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In 2022, Berger Paints Ltd. (Berger) was one of the leading paint manufacturing companies in India. Despite the prolonged Covid-19 pandemic affecting businesses worldwide, Berger had reported promising revenue and profit figures and indicated strong growth potential for the future. With modest beginnings in 1923, Berger was able to grow to become the second largest paint manufacturer in the country by the 21st century. However, the gap between Berger and the market share leader was still sizable, since the leader also was growing equally. Additionally, defending the second spot (especially in decorative paints) was not easy as the expectation of revival in the housing sector and popular sentiment post pandemic had buoyed many corporate giants including Aditya Birla Group and Jindal group to plunge into the paint market. The competition in the decorative segment was soon to become more intense. Berger needed to choose the right opportunities, and prioritise investments and efforts to continue growing rapidly, while also defending against new entrants. Abhijit Roy, Berger's MD & CEO, wondered where Berger should focus on in the next five years.

Spreadsheet supplement for case 724362.

Spreadsheet supplement for case 724365.

In the quarter ending March 2022, Apple Inc. (Apple)’s share in the Chinese smartphone market fell to 17.9 per cent from 21.7 per cent in the previous quarter. Business analysts attributed the falling share to weak consumer sentiments; a lack of innovations; and major supply-side headwinds, including frequent COVID-related lockdowns in China, power shortages, Russia's invasion of Ukraine, and the trade and technology war between the United States and China. Apple needed to identify strategies to gain a leading share in the Chinese market. In the face of demand- and supply-side adversities in China, it also needed to reconsider its supply chain and manufacturing base. Should Apple keep its supply chain concentrated in China, to reap the benefits arising from the economies of scale in the production process? Or should it pursue geographic diversification for its supply chain, to protect itself from the major problems hovering on the horizon?

Rather than building strategy around the people they have, organizations should develop a better understanding of the roles that will be most critical in executing the most promising strategy, and then putting top performers in those positions. The authors demonstrate how this can be accomplished using data analysis and examples from professional soccer and the retail industry.

How would Cummins Inc., a global leader in internal combustion engines, map out a strategy for the great energy transformation ahead-one that would grow the company while addressing the twin challenges of climate change and the world's insatiable need for power? Cummins Inc., founded in 1919, had become a leading designer, manufacturer, and distributor of internal combustion engines, power generation systems, and related parts and technologies. The case study discusses the strategic thinking behind Cummins' goal of Destination Zero, the company's zero-emissions target for 2050, and the interim steps, partnerships, innovation, and customer education needed to reach that goal. Cummins technology was integral to light-duty trucks, medium-duty trucks, heavy-duty trucks and buses; the company's engines were widely used in industries such as construction, mining, marine, and oil & gas. Major customers included original equipment manufacturers such as Daimler Benz, Navistar, Volvo, Paccar, and Tata. Evolving the Cummins product portfolio would require a series of interim goals, and juggling continual improvements to core engine products while building out zero-emissions solutions.

Recent events show that resistance to civil rights progress for members of marginalized or underrepresented groups remains entrenched, and opponents of diversity, equity, and inclusion (DEI) efforts and other steps toward improving equity have been emboldened. Organizations that are committed to diversity must prepare for the cost of defending inclusive organizations and adopt policies that make it difficult to roll back diversity gains.

Over her career as a business executive, Norwegian Anita Krohn Traaseth became a seasoned mentor for emerging professionals, guiding them through the complexities of navigating promotions, salary negotiations, and leadership development. Recognizing the demand for accessible and practical advice, she leveraged her expertise into various channels, including podcasts, books, and eventually clothing - encapsulating her wisdom in the form of discreet t-shirt messages worn under professional attire. As her innovative approach gained traction, Traaseth expanded her vision, designing a signature red suit intended to inspire confidence and self-assurance in the wearer. The KROHN ""slow fashion"" house was born. This engaging case study examines the foundations of KROHN's success through the lens of Blue Ocean Strategy. Professors seeking to enrich their classrooms with a captivating, real-world example of entrepreneurial innovation and strategic execution will find it to be a valuable resource for discussions on personal branding, unconventional marketing strategies, and the art of creating differentiation at low cost.

Leaders seeking to hire across all racioethnic groups in order to foster a more diverse, inclusive, and equitable workplace are likely to find that recruitment will become more challenging in the wake of the U.S. Supreme Court decision banning affirmative action in college admissions. Considering candidates from a wider range of institutions rather than favoring graduates of elite universities is among the tactics the author suggests for surfacing high-potential candidates from disadvantaged racioethnic groups.

This field-based case describes the situation facing David Bronner, cosmic engagement officer (CEO) of Dr. Bronner's Magic Soaps (Dr. Bronner's), the top-selling brand of natural soaps in North America in 2019. Since its founding, the company has centered advocacy for unity and social change in its products and giving. The question before David and the leadership team is whether to extend the brand further by publicizing its support for the use of psychedelics to treat mental health. David believes passionately in this cause, and he has been a major supporter of scientific and political efforts to support the informed use of psychedelics to alleviate suffering. While scientific studies are increasingly highlighting their promise and Dr. Bronner's has experience with other "label" campaigns for social issues, psychedelics remain Schedule I drugs, and other key decision-makers lack David's zeal for the cause. Dr. Bronner's established its unique position in the mid-20th century based on founder Emil Bronner's "All-One" vision of universal love and his German family's multigenerational expertise as soap makers. Since his death in 1998, the family-owned firm has grown rapidly and profitably, reaching revenues over $120 million in 2018. Students are asked to make a recommendation about whether to introduce a label campaign declaring support for psychedelic therapy and to assess that decision in ways that align clearly with the firm's perspective on value creation. The case is designed primarily for a core curriculum course in business strategy or business ethics. Because of the issues it raises, it also works well in brand marketing and leadership courses. The decisions embedded in the case are pertinent to all levels-MBA students, undergraduates, and executives.

Elsa Blix, (fictitious), a political appointee in the Foreign Affairs Ministry of Sweden, tackles two undersecretary positions. In the first (Case A), she is ignored and has to carve out her own remit in order to make a legitimate contribution to Sweden's chairmanship of the Barents Euro-Arctic Council (BEAC). She chooses a subject well known to her and employs an egalitarian approach, taking on much of the work herself. In the second (Case B), she has a defined role, but repeatedly meets resistance from the permanent employees of the division. This time she has to find a way to bring them all on-side in order to deliver a massive amount of data within a tight deadline. The seccond case is set against the background of the Arctic Council which Sweden chaired from 2011 to 2013.

Elsa Blix, (fictitious), a political appointee in the Foreign Affairs Ministry of Sweden, tackles two undersecretary positions. In the first (Case A), she is ignored and has to carve out her own remit in order to make a legitimate contribution to Sweden's chairmanship of the Barents Euro-Arctic Council (BEAC). She chooses a subject well known to her and employs an egalitarian approach, taking on much of the work herself. In the second (Case B), she has a defined role, but repeatedly meets resistance from the permanent employees of the division. This time she has to find a way to bring them all on-side in order to deliver a massive amount of data within a tight deadline. The seccond case is set against the background of the Arctic Council which Sweden chaired from 2011 to 2013.

The need for business agility, that is, the capacity to adapt to changing external circumstances (and even to shape them), is high on the agenda of executives around the world, as they face up to increasing levels of uncertainty. But uncertainty still abounds about what business agility is, and most executives still struggle to master this capability. The introduction to this special issue reviews what we know and still do not know about business agility and introduces the six articles and suggests a path for more research.

Many companies lose significant revenue to counterfeiters who sell fake products that look identical to the real thing and unscrupulous supply chain partners who divert legitimate products for unauthorized sale on the black market. To effectively combat illicit trade, leaders need to embrace a multilayered approach that includes keeping tabs on the upstream supply chain, using traceable packaging, and educating consumers.

<p align="justify">In late January 2020, the chief executive officer and third-generation successor of BEZNOSKA s.r.o., a traditional Czech manufacturer of joint implants, was preparing for an annual shareholders’ meeting with the family business owners. The annual report indicated that the company had experienced its worst financial year in its 30-year history. The company was also facing challenges from new competitors in the market and the need to comply with a new legislation. The chief executive officer was planning to stop issuing dividend payments from the company’s profits to the three owners of the family business, who were his family members. The chief executive officer knew that his decision would be contentious, especially for his aunt who was not active in the company but had criticized his performance in the past. The chief executive officer decided that the best solution to the ongoing problems was for his aunt to sell her stake in the family business, which she would likely reject. But even if she were to agree, how should the ownership shares be restructured?

In late January 2020, the chief executive officer and third-generation successor of BEZNOSKA s.r.o., a traditional Czech manufacturer of joint implants, was preparing for an annual shareholders' meeting with the family business owners. The annual report indicated that the company had experienced its worst financial year in its 30-year history. The company was also facing challenges from new competitors in the market and the need to comply with a new legislation. The chief executive officer was planning to stop issuing dividend payments from the company's profits to the three owners of the family business, who were his family members. The chief executive officer knew that his decision would be contentious, especially for his aunt who was not active in the company but had criticized his performance in the past. The chief executive officer decided that the best solution to the ongoing problems was for his aunt to sell her stake in the family business, which she would likely reject. But even if she were to agree, how should the ownership shares be restructured?