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When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, digital technologies were on the rise, and innovation needed to become a strategic imperative at the company. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom, with infusing innovation into Mastercard's culture. With a significant incremental investment, and free reign to spend it as he pleased, Lyons created Mastercard Labs-a global innovation lab network that became a catalytic force for change at the company. In 2018, Ken Moore, a former innovation leader at Citigroup, became Mastercard Labs' new leader. By then, Mastercard had made significant progress on its journey of cultural and digital transformation, but the company had to continue to think and act differently in order to compete and thrive in the fast-changing digital world. Moore's task was to evolve Mastercard Labs so that it could continue delivering value to Mastercard.

This case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn't meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships, and beginning the long process of due diligence and negotiations with countless public and private stakeholders. However, a person who had become Stewart's major competitor (someone he had shared the idea with because he assumed this person had no intention to do anything) has begun to show up either before or right after his team's meetings with local officials as a competing bidder. After this happened in three separate countries, Stewart knew he had a big problem on his hands. He hired an internationally renowned security firm, who advised him that while there were likely several sources to the leaks, including phone tapping and office bugging, the most certain one was the nightly trash. Students are asked to read Part A of the case-which describes a (disguised) situation that actually occurred-in class and immediately write down their thoughts about what Stewart should do, starting with whom he should (or should not) approach for advice. Part B presents a difficult conversation between Stewart and his wife about what to do next.

This case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn't meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships, and beginning the long process of due diligence and negotiations with countless public and private stakeholders. However, a person who had become Stewart's major competitor (someone he had shared the idea with because he assumed this person had no intention to do anything) has begun to show up either before or right after his team's meetings with local officials as a competing bidder. After this happened in three separate countries, Stewart knew he had a big problem on his hands. He hired an internationally renowned security firm, who advised him that while there were likely several sources to the leaks, including phone tapping and office bugging, the most certain one was the nightly trash. Students are asked to read Part A of the case-which describes a (disguised) situation that actually occurred-in class and immediately write down their thoughts about what Stewart should do, starting with whom he should (or should not) approach for advice. Part B presents a difficult conversation between Stewart and his wife about what to do next.

This reading provides principles and practices managers can draw upon to leverage differences in social identities - such as gender and race - to create more effective work relationships, teams, and organizations. The Essential Reading's first section draws upon research to argue that diversity can contribute to organizational effectiveness, but only if managed well. The second section delves into the meaning of social identity and unpacks prejudice, bias, and discrimination in the workplace. The third section lays out how social identity dynamics commonly play out in organizations, and the fourth section presents core principles, with associated practices, to help manage social identity differences. Concepts covered include stereotype threat, implicit bias, tokenism, first- and second-generation discrimination, identity abrasions, and common perspectives on diversity in organizations. The Supplemental Reading addresses three topics relevant to managing gender diversity: work/life balance, sexual harassment, and masculinity in the workplace. The reading has five videos: "Stereotype Threat" presents a seminal study on this phenomenon, "The Invisible Winds of Discrimination" provides a useful metaphor for managers of diverse workforces, "Learn, Unlearn, Learn" shows how identity abrasions can lead to cross-identity learning, "The Impact of Implicit Bias on Leadership Assessment" provides an example of how male and female leaders are often viewed differently, and "Addressing Gender Bias" highlights successful interventions to overcome bias in organizations. The reading includes a link to the Implicit Association Test, enabling them to better understand the concept of implicit bias.

The case tells the evolution of the call center transformation at Frontelco (a major telecom company in disguise). "Digital" and "agile" approaches to changing the way how call centers operate seem to produce different results. Debate between proponents of alternative approaches takes place across three levels of organizational hierarchy: the Managing Director seems to prefer "agile", those close to operations in VP ranks seem to prefer "digital", while three "managers in the middle" following each other in Senior Vice President rank seem to follow different strategies as to how to align the top and the bottom. To settle the debate, evidence-based clarity is being sought and the protagonist is tasked to design an appropriate performance measure to show the real impact of competing approaches.

When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company's competitive focus from card networks to cash itself. Mastercard's new vision of a "World Beyond Cash" distilled into a three-pronged framework: Grow the core business, Diversify customers and employees, and Build new businesses that reinforce Mastercard's core capabilities. With digital technologies on the rise, Banga knew that innovation would need to become a strategic imperative. Yet, in a 2010 survey, Mastercard's 7,000 employees ranked "innovation" as the 26th most important factor for the future of Mastercard in a list of 27. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom, with infusing innovation into Mastercard's culture. With a significant incremental investment, and free reign to spend it as he pleased, Lyons created Mastercard Labs-a global R&D network that became a catalytic force for change at the company. In December 2017, Lyons is stepping down from his role as Chief Innovation Officer and reflecting on the path ahead for Mastercard and its Labs.

When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company's competitive focus from card networks to cash itself. Mastercard's new vision of a "World Beyond Cash" distilled into a three-pronged framework: Grow the core business, Diversify customers and employees, and Build new businesses that reinforce Mastercard's core capabilities. With digital technologies on the rise, Banga knew that innovation would need to become a strategic imperative. Yet, in a 2010 survey, Mastercard's 7,000 employees ranked "innovation" as the 26th most important factor for the future of Mastercard in a list of 27. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom, with infusing innovation into Mastercard's culture. With a significant incremental investment, and free reign to spend it as he pleased, Lyons created Mastercard Labs-a global R&D network that became a catalytic force for change at the company. In December 2017, Lyons is stepping down from his role as Chief Innovation Officer and reflecting on the path ahead for Mastercard and its Labs.

Early in August 2021, DaVita CEO Javier Rodriguez was assessing the ongoing impact of the COVID-19 pandemic on his firm, which provided life-sustaining kidney dialysis to roughly 240,000 people. Effective infection control practices and information sharing had ensured that no COVID case had yet been transmitted to patients or staff on DaVita premises. A strong corporate culture had fostered the commitment among DaVita staff and management to each other and to their patients that had enabled their successful collective response. But 18 months into the pandemic, unprecedented staff attrition, exhaustion, and the now rapidly spreading Delta variant had Rodriguez and other DaVita managers concerned that the traits that had sustained the firm to date were no longer enough.

In early 2021, McKinsey & Company (McKinsey) agreed to pay US$573 million to end US state-level investigations into claims that it had helped exacerbate the global opioid crisis. Tom Peters, an influential and highly respected management guru, was upset by how far his former employer had been willing to go in helping US drug maker Purdue Pharma LP increase sales of OxyContin, a narcotic-based painkiller that helped drive an opioid epidemic responsible for hundreds of thousands of tragic deaths. As far as Peters was concerned, there was no question as to whether what McKinsey did was wrong: it had ignored the "moral responsibility of business" by helping an unethical client maximize profit by aggressively promoting the wide-scale use of a highly addictive drug. In addition to asking why McKinsey was still open for business, Peters posed a previously unimaginable question: "At this moment in time, why would anyone want to go to work for McKinsey?"

This case chronicles a successful digital transformation in Russia, where JSC Raiffeisenbank, the Russian branch of the Austrian parent company, reinvented its organizational and management system to build a new digital value network. The case discusses the transition to a less hierarchical Agile organizational structure, driven by IT-intensive cross-functional product teams. It illustrates the main challenges facing the leadership team in orchestrating the transformation: overcoming internal resistance, bridging the talent gap and handling the cultural upheaval. It highlights the key enablers that must be put in place to make a digital transformation work: leadership vision and skills, management team alignment, a strong foundation for transformation, detailed organizational rules and fast learning capabilities.

The case charts the success of Chinese hot pot restaurant chain, Haidilao, from humble beginnings to international expansion, with a focus on how an emotion-based culture is created and sustained to deliver high performance. Chinese hot pot - a blend of meat and vegetables - is boiled by customers in a broth and eaten with a variety of sauces. There was nothing special about the food, but what differentiated Haidilao was the service, which catapulted the company to the number 1 spot in its segment and had diners queueing for up to two hours. The secret sauce was the company's attention to the welfare of its employees, who were encouraged to work hard to progress fast. The culture - that competitors its could not emulate - is explored in the case, including the five-part HR system, welfare system, extended family aspects, and ability to adapt (while retaining key cultural markers). The case also looks at attention to product quality and Haidilao's national and international expansion, asking how far its approach is sustainable in the future.

This case focuses on the challenges of incentivizing innovation within Moog, an engineering company based in New York state that designs and builds guidance systems for space, air, and land-based travel. The case enables students to grapple with the challenges of using compensation to motivate and incentivize employees to create commercially successful innovations. Thick culture motivates employees to innovate in unique ways that money cannot. Students analyze the ways in which Moog's unique culture and current incentive systems successfully, and unsuccessfully, drive innovation, considering Moog's specific challenge of commercializing and scaling innovations. Throughout the discussion, students will understand the ways in which incentivizing innovation is a structurally challenging problem within large companies. Incentivizing innovation differs from incentivizing other types of performance, and students should realize that money alone cannot drive innovation because of the challenges of measuring performance, especially given the long time horizons and the fact that innovation necessarily involves risk and uncertainty.

Redress is an environmental charity that aims to encourage consumers, the fashion industry and manufacturers, to take a more sustainable approach to garment and textile manufacturing. Every day, thousands of tonnes of unwanted garments and textiles are dumped in landfills, an issue that has escalated due to fast-fashion production. Textile manufacturing consumes valuable resources such as water and releases harmful pollutants, while worldwide shipments account for 10% of global carbon emissions. Redress encourages consumers, both corporates and individuals, to take a more responsible attitude to fashion, through clothing drives, redistribution of garments, and pop up stores in Hong Kong. It also works with the global manufacturing and textile industry to encourage greater sustainability through key initiatives, events and forums.

In August of 2018, Tania Tetlow is inaugurated as President of Loyola University New Orleans, in the midst of turmoil. Prior to her start, the university was given a final warning to land a balanced budget by year's end by its accreditors or risk facing probation. It is now up to Tetlow to see through a transformation already wracked with turmoil, with an eye toward necessary cost-cutting and future growth. How should she steady the ship financially; build trust with the administration, Board, faculty and staff, and student body; manage a group of consultants brought in by her predecessors; and communicate to these groups about the potential reality on the horizon? More fundamentally, how will she see Loyola through the risk of probation just months into her tenure?

In August of 2018, Tania Tetlow is inaugurated as President of Loyola University New Orleans, in the midst of turmoil. Prior to her start, the university was given a final warning to land a balanced budget by year's end by its accreditors or risk facing probation. It is now up to Tetlow to see through a transformation already wracked with turmoil, with an eye toward necessary cost-cutting and future growth. How should she steady the ship financially; build trust with the administration, Board, faculty and staff, and student body; manage a group of consultants brought in by her predecessors; and communicate to these groups about the potential reality on the horizon? More fundamentally, how will she see Loyola through the risk of probation just months into her tenure?

Many companies today recognize that workforce diversity is both a moral imperative and a key to stronger business performance. U.S. firms alone spend billions of dollars every year to educate their employees about diversity, equity, and inclusion (DEI). But research shows that such training programs don't lead to meaningful change. What's necessary, say the authors, is a metrics-based approach that can identify problems, establish baselines, and measure progress. Company managers and in-house lawyers often worry that collecting diversity data may yield evidence of discrimination that can fuel lawsuits against them. But there are ways to minimize the legal threats while still embracing the use of metrics.The authors suggest first determining your risk tolerance and then developing an action plan. You will need to track both outcome metrics and process metrics and act promptly on what you find. Starting with a pilot program can be a good idea. You should also build the business case for intervention, control expectations through careful messaging, and create clear protocols for accessing, sharing, and retaining DEI data.

This case study follows the career of world-renowned orchestra conductor Marin Alsop. As a gay woman in a blatantly male-dominated (and often sexist) field, Alsop faced significant challenges in her rise to the top of the profession. At virtually every turning point on her unconventional path, Alsop received the message that she should not or could not advance - and yet she did, relying on a nuanced mix of perseverance, self-awareness, and willingness to upend the status quo.

This case study follows the career of world-renowned orchestra conductor Marin Alsop. As a gay woman in a blatantly male-dominated (and often sexist) field, Alsop faced significant challenges in her rise to the top of the profession. At virtually every turning point on her unconventional path, Alsop received the message that she should not or could not advance - and yet she did, relying on a nuanced mix of perseverance, self-awareness, and willingness to upend the status quo.

This case study follows the career of world-renowned orchestra conductor Marin Alsop. As a gay woman in a blatantly male-dominated (and often sexist) field, Alsop faced significant challenges in her rise to the top of the profession. At virtually every turning point on her unconventional path, Alsop received the message that she should not or could not advance - and yet she did, relying on a nuanced mix of perseverance, self-awareness, and willingness to upend the status quo.

In 2006, the Cleveland Clinic and Mubadala Investment Company partnered with a bold ambition to deliver world class healthcare in the United Arab Emirates. In 2015, after nearly a decade of planning and construction, Cleveland Clinic Abu Dhabi opened its doors. By 2017, the hospital had proven it could deliver Cleveland Clinic-quality care 7,000 miles away from its main campus. Dr. Rakesh Suri, Chief of Staff at the time, became Cleveland Clinic Abu Dhabi's Chief Executive Officer; his mandate was to grow the hospital into one of the most innovative academic medical centers in the world, while marching toward financial sustainability. As a newer hospital, Cleveland Clinic Abu Dhabi endured its share of growing pains as it worked to cultivate a culture of innovation and take full advantage of its information technology and business intelligence capabilities. By 2019, there were so many innovation initiatives underway that the executive team was considering whether to implement a Priority Index to foster a more coordinated approach to innovation.