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As COVID-19 began to take lives, destroy healthcare systems, and shut down economies across the globe, Dr. Rakesh Suri, Chief Executive Officer of Cleveland Clinic Abu Dhabi, and his executive team adapted their leadership to instill the new levels of agility and innovation required for the hospital to meet the demands of the pandemic. Collaboration across their local ecosystem and the broader Cleveland Clinic enterprise was paramount. In the midst of the pandemic, Dr. Suri confronted his toughest leadership challenge yet-having to lead the hospital from travel-related quarantine. Cleveland Clinic Abu Dhabi's business plan, staffing plan, supply procurement, budget, and key performance indicators (KPIs) had gone out the window. In addition, the U.A.E. government had restricted all travel to and from the U.A.E., so Cleveland Clinic Abu Dhabi had become the only center in the country for a range of emergency procedures. The executive team was now considering how to reformulate their performance scorecards to reflect how the hospital's mix of services would have to evolve as a result of the pandemic and its aftermath. Dr. Suri was due to discuss the new metrics with his team upon his return to the hospital from quarantine.

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.

Supplement to case 422045.

Bengaluru Airport began an expansion project worth US$2 billion in 2018, but by mid-2020 COVID-19 had severely impacted the aviation industry and reduced passenger volume at the airport by half. Although the airport's leadership team had detected the crisis early and taken swift action, with no cure for the virus in sight business continuity and staff safety were in jeopardy. The next board meeting was in August 2020, less than seven weeks away, and the pandemic threatened to derail the expansion plans. Among other pressing questions the leadership team had to address-including whether to continue with the expansion plan, reduce its scope, or delay it-was whether they had done enough throughout the crisis to inspire confidence.

As a senior project manager for the Colombian office of a consulting services firm, Lucia is responsible for hiring decisions regarding junior consultants. During a recent recruitment process, Lucia found out that a candidate who achieved a perfect score on the written test had cheated, with the help of Lucia's subordinate and close friend. She further learned that this candidate was motivated to commit fraud because of the medical needs of his young daughter. This A case asks students to step into Lucia's shoes and figure out an action plan that is both developmental (rather than merely punitive) and true to her values. This case set is intended for undergraduate students taking leadership, human resources, or ethics courses. The approach is based on the Giving Voice to Values (GVV) curriculum authored by Mary C. Gentile.

As a senior project manager for the Colombian office of a consulting services firm, Lucia is responsible for hiring decisions regarding junior consultants. During a recent recruitment process, Lucia found out that a candidate who had achieved a perfect score at the written test had cheated, with the help of Lucia's subordinate and close friend. She further learned that this candidate had been motivated to commit fraud because of the medical needs of his young daughter. The A case asks students to step into Lucia's shoes and figure out an action plan that is both developmental (rather than merely punitive) and true to her values; this B case presents students with Lucia's actual solution to the value conflict. This case set is intended for undergraduate students taking leadership, human resources, or ethics courses. The approach is based on the Giving Voice to Values (GVV) curriculum authored by Mary C. Gentile.

Buddy Valastro, celebrity baker and business owner, inherited his father's bakery-Carlo's Bake Shop of Hoboken, New Jersey-at the age of seventeen. He had willed the shop to survive and gone on to fame through his television show, "Cake Boss"-the name most people now called him. Its popularity allowed Valastro to launch many additional ventures in the worlds of TV and food, including additional locations of Carlo's Bake Shop. Valastro's businesses had remained profitable throughout the COVID-19 pandemic, and he and has team had learned a great deal while managing through the crisis. Valastro felt like he was at a turning point and could build upon the lessons of the pandemic to scale his business. Moving into the future, how could Buddy leverage data and digital offerings? Did he even need brick-and-mortar bakeries? Did he have the infrastructure and team necessary to operate his company now and realize his vision for the future? Was Valastro overextended? How important was Valastro to the brand and to the company? Could they outlast him in the long-run?

In 2015, Sundar Pichai was appointed chief executive officer (CEO) of California-based Google LLC (Google), and by December 2019 had also become the CEO of Alphabet Inc., Google's parent company. By June 2021, thirty-six vice-presidents out of 400 executives had quit Alphabet Inc., and Pichai faced criticism from the senior leadership team for his risk-averse decision-making style. Senior executives believed Pichai had made Google more bureaucratic in its operations, even though the company's size and market-based performance had improved under his leadership. In the face of this criticism, what should Pichai do? Should he respond to the criticism? Should he begin to make more risk-aggressive decisions?

Thoughtworks , a mid-sized IT consulting firm that integrated strategy, design and software engineering for their clients, with over 10,000 technologists spread over 48 offices in 17 countries, started in 1993. Thoughtworks developed a strong inclusivity culture and was anchored on three principal values: creating a sustainable for-profit organization, championing software excellence, and advocating social and economic justice for all. The organization had always embraced gender and cultural diversity and initiated multiple organizational practices to support and build inclusivity. In India, ThoughtWorks had been pioneering "Women in Tech" to promote gender diversity as the most visible inclusivity agenda. After the 2018 historic judgment repealing Section 377 of the Indian Penal Code, the opportunity to broaden the inclusivity domain to embrace LGBTQ+ workforce emerged. The founders and senior management had also taken public stands on the discriminatory attitude toward the LGBTQ+ community and the criminalization legislation in force in India. The organization had taken multiple initiatives and introduced progressive policies to demonstrate its support toward the LGBTQ+ community. However, LGBTQ+ inclusion was creating some dilemmas for the organization.

The OneTen case study examines the nonprofit organization's origin story. Its founding team includes a roster of corporate superstars-Ken Chenault (former CEO of American Express), Ken Frazier (former CEO of Merck), Charles Phillips (chair of Infor), Ginni Rometty (former CEO of IBM), and Kevin Sharer (former CEO and chair of Amgen). In May 2020, soon after the murder of George Floyd, this group came together to form a nonprofit that would partner with companies, talent developers, and Black talent, with the goal of hiring one million Black people in the U.S. into jobs with family-sustaining wages over the next 10 years. Equally important is an emphasis on the promotion of talented Black employees within existing companies. The case is set in late 2020, just after the hire of OneTen's first CEO, Maurice Jones; it explores how the organization was established, structured, and staffed, and how it has so far built its partnerships.

The case discusses the challenges faced by Rikin Gandhi, the chief executive officer (CEO) of a nonprofit organisation, Digital Green (DG), as he experimented with ideas that had vast commercial potential. DG produced videos of best farming practices and shared them with small and marginal farmers to help them increase their crop yield. As the organisation grew, it started a pilot project named LOOP. LOOP used technology to provide end-to-end shared logistic services to farmers. It aggregated farmer produce from a village, delivered that produce to the market, received payment from sales and transferred the payment to farmers. This entire chain of transactions could be tracked using a smartphone application at the farmer's end. As the LOOP project became successful and the various stakeholders came to terms with its tremendous financial potential, Rikin needed to decide on an organisational model to tap into the potential of LOOP and, at the same time, to not disrupt the work at DG. The case focuses on the organisational model options available to DG, as a nonprofit, to pursue and scale a project with commercial potential. Nonprofit organisations in India have various limitations regarding their engagement in commercial, revenue-generating activities. The main questions the case tries to focus on are as follows: What are the various options available to the CEO of DG to pursue a project with commercial potential such as LOOP? What are the limitations and challenges of each of these options that the leader needs to know while making their decision?

The case chronicles the challenges of a consulting team charged with developing and executing a negotiation strategy designed to help a large retailer cut costs by renegotiating their contract with their largest supplier. The disguised case begins by describing the market conditions that led BizCo, a publicly traded office supply retailer, to invite DMB, a top consulting company, to help them restore their price competitiveness. It then describes the interactions between DMB's consultants and BizCo's executives as they developed a joint strategy and prepared together for various negotiations. The case focuses specifically on the processes and outcomes of BizCo's negotiation with TQS, their largest supplier. The case is written from the perspective of Elizabeth, a member of the consulting team. The suboptimal outcome in BizCo's negotiation with TQS led Elizabeth to reflect on several issues related to designing and executing high-stakes negotiations. These issues include setting goals, managing relationships, establishing a division of labor within the negotiation team, choosing communication technologies for negotiation, setting the stage for the negotiation, and coping with time pressure and strategic surprises in high-stakes negotiations. The gaps that the BizCo - TQS negotiation revealed also led Elizabeth to reflect on strategies for influencing organizational leaders from a low power position.

The case describes the culture-building journey at Diageo India, formerly United Spirits Limited (USL). Diageo plc, a global leader in premium alcohol beverages, acquired a majority stake in Indian spirits company USL in 2013-14. The company manufactured, sold, and distributed a portfolio of premium alcohol beverage brands, some imported and others locally manufactured such as Johnnie Walker, Black Dog, Antiquity, Signature, Royal Challenge, McDowell's No.1, Smirnoff, and Captain Morgan. On taking over USL, Diageo made culture change one of its top strategic priorities. This was a challenging task since USL's close to 200-year-old history was marked by frequent cultural shifts resulting from a series of mergers and acquisitions. Anand Kripalu, the CEO of Diageo India, worked closely with Ivan Menezes, the chief executive of global Diageo, the HR function, and the leadership team to identify the four cultural pillars of the organization: breaking hierarchies, celebrating life, ensuring complete compliance, and fostering cross-company collaboration. Kripalu and Aarif Aziz, chief human resources officer of Diageo India, worked programmatically with other functions to deepen and institutionalize each of the four culture pillars. This case outlines Diageo India's initiatives and efforts in each of the pillars. Set in 2020, the case also looks at the extraordinary circumstances created by the COVID-19 pandemic, which prompted the company to accelerate its culture-building efforts. The case closes with Kripalu and Aziz discussing how the gains made at Diageo India thus far could be institutionalized and how to sustain the cultural transformation they had initiated.

Some multigenerational companies or their predecessors have committed acts in the past that would be anathema today--they invested in or owned slaves, for example, or they were complicit in crimes against humanity. How should today's executives respond to such historical transgressions? Drawing on her recent book about the effort by the French National Railways to make amends for its role in the Holocaust, the author argues that rather than become defensive, executives should accept that appropriately responding to crimes in the past is their fiduciary and moral duty. They can begin by commissioning independent historians, publicly apologizing in a meaningful manner, and offering compensation on the advice of victims'-rights groups. The alternative is often expensive lawsuits and bruising negotiations with victims or their descendants.

Four new books on diversity, equity, and inclusion outline how we can move from good intentions to actual change.

Located in the Shenzhen-Hong Kong Cooperation Zone in Shenzhen, China, Vanke Port Apartment (Vanke Port) was the leader among China's centralized long-term apartment rental enterprises. Recently, the company had improved its cost and operational efficiency and recorded stellar performance. A key partner in Vanke Group recalled the struggles Vanke Port had encountered on its way to achieving this performance. In 2019, Vanke Port had been battling to survive, and shortly after, the business was hit by the COVID-19 pandemic. In response, Vanke Port capitalized on digital technologies and carried out major organizational changes. As the company made it through the crisis and even started to thrive, the partner needed to present the lessons learned and recommend next steps to the board of directors.

In June 2021, Darden Restaurants CEO Gene Lee contemplates how to position the world's biggest full-service restaurant more than one year into the COVID-19 pandemic.

On April 5, 2017, the lead link at Liip AG, in Lausanne, Switzerland, was reflecting on the past seven years. The digital services organization had gone through a rapid development, from a company with a team-based structure led by a top management team to a holacratic organization. A holacratic structure was based on a skeleton of roles and processes, with individual employees self-defining their work with the intent to help the company fulfill its purpose. However, was a holacratic structure sustainable over the long term for a growing company? What potential inefficiencies might Liip AG face under a holacratic structure and how could the organization overcome them?

In June 2020, during the COVID-19 pandemic, the vice-president of sales and marketing at Priority Management, a hotel and resort management company, was overseeing the operations of two hotels. New England Hotel was a large corporate hotel that had successfully cultivated much of its business from corporations in the nearby corporate business park. After the outbreak of the COVID-19 pandemic, hotel occupancy plummeted, and the hotel's general manager was resisting changing strategy to address heightened fears amid uncertainty from the hotel's staff. A "business as usual" strategy would inevitably result in the hotel closing and all staff members being laid off. Midwest Hotel was a major branded full-service hotel located outside the downtown area. The hotel had undergone several changes in leadership and rebranding, which the outbreak of the COVID-19 pandemic exacerbated. The hotel manager was forced to drastically reduce the hotel's staff and implement a new strategy before the hotel became unsavable.