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Karen Wonders founded Maple Tree Cancer Alliance (MTCA) in 2011 as a non-profit organization in Dayton, Ohio, to improve cancer patients' quality of life through an individualized exercise program. By early 2020, MTCA had enjoyed significant growth, crossing the geographical and administrative boundaries of several hospital networks in the United States. Funding from hospital networks was contingent upon the efficacy of MTCA's exercise program, which could be established only through ongoing, rigorous data analysis. However, the old way of collecting and processing client data could not adapt to MTCA's current size; as such, MTCA needed a new solution, and Wonders found herself reviewing four options.

Only 16% of new corporate ventures succeed, mainly because there are few methodologies for reaching scale. The authors' research shows that successful companies use scaling paths. Such paths require a clarity of ambition; an understanding of the assets needed to access customers, capabilities, and capacity; and a willingness to use a variety of techniques to assemble those assets into a coherent strategy for attaining scale. This article offers leaders five lessons for blazing a scaling path.

Corporate Social Responsibility (CSR) is often criticized for being overly broad and abstract, if not cynical and deceitful. This leaves many stakeholders frustrated or disengaged, including occasionally the organization's own staff and shareholders. We see the extraordinary disruptions of the past three years amid the COVID-19 pandemic as an opportunity to reengage with CSR in a more meaningful way. Echoing early conceptualizations by academics and practitioners, we turn to the idea of neighborliness as a guide for this transformation, outlining concrete ways in which this can be operationalized for focused engagements that reflect each company's embeddedness in distinct communities.

The case presents the complexities involved in implementing a social project with specific reference to the Dharavi Redevelopment Project (DRP) in Mumbai, India. This project was awarded to the Adani Group, a large business conglomerate in India. Started in 2022, the project is envisaged to be completed over a period of seven years with a return on investment capped at 193%. Its multiple stakeholders include politicians, bureaucrats, Dharavi residents, manufacturing companies which outsource their production to Dharavi, committed non-governmental agencies and motivated press. These agencies with varied interest have been a drag in transforming Dharavi from a slum to a reasonable living place.

In August 2022, Falguni Nayar, the founder and chief executive officer of Nykaa—a Mumbai, India–based omnichannel beauty, personal care, and fashion retailer—confronted declining profitability and a stock price that had fallen 36 per cent since the company’s initial public offering in late 2021. As a woman entrepreneur who had launched her venture at the age of 49, Nayar’s attempt to emulate the French multinational retailer Sephora in the Indian market had had a strong start amid heady media coverage. However, the company had been expanding out of its core beauty and personal care market, where it was an early entrant, to the crowded and highly competitive fashion market, which impacted profitability. Nayar and her management team had to address two major issues: determining how to increase profitability and deciding whether or not to make a strong push to India’s Tier 2 and Tier 3 cities, where the competitive intensity was likely to be lower, but the demographics were unlike those in the country’s large metropolitan areas, where Nykaa was successful.

The case is set in 2023. The protagonist is Elon Musk, CEO and Technoking of Tesla, Inc. The vertically-integrated clean technology company designs, develops, manufactures, and sells high-performance fully electric vehicles (EVs) and energy generation and storage systems. Tesla had sales of $81 billion and generated over $12 billion in net income in 2022. Tesla's stock market valuation peaked at over $1.2 trillion in early 2022. Tesla's market cap had fallen by more than 50% to $600 billion by spring 2023. When introducing Master Plan 3, Musk reiterated that Tesla would produce 2 million vehicles in 2023 and then increase its production rate by 10x to reach 20 million EVs annually by 2030. Tesla would also be prominent in transitioning the global economy to sustainable energy. The Tesla CEO was surprised that investors were not impressed with Master Plan 3, as Tesla's stock dropped by 6% the next day.

Black hat workshops are a type of competitive insight workshop that can help organizations model how competitors might behave in a particular scenario. The author describes how these sessions can help teams simulate the outcomes of decisions and situations their company will face in the real world through role-playing exercises. He also offers a step-by-step guide to conducting black hat workshops to better anticipate competitors' next moves and develop successful market strategies.

Remote and hybrid work environments can breed distrust, or "productivity paranoia", between managers and employees or between remote and in-person colleagues. The author describes four steps managers can take to foster a culture of trust and honesty when people aren't able to interact and develop relationships with one another in person.

In February 2024, the world was looking to Google to see what the search giant and long-time putative technical leader in artificial intelligence (AI) would do to compete in the massively hyped technology of generative AI. Over a year ago, OpenAI released ChatGPT, a text-generating chatbot that captured widespread attention. OpenAI would offer a range of new generative AI products as both user-facing applications and developer-facing application programing interfaces (APIs). In January 2023, Microsoft and OpenAI signed a $10 billion deal extending their exclusive partnership. Microsoft would continue to supply OpenAI with seemingly unlimited computing power from its Azure cloud, and Microsoft hoped that OpenAI's technology and brand would keep Microsoft at the center of the new generative AI boom. Microsoft announced that it would soon begin deploying OpenAI's technologies throughout its suite of products, from its Microsoft 365 productivity apps to its search engine Bing. Google needed to decide how to respond to the threat posed by OpenAI and Microsoft. Google had a decade of experience developing and deploying AI and machine learning (ML) technologies in its products, but much of their AI work happened in-house and behind the scenes. Google researchers had invented the transformer architecture that made the generative breakthroughs demonstrated by GPT possible. Breakthroughs in AI had been quietly supercharging Google products like Search and Ads for years, but most of the product work was internal and little of it had penetrated the public consciousness. Until 2022, Google leadership had been deliberately cautious about revealing the extent of their AI progress and opening Google's experimental AI tools to the public.

Case A explores the transformative role of data analytics in the sports industry through the lens of Infosys, an innovative tech company. Infosys aims to showcase its AI and analytics expertise by partnering with the Association of Tennis Professionals (ATP). Recognizing the potential of data to reshape the experience of fans and to advance the business of tennis, Infosys strategically selects tennis as its focus. By becoming the official Digital Innovation Partner for the ATP, Infosys aims to enhance fan engagement, aid players and coaches, and transform tennis through data-driven insights. The ATP, which governs men's professional tennis, operates within a multifaceted business model reliant on data to drive engagement and revenue. In its quest for a technological partner, ATP aligns with Infosys to tap into its expertise. Leveraging ATP's data repository, Infosys revamps the player zone app, creating a versatile hub for players and coaches. The case underscores the power of data-driven decision making and its potential to redefine the sports landscape.

The ATP Leaderboards evolve to provide real-time insights for fans, players and coaches, while the Second Screen capability aids players in refining strategies. Innovations like MatchBeats, Rally Analysis, Stroke Summary and 3D CourtVision enrich fans' understanding of the game.

Infosys collaborated with the International Tennis Hall of Fame (ITHF) to create a metaverse-based digital twin, bridging tradition and innovation. The post-Covid drive for sustainability prompted Infosys to address carbon emissions by developing an ATP carbon tracker app, highlighting its environmental and societal commitment. Enhancing visibility, Infosys revamped content interaction, creating an AI-driven journalism platform that streamlines content sharing. Furthermore, the company augmented existing technologies to provide fans with immersive experiences through augmented reality (AR) and was exploring the potential of gaming as a means of fan engagement.

The authors propose a framework for more effective board governance related to inclusion practices: the CARE (Composition, Activation, Review & Report, Ecosystem) model. Boards can challenge themselves to diversify their own composition, activate diverse perspectives through inclusive decision-making, review and report on their progress, and advance diversity, equity, and inclusion within the entire ecosystem their own workforce, the marketplace, and society.

The KIWA: INTERNATIONAL TRADE WITH A PURPOSE case tells the story of Kiwa, an Ecuadorian company competing in the snacks industry, whose central purpose is to help small farmers in the country get out of poverty and fight climate change through alternative agricultural practices. To do this, it designed a business model that avoids intermediaries and transfers these fees to farmers, who get a higher price for their raw materials. The company exports to 16 countries where retailers or food-processing companies buy its products under private-label agreements, in bulk or under Kiwa brand. However, private-label and bulk sales are increasing steadily, in detriment of Kiwa products that communicate the social and environmental efforts of the firm to final consumers.

Stayfilm is a representative case of a Brazilian digital startup trying to compete and succeed in the global market. In 2016, Stayfilm's application (app), which customers used to convert photos and videos into films, faced a decline in the number of registered users, app downloads, and films produced. After opening some offices overseas, the partners realized that operating a global business in more stable and tech-developed countries would benefit their success; hence, they decided to move the startup headquarters to a different country. By February 2017, they were considering moving Stayfilm's headquarters to London (U.K.), Toronto (CA), or Miami (U.S.). This case asks students to select a city where the company should establish its headquarters based on information provided in the case. The story presents a successful example of an emerging market digital startup attempting to expand globally. The case provides an exciting context for studying digital startups' attributes, business models, and internationalization processes.

As an introverted leader, Susan Duffy was well aware of the misalignment between her quiet, often lead-from-behind style and society's definition of leadership (gregarious, direct, extroverted). Over her 35 years, as she progressed into increasingly senior roles, she had developed strategies to address that misalignment: flexing, managing others' perceptions, negotiating the conditions she needed to contribute. By doing so she had successfully innovated, built support for her ideas, and executed in health care, construction, nonprofits, and academia. Duffy was now considering her next career move and wanted to be strategic about it. By reviewing her career history, she planned to identify the metrics essential for that next position. Specifically, who was she as a leader; and what job elements did she need to be motivated and satisfied? The third determinant, where, was the most salient for Duffy: where would she find an organizational culture that would recognize, value, and support her quiet introverted leadership style? Finding that organizational fit would be critical in enabling her to lead and make her best contribution.

In the seaside town of La Jolla, a community conflict revolves around a coastal cove known as the Children's Pool. A colony of seals took up residence in the pool, which previously was enjoyed by children. The feud escalated from public outrage to death threats and arrests. In a narrow sense, Children's Pool is a binary conflict between those who want the cove to remain a sanctuary for seals and those who do not. In a larger sense, it is a multiparty conflict among numerous stakeholders. For some, the conflict impacts their livelihoods, property values, and quality of life. Others fight to defend the rights of the wildlife. There are also those looking for a hybrid solution. A native La Jollan, Jim Thomas, grew increasingly concerned about the ongoing conflict among neighbors. The parties to the conflict attempted to solve it through litigations and other adversarial approaches, but none stuck for long. Jim believed it would prove more productive to initiate a mediation. But in what format? The case guides the students through two parallel mediation simulations, a two-party one and a multiparty one, that explore the pros and cons of each approach helping Jim to make an informed decision.

This case discusses the leadership succession dilemma faced by Harsh Mariwala, CEO of Marico Limited, a fast-moving consumer goods company. Harsh wishes to relinquish the post of CEO and is in search of a capable successor. The company has complex business operations within India and abroad, which requires an effective leader with a strong understanding of business strategy. Harsh has limited successor options within his family. Outside the family, Harsh is unsure whether someone from outside Marico will be a more appropriate choice than an old-timer from within the company. The choice of the successor is critical as it will determine the future of the business and that of his family.

This case discusses the dilemma faced by Harsh Mariwala, the business leader who relinquished the CEO position of Marico Limited, his family-owned fast-moving consumer goods company. Harsh had built the Marico business from scratch after a division in the senior generation of his business family. For over 30 years Marico had been an integral part of his identity and purpose of existence. Harsh is concerned about what to do after relinquishing his CEO position at Marico, which has so far defined his identity and purpose. At the same time, Harsh faces his family's pressure to ensure continued influence over Marico's business. Harsh is on a quest to carve for himself an identity that is distinct from Marico. He is facing the dilemma of how to detach from Marico and search for a larger meaning for his family business and himself. The is portrays a typical scenario of the letting-go challenge faced by family business leaders as they prepare to call it a day after a long spell of leading the business.

BHP, the Australian mining company that also diversified into ship chartering, has an important mission statement: "BHP's purpose is to bring people and resources together to build a better world." Rashpal Bhatti (Bhatti) Vice President of BHP's Maritime and Supply Chain Excellence (MSCE) arm endeavoured to bring this purpose to life. The case discusses BHP's efforts to reduce emissions from its chartering business by transitioning from pollutive conventional fuels to alternative fuels. Maritime transport was the backbone of the global economy. It accounted for 75% of global freight activity, with nearly 80% of globally transported goods being transported by sea, and yet it utilised only one-fifth of the energy or 225 million tonnes of oil equivalent. This made it economical to transport large volumes and weights across vast distances which led to maritime trade doubling between 1990 and 2020. Unfortunately, as maritime trade grew, so did the demand for energy-dense, inexpensive, highly pollutive fossil fuels. To reduce emissions, many in the maritime ecosystem, including BHP, explored the use of alternative fuels. Recognising that the use of alternative fuels involved convincing multiple stakeholders, first, Bhatti secured buy-in from his colleagues and team. Then, the team measured ship emissions and did not charter ships that had poor emission ratings. Next, their research found that Liquified Natural Gas (LNG) produced 30% emission abatements and was the most feasible. Finally, BHP ran tenders for LNG-fuelled ships and for LNG bunker fuel supply. The efforts paid off, and in February 2022, Mt. Tourmaline was delivered to Singapore's Jurong Port for its first LNG bunkering. Bhatti realised the entire endeavour was successful not only because of LNG fuel innovations but also due to the efforts put forward by stakeholders in the maritime industry, such as vessel owners, regulatory authorities, ship charterers and fuel suppliers.