company was facing significant external challenges, such as intense competition and changing consumer preferences, as well as internal challenges, such as quality and design issues and a stifling level of corporate complexity. As the case begins, CEO Bill Ford has taken the unusual step of hiring an auto industry outsider as his replacement. Alan Mulally, a thirty-seven-year Boeing veteran and principal architect of the venerable airplane manufacturer's own massive and successful turnaround, wasted little time in getting about the business of remaking Ford. He developed a plan to: •Focus on the Ford brand and divest the numerous other brands the company had acquired over the years •Simplify and streamline the company's manufacturing operations •Remake the corporate culture from one of fiefdoms and false optimism to collaboration and facing reality With an ardent belief in the plan's viability, Mulally raised nearly $24 billion and began to put his plan into motion. The case explores the many causes of this once-great company's decline and the steps it took to beat the odds and get back on the path of profitability.

This case discusses the emergence of low-cost carriers (LCCs) in India in relation to the growth of the Indian aviation industry and the subsequent fall of the LCCs into financial loss. The LCCs became important for value-adding and cost-cutting alternatives in corporate business travel. Before the 2008 global economic crisis, domestic air traffic LCCs recorded a compound annual passenger growth rate of 18 per cent. Among the many low-cost airlines in India, SpiceJet had been one of the most popular, with the lowest airfares and highest customer value. Though SpiceJet had a net profit of INR 1.01 billion (US$20.2 million) in fiscal year 2010-2011, the results following the financial year indicated that the company had also joined the ranks of loss-making airlines in India. A host of issues - such as rising debt, increasing cost to revenue ratios, growing management challenges, complicated flight operations, and rising oil prices - were threatening the survival of airline companies, especially LCCs. SpiceJet was no exception.

An entrepreneur believes in the potential of Readeo, his idea for a website that combines the love of reading with video calling. He sees Readeo as a solution that would allow, for example, his son to interact and spend quality time connecting with his grandparents. The entrepreneur has several important factors to consider as he works to launch his website. The case explores the challenges that he faces in the midst of uncertainty. While he knows he wants to start the business, the real question is how he should go about doing this.

This case discusses the emergence of low-cost carriers (LCCs) in India in relation to the growth of the Indian aviation industry and the subsequent fall of the LCCs into financial loss. The LCCs became important for value-adding and cost-cutting alternatives in corporate business travel. Before the 2008 global economic crisis, domestic air traffic LCCs recorded a compound annual passenger growth rate of 18 per cent. Among the many low-cost airlines in India, SpiceJet had been one of the most popular, with the lowest airfares and highest customer value. Though SpiceJet had a net profit of INR 1.01 billion (US$20.2 million) in fiscal year 2010-2011, the results following the financial year indicated that the company had also joined the ranks of loss-making airlines in India. A host of issues — such as rising debt, increasing cost to revenue ratios, growing management challenges, complicated flight operations, and rising oil prices — were threatening the survival of airline companies, especially LCCs. SpiceJet was no exception.