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Instructor Spreadsheet to accompany product W33717.

Marine transport is the most cost-effective way to move large volumes over long distances, and container shipping is the backbone of international trade in goods. Yet shipping contributed 3% of worldwide greenhouse gas emissions, and the deep-sea segment, which included long distance trade lanes such as Asia to Northern Europe and Asia to North America, warranted special focus because they accounted for 80% of maritime transport's total emissions in 2019. New International Maritime Organization regulations that came into force in January 2023 mandated the annual calculation and grading of each ship of more than 5,000 deadweight tons. Vessels that received a grade of A, B, or C were compliant, while those graded D or E had time limits for getting back into compliance or removal from service. More significantly, the standards for grading required annual improvements in efficiency. This meant that a brand-new vessel built with the latest technology that was initially graded A could over time become graded E and no longer be legally operable if no upgrades were made. This case affords students the opportunity to consider different fuel and operational choices and calculate their impact on greenhouse gas emissions and ship grading. It exposes some of the choices that an operator might choose to make.

In March 2023, two strawberry producers in Ontario, Canada had to decide how many acres to plant with each of four strawberry varieties at Xanadu Farms. They had committed to providing 275,000 pounds of berries to a local independent grocery chain and also required some of their berry crop to make strawberry preserves. Complicating this decision was the impact that weather had on the yield of each type of berry. If the weather reduced the yield, the two producers would need to make up for the loss by sourcing berries from several nearby farmers. However, if the weather was favourable, they would be able to sell any excess berries at their own storefront. What current decision should the two strawberry producers make to ensure they achieve the best outcome one year later?

Spreadsheet Supplement for Exercise W33716

Zipline delivers medical products via unmanned aerial vehicles (UAVs). With its expansion to Ghana in 2019, Zipline became world's largest medical drone-delivery service, reaching over 25 million people. Founded in 2014 by Keller Rinaudo (CEO) and Keenan Wyrobek (CTO) in Half Moon Bay, California, Zipline is different from its Silicon Valley peers and has big ambitions: to serve 700 million people in need of medical supplies by 2024. The case study sheds light on the company, its drone technology and its new approach to the delivery of medical supplies. It also illustrates the difficulties ahead as it expands operations.

According to Microsoft's latest Work Trend Index survey, about half of employees are experiencing burnout. In this article, the authors discuss the importance of measuring all of the factors that contribute to burnout; its three primary symptoms; its impact in the workplace; and what leaders, managers, and employees can do to mitigate burnout's negative effects.

The farmer producer company (FPC) Sahyadri Farmer Producer Company Ltd. (Sahyadri Farms) commenced with a mission of safeguarding fair compensation to the small landholding farmers of India in exchange for their produce and hard labour. Sahyadri Farms was a market leader in grape exports, especially to Europe, but when export freight charges shot up dramatically due to the unprecedented COVID-19 pandemic in 2020, the company was forced to enter into the domestic market to survive. The company’s domestic business, Sahyadri Supply Chain Company Ltd., had very high operating costs compared to those of local intermediaries, who operated without the same professionals, standardized logistics, or software. The company was rigorously partnering with young innovators to incorporate technologies like blockchain into the agricultural sector, and it needed a new business model. However, as a company in a low-profitability sector with jobs that were not lucrative and were situated in remote locations, it faced challenges in attracting and retaining the young talent it needed to support the growth of an increasingly complex business in the domestic market.

Spreadsheet to accompany product W28519.

Presentation to accompany product W28519.

This case focuses on the use of modern data analytics to alleviate crowding at the branches of United Overseas Bank, a full-service bank headquartered in Singapore. The case is set in 2020 against the backdrop of the COVID-19 global pandemic when vaccines were not yet available and social distancing was a key tool in the fight against the spread of the disease. How should the bank develop and deploy predictive analytics to accurately anticipate future branch crowds? How should the bank trade off key design considerations?

Bringing neurodiversity into the larger conversation about workplace diversity, equity, and inclusion is important not only for reasons of fairness: Neurodiverse individuals represent an undervalued talent pool. The authors discuss the challenges neurodivergent employees often face in the workplace and suggest ways that leaders and employees can support their neurodivergent colleagues and help them achieve their potential.

Although the hybrid work model has been widely adopted among many businesses, the complications involving peer relationships and connections that it has introduced linger on. Relying on results from The CMO Survey, the authors derived a set of strategies to help leaders navigate organizational culture and the socialization of new employees during this era of digital transformation.

The case provides an opportunity to analyze sourcing decisions in a firm. Specifically, the case illustrates the development of a supplier scorecard system in an organization involved in new product development, where the technology of component design may change over time. The case also attempts to link the design of the scorecard mechanism to that of the incentives (or reward mechanisms) for various players.

Spreadsheet supplement for case IMB967.

During the height of the COVID-19 pandemic in 2020, Larry Koo, the co-founder and creative lead of KOODESIGN, needed to come up with a plan to complete a client's project from design all the way to market within six months for a robotic device equipped with disinfectants. Given such a tight project schedule and the high client's expectations of quality, Larry realized that he was indeed in a race against time and would need to think differently to fast track this project to meet the client's deadline. Larry decided to fast track this project by adjusting some of the initial task duration and start time as well as the sequence specifications. By concurrently completing tasks that would normally be completed sequentially, Larry hoped to compress the project duration just enough time to meet the client's launch date. However, fast tracking a project would also create a higher chance of resource overloading problems that Larry needed to address since his design studio's resources were limited.

This technical note introduces readers to two important concepts involving design in the digital sphere: continuous design and hypothesis-driven design (HDD). Continuous design applies the proposition that rather than doing a large amount of design and research up front, a team is better off building smaller, specific items, testing them with users, and iteratively changing the design based on what it learns. HDD operates from the foundation that ideas should be testable and teams should work to minimize waste through small batch sizes and relevant evidence. HDD can help teams design better by helping them find the right problem and the right solution through two hypotheses: the persona hypothesis and the jobs-to-be-done (JTBD) hypothesis. Using these, teams ask, ""Who is this for and what existing job (or problem, habit, or desire) does it deliver on?"" Touching on Lean Startup, agile, and other influential bodies of work, this note walks readers through asking the right questions; designing experiments to test persona, demand, JTBD, and usability hypotheses; and creating user-focused stories. It is a helpful tool for any team that's innovating and wants to make astute decisions about where and how to invest its time and energy.

The cannabis industry in Canada has experienced unprecedented growth since the Cannabis Act came into effect in 2018. It is widely expected that cannabidiol (CBD) will be classified as a food and natural health ingredient in Canada, the European Union, and other jurisdictions in the near future, which will open up a significant market. In 2023, Dr. Jacqueline Shan, the CEO of PBG BioPharma, made a long-term strategic decision to enter the cannabis consumer health market by launching a series of CBD consumer health products once the cannabis regulations in Canada are relaxed. In preparing to launch its own consumer product line, PBG BioPharma is developing its marketing strategy and analyzing potential challenges in managing its supply chain.

This case presents an inventory challenge. The goal of the case is to encourages students to redefine problem statements that Fizzy Fusion is faced with and to use innovative thinking to come up with solutions that can address the core underlying problem that the company is facing. The case encourages students to think from the perspective of the customer to solve data problems.

The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.

The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.