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On April 23, 2020, Franklin Templeton India Mutual Fund (FT) shocked investors by winding up six of its debt mutual fund schemes, amounting to assets under management of INR 267.79 billion, with over 300000 investors. The decision was based on the liquidity squeeze in the financial markets as COVID-19 forced the world, including India, into lockdown. FT was facing redemption pressures it could no longer meet without making distress sales of its underlying investments. The management deemed a distress sale to be far more detrimental to investor interests than freezing their investments in the fund. The question arises if there were other compelling reasons that brought FT to this unfortunate decision.

On December 27, 2023, major daily newspapers in India reported that two information technology (IT) giants, Infosys Limited (Infosys) and Wipro Limited (Wipro), had accused their competitor Cognizant Technology Solutions Corporation (Cognizant) of “unethical” employee poaching. Although it was not unusual for employees to transition between companies in the IT sector, in 2023 Cognizant had hired more than 20 senior employees from its competitors. This poaching controversy was fuelled by IT firms’ need to hire and retain top talent, and it raised several critical questions: What should Cognizant do to create a more robust talent pipeline that would not require employee poaching? What should Infosys and Wipro do to address the concerns raised by Cognizant’s employee poaching? And how can employee poaching affect individuals and companies?

In November 2016, the chief executive officer of Credit Union Central of Manitoba was reading the report Credit Union Wealth Management Strategic Option Assessment, which he had commissioned several months earlier. He saw the report as the best and potentially last chance to fix a long-standing problem in the Canadian credit union sector, which comprised democratically-controlled, member-owned financial co-operatives that were sometimes referred to as “people’s banks.” Credit unions had been struggling to advance in the wealth management industry and compete effectively against Canada’s “Big Five” banks. The report set out three strategic options that looked promising. However, experience had shown that nothing was simple in the credit union industry, where disagreements were common among opposing groups such as big versus small, rural versus urban, French versus English, and liberal versus conservative credit unions.

Green Leaf, launched in 2000, was involved in the production, retail, and export of fruits and vegetables. The company procured most of its fruits and vegetables through contract farming. Contract-farming jobs with individual farmers were initiated after receiving orders from export customers and estimating the demand. However, the company faced shortages in its procurement of produce due to the diversion of fruits and vegetables by some contract farmers during the rise in open-market prices for these foods. The challenge for the company was how to ensure an uninterrupted supply of fruits and vegetables to meet the customers’ orders.

Traumatic events in the workplace, such as violence or natural disasters, leave individuals and organizations reeling and destabilized. However, psychology research points to the phenomenon of post-traumatic growth, whereby such experiences can enable us to develop new capabilities and a more nuanced understanding of the world. The article provides insight into the experience of trauma, and how leaders can help their teams to rebuild with an eye on the future

In October 2021, UnaBiz Pte. Ltd., a Singapore service provider of Internet of Things technology for the aviation industry, secured US$25 million in series B funding. In April 2022, it acquired the French start-up Sigfox and later doubled its series B funding. The company's managing director was then planning a series C funding round for June 2023 but had to make a decision regarding the company's future growth and expansion from two potential paths. The first option was to focus on the aviation sector, in which the company could leverage major clients such as Changi Airport Group and Airbus SE. However, there were serious concerns regarding vulnerability and regulatory challenges in the aviation sector. The second option was a broader strategy that involved diversifying into logistics and supply chain, with aviation as a subset. This option presented significant market opportunities but required convincing stakeholders to adopt new technologies and to navigate a fragmented landscape. The managing director had to make a critical decision before presenting his expansion strategy for UnaBiz Pte. Ltd. to potential investors.

BluPlanet Recycling Inc. (BluPlanet), was a successful recycling service provider based in Calgary, Alberta, that faced the challenge of maintaining its balance between social, environmental, and economic objectives amid rapid growth. Its chief executive officer was considering plans regarding the expansion of the company while preserving its social and environmental commitments. The options included diversifying from waste collection and transportation into waste processing, particularly organic waste, and expanding geographically into Western Canada or the Northwestern United States. Additionally, he was interested in exploring how BluPlanet could be more innovative and introduce new technologies. With the company's annual strategy retreat approaching, he sought to present clear plans for sustainable growth to his top management team.

In 1998, after closely monitoring the development of the Chinese agricultural machinery market, Kubota Corporation established Kubota Agricultural Machinery Suzhou Co. Ltd. (Kubota) as its first wholly-owned subsidiary, in Jiangsu, China. Kubota's market entry process began with semi-feed rice harvesters. It was followed by the gradual introduction and development of various other models of agricultural machines. The business grew continuously along with the development of the Chinese market economy, earning it a place among China's leading companies in the paddy field market. Kubota then took steps to enter the dry field farming industry and become a comprehensive agricultural machinery enterprise. However, the results fell far short of expectations. The rise of domestic competitors continued to erode Kubota's share of the paddy field machinery market. The company then faced more challenges related to intense competition, technological innovation, and the Chinese government's introduction of the National IV environmental policy. Could Kubota regain its competitive advantage in China's agricultural machinery market?

In October 2021, UnaBiz Pte. Ltd., a Singapore service provider of Internet of Things technology for the aviation industry, secured US$25 million in series B funding. In April 2022, it acquired the French start-up Sigfox and later doubled its series B funding. The company’s managing director was then planning a series C funding round for June 2023 but had to make a decision regarding the company’s future growth and expansion from two potential paths. The first option was to focus on the aviation sector, in which the company could leverage major clients such as Changi Airport Group and Airbus SE. However, there were serious concerns regarding vulnerability and regulatory challenges in the aviation sector. The second option was a broader strategy that involved diversifying into logistics and supply chain, with aviation as a subset. This option presented significant market opportunities but required convincing stakeholders to adopt new technologies and to navigate a fragmented landscape. The managing director had to make a critical decision before presenting his expansion strategy for UnaBiz Pte. Ltd. to potential investors.

In 1998, after closely monitoring the development of the Chinese agricultural machinery market, Kubota Corporation established Kubota Agricultural Machinery Suzhou Co. Ltd. (Kubota) as its first wholly-owned subsidiary, in Jiangsu, China. Kubota’s market entry process began with semi-feed rice harvesters. It was followed by the gradual introduction and development of various other models of agricultural machines. The business grew continuously along with the development of the Chinese market economy, earning it a place among China’s leading companies in the paddy field market. Kubota then took steps to enter the dry field farming industry and become a comprehensive agricultural machinery enterprise. However, the results fell far short of expectations. The rise of domestic competitors continued to erode Kubota’s share of the paddy field machinery market. The company then faced more challenges related to intense competition, technological innovation, and the Chinese government’s introduction of the National IV environmental policy. Could Kubota regain its competitive advantage in China’s agricultural machinery market?

BluPlanet Recycling Inc. (BluPlanet), was a successful recycling service provider based in Calgary, Alberta, that faced the challenge of maintaining its balance between social, environmental, and economic objectives amid rapid growth. Its chief executive officer was considering plans regarding the expansion of the company while preserving its social and environmental commitments. The options included diversifying from waste collection and transportation into waste processing, particularly organic waste, and expanding geographically into Western Canada or the Northwestern United States. Additionally, he was interested in exploring how BluPlanet could be more innovative and introduce new technologies. With the company’s annual strategy retreat approaching, he sought to present clear plans for sustainable growth to his top management team.

Launched in 2021, the #Donate2Help campaign of Dish TV India Ltd. (DTIL) encourages its subscribers to donate their unused set-top boxes (STBs) to underprivileged people for a noble cause. Using electronic devices, users can access free satellite infotainment content made available by the state-owned Doordarshan. The campaign was promoted through an advertisement showing the benefits of a STB for a rural girl who had limited internet access who used the device to gain access to content that furthered her education. DTIL intended to have a positive social impact and monetize the unused STBs. This campaign, the first in the direct-to-home industry, helped the company create positive brand perception. The reuse of unused STBs helps reduce e-waste by extending the life of the devices and not dumping them in landfills prematurely. However, the campaign needed more visibility, and its impact could have been better. DTIL intends to expand and scale up the campaign as a part of its adoption of environmental, social, and governance (ESG) guidelines.<br><br>India, the first country to make corporate social responsibility (CSR) mandatory by law, added an ESG framework to the Business Responsibility and Sustainability Report (BRSR) required by Indian companies in 2022-23. Initiatives like #Donate2Help are significant as regulatory obligations and stakeholder expectations pressure companies to contribute to ESG through their business processes and operations. Is there an overlap between CSR and ESG? How should the company operationalize its ESG commitment beyond regulatory compliance? What are the critical factors for successful ESG adoption in a competitive market being disrupted by ongoing technological advancements?

Indigenous people "continue to have shorter life spans, poorer health, higher unemployment, lower educational levels, and generally far poorer socio-economic conditions than the Canadian average." To address these issues and build economic self-sufficiency, First Nations communities must be able to exercise their rights to the land they have occupied for millenniums. In British Columbia, most First Nations have never extinguished their Aboriginal title rights, so according to the Canadian Constitution and multiple Supreme Court of Canada rulings, First Nations hold the legal rights to most of the public land in British Columbia (BC), although they must fight in court to prove this for each and every parcel. Although title was never legally extinguished for private land either, private land is not addressed in this note. As of 2021, real estate comprises the largest portion of Canada's gross domestic product, and property values have reached historic highs. This presents an opportunity for First Nations to use their land to generate wealth and address the socio-economic issues that are keeping their communities from meeting the same standards as the rest of Canada. First Nations in Vancouver and beyond have been buying large parcels of land from the federal and provincial governments for residential development, offering long-term leases and rental properties on the developed land. To be clear, this is land in the First Nations' own territories-which they could pursue rights to and might very well win-but proving this would likely involve very long court cases lasting many years and costing many millions of dollars. During this time, a great deal of money would be spent but none generated. So instead, out of pragmatism, some First Nations have chosen to buy land fee simple and develop it. The note specifically does not ask students to comment on the conduct of Indigenous Peoples.

Indigenous people “continue to have shorter life spans, poorer health, higher unemployment, lower educational levels, and generally far poorer socio-economic conditions than the Canadian average.” To address these issues and build economic self-sufficiency, First Nations communities must be able to exercise their rights to the land they have occupied for millenniums. In British Columbia, most First Nations have never extinguished their Aboriginal title rights, so according to the Canadian Constitution and multiple Supreme Court of Canada rulings, First Nations hold the legal rights to most of the public land in British Columbia (BC), although they must fight in court to prove this for each and every parcel. Although title was never legally extinguished for private land either, private land is not addressed in this note.<br><br>As of 2021, real estate comprises the largest portion of Canada’s gross domestic product, and property values have reached historic highs. This presents an opportunity for First Nations to use their land to generate wealth and address the socio-economic issues that are keeping their communities from meeting the same standards as the rest of Canada. First Nations in Vancouver and beyond have been buying large parcels of land from the federal and provincial governments for residential development, offering long-term leases and rental properties on the developed land. To be clear, this is land in the First Nations’ own territories—which they could pursue rights to and might very well win—but proving this would likely involve very long court cases lasting many years and costing many millions of dollars. During this time, a great deal of money would be spent but none generated. So instead, out of pragmatism, some First Nations have chosen to buy land fee simple and develop it. The note specifically does not ask students to comment on the conduct of Indigenous Peoples.

Launched in 2021, the #Donate2Help campaign of Dish TV India Ltd. (DTIL) encourages its subscribers to donate their unused set-top boxes (STBs) to underprivileged people for a noble cause. Using electronic devices, users can access free satellite infotainment content made available by the state-owned Doordarshan. The campaign was promoted through an advertisement showing the benefits of a STB for a rural girl who had limited internet access who used the device to gain access to content that furthered her education. DTIL intended to have a positive social impact and monetize the unused STBs. This campaign, the first in the direct-to-home industry, helped the company create positive brand perception. The reuse of unused STBs helps reduce e-waste by extending the life of the devices and not dumping them in landfills prematurely. However, the campaign needed more visibility, and its impact could have been better. DTIL intends to expand and scale up the campaign as a part of its adoption of environmental, social, and governance (ESG) guidelines.<br><br>India, the first country to make corporate social responsibility (CSR) mandatory by law, added an ESG framework to the Business Responsibility and Sustainability Report (BRSR) required by Indian companies in 2022–23. Initiatives like #Donate2Help are significant as regulatory obligations and stakeholder expectations pressure companies to contribute to ESG through their business processes and operations. Is there an overlap between CSR and ESG? How should the company operationalize its ESG commitment beyond regulatory compliance? What are the critical factors for successful ESG adoption in a competitive market being disrupted by ongoing technological advancements?

Spreadsheet supplement for case 123076.

Established in 1995 by a group of ex-British intelligence officers, Hakluyt & Company (Hakluyt) was a corporate advisory firm that generated insights by leveraging a unique blend of internal expertise and a global network of well-connected individuals. Since 2019, the firm was under the leadership of Varun Chandra, a young and dynamic managing partner who had steered Hakluyt into remarkable growth and heightened ambition. By 2023, Hakluyt had transformed into a 113.1 million pound business, boasting 196 employees spread across 13 strategic international offices. However, this rapid expansion and evolving identity engendered some tension within the firm, particularly as Chandra's tenure as managing partner approached its end. This case study chronicles Hakluyt's transformation from a specialized niche intelligence firm to becoming trusted advisors and details its unique business model, evolution under various leaders, and recruitment and compensation strategies. It also examines the challenges accompanying rapid growth, including implementing leverage, professionalizing operations, addressing long-term equity structures, and preserving the firm's distinct culture.

This case examines the diversity, equity, and inclusion (DEI) hiring- and retention-related challenges encountered by Amazon.com's FAR1 location in Fargo, North Dakota, at the end of 2021. John Sabo, FAR1's general manager and hiring team leader, had one main goal: to hire and train a diverse team of 1,446 Amazonians by the facility's opening date in December 2021. However, there were many barriers to achieving this goal, including potential candidates' negative perception of Amazon's workplace environment due to its negative track record of employee safety and well-being, especially with regard to under-represented groups. To complicate matters, there was a limited supply of qualified, under-represented candidates in Fargo. Could Sabo and his team find a way to meet Amazon's DEI goals while also ensuring adequate staffing? Were there solutions they had overlooked? Should they develop separate strategies for managers and employees? Further complicating the team's decision, DEI initiatives were not universally embraced, and there were questions on the efficacy of DEI programs. The success of FAR1 and its potential to serve as a blueprint for future warehouse expansion hung in the balance.

In January 2023, the chief executive officer of New World Development Co. Ltd. (New World Development) faced a critical decision. With travel set to resume between Hong Kong and Mainland China, opportunities and challenges emerged in the post-pandemic era. An impending board meeting in February demanded a delicate balance between environmental, social, and governance (ESG) initiatives and the company's financial health. Financial data revealed significant spending on ESG efforts, posing cash flow challenges. The CEO grappled with critical questions: Should ESG spending be cut to fuel post-pandemic investments? Could New World Development's ESG image, cultivated amid COVID-19, be a competitive advantage with evolving travel patterns? Before the board meeting, he had to decide on a strategy to balance financial stability with sustainable innovation.