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As the world begins to emerge from the global pandemic, a majority of consumers have reimagined their values and purpose. According to research from Accenture, they have made a consequential shift to focusing on what matters most for them in life - and their motivations for buying are, accordingly, meaningfully different. The author, a senior executive at Accenture, shares the firm's findings and shows that these changes reveal an enormous new 'white space' in which brands must differentiate themselves anew in order to survive. He describes four steps to attracting the Reimagined Consumer: eengineer; rethink; reimagine and recalibrate. He makes it clear that evolving their business model is not a choice for organizations, it is an imperative: Consumers will leave brands that don't recognize their new priorities-and will pay more for those that do.

Pre-pandemic, leaders were having lots of conversations about innovation, disruption and digital transformation. But existential challenges over the past two years have forced that conversation to become much broader. In a wide ranging interview, renowned leadership and professional development expert Herminia Ibarra argues that responding to a global pandemic, an environmental crisis and the quest for racial equity demands that leaders shift from being 'know-it-alls' to being 'learn-it-alls'. She describes the five skills requires to thrive in the post-pandemic environment: cross-cutting, collaboration, coaching, culture-shaping and connecting. She also describes how critical it is to foster psychological safety on a team and warns that authenticity-for leaders and their employees-should never be used as an excuse to remain the same over time.

Innovation plays a pivotal role in shaping the economic fabric of nations. In particular, market-creating innovations - which create new markets by democratizing access to previously-exclusive products - have been a vital force for generating prosperity in wealthy countries, and are integral for building a prosperous future for emerging economies. The authors, from the Clayton Christensen Institute for Disruptive Innovation, argue that in order to create new markets for people who have traditionally been unable to purchase certain products due to barriers such as cost and access, organizations not only need to develop a product that meets these customers' needs, they must also develop a way to get it to them. Having researched 100 companies in 30 countries that created markets between 1706 and 2018, they share six key strategies that enable market creation.

Concerns over decreasing global food security had been growing worldwide due to factors ranging from growing population and demand for food to declining levels of arable land due to urbanisation and climate change. This was exacerbated by the onset of the COVID-19 pandemic. Given its own constraints in arable land and natural resources, Singapore was well ahead of other developed economies in pioneering the novel food industry development for food security. FRESH was a research centre launched by the Singapore government in 2021 to foster public-private partnership to build up local food safety science and R&D capabilities to support the safety assessment of novel food ranging from plant-based and cell-based meat to microbial and insect protein. FRESH knew that its rare and valuable expertise on novel food safety assessment would position it well to not only support Singapore's transformation of its own agri-industry, but also play a catalytic role in the international novel food scene with Singapore's strong reputation for stringent food safety standards. FRESH had to decide between two options for its future business model-remain as a public-funded institution or become a corporatized entity.

All too often fitness centers, medical providers, colleges, and organizations in many other industries seek to distinguish themselves only on the quality, convenience, and experience of what they sell, say the authors. It's not that those things aren't important. But they matter only as means to the ends that people seek. Too many organizations lose sight of this truth. Even when they do promote what they sell in relation to consumers' aspirations, they rarely design solutions that allow people to realize them. Instead, individuals must cobble together what they think they need to achieve their goals--for example, a trainer, a particular diet, and a support network to lose weight. Enterprises should recognize the economic opportunity offered by the transformation business, in which consumers come to them with a desire to improve some fundamental aspect of their lives. Even though we're all filled with hopes, aims, and ambitions, significant change is incredibly hard to accomplish on our own. This article offers an approach to designing a transformation business.

Corporations are facing increased scrutiny over their political spending--particularly when their stated values seem to contradict their lobbying efforts. A 2020 report by the Center for Political Accountability offers abundant examples, including corporations that have publicly demanded racial equality while contributing to groups and candidates that promote racial gerrymandering and corporations that purport to be concerned about climate change while donating to groups that challenge the EPA's clean-power plan. In this groundbreaking article the authors argue that companies should halt political spending entirely to reduce the risk of political blowback and enable executives to focus attention and resources on running their companies.

Three years ago, Marjorie Rodriguez founded a company with the goal of supporting the LGBTQ+ community through employment opportunities. Now she needs to decide whether to expand the business, which would require bringing in non-transgender salespeople. That wasn't her original vision for the firm--but would it allow her to have a bigger impact? This fictional case study by Sandeep Puri features expert commentary by Fran Dunaway and Khadijah Tribble.

Three years ago, Marjorie Rodriguez founded a company with the goal of supporting the LGBTQ+ community through employment opportunities. Now she needs to decide whether to expand the business, which would require bringing in non-transgender salespeople. That wasn't her original vision for the firm--but would it allow her to have a bigger impact? This fictional case study by Sandeep Puri features expert commentary by Fran Dunaway and Khadijah Tribble.

Three years ago, Marjorie Rodriguez founded a company with the goal of supporting the LGBTQ+ community through employment opportunities. Now she needs to decide whether to expand the business, which would require bringing in non-transgender salespeople. That wasn't her original vision for the firm--but would it allow her to have a bigger impact? This fictional case study by Sandeep Puri features expert commentary by Fran Dunaway and Khadijah Tribble.

The case focuses on key decisions facing a startup venture BuyHive, that is on the cusp of disintermediating the sourcing business with a new business model. There are a few core issues such as (1) identifying the pros and cons of raising capital from strategic investors who can open doors to large pools of small and medium scale enterprises (SMEs) that can be attracted to the platform versus financial investors who typically only bring in the capital, (2) how to monetize the data that the company can access from the platform users, and (3) how to address some of the issues that are central to platforms such as platform disintermediation, network switching, bridging, and multi-homing. The founders have to specifically consider ways in which they can increase scale and stickiness with respect to the platform users as well as its sourcing specialists. The platform was an outcome of radically rethinking the way value was being delivered to buyers seeking to identify manufacturers who could supply to the specifications that the buyers had developed. The giant global sourcing companies and platforms such as Alibaba, Made-in-China, Global Sources among others had typically focused on creating value for the suppliers (manufacturers and their representatives or intermediaries). BuyHive seeks to turn the attention on buyers as their core focus and create a buyer-centric platform. The company has to make decisions on identifying the right type of investors, engineering the platform to create greater buyer value, improve stickiness of the platform, and adopt AI-based algorithms in bringing sourcing experts on board.

The Greening Marines case is appropriate for undergraduate or graduate courses in management, change management, technology implementation, and sustainability and for courses focused on the public sector. Students learn to assess the costs and benefits of a technology solution, analyze stakeholder interests, evaluate enabling and hindering forces, explain how energy cultures influence technology adoption, and devise steps for an organizational change. As Director of the USMC's Expeditionary Energy Office, Colonel James Caley was responsible for developing and directing the USCM's energy strategy. The USMC had increasingly relied on new technologies, which drastically increased fuel needs. In Afghanistan, the estimated fully loaded cost of a gallon of gas was as high as $1000 and one Marine was either wounded or killed in every 50 fuel convoys. In 2016, Caley contemplated a proposal from BEyOnD, which had studied how Marines' used fuel and had concluded that if the USMC could change behaviors, the organization could reduce fuel consumption by 9-20%. BEyOnD was requesting $1.7 million to identify high potential behavioral interventions and experimentally test their impact. Caley needed to decide if he should support BEyOnD's proposal. Whatever his decision, he needed to identify the next steps he should take to generate change.

The case is about Plastecowood, a company that turns plastic packaging waste into assembly products and sustainable lumber. It was founded by John Northcott in 2012 with the vision of taking a global issue - waste from plastic packaging - and turning it into a business. Two years later, when Plastecowood was struggling with ineffective production and lack of profitability, Henning von Spreckelsen came to the rescue and invested in the company. With his approach to radically rationalizing the production process and focusing on gross margin, he succeeded in pulling the company into profit. The company received orders from a number of large respectable clients and finally was able to make to stock rather than to order, which opened the door to larger volumes than ever before. Although the first COVID-19 phase caused disruption, Plastecowood quickly recovered with record sales. Today, with the company building up speed, it has several strategic options. Should the company enter new markets or expand in existing ones? Should it develop new, higher margin products? Will organic growth suffice, or should it consider acquisitions? Finally, might new business models, such as licensing the technology, bear fruit? Henning needs to present a clear strategy on where to take the company next.

Nadia Chauhan took charge of Parle Agro as Chief Marketing Officer (CMO) and Joint Managing Director (JMD) in 2009 where she had been working as a brand manager for Frooti since 2003, under the stewardship of her father, Prakash Chauhan. Under Chauhan's leadership, Parle Agro doubled its turnover to INR 50 billion between 2012 and 2017 following which, she proceeded to set an ambitious target of replicating the feat in the next five years (2022) to reach annual revenues of INR 100 billion. Within these five years, she wanted to become the dominant player in the beverage segment. The entry of major multi-national beverage companies in the Indian market presented a challenge for Parle Agro to ascend to the number one position. However, changing consumer preferences for healthy fruit drinks in different categories also provided an opportunity to experiment and expand. Reviewing the situation in 2019, Chauhan had to decide if Parle Agro should remain committed to the INR 100 billion target, upscale or mellow it down. Further, how should the company proceed - market penetration, product development, market development or diversification?

In September 2019, Thomas Cook Group Plc (Thomas Cook), an iconic 178-year-old travel company based in London, United Kingdom, ceased its business after a failed negotiation to fund its huge debt of £1.7 billion (US$2.25 billion). The collapse caused about 9,000 employees in the United Kingdom to lose their jobs and made it necessary to repatriate about 150,000 holiday travellers. The company had experienced several profit warnings during the tenure of Chief Executive Officer (CEO) Manny Fontenla-Novoa, who was replaced as CEO by Harriet Green, an outsider, in 2012. Between 2012 and 2014, the company's share price rose from historic lows of about £14 to £130. However, the board unexpectedly asked Green to leave the company before completing her turnaround strategy and appointed Peter Fankhauser, an insider, as the new CEO, calling the departure a "hand-over from a turnaround specialist to a travel expert." Despite his efforts, Fankhauser also failed to revive Thomas Cook. Who or what led to the collapse of Thomas Cook? Among the three CEOs, who should be held responsible, and on what grounds?

The liner shipping industry transported the bulk of the world's cross-country semi-finished and manufactured goods and was fundamental to global trade, economic growth, and prosperity. Despite its importance, the industry suffered from poor profitability. Common explanations were that shipping rates were too low and industry capacity too large. The COVID-19 pandemic also negatively affected the industry, followed by a quick recovery in the second half of 2020 that led to increased cargo volumes, and in 2021, the highest rates in almost two decades. Amid growing optimism, the question was whether the industry was on a long-term path to sustained profitability.

In March 2019, Kais Marzouki, Chairman and CEO of Nestlé Philippines Inc. (NPI), wanted his company to reach plastic neutrality at the earliest possible time. Globally, including in the Philippines, more and more consumers, governments, NGOs and media were concerned by plastic waste and pollution. Mark Schneider, Nestlé's global CEO, had recently stated his vision that none of Nestlé's packaging, including plastics, would end up in landfill or as litter. A few weeks earlier, Schneider had announced internally the group's ambition to have all of Nestlé packaging recyclable or reusable by 2025. How could NPI lead the way and mobilize all key stakeholders to achieve his objectives?

In March 2019, Kais Marzouki, Chairman and CEO of Nestlé Philippines Inc. (NPI), wanted his company to reach plastic neutrality at the earliest possible time. Globally, including in the Philippines, more and more consumers, governments, NGOs and media were concerned by plastic waste and pollution. Mark Schneider, Nestlé's global CEO, had recently stated his vision that none of Nestlé's packaging, including plastics, would end up in landfill or as litter. A few weeks earlier, Schneider had announced internally the group's ambition to have all of Nestlé packaging recyclable or reusable by 2025. How could NPI lead the way and mobilize all key stakeholders to achieve his objectives?

Making strategy behind closed doors results in copycat, unimaginative, and biased strategies that often fail. Opening up your strategy-making process to participants from outside the C-suite and outside your company offers leadership teams access to diverse sources of external knowledge, exposes cognitive biases, and builds the buy-in needed to speed execution. The authors describe the steps leaders must take to successfully implement open strategy at their companies.

On June 9, 2021, the owner and director of S.I.T. Car Rental, which was located in Trinidad and Tobago, was considering whether he should upgrade his fleet of cars. The COVID-19 pandemic had negatively affected his sales in 2020 and 2021, although the owner was hopeful that he could increase demand by the end of 2021, once the need for pandemic-related lockdowns had ended. He had recently retired one of his older cars and so needed to decide whether he should purchase a new car to replace it or downsize his fleet. If he decided to purchase another car, he had to choose between a used economical vehicle and a new luxury vehicle.

On June 9, 2021, the owner and director of S.I.T. Car Rental, which was located in Trinidad and Tobago, was considering whether he should upgrade his fleet of cars. The COVID-19 pandemic had negatively affected his sales in 2020 and 2021, although the owner was hopeful that he could increase demand by the end of 2021, once the need for pandemic-related lockdowns had ended. He had recently retired one of his older cars and so needed to decide whether he should purchase a new car to replace it or downsize his fleet. If he decided to purchase another car, he had to choose between a used economical vehicle and a new luxury vehicle.