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The case focuses on Haier Europe, a branch of Haier Smart Home and part of the Chinese Haier Group, and how it applies RenDanHeYi, a unique management model that explains the group's extraordinary rate of growth amidst fierce competition, with an intense focus on the local customer and keeping costs low. The challenge is to implement the system in Europe following the acquisition of Candy, in a post-Covid environment marked by soaring inflation, conflict in Ukraine, and mounting pressure on the home appliances industry to become more environmentally sustainable.

Top Glaciers Inc. (TG) is a Montreal-based company that emerged in early 2017 from the merger of four Quebec-based ice cream and sorbet companies - Bilboquet, Solo Fruit, Hudson, and Lambert. TG operates in the high-end "artisanal" ice cream and frozen dessert segment. Part A of the case is decisional: it asks students to conduct a business assessment of the company in June 2020 to determine TG's strategy and priorities. Part B is short. It looks at the company's evolution since the end of Part A.

Top Glaciers Inc. (TG) is a Montreal-based company that emerged in early 2017 from the merger of four Quebec-based ice cream and sorbet companies - Bilboquet, Solo Fruit, Hudson, and Lambert. TG operates in the high-end "artisanal" ice cream and frozen dessert segment. Part A of the case is decisional: it asks students to conduct a business assessment of the company in June 2020 to determine TG's strategy and priorities. Part B is short. It looks at the company's evolution since the end of Part A.

Based on an in-depth analysis of a successful large-scale agile transformation, this article sheds light on the evolving role of line managers during the transformation. At the beginning of the transformation, line managers act like "missionaries" and leverage influencing mechanisms in their attempts to foster the adoption of agile values. At maturity, the role of line managers evolves into a role similar to "priests" where discipline mechanisms are enacted to maintain and sustain the newly adopted agile values. The social contracts and the organizational conditions that underpin such evolution have implications for selecting suitable line managers.

One of the players in the 2008 financial crisis was a phenomenon the authors call algorithmic inertia: when organizations use algorithmic models that are meant to account for a dynamic environment but fail to keep pace with critical changes. In this article, the authors explain algorithmic inertia, identify its sources, and suggest practices that organizations can implement to overcome it.

Risk intelligence supports organizational resilience by helping leaders identify and manage a broad array of potential threats to their company's value exchange system over time and across changing business contexts. To strengthen their organization's risk intelligence, leaders should systematically categorize and interpret risk events, compartmentalize uncertainty and reduce its impact, and construct and contextualize an enterprise risk network.

Logistic regression is a modeling technique often used to predict a binary variable-a variable coded as 1 if an event of interest occurs (e.g., a borrower defaults on a loan) and coded as 0 otherwise. This note details how logistic regression applies the logistic function to generate a probability forecast for a binary event. It also includes an example of how to fit a logistic regression model to loan default data using StatTools (an Excel add-in). The StatTools output is then used to predict a loan's default as a function of the borrower's credit score.

New digital technologies and advances in hearing aids could help people hear more clearly, but hearing aids could cost thousands of dollars-and Medicare didn't cover the cost of the devices. This case study discusses the disruption to the U.S. hearing aid market in the United after the Biden administration created a new regulatory pathway for the sale and service of over-the-counter hearing aids, without a prescription. How would the five companies that had long dominated the market adjust to the change? How would new competitors like Apple develop retail strategies for Bluetooth-based products, and provide support and troubleshooting services?

Coal plays a critical role as an energy pillar in many parts of the world. In three of the world's most populous countries - China, India and Indonesia - coal supplies more than 60% of electricity needs. However, coal is also one of the most polluting and greenhouse gas emission-intensive substances, holding the dubious title of the single largest contributor to global warming. Mining is one of the industries under scrutiny for its role in the coal supply chain. Amid growing negative public sentiment and investor pressure, the mining majors are pursuing different strategies regarding coal. Rio Tinto completely exited in 2018. Anglo American spun out its coal assets into a separate company, effectively putting the decision in shareholders' hands. Meanwhile, Glencore held on to coal, declaring "managed decline" the most responsible approach. The case's dilemma - "who has it right" - offers fertile ground for debate. Participants should analyze the pros and cons of the company's strategies from different angles and explore the repercussions on various stakeholders, on shareholders and on the environment. The potential learnings from this case and previews of the difficult trade-offs leaders face extend beyond mining to many industries in transition.

This case study follows Malaysia Airlines Berhad (MAB) through its Culture Journey (2018-2021), an initiative to rebuild the corporate culture as part of a broader turnaround strategy. The airline was stricken by twin tragedies in 2014 - the disappearance of Flight MH370 over the Indian Ocean and the downing of Flight MH17 in Ukraine. Such devastation would have bankrupted any airline, and MAB was particularly vulnerable as it has been battling financial difficulties for years. Having undergone numerous restructurings, nationalisation, and leadership turnovers, the airline's decision to embark on a culture transformation was unlike that of previous restructuring plans. Unique to the approach were the unconventional ideas of Dato' Mohd Khalis Abdul Rahim, Group Chief Human Capital Officer, including engaging a religious teacher to boost employee morale, singing the national anthem at company events, and the composition of a corporate song. These efforts to reset the corporate culture were reinforced by a series of neuro-linguistic programming workshops, as well as upskilling and reskilling programmes. While the Culture Journey started to bear fruit, MAB was hit by the strong headwinds of COVID-19 and the eruption of the Ukraine-Russia war. The silver lining was the reopening of Malaysia's international borders in 2022, followed by the rebound of the travel industry and surging passenger traffic volumes. By early 2023, MAB was in its strongest financial position in years. The airline also won a national HR award for the success of its human capital development effort, an integral part of the Culture Journey. However, the road ahead to rebuilding its reputation, repositioning it as a premium airline, and recapturing market share in a highly competitive industry was still long and arduous. The question remained: could the airline sustain its revitalised culture in the post-pandemic world?

In October 2022, Chinese car company BYD Auto Co., Ltd. (BYD) announced its entry into the Indian automobile market with the Atto 3, an electric sports utility vehicle (e-SUV). Despite facing challenges in India’s emerging electric vehicle (EV) market and the close scrutiny on investments from China, BYD aimed to sell 15,000 units to be assembled at its existing Chennai plant, to establish manufacturing facilities, and to open fifty-three dealerships by the end of 2023. BYD’s push into India was part of its larger expansion strategy to diversify into new markets globally to include Japan, Thailand, the United States, and Brazil. However, the company needed to determine its target segment, who its competitors were, and what macroeconomic challenges it would face so that it could establish a position within India’s competitive car market. The existing Chennai plant saved BYD from having to obtain new approvals from the government, but the company still had to navigate the challenges of entering a new market with a nascent EV infrastructure.

Ravi Arora, Vice President (Group Innovation), Tata Sons Private Limited, and his Group Innovation team initially faced difficulty when introducing the concept of open innovation to the Tata Group. They tried to ease the staff into embracing it by getting them to share problem statements, learn from other companies which had already adopted it, and form InnoClusters among Tata companies which collaborated in diverse areas. The team subsequently organised monthly thematic eHackathons in which staff could propose ideas to solve business challenges on specific themes posted by senior management. In the course of organising the eHackathons, Ravi's team encountered several issues such as administrative difficulties and mismatched expectations. The central question in this case study is whether eHackathons and internal crowdsourcing in general are employee engagement devices or serious initiatives by organisations to obtain solutions to innovation problems. The question centres around the number of ideas that become full-fledged solutions, since only very few, less that 10 percent, are actually implemented. This begs the question of whether employee sourcing of ideas can ever be an effective source of innovative solutions. Hence the case is titled 'ideas and not solutions' to reflect this vast chasm between idea generation and solution implementation, while still celebrating the winners from each eHackathon.

Raymond Green, Chief Researcher at Amber Global, a global energy think tank, believes that climate change could be slowed by consumers switching to electric vehicles (EVs). He analyses the lithium-ion (li-ion) battery industry's origins and its ascendance to an ecosystem that encompasses diverse actors such as lead firms (key li-ion battery manufacturers), upstream suppliers of raw and processed minerals, and downstream complementors of battery management system (BMS) providers and charging stations. In particular, governments play integral roles as members of the li-ion battery ecosystem in which their unique ties with lead firms have led to the rise of diverse ecosystems across the countries of Japan, South Korea, and China. Consequently, the government and lead firms co-lead and also co-develop the specific li-ion battery ecosystem to align the set of multilateral actors to materialise the value proposition of high-energy and low-cost li-ion batteries for the end-user. How has the emphasis of the different governments influenced the rise of the diverse li-ion battery ecosystems and therefore, the alignment of the diverse actors? What are the strengths and weaknesses of each approach and how would it effect the emergence of the specific li-ion battery ecosystem as a winner in the future?

Fresh Routes, a not-for-profit social enterprise with the mission of advancing local food security, was focused on creating new and innovative ways of providing healthy and affordable food to as many people as possible in the Canadian cities of Calgary and Edmonton.<br><br>As the global COVID-19 pandemic raged in 2020-21, Fresh Routes found itself questioning if it could still provide its much-needed services. Demand was exponentially increasing as more and more people experienced food insecurity due to the pandemic’s impact on their employment status, mobility, and health. Would Fresh Routes be able to find a new way to operate, or would the company need to shut down its operations?

This case series describes the decision of King's Flair International (KFI) on whether to venture into the nanofiber business. KFI grew from an original equipment manufacturer (OEM) in the kitchenware and household products market to a successful pioneer in developing and implementing a "virtual manufacturing system" led by the company founder, Alex Wong, with his adventurous and entrepreneurial personality. KFI's innovative product design and engineering, along with its celebrated virtual manufacturing (VM) system, enabled it to enjoy steady growth over three decades starting in 1989, and it was listed in 2015 on the Hong Kong Stock Exchange. As Wong constantly challenged the company's status quo, he became aware of nanofiber material and its potential. However, he also knew that the nature of the nanofiber business was very different compared to KFI's existing business-a dilemma emerged. In case (A), students will assume the role of the Founder and CEO of KFI and decide whether the company should venture into the nanofiber business. During the process, students will gain insights into how the founder grew KFI by developing and managing its core competencies, and in particular how the virtual manufacturing system played a pivotal role in realizing KFI's core competencies. In case (B), students will take the role of Gigi Wong, Executive Director of the company and the Founder's daughter, to decide how the nanofiber business could be implemented in KFI.

This case series describes the decision of King's Flair International (KFI) on whether to venture into the nanofiber business. KFI grew from an original equipment manufacturer (OEM) in the kitchenware and household products market to a successful pioneer in developing and implementing a "virtual manufacturing system" led by the company founder, Alex Wong, with his adventurous and entrepreneurial personality. KFI's innovative product design and engineering, along with its celebrated virtual manufacturing (VM) system, enabled it to enjoy steady growth over three decades starting in 1989, and it was listed in 2015 on the Hong Kong Stock Exchange. As Wong constantly challenged the company's status quo, he became aware of nanofiber material and its potential. However, he also knew that the nature of the nanofiber business was very different compared to KFI's existing business-a dilemma emerged. In case (A), students will assume the role of the Founder and CEO of KFI and decide whether the company should venture into the nanofiber business. During the process, students will gain insights into how the founder grew KFI by developing and managing its core competencies, and in particular how the virtual manufacturing system played a pivotal role in realizing KFI's core competencies. In case (B), students will take the role of Gigi Wong, Executive Director of the company and the Founder's daughter, to decide how the nanofiber business could be implemented in KFI.

During the first quarter of the 21st century, the TV industry underwent rapid vertical consolidation.For decades, the industry had been divided into three basic levels: production (i.e., the studios that identified on-screen talent and facilitated the making of content); distribution (i.e., the TV channels that carried the content); and platform (i.e., the cable TV or satellite providers who brought the content to viewers). In the 2010s, however, an increasing number of companies in that value chain had begun to play on multiple levels. Streaming services such as Netflix were producing their own high-quality content, and both traditional TV channels and production companies (e.g., NBC, Paramount, and Disney) were circumventing the conventional value chain and building platforms to sell their content directly to viewers. This case uses a small set of examples--including the streaming service Netflix, the sports channel ESPN, and the movie channel AMC--to explore the economics of this new verticalized TV industry. It asks students how companies can create value and maximize profitability in TV.

Strategic corporate philanthropy voluntary giving that builds on a company's core competencies to both effect social impact and improve its competitive position can be difficult for leaders to navigate. Based on their research, the authors have developed a framework to help business leaders determine whether a philanthropic project is a good fit for their organization. By asking the right questions, leaders can best decide what, how, and where to engage in corporate philanthropy.

In July 2022, Horst Kayser, Chairman of Siemens AG Portfolio Companies (POC), was reflecting on the advice he could offer Roland Busch, Chief Executive Officer of the parent company Siemens AG, about whether and how to operate a private equity-like approach inside the large German industrial company. The POC had been established in 2019 to maximize the value of operating units that had struggled to perform as part of the core industrial divisions at Siemens AG. Given freedom to replicate some of the processes and policies of private equity and avoid some corporate constraints, by 2022, €3.6 billion in value had been created by improving the performance of these operating units and preparing them for sale or retention inside the parent. Kayser wondered whether he should recommend moving additional businesses into the POC to repeat the process, and, if not, what lessons could be applied to the core operating businesses in order to replicate some of the benefits of the POC approach. More generally, was it possible to operate like a private equity organization inside a large, well-established industrial company?

Large language models like ChatGPT are generating excitement about their potential use cases. A pair of business strategists decided to test whether the tool can support ideation, experimentation, evaluation, and storytelling as part of the strategy creation process. In a series of experiments, they posed a realistic question of strategy to ChatGPT, followed by iterative follow-up questions. In this article, they share three lessons that emerged from their experiments with generative AI.