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Liz O'Sullivan, an employee at a fast-growing technology company called Clarifi, had a moral dilemma: She disagreed with Clarifi's decision to sell its image-recognition technology to the U.S. Department of Defense for possible use in weaponized drones. This case examines her career to this point and the potential ways in which she can address her concerns. The CEO has been receptive to her ideas, but there is little chance he will cancel the contract. She can either continue to advocate internally, or she can quit. If she quits, she wonders whether she should leak the details of the contract-and her decision to quit-to the media. The case contrasts her dilemma-in the voice-loyalty-exit framework-with that of Jack Poulson, a senior Google employee who quit the company in protest over Google's decision to build a censored search engine for the Chinese market.

In early January 2019, a recent Ivey Business School graduate logged into her online trading account to review her portfolio’s performance. As she scanned her investments, she paused at one stock in particular. It was time to make a decision regarding one of her most volatile stocks—Valeant Pharmaceuticals International Inc., recently renamed Bausch Health Companies Inc. The pharmaceutical company was once celebrated for its innovative business approach. However, both its stock price and reputation as one of Canada’s most valuable companies had plummeted in recent years, after accusations of price gouging and investigations for fraud by the US Securities and Exchange Commission. Overburdened with significant amounts of debt from a spree of acquisitions, the company was also scrutinized by investors and regulators for using non-GAAP accounting metrics for its financial statements. The recent graduate wondered if she should hold out hope that the stock would return to its historic highs, or if she should cut her losses and divest the stock.

In December 2019, Atabek Nazirov, head of Uzbekistan's capital market regulatory agency, prepared the release of Uzbekistan's capital market strategy. As Nazirov was getting ready to release the strategy, he reflected on the first year of his tenure and the steps ahead. Did he take the right actions to strengthen Uzbekistan's capital market? What additional features would the capital market need to build trust with both the citizens of Uzbekistan and international investors? How could he convince the critics within the administration that his focus on a market-based economy would serve Uzbekistan best? And how could he deliver quick results to retain the president's support?

In October 2017, the managing director at Ohtani Capital faced a critical decision—should the company divest its long-term investment in Toshiba Corporation (Toshiba)? Recent events surrounding Toshiba's disagreement with its auditor over how to best report the writedown of its US nuclear power unit (Westinghouse Electric Co. LLC) had negatively impacted the company’s profitability and internal management, leading to the company’s possible delisting from the Tokyo Stock Exchange. The managing director needed to decide if Toshiba could overcome its difficulties, improve its internal management, and return to profitability, which would then enable the company to secure the necessary emergency funding to survive.

In October 2017, the managing director at Ohtani Capital faced a critical decision-should the company divest its long-term investment in Toshiba Corporation (Toshiba)? Recent events surrounding Toshiba's disagreement with its auditor over how to best report the writedown of its US nuclear power unit (Westinghouse Electric Co. LLC) had negatively impacted the company's profitability and internal management, leading to the company's possible delisting from the Tokyo Stock Exchange. The managing director needed to decide if Toshiba could overcome its difficulties, improve its internal management, and return to profitability, which would then enable the company to secure the necessary emergency funding to survive.

The case discusses the strategy of DER SPIEGEL, the leading news magazine in Germany, in the aftermath of the discovery of a fake reporting scandal. It had come to light that one of DER SPIEGEL's own reporters had falsified and made up entire articles for years, despite DER SPIEGEL's large fact-checking departments. New editor-in-chief Steffen Klusmann and an internal investigation commission had set to work to discover the problems within DER SPIEGEL that made this failure possible, and had come up with a series of recommendations for improvement. At the heart of the investigation was the question whether the scandal was the result of one bad apple or whether DER SPIEGEL had systematic failures in its control systems.

This (B) case serves as a complement to the case "Fake News at DER SPIEGEL (A)".

This (C) case complements the case "Fake News at DER SPIEGEL (A)".

In November 2019, Ilham Kadri, CEO of Solvay, a Belgian specialty chemicals and advanced materials group, with annual revenues of more than €10 billion in 2018, announced the group's mid-term strategy, eight months after she took the helm as Solvay's 11th CEO. The case describes what options Solvay had to operate a business transformation to follow a growth path while aiming to be a leading environmental solutions company. Solvay had developed a sustainability tool called Sustainability Product Management to identify promising business applications. How effective was the tool? What business lines should Solvay promote to grow and at the same time be more sustainable?

ISS is the world's largest provider of corporate governance research, data, analytics, and voting services. The case uses the effort of the Securities and Exchange Commission (SEC) to impose an array of new regulations that would severely restrict the functioning of this company to help readers understand the role of proxy advisors and institutional investors in corporate governance. As ISS rose to prominence throughout the early 21st century, it became highly influential in enabling investors to increase their ability to influence companies, managers, and boards of directors. ISS had therefore become a lightning rod for controversy, and its detractors in corporate America had been seeking regulation to rein it in for years. The case walks readers through the history of this debate, the concerns of each stakeholder, and how they intersected with ISS's approach to providing proxy advisory services. It describes in detail how ISS developed its shareholder voting policies, determined its vote recommendations for its clients, and executed their votes come proxy season. It also provides some detail about the outlook for ISS's business in light of recent trends in capital markets and corporate governance.

In January 2015, an investor bought 1,000 shares of Bank of India stock when the banking sector was expected to perform better over the medium to long term. On October 11, 2019, after holding the shares for nearly five years, the investor was surprised to see that the stock price had instead dropped by almost 80 per cent. He was disappointed in his investment’s performance to date, but the stock’s current low price seemed a bargain, so he was contemplating buying more shares for overall cost averaging of his investment. Before making any investment decisions, however, he carefully analyzed the bank’s annual reports for the previous five years and discovered an unusual change in the bank’s accounting policy for the provisioning of non-performing assets. After his review of the bank’s financial statements, the investor was unsure whether he should sell his shares, buy more shares to achieve overall cost averaging, or hold the number of shares he currently owned.

In mid-2019, the owner of Ireland Renovations was contemplating the future of his renovation and construction company that operated in London and Middlesex County in Ontario, Canada. The owner’s youngest son was interested in working for the business, but the owner wondered whether the company could afford to hire him. His son had previously worked for the company part-time and had shown an interest in helping his father grow the business. The owner decided to project and analyze cash budgets for fiscal years 2020 and 2021 to determine whether hiring his son would be a feasible option.

This case focuses on a $1.5 billion Net Investment Hedge using currency forward contracts executed by Boston Scientific Corporation in April 2018. A Net Investment Hedge is intended to offset the balance sheet translation of a company's net investment in non-dollar functional entities. This hedge was motivated by changes in both U.S. tax law and U.S accounting rules, combined with favorable interest rates overseas. The transaction was predicted to generate approximately $150 million in interest savings over five years. Part (A) explores the initial decision to enter the hedge.

Part (B) examines the implementation of the net investment hedge, including the realized forward contract rates, notional amounts, and tenors. Accounting-focused students are asked to confirm the accounting treatment of the net investment hedge under ASC 815, including footnote disclosures in form 10-Q and form 10-K.