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This note provides a comprehensive exposition to the topic of dynamic pricing (whereby the fee customers are charged is time-dependent). It covers the motivation for firms to engage in dynamic pricing, provides a typology of the main formats dynamic pricing can take, and is replete with examples that showcase how dynamic pricing is implemented in practice. The connection between dynamic pricing and price discrimination, as well as algorithmic pricing, is also presented. The note further highlights potential pitfalls firms might experience when running dynamic pricing schemes and offers ways for them to avoid or mitigate those risks.

Typical programs aimed at changing corporate culture to more effectively address organizational challenges often fail to have a lasting effect. Taking a skills-based approach, however, can lead to positive changes in behavior that endure, particularly when it comes to cultivating soft skills like perspective taking. The author explains key attributes of the skills-based approach to culture change and how organizations can leverage it to speed adoption and improve performance in the long term.

In March 2022, the chief executive officer (CEO) of Auchan Retail Group (Auchan), a top French retailer, faced a serious dilemma. As head of a €30 billion, privately held company, the CEO had to choose between staying the course and leaving Russia, one of Auchan's top three markets, in the aftermath of the business turnaround and explosive geopolitical tensions that followed within two weeks of the Russian invasion of Ukraine. Public backlash had already forced more than 300 companies to exit or scale down their operations in this large emerging market. In this context, as he prepared for an interview with a popular French newspaper, the CEO had to decide how to best to address this dilemma: should Auchan follow the crowd or stay the course?

In March 2022, the chief executive officer (CEO) of Auchan Retail Group (Auchan), a top French retailer, faced a serious dilemma. As head of a €30 billion, privately held company, the CEO had to choose between staying the course and leaving Russia, one of Auchan’s top three markets, in the aftermath of the business turnaround and explosive geopolitical tensions that followed within two weeks of the Russian invasion of Ukraine. Public backlash had already forced more than 300 companies to exit or scale down their operations in this large emerging market. In this context, as he prepared for an interview with a popular French newspaper, the CEO had to decide how to best to address this dilemma: should Auchan follow the crowd or stay the course?

In May 2022, the chief executive officer (CEO) of Pfizer Inc. (Pfizer), Albert Bourla, announced an initiative called “An Accord for a Healthier World” to supply less-developed countries with the company’s COVID-19 vaccine Comirnaty and the oral antiviral drug Paxlovid. The program sought to reach 1.2 billion people in 45 countries with a focus on treating diseases that disproportionately affected low-income countries. The initiative was part of the company’s goal to reduce the number of people around the world who could not afford their medicines by 50 per cent. Bourla’s plan was to reach that goal by 2023.<br><br>The move was in response to criticism that Pfizer was not doing enough to get vaccines to people in less-developed countries. The CEO acknowledged the challenges of distribution, such as poor infrastructure, misinformation, and corruption and stated that solutions should address these underlying problems, rather than focusing on the cost of vaccines. He also stated that a vaccine patent waiver would not be effective because other countries did not have the necessary infrastructure or knowledge to safely produce high-quality vaccines. The waiver would also set a precedent for future endeavours, potentially making manufacturers reluctant to develop new treatments. However, how could Pfizer effectively communicate its efforts to address global health inequities?

A survey of more than 1,600 Bed Bath & Beyond shoppers reveals why a business recovery strategy set in motion by a new management team in 2019 failed: The BB&B leadership team's focus on cost cutting overlooked the importance of creating value for customers. The story of the retailer's bankruptcy is a cautionary tale for other businesses that are struggling to adapt and at risk of losing sight of customer value creation amid increased competition in a changing market.

This note introduces some fundamental concepts regarding Indigenous peoples and their relationships to the land in Canada. It revisits injustices experienced by Indigenous peoples since the arrival of European settlers and investigates attempts at addressing those injustices. In the context of this note, “Indigenous” refers to the original inhabitants of North America and their descendants. Indigenous peoples in Canada describes three distinct groups, the First Nations, Métis, and Inuit, all of which are individually discussed later in this note. This note is based on a literature review of academic and governmental information sources.

In May 2022, the chief executive officer (CEO) of Pfizer Inc. (Pfizer), Albert Bourla, announced an initiative called "An Accord for a Healthier World" to supply less-developed countries with the company's COVID-19 vaccine Comirnaty and the oral antiviral drug Paxlovid. The program sought to reach 1.2 billion people in 45 countries with a focus on treating diseases that disproportionately affected low-income countries. The initiative was part of the company's goal to reduce the number of people around the world who could not afford their medicines by 50 per cent. Bourla's plan was to reach that goal by 2023. The move was in response to criticism that Pfizer was not doing enough to get vaccines to people in less-developed countries. The CEO acknowledged the challenges of distribution, such as poor infrastructure, misinformation, and corruption and stated that solutions should address these underlying problems, rather than focusing on the cost of vaccines. He also stated that a vaccine patent waiver would not be effective because other countries did not have the necessary infrastructure or knowledge to safely produce high-quality vaccines. The waiver would also set a precedent for future endeavours, potentially making manufacturers reluctant to develop new treatments. However, how could Pfizer effectively communicate its efforts to address global health inequities?

This case is about organizational change and technology. It follows the efforts of one physician as they try to move their department past using the pager, a device that persisted in American medicine despite having long been outdated by superior communication technology. The case reveals the complex organizational factors that have made this persistence possible, such as differing interdepartmental priorities, the perceived benefits of simple technology, and the potential drawbacks of applying typical continuous improvement approaches to technology change. Ultimately the physician in the case is not able to rid their department of the pager, despite pursuing a thorough continuous improvement effort and piloting a viable alternative; the case ends with the physician having an opportunity to try again and asks students to assess whether doing so is wise. The case can be used in class to help students apply the general concepts of organizational change to the particular context of technology, discuss the forces of stasis and change in medicine, and to familiarize students with the uses and limits of continuous improvement methods.

This case describes efforts to promote racial equity in healthcare financing from the perspective of one public health organization, Community Care Cooperative (C3). C3 is a Medicaid Accountable Care Organization-i.e., an organization set up to manage payment from Medicaid, a public health insurance option for low-income people. The case describes C3's approach to addressing racial equity from two vantage points: first, its programmatic efforts to channel financing into community health centers that serve large proportions of Black, Indigenous, People of Color (BIPOC), and second, its efforts to address racial equity within its own internal operations (e.g., through altering hiring and promotion processes). The case can be used to help students understand structural issues pertaining to race in healthcare delivery and financing, to introduce students to the basics of payment systems in healthcare, and/or to highlight how organizations can work internally to address racial equity.

Launched in May 2013, Patreon was the leading subscription-based platform in the online crowdfunding market. For over five years, the company operated successfully and expanded its large base of artists and content providers (known as "creators" on Patreon) and their fans and contributors (known as "patrons" on the platform). Patreon charged its content creators a standard 5 per cent fee, plus transaction costs, offering the artists over 90 per cent of the crowdfunded amounts. However, the founder and chief executive officer of Patreon realized that the company could not survive by maintaining the current uniform pricing and services structure. Patreon had to develop a set of more advanced tools to attract new content creators to the platform and enhance the experience of the contributing patrons. Patreon had to revise its pricing strategy to pay for the development of new services, grow its customer base, and improve the company's profitability.

Despite their companies' pledges to support social justice initiatives and racial and gender equity in recent years, many business leaders are now balking at the label "woke" a term that has become a political weapon. But the authors assert that addressing inequality and injustice in the workplace and beyond is something leaders must do. They call for leaders to continue to work toward racial and gender inequity and to be conscious of their role in effecting change.

In 2020, the tuition and coaching industry in India was severely hit due the COVID-19 pandemic and subsequent nationwide lockdowns. With physical classes suspended, many private tutors and coaching institutes closed their businesses. Teachers and educators found limited options for conducting classes online, and it was challenging to manage and monitor teaching-related activities. Founded in May 2020, Teachmint, the Bengaluru-based education technology (edtech) start-up, provided a one-stop edtech infrastructure solution for teachers, educators, and institutes. With a focused business-to-business model, Teachmint grew leaps and bounds in its first year of operations. The company had begun international expansions by partnering with edtech companies in Southeast Asia and the Middle East. However, Teachmint’s chief executive officer was debating whether it was the right time to go global or whether his company should focus on the Indian edtech market, which was competitive and featured several large players.

Xiaomi was a famous Chinese consumer electronics and intelligent manufacturing business group. Since Xiaomi announced its entry into the intelligent electric vehicle industry on March 30, 2021, the topic of its boundary-spanning car manufacturing had attracted wide attention. Could Xiaomi seize the cusp of new energy vehicle development and grab a piece of the pie in this fiercely competitive market? Compared with other players with different backgrounds and strengths in this industry, had Xiaomi missed the best time window to enter? In order to become a top seller, how should Xiaomi position its new energy vehicles and design its competitive strategy? Could Xiaomi easily transfer its existing advantages and resources to its new business?

The case describes the challenges facing Shlomit Schaal, MD, PhD, the newly appointed Chair of UMass Memorial Health Care's Department of Ophthalmology. Dr. Schaal had come to UMass in Worcester, Massachusetts, in the summer of 2016 from the University of Louisville (KY) where she had a thriving clinical practice and active research lab, and was Director of the Retina Service. Before applying for the Chair position at UMass she had some initial concerns about the position but became fascinated by the opportunities it offered to grow a service that had historically been among the smallest and weakest programs in the UMass system and had experienced a rapid turnover in Chairs over the past few years. She also was excited to become one of a very small number of female Chairs of ophthalmology programs in the country. Dr. Schaal began her new position with ambitious plans and her usual high level of energy, but immediately ran into resistance from the faculty and staff of the department. The case explores the steps she took, including implementing a LEAN approach in the department, and the leadership approaches she used to overcome that resistance and build support for the changes needed to grow and improve ophthalmology services at the medical center.

ZOLOZ, a biometrics platform within the Chinese technology provider Ant Group, served more than one hundred million overseas users with its advanced biometrics identification technology. In 2018, ZOLOZ's general manager was appointed to promote the company's facial recognition technology overseas, extending the company's global ambitions. ZOLOZ aimed to not only increase its user base but also promote the growth of electronic Know Your Customer (e-KYC) processes. The company successfully expanded to the Philippines and planned to enter other Southeast Asian countries, helping users open accounts remotely. ZOLOZ's general manager needed to decide how it could continue to expand the use of facial recognition technology to the rest of Southeast Asia.

<p align= "justify">Many factors influence corporate governance in a family firm, the most prevalent form of business entity in Latin America. National culture affects a family firm's societal values, as well as economic, political, and legal systems of governance. Normative behaviour and expectations are also key factors that affect both individual and organizational norms. The firm’s characteristics are another major source of influence. In addition to these major factors, various other variables play a role on shaping the firm's corporate governance, including family unity, patriarchal expectations, and inclusivity of the family definition. All of these factors can influence the numerous decisions that family businesses make in regard to their corporate governance, which makes it impossible to apply one approach for all family firms in Latin America. Each organization’s board of directors may have specific characteristics that require different mechanisms to make effective governance decisions. This technical note discusses an evolutionary pattern of corporate governance, rather than a single approach, that could be effectively applied to the decision-making board of a family firm in Latin America.

Mosaic, a multidisciplinary research platform bringing together researchers and academic collaborators, graduate students, industrial partners, and government decision-makers to accelerate innovation and creativity, recently received two proposals. One was from the University of Locarno, an academic partner, to organize a creative workshop; the other was from ExCom Canada, an industrial partner, to organize a co-design session for its employees. Both organizations wanted their workshops to be held the following week, and Mosaic's co-directors didn't know which proposal to accept. Moreover, ExCom's partnership agreement would expire that year, and it wished to discuss its renewal during the co-design session. It was a difficult choice: the co-directors worried that Mosaic would be less able to attract academic partners if it focused too heavily on industrial activities. On the other hand, industrial partners might lose interest if it focused too heavily on academic research. The key question was thus this: how could Mosaic maintain a balance between academic and industry-specific research while sustaining the interest of researchers?

Origo Commodities Indian Pvt. Ltd. (Origo) had grown to achieve revenue of US$40 million in just a decade, making it one of the leading players in India’s agricultural commodity sector. The co-founders had explored various avenues to accelerate growth but had repeatedly encountered employees’ discomfort with implementing technology. By 2020, with emerging competition, growing investor interest, and the movement of government processes to online platforms, they needed to take tough decisions now to grow further. Would restructuring the organization and hiring technology-proficient replacements be their only option? Since the employees had been with Origo since its inception, replacing them would be an agonizing decision. The founders had to decide what to do and how to do it before their investors’ meeting in four weeks.

In 2021, a coalition of seven First Nations communities was exploring a potential partnership with Premium Brand Holdings Corporation (Premium Brands). If executed, this partnership would constitute the single largest investment in the seafood industry by any Indigenous group in Canada. Chief Terry Paul, the Chief of Membertou First Nation in Cape Breton, Nova Scotia, had ambitious goals. He desired to develop his community to become economically and financially self-sufficient in order to free it from dependence on government funding. In 2020, John Risley, co-founder of Clearwater Seafoods Incorporated (Clearwater), shared his plans to retire with Paul and asked him to consider purchasing the company, as he believed Paul and his community would be good stewards of Clearwater. Seeing the opportunity, Paul formed partnerships with six other First Nations communities in Atlantic Canada, but they needed to secure additional funding, and sought a corporate partner to assist. While Paul searched for a partner who would be willing to eventually allow the coalition to purchase 100 per cent of Clearwater, the best offer he received was for a 50/50 ownership split with Premium Brands. Although Premium Brands was not willing to accept Paul's ownership criteria, this deal would have a significant impact for the First Nation communities. Should Paul set aside his criteria and accept the counteroffer? How could he secure this deal while maximizing the benefit for all stakeholders?