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Spreadsheet supplement for case 218001.

Financial Model Courseware supplement for case 218001.

The sport of soccer (more commonly known as "football" outside North America) has long been a predominantly men's game: men's clubs on every continent generate huge revenues and the FIFA World Cup is the most popular and profitable sporting event on the planet. Slowly but surely, however, women's soccer is starting to emerge from the long shadow cast by its male counterpart. In 2016, for example, 70,454 spectators gathered at Rio's Maracana stadium to watch a women's soccer semi-final between Sweden and Brazil. The previous year, 53,341 spectators attended the final of the 7th FIFA Women's World Cup at BC Place in Vancouver, Canada. And now, the National Women's Soccer League (NWSL), founded in the United States in 2013, is attempting to prove that a national women's professional league can be profitable. In short, all the stars seem to be aligned for the professionalization of women's soccer, i.e., the organizational transformation familiar to the federations, clubs, national teams, and other organizations that make up the core of this truly global sport. The case examines the history, issues, and challenges faced by attempts on American soil to carve out a place for women at the highest levels of the world's most practised sport.

Embracing a transformative goal is one way to move a legacy business from the brink of disruption to a new business model that incorporates new ideas and technologies. The author defines such a 'moonshot' strategy, named after President John F. Kennedy's 1962 speech announcing that the U.S. would seek to put a man on the moon and return him safely to earth by the end of the decade. She provides a framework for developing such a lofty goal and shows that you don't have to travel to the moon to experience the moonshot effect: In the end, a moonshot is not defined by its distance from Earth, but by its distance from business as usual.

New business opportunities stem from understanding the full landscape of 'jobs' that people are trying to get done on a daily basis. The authors begin by explaining two of Harvard Professor Clayton Christensen's best-known concepts: disruptive innovation and Jobs to be Done. Then, they argue that these theories are natural complements: Jointly, they show where incumbents are vulnerable and how customers hunger for new solutions. They introduce the 'Jobs Atlas', and show how it can be used to bridge the two theories and develop creative solutions for customers.

The authors begin by asking the reader, How often do you make choices? Really make them? Or how often do you just accept one of the choices that is handed to you? They describe how LEGO's CEO went about creating a new choice for his company-one that did not previously exist as an option. They describe how this display of 'Integrative Thinking' brings together three thinking skills to create new choices: metacognition, empathy and creativity. These components, they argue, can overcome the limitations of current decision-making processes and produce better outcomes.

All of the things that allowed companies to build massively- valuable, industrial-scale businesses in the 20th century are now 'for rent': You can rent 'scale' from companies like Foxconn (as Apple does); communication infrastructure from Trillium; computing capacity from Amazon; and logistics capacity from FedEx or UPS. So, what matters today? Data, says the author, an executive at SAS. He provides three reasons why 'data is the new oil': it is scalable, reinforcable and defensible. He then describes three key challenges for today's leaders and provides five principles for moving forward on your organization's digital transformation.

In a wide-ranging interview, the CEO of Estée Lauder Companies explains how he took the company from a market cap of $6 billion to $35 billion. He describes how he created new 'engines of growth' for the company through the diversification of its brands, categories, geographies and channels; the pros of working for a family-owned firm; why the company chooses to focus on its most discerning customers; and how he has engaged Millennials in creating company's forward-looking strategy.

Haas School of Business Professor David Teece and his colleagues created the Dynamic Capabilities Framework, showing that three capabilities-sensing, seizing and transforming-enable firms to sense opportunities sooner than their rivals, seize them more effectively, and support the organizational transformation that this entails. The authors take this theory a step further by adding two 'sub-capabilities' to each Dynamic Capability, including 'peripheral vision', experimentation and vigilant learning. They then provide a case study on DuPont's biofuel initiative, showing how all six sub-capabilities manifest themselves in strategy.

From 'best of' lists on magazine websites to employer reviews on Glassdoor, to product reviews on Amazon, to service reviews on Yelp and TripAdvisor, companies are continually being judged, and those assessments are easily accessible to everyone, everywhere. The authors describe two types of online reputational ratings-curated and uncurated-and discuss the impact they can have on organizations. They also provide guidelines for how managers can use these ratings to their advantage.

Hardly a day goes by without the announcement of a promising new frontier for Artificial Intelligence (AI), and corporate investments in Big Data are touted regularly for the dividends they yield. But we don't hear much about the demand created by this rising 'supply': In a world of Big Data and AI, the demand for sound and distributed judgment is increasing quickly. The author argues that 'qualitative judgment'-the ability to make a decision based on a personal interpretation of the context and the available facts-has never been more important. He provides four steps for leaders to take in order to 'democratize' judgment in their organization.

DHAN is an NGO with a difference. It was not a charity, or a philanthropy or service organization but a development NGO, which focusses on grassroot development aided by professional management. At the same time, it has a clear vision that it is only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene. It had already touched the lives of 1.5 million households during the course of its nearly 20-year journey and is poised to reach out to a further one million households over the next five years. In order to fulfill this ambitious mission, DHAN needed a steady stream of professionals with diverse skills to be trained and deployed pan India, spanning a wide spectrum of cultures, languages and sensitivities, truely a big challenge to contend with. Above all, for Vasimalai, the Executive Director who founded DHAN in 1997, and who is an ardent follower of Gandhian thought, the paramount challenge is to transmit his unique vision and development perspectives to the next generation of leaders, and build these perspectives into the very DNA of DHAN, so that the passion fopr development workwould continue unabated through the years. Vasi was a leader with a difference. After graduating from India's top business school, he forayed into the non-glamorous development sector marked by harsh work context and low material rewards. However, he received a greater reward - of responding to a higher calling or Dharma and making a difference to the lives of those who are at the bottom of the pyramid. DHAN being the vehicle he chose to fulfill that larger Dharma. Vasi's value-driven leadership style and DHAN's noble goal-orientation set them apart from the crowd. Uncannily though, they both seem to echo some of the most contemporary managment thinking, advocating alternate leadership styles and alternative organization paradigms.

In 2010, Salil Pande founded VMock, an online product that helped MBA students prepare for job interviews. Students could upload their video interviews and get feedback from mentors and peers. Four years later, VMock pivoted from an interview feedback product to a "Smart Resume" product that focused on improving resumes. The pivot was based on the insight that job candidates first needed help fixing their resumes before they could obtain and prepare for interviews. Further, the interview feedback product was difficult to scale as it relied on human feedback. The Smart Resume product, on the other hand, was powered by machine learning and artificial intelligence technology, making it more scalable and allowing VMock to evolve its offering from a product to a platform for managing careers. VMock had forged strong relationships with top business schools in the United States and Europe and its Smart Resume platform had been well received by the market. Now Salil and his wife (and head of product development), Kiran, had to determine the next step in the company's evolution. They realized that the time had come to take their business to the next level. But they were faced with several options on how to go about scaling VMock. Should they market directly to consumers or should they use partners to scale their user base? Should they create a solution for employers to help them recruit and manage talent? What revenue streams should they focus on to maximize growth and profitability? These strategic decisions would be key to the survival and growth of VMock.

Taking over as the CEO in 2014, Mr. David Abney announced that expansion in the emerging markets was his number one priority and the company would make acquisitions to build capabilities overseas. This goal meant deeper penetration of the growing Southeast Asian economies. India represented a lucrative opportunity as one of the largest economies in the world with a GDP of over $2 trillion. Not only was the market large, it was growing fast at a rate of over seven percent annually-despite the global slowdown. UPS had already entered the Indian courier service market, although a period of neglect had allowed DHL to enter, partner with Blue Dart, and win three times the market share of its next largest competitor. UPS with its renewed global strategy was returning to India but now faced intense competition. Despite the competition, India offered a huge opportunity to established organized players in this segment as the country sought to build roads and infrastructure at a record pace. In 2017, the Goods and Services Tax law converted India into a single market rendering the state borders irrelevant, aiding the seamless movement of goods across the country. The new government, which won the general elections on a development mandate, had also brought in crucial reforms to improve the ease of doing business in India. Given these changed circumstances, what should be UPS's strategy to expand in India? Which lessons from those other markets could be leveraged in India?

In 2002, the telecom industry in France witnessed changes in regulation of internet service providers. This enabled internet service provider Free.fr to challenge a crystalized competitive landscape using a combination of technology, business model innovation and focus on the bottom of the pyramid. The case describes the market environment, the strategy to the bottom of the pyramid and the impact of this market entry.

Supplement to case IN1408. In 2002, the telecom industry in France witnessed changes in regulation of internet service providers. This enabled internet service provider Free.fr to challenge a crystalized competitive landscape using a combination of technology, business model innovation and focus on the bottom of the pyramid. The case describes the market environment, the strategy to the bottom of the pyramid and the impact of this market entry.

In March 2009, Ulrich Bez, CEO of British carmaker Aston Martin Lagonda Ltd., found himself grappling with some tough news from Switzerland. The company had just debuted a novel car concept, its first crossover model under its rarely used historic Lagonda brand, at the Geneva Motor Show, but the negative press criticizing the four-wheel drive, four-seater car's design and concept was troubling and unexpected.

Manpreet Singh, chief executive officer of the Bosch multi-brand car service provider Motorcafe, wanted to scale up his business, which he established in 2010 in Mohali, India. The multi-brand car service sector promised huge market potential for Singh, but he faced some challenges: Bosch had failed to provide the expected support; the brand was being diluted by poor services offered by other service providers in neighbouring areas; competition from other multi-brand players in the Indian market was ever-growing; original equipment manufacturer workshops were renewing their competitive efforts; and customer needs were rapidly changing. How should Singh scale up his venture in the face of changing market dynamics and implement Motorcafe's innovative value proposition for Indian car owners?

Financial holding company Gentera S.A.B. de C.V., located in Mexico City and operating in Mexico, Guatemala, and Peru, offered microlending, financial payment, insurance, and money transfer services to individuals at the bottom of the financial pyramid. The company was founded and operated on strong social values-reduce financial exclusion, focus on human and social values (including self-actualization), and enhance economic value-which pervaded the decisions made by the board and senior management. By 2016, the company had evolved from its origins as a non-governmental organization to become a private bank and, more recently, a public company listed on the Mexican Stock Exchange. The company faced questions about its governance structure and processes: should it reduce the number of board committees and alter their function in order to accomplish a stronger strategic focus? It also faced organizational challenges related to growth and the need to both adapt its current business model to encompass financial technology and invest in information technology. How should it allow extensive developments while simultaneously updating systems required to meet current needs?

The case depicts the first few weeks of the 2014 Ebola outbreak in West Africa and describes how two organizations, the World Health Organization and Doctors Without Borders, assessed the seriousness of the outbreak. Both organizations have expertise and experience in containing epidemics, and past Ebola outbreaks in particular. These organizations nonetheless reached radically opposite conclusions. The case explores the possible reasons for these differences in predicting the outbreak's evolution.