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Student Spreadsheet to accompany product W34120.

Instructor Spreadsheet to accompany product W34121.

Founded in 2012, the END fund focused on eliminating five Neglected Tropical Diseases that accounted for 80% of the tropical diseases affecting nearly 1.5 billion people worldwide. Its roughly $25 million/year annual budget was fully committed when it got news that the British Government would be cutting back its funding for the sector, putting at risk nearly 50,000 people for a tropical disease (visceral leishmaniasis-VL), which the End Fund was currently not addressing. The case question is whether the End Fund should redirect its resources to VL. The case highlights the difficult decisions that nonprofits have to make balancing resource stretch and mission focus.

Founded in 2012, the END fund focused on eliminating five Neglected Tropical Diseases that accounted for 80% of the tropical diseases affecting nearly 1.5 billion people worldwide. Its roughly $25 million/year annual budget was fully committed when it got news that the British Government would be cutting back its funding for the sector, putting at risk nearly 50,000 people for a tropical disease (visceral leishmaniasis-VL), which the End Fund was currently not addressing. The case question is whether the End Fund should redirect its resources to VL. The case highlights the difficult decisions that noprofits have to make balancing resource stretch and mission focus.

In January 2019, the Competition Commission of India approved a significant merger in India’s fast-moving consumer goods industry. The merger between Hindustan Unilever Limited (HUL) and GlaxoSmithKline Consumer Healthcare Limited (GSKCONS) took place in April 2020. The deal helped HUL strengthen its food and refreshments business and diversify into the health food drinks market. The hefty purchase price paid for the merger led HUL to record massive goodwill and other intangible assets that had previously not been recorded on GSKCONS financial statements. An investor researching the merger noticed these drastically increased values and wondered how a product company could have such high intangible assets on its balance sheet. What was HUL’s strategic motive in the merger? Had it acquired some right-to-use assets from GSKCONS that had led to an increase in other intangible assets? What were the potential sources of value from the merger? Would the merger benefit HUL in the long run?

Spreadsheet to accompany product W33460.

This case describes the founding and evolution of Oak Street Health, a primary care provider operating in the "value-based" health care space, focused on Medicare patients in the United States. This case introduces students to value-based health care in the United States, in which providers assume full risk for the overall cost of patient care under a system of capitated payments, and contrasts it with traditional fee-for-service health care. Oak Street Health was focused on a resource-intensive model of primary care clinics in more than 20 states, primarily serving low-income seniors. The company had grown rapidly since 2013 and had an IPO in 2020. However, the company was facing increasing competition from large players as health care groups like CVS became more vertically integrated and tech companies like Amazon expressed interest in the industry. This poses strategic questions for Oak Street on how fast to continue growing and what next steps to take, and how to deal with competition while driving toward profitability in a challenging macroeconomic environment.

This case tells the story of education-technology entrepreneur Paul Freedman and the company he founded in 2007, Altius Education. The case briefly describes the history and landscape of higher education in the US, and provides examples of various changes and recent notable industry innovations that had taken place. Specifically, the case highlights the important role of accreditation (and Title IV funding) in higher education and how such a strong non-market force can pose serious challenges to industry disruption and innovation. Freedman founded Altius Education to make the possibility of a high-quality, affordable higher education attainable for more students, specifically part-time and working students. Altius entered into a joint venture with liberal arts college Tiffin University in Ohio to create Ivy Bridge College, a for-profit, accredited, two-year online associates degree program. Ivy Bridge offered its students success coaching and automatic transfer into bachelor's degree programs through articulation agreements with traditional four-year colleges and universities. Altius served as the online program manager (OPM), responsible for the non-academic and technical aspects of the program, whereas Tiffin handled all aspects of the academics, curriculum design, and instruction. Years later, several events took place that led to the closure of Ivy Bridge College and the end of Altius Education. The case discusses these events and the role of non-market forces in Altius' journey.

In the midst of the worst inflation seen in 40 years, not all prices are rising. In the 1970s, the cost of taking a kilogram of water to space was $20,000 in today's dollars. Now, it is more like $2,000 - a tenfold reduction, and as SpaceX's Starship has $20/kg in its sights, there is a real possibility of another hundred-fold reduction. If this happens, access to space will open up like never before, creating a flood of new business opportunities. The authors-who include a Canadian astronaut-discuss the pros and cons of SpaceX's monopoly and suggest three key areas of opportunity for innovative companies who want to embrace this new frontier.

Admired companies such as Airbnb, DoorDash and Alibaba reinvented the rules of strategy by deploying a new model: the business ecosystem. An ecosystem can be defined as 'a dynamic group of largely independent economic players that create products or services that together constitute a coherent solution.' Traditional companies have started to understand the threat, embrace the opportunity and launch their own business ecosystems. For example, John Deere, founded in 1837, is leading the race to building the most comprehensive smart-farming ecosystem. And retailer giant Walmart has become a serious competitor of Amazon with its Walmart Marketplace. The authors present eight major shifts (four in mindset and four in operating model) that traditional companies must embrace to become successful ecosystem players.

Despite an uptick in socially-responsible behaviour by corporations in recent years, irresponsible employment practices remain all too common. Workers have been enslaved (by Nestle's seafood suppliers in Thailand) and subjected to compulsory political and religious indoctrination (by suppliers to Adidas, H&M and Nike in China). The authors share their research findings, which cast doubt on the ability of monitoring alone to compel suppliers in emerging markets to change their practices. What is needed, they argue, is a new brand of entrepreneur: the institutional entrepreneur. Emerging-market manufacturers and the corporations that buy from them must join forces to meet the challenge of eliminating low-road employment practices.

Today, much of what we take for granted in our daily lives stems from machine learning. Every time you use a wayfinding app to get from point A to point B, use dictation to convert speech to text, or unlock your phone using face ID, you're relying on AI. Companies across industries are relying on-and investing in - AI to drive logistics, improve customer service, increase efficiency and much more. The author presents research findings from Accenture, showing that organizations fall under four categories of 'AI maturity': Achievers, Builders, Innovators and Experimentors. He then describes the practices and mindsets of Achievers and presents five success factors for progressing toward AI maturity.

Pink, White and Blue is appropriate for undergraduate or graduate courses in management, business ethics, organizational behavior, leadership, or human resources management. Students analyze a right versus right ethical dilemma, are introduced to challenges that transgender people might experience in organizations and discuss ethical and other justifications for DEI management. The case includes epilogue and update, which provide an opportunity to discuss broader organizational issues regarding whether and how organizations should expand DEI programs. The case encourages students to critically examine their personal beliefs, attitudes, and biases about historically marginalized people. Landon Wilson, a transgender male, was a U.S. Navy sailor on a special assignment with the Army in Afghanistan. He worked as a cryptologic technician-collection specialist (CTR) collecting and analyzing top-secret data and creating special intelligence and was recognized as an excellent performer. Wilson enlisted as a female and began transitioning from female to male less than a year later, at his Navy home-base. When a special Army assignment in Afghanistan provided the opportunity, Wilson presented male. When he arrived in Afghanistan, his teammates and Army leaders accepted him as male. He was in male barracks, and his leaders and colleagues referred to him with male pronouns. At the time, Department of Defense (DoD) policy prohibited transgender people from entering the Navy and a sailor could be discharged for physical or mental conditions, including gender and identity disorders. Thousands of transgender individuals, however, successfully served in the military during the ban. Wilson was performing well in the critical assignment in Afghanistan. But then, Wilson's mentor revealed Wilson's secret to his Navy home-base leader in the U.S. The Navy home-base leader called Wilson and urged him to "come out" to his leaders in Afghanistan. Wilson had to decide if he should follow his

Payton McGriff, founder of the nonprofit S H E (Style Her Empowered) must decide on a plan to meet S H E's goal of sponsoring one million girls in primary schools in sub-Saharan Africa by 2030. The COVID pandemic has created a renewed sense of urgency for McGriff and her board. The specific decision McGriff must make is whether to continue to produce the innovative Dress that Grows in-house combined with the production and sale of fair-trade goods to fund operations or to outsource the production of school uniforms, relying on fundraising to generate the funds needed. Key to this decision is the fit with the multi-mission of S H E: 1. to educate girls, 2. to employ women, and 3. to practice environmental sustainability.

The case features Dax Holding, Managing Director of Mungo Mill, Plettenberg Bay, Western Cape Province, South Africa, considering the decisions he needs to take to scale the business given the market demand for their products. He needs to find a way to resolve the apparent values conflict between a number of factors. Their family business was built around being environmentally conscious, sustainable and valuing the tradition of using antique weaving looms. Intrinsic to this, is the preservation of their traditional craft textile business. This may present a conflict when considering the need to achieve a higher volume of sales through digital distribution channels, which was regarded as an impersonal approach and requiring more efficient machinery.. Central to their distinctiveness as a business is their concern for the environment reflected in an ethos of transparency and eco-friendly production with a focus on organic sourcing of materials such as cotton and bamboo earning them the Global Organic Textile Standard (GOTS) certification. These factors reflect a strong identity and values framework and also includes their commitment to the upliftment of their staff and the local community as evidenced in their "Move" program. As Dax considers various options for growing the business, his concerns revolve around continuing Mungo's growth trajectory whilst retaining their identity as an authentic, sustainable, quality, craft products business.

Dolf van den Brink, CEO of HEINEKEN, left the company's global headquarters in Amsterdam for a company retreat. Over the next three days, the entire executive team would gather to discuss the company's future. The preliminary results for 2022, presented during the recent two-day Capital Markets Event, were positive, and the company's progress on its key strategic pillars painted an encouraging picture - a sign that HEINEKEN's EverGreen strategy was in full swing. However, rising prices and global inflation were expected to put pressure on operating costs and consumers' purchasing power. In addition, geopolitical and macroeconomic developments were threatening to create a post-pandemic world characterized by uncertainty and volatility. Finally, society was changing at a rapid pace, along with consumer and customer expectations. In June 2020, when van den Brink was appointed CEO at the height of the Covid-19 pandemic, he was faced with a daunting task. Not only did he need to lead the company through an unprecedented crisis, he also had to future-proof the organization well beyond the end of the pandemic. In February 2021, after months of exchanges with over 200 colleagues around the world, van den Brink unveiled the company's new strategy, EverGreen. This multiyear plan was designed to turn HEINEKEN into a highly adaptive organization capable of thriving in a dynamic and fast-paced environment, while at the same time creating long-term sustainable value for stakeholders. The strategy was underpinned by HEINEKEN's analysis of its core strengths, emerging macro trends and perceived opportunities. As van den Brink made his way through the evening traffic, he thought about the upcoming company retreat, which he felt was coming at just the right moment. The team needed to reflect on EverGreen's implementation while deep-diving on key strategic initiatives that, if successfully implemented, would future-proof the company for years to come.

It was on Monday. 4 July 2022, when Swarovski's newly appointed, first-ever external CEO, Alexis Nasard, began his challenging journey of guiding the company back to a profitable growth trajectory. In past years, Swarovski experienced strong market growth and share gains from its well-established position in the costume jewelry segment. However, the company had started to face competition within the jewelry market and rampant digitalization trends threatened to weaken the company's stronghold on mid-range luxury jewelry and grand physical stores. In response, Robert Buchbauer, who had previously taken over the management of Swarovski as CEO in April 2020 in the midst of the pandemic, told a news agency at the company's headquarters, "We are forced to reimagine and rescale our entire Swarovski business." However, Buchbauer's vision for the company's growth was not well-received by Swarovski's family board members. Just 18 months after his appointment, he resigned from his role due to differences with the family. On Friday 22 July 2022, after just two weeks as Swarovski's newly appointed CEO, Nasard was reflecting on the journey ahead as he left the company's headquarters in Wattens, Austria. He knew he had important choices to make to get the company back on track. Building on the company's unique strengths and learning from the difficulties faced in the recent past, he pondered, which strategic initiatives should he prioritize to restore Swarovski back to its former glory?

THE DRAX POWER STATION AND BIOMASS ENERGY case explores strategic decision making in the energy sector characterized by intensive government regulation and environmental sustainability concerns. The Drax facility was the largest electrical power plant in the United Kingdom, providing 7% of the country's electricity. It was also the largest coal-fired power producer - and therefore greenhouse gas emitter - in the UK. In response to governmental policy changes and rising concerns about climate change, Drax management began a conversion away from coal to a renewable source of energy, biomass and the plant quickly became the single largest biomass-powered facility in the country. The company was making expansive public claims that the plant was generating environmentally sustainable power, but the strategy was not without its critics. A growing set of experts were reconsidering the assertion that biomass was consistent with efforts to reduce greenhouse gas emissions. These shifts in scientific understanding and potentially policy threatened the long-term viability of the Drax biomass conversion strategy.

This topical case covers the period from 2019 to 2022, when Prakash Arunkundrum, head of global operations and sustainability at Logitech, was focusing on reducing the company's carbon footprint. It recounts how he and his team gained internal support to embark on an ambitious carbon labeling initiative and created a transparent methodology to assess, validate and communicate the life cycle carbon value of Logitech's products. The case highlights Logitech's journey to becoming climate positive, based on four key pillars; 1) reducing carbon in its products, 2) transitioning to renewable energies, 3) restoring forests and supporting climate impacted communities, and 4) rethinking how to support and enable reuse. However, Prakash realized that the real hurdle would be gaining industry-wide adoption of carbon labeling by other companies and competitors in the tech sector. Logitech tried to garner support for Carbon Clarity by making its approach open source, by investing significant time and energy to raise awareness about the benefits of carbon labeling, and by holding discussions with interested companies, including competitors. Yet despite interest from other companies, they had not yet committed to supporting Carbon Clarity. Prakash was baffled as to why they would not commit and wondered how to make progress to drive sustainability.

In December 2022, Juan Luciano, Chairman and CEO of agribusiness and nutrition giant ADM, considered the next phase of the historic company's future. Beginning in 2011 when he joined as COO and moving into his tenure as CEO in 2015, Luciano led a transformation of ADM from a commodities-focused trading company to a customer-centric solutions firm. Upon coming aboard at ADM, Luciano saw changes in the agribusiness industry that warranted pivots in ADM's business strategy to ensure long-term success. To shepherd the company through a changing industry, Luciano conceptualized three "strategic horizons"-general timeframes to pursue specific goals. The first horizon was aimed at getting ADM financially fit including raising ROIC above WACC and reducing CapEx. The second horizon was characterized by moving closer to customers through identifying global macro-trends and offering corresponding products and services to generate better margins. As part of the second horizon, ADM acquired flavor company and food and beverage solutions provider WILD Flavors which resulted in Luciano creating a Nutrition division that used rapid design-for-market capabilities to create complete product solutions for customers. As a leader, Luciano exhibited the traits of both a learner (e.g., seeking out a variety of perspectives before ultimately making key decisions himself) and a teacher (e.g., utilizing drawings, vivid analogies, and hands-on demonstrations). Luciano needed to define the company's next horizon. He knew his general goal was sustainable growth, but balancing profitability with innovation and pace of change with durability of change could prove challenging in the years to come.