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After Humana debuted its new pillar strategy focused on driving integration across members' health care experiences, feedback from investors in private conferences and other forums was positive but stressed the need for execution and faced several questions in order to execute its strategy.

A summary of Humana's restructuring of its business around its pillars.

Leadership development has long been a primary concern for businesses. In recent years, owing to the high cost of traditional leadership development programs, organizations have shifted attention to leader self-development initiatives to facilitate human resource development. This article examines why people develop themselves for leadership positions. Drawing from the subjective expressions of business practitioners from multiple countries, our study identifies variations in leader self-development patterns for leadership positions within the subjects' organizations. Our findings suggest that individual perceptions of leadership have a strong effect on leader self-development processes. We use the insights gained from our inductive approach to develop a four-factor leader self-development model that provides useful developmental strategies and prescriptions for business practitioners and their organizations.

In 2020, the corporate purchasing and sustainability manager at the Plastilene Group (a plastics producer based in Colombia) needed to address a sustainability challenge. In response to media and legislative attacks and consumer behaviour changes regarding the use of plastic products globally, the corporate purchasing and sustainability manager, supported by the company's chief executive officer, was tasked with leading a strategic renewal in the 62-year-old business group known for its integration of various lines of innovation both inside and outside its organization. The organization's process of strategic renewal had arisen from the theories of sustainability and the circular economy. How could the company management enhance not only the sustainable innovation strategy within the organization's structure, but also its spirit of corporate entrepreneurship and innovation?

The Inspector-General of the United Nations High Commissioner for Refugees (UNHCR), Fatma Özdamar, receives two highly distressing pieces of news concerning the UNHCR-administered refugee camps in Lundya. The first is an anonymous letter detailing rampant levels of corruption at the camps, including fraud and abuse by UNHCR officials. To make things worse, a key UNHCR donor country informed her that its Ambassador in Lundya had received a personal threat and a demand to leave the country. Investigations revealed that the note to the Ambassador had originated from employees of the Lundyan refugee camps. Thus, the donor country was threatening to withdraw its financial support to UNHCR. Having been told to prioritise the investigation of incidents involving UNHCR staff elsewhere, Inspector-General Özdamar faced hard choices on how to proceed.

In 2019, the chairman and chief executive officer of Valeo, an automotive supplier and partner to automakers worldwide, faced the challenges of maintaining the company's speed of growth and balancing its growth with profitability. Valeo had started as a small automobile component manufacturer in 1923 in France. By 2019, however, it was partnering with automakers to design innovative solutions for smart mobility with a focus on intuitive driving and reducing carbon dioxide emissions. Valeo had grown not only organically, but also through partnerships and acquisitions, which enabled it to develop new technologies and new markets. What should the chairman and chief executive officer do to achieve the twin challenges of maintaining the company's speed of growth and balancing growth with profitability, while not losing sight of the three current automotive revolutions-vehicle electrification, vehicle autonomy, and digital mobility?

Technology is advancing at a rapid rate, changing various aspects of our everyday lives. Businesses and governments are trying to adapt to this change by embracing positive aspects, while remaining attentive to negative aspects. This note focuses on technologies such as artificial intelligence, machine learning, and big data, considering the ethical issues that these technologies create within our society and also how these ethical issues are being addressed.

Angel Torres is a college sophomore placed in their first summer internship. While Angel hoped the Internship might lead to a full-time job after graduation, the work, so far, was basic and did not provide Angel an opportunity to show their full abilities. Angel had an idea of how to improve the user interface of the company's primary app but found it difficult to propose the idea. Angel had other concerns-around pay, specifically-but was concerned about raising them at home. Angel's Mom wanted Angel to help with a family chore but doing so might jeopardize the internship. What could Angel do? In the sequel, Angel reaches out to a number of colleagues and friends to collect additional information to help inform their negotiation choices.

Angel Torres is a college sophomore placed in their first summer internship. While Angel hoped the Internship might lead to a full-time job after graduation, the work, so far, was basic and did not provide Angel an opportunity to show their full abilities. Angel had an idea of how to improve the user interface of the company's primary app but found it difficult to propose the idea. Angel had other concerns-around pay, specifically-but was concerned about raising them at home. Angel's Mom wanted Angel to help with a family chore but doing so might jeopardize the internship. What could Angel do? In the sequel, Angel reaches out to a number of colleagues and friends to collect additional information to help inform their negotiation choices.

Many people early in their careers find self-advocacy awkward or may even perceive it as impossible. They don't know what is reasonable for them to request or propose, they are unsure how to go about it, who their negotiating counterparts should be, or what they care about. Often for good reason, they hold back out of fear that speaking up will undermine important relationships. However, there are meaningful downsides to letting opportunities to self-advocate pass, even if only to learn more about what is possible. Negotiation attempts can backfire, but there are ways to prepare strategically to reduce that risk. This note was crafted to help people in early career or junior positions to analyze potential negotiation opportunities and to prepare for those opportunities in ways that make a clear case that what they are proposing makes good sense for others, as well as for themselves.

Maryam and Sameer, brother and sister, were searching for an apartment in Hitech City, Hyderabad. Recent college graduates who were now starting jobs with high-profile technology firms, they wanted to lease an apartment together. The case details their challenge in negotiating with a potential landlord amid cultural and religious concerns. Maryam must address the landlord's biases and concerns through a careful negotiation involving compromise, building personal relationships and re-setting expectations.

Priya, a graduate student of public policy, was offered internships from two units within the International Development Fund. One offered a good salary, took advantage of her past work experience but was longer than she wanted; the other, offered no pay but would give her the work experience she wanted and was the perfect length. The case details the offers and asks students to consider whether Priya has room to negotiate aspects of either offer.

Shahana had just received a job offer from a trendy global startup in India, but she was getting married in five months and wanted to negotiate for a short leave for the wedding and a transfer to the company's Hong Kong office to be with her new husband. In balancing her career and personal goals, Shahana has to negotiate with both her fiancé and her potential new employer through a careful negotiation involving compromise and re-setting expectations.

This case describes the life choices of Bill Wilson, the founder of Alcoholics Anonymous. A young man with tremendous potential, Wilson hit rock bottom as a drunk. An epiphany, coupled with his personal drive, led him to build a worldwide organization that has helped millions of people recover from alcohol addiction. Students will learn how he navigated life's choices to leave a lasting impact on the world.

In early 2019, just a year after opening a gallery in Sydney, Australia, the elders of the APY Art Centre Collective proposed opening a second gallery in Adelaide, a much smaller city. The first year in Sydney had been profitable, in part due to an aggressive digital presence. The Collective had some seed money, an offer of a small gallery space, and the draw of serving a large number of the APY community who were residents in Adelaide. But the Adelaide art market was tiny compared to Sydney's, staff was stretched thin, and budgets were tight. The board's vision was certainly compelling, but was it practical? Could a digital strategy help Adelaide's success without cannibalizing the Collective's success in Sydney? What would such a strategy look like?

In 2020, the chief executive officer of Tella Oy, a small Finnish hat-making firm, wanted to achieve €2 million in turnover. She had been pursuing a regional growth strategy with some success since 2016, when she had founded the business after acquiring the long-established family firm. With the onset of the COVID-19 pandemic, the firm had abandoned its internationalization plans and began fabricating personal protective clothing. When the chief executive officer met with consultants, several expansion options were raised: remaining regionally focused, entering into exclusive supply arrangements, pursuing opportunities in Asia, licensing her designs, or becoming a fully online retailer. As a small firm with no permanent employees, which of these various options could Tella Oy realistically pursue? More importantly, was this chief executive officer ready to give up her role as chief designer to take on the role of managing director?

In 2020, the chief executive officer of Tella Oy, a small Finnish hat-making firm, wanted to achieve €2 million in turnover. She had been pursuing a regional growth strategy with some success since 2016, when she had founded the business after acquiring the long-established family firm. With the onset of the COVID-19 pandemic, the firm had abandoned its internationalization plans and began fabricating personal protective clothing. When the chief executive officer met with consultants, several expansion options were raised: remaining regionally focused, entering into exclusive supply arrangements, pursuing opportunities in Asia, licensing her designs, or becoming a fully online retailer. As a small firm with no permanent employees, which of these various options could Tella Oy realistically pursue? More importantly, was this chief executive officer ready to give up her role as chief designer to take on the role of managing director?

In January 2019, one of the founding members and current board members of Londvolota, a South African trust formed by General Electric South Africa (GESA) in 2015, faced a challenge. Londvolota needed to improve the establishment and growth of entrepreneurial South African businesses as part of GESA’s development of local suppliers, which aimed to enable the best of these businesses to supply the global GE network. The initiative represented a major contribution to supporting the South African economy; however, the board was considering updating its criteria for selecting the businesses for development. How should the organization adjust its criteria to avoid failures and increase the initiative’s success rate?

This case traces the rise of James Conant from a working-class neighborhood in Boston to president of Harvard University. The case describes how Conant, as a young man interested in chemistry and physics, embarks on studies to build his academic credentials and the pathbreaking changes that he makes to admissions criteria and curriculums while president of Harvard. The case also describes his pivotal role in developing the atomic bomb that ended World War II. Students will learn how James Conant navigated life's choices to leave a lasting impact on the world.