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Generation Z, or Gen Z, represents 24% of the U.S. population and is very different from earlier generations. A higher proportion of Gen Zers are earning college degrees, and they are now moving to the next phase in which they will constitute the predominant majority of the incoming workforce. Gen Z faced an unusual set of technology-driven circumstances while growing up and thus bring a distinct set of characteristics into the workplace. We offer a new research-based framework, DITTO, which encapsulates specific recommendations for organizations on diversity, individualism and teamwork, technology, and organizational supports. DITTO serves as a useful mnemonic to help managers recall specific ways to support Gen Zers and leverage the strengths of Gen Zers to benefit the organization and the workforce. Research shows that Gen Zers are more open to diversity and more individualistic and technology-driven than other generations. To the extent that companies use the DITTO framework, the more attractive they should be to Gen Z workers; but the principles of this framework also extend beyond Gen Zers to existing workforce with similar efficacy.

In only his third year at McKinsey, Gregory Davis has been assigned to a select group tasked with advising General Motors (GM), one of the largest companies in the world by revenue, on how to reorganize their entire North American operation. As part of the Sales & Marketing team, Davis has been paired with Claude "Bud" Moore, Buick's assistant zone manager for Chicago. A humble, unassuming man with little corporate experience, as well as the least senior of the GM team liaisons, Moore was generally considered the weakest link within the reorganization engagement. As a result, the Partner leading Davis' team has instructed him to "work around" Moore and dedicate his time to other issues. One day, however, Moore approaches Davis about a presentation he must give to GM's president and senior corporate management team in just ten days' time, a presentation for which he is woefully unprepared. Davis must decide between helping Moore-explicitly ignoring instructions from senior members of his firm-and perhaps knowingly letting Moore, his client, fail.

Tonya Thayer, Senior Partner and leader of the Consumer Package Goods practice at Sinclair Consulting, must evaluate Alan Henderson, a Principal (junior) Partner and a key member within CPG, as the six-month update on his progress and development nears. While prior reviews have listed Henderson as being "on track" for Senior Partnership, a few points have given Thayer pause. Knowing that a setback could have major ramifications for both Henderson's career and her own reputation, Thayer must weigh what kind of advice to give to Henderson, how to deliver it, and how to formulate her review of him.

To become more diverse, equitable, and inclusive, many companies have turned to unconscious bias (UB) training. By raising awareness of the mental shortcuts that lead to snap judgment--often based on race and gender--about people's talents or character, it strives to make hiring and promotion fairer and improve interactions with customers and among colleagues. But most UB training is ineffective, research shows. The problem is, increasing awareness is not enough--and can even backfire--because sending the message that bias is involuntary and widespread may make it seem unavoidable. UB training that gets results, in contrast, teaches attendees to manage their biases, practice new behaviors, and track their progress. It gives them information that contradicts stereotypes and allows them to connect with colleagues whose experiences are different from theirs. And it's not a onetime session; it entails a longer journey and structural organizational changes. In this article the authors describe how rigorous UB programs at Microsoft, Starbucks, and other organizations help employees overcome denial and act on their awareness, develop the empathy that combats bias, diversify their networks, and commit to improvement.

The founder and CEO of BYJU'S, India's largest edtech firm and one of the world's most valuable edtech companies, is considering acquiring Aakash Educational Services (Aakash), one of India's largest brick-and-mortar test-prep firms, for $1 billion. Is this a good strategic investment for BYJU'S, a rapidly growing "tech-first" company that still had so much to achieve online?

Cisco Systems Inc. (Cisco) was a modern technology company with a culturally diverse workforce. In 2008, it embarked on a plan to establish "a culture built on fairness, dignity and respect, free from bias, discrimination and negative behavior." However, despite those efforts, the California Department of Fair Employment and Housing brought a legal claim against Cisco in June 2020 alleging workplace discrimination, harassment, and retaliation based on caste hierarchy among Indian employees at the workplace. According to the claim, the employee had brought his grievance to Cisco's notice, but Cisco failed to satisfactorily recognize and remedy the situation. What, if anything, had gone wrong at Cisco, and what could other firms learn from Cisco's attempts to alleviate workplace harassment, hostility, and unequal outcomes stemming from casteism?

When seasoned entrepreneur Glen Tullman founded the chronic health care startup Livongo in 2014, it was personal. His son lived with diabetes, and Tullman knew firsthand how taxing it could be to manage such an unrelenting disease. Livongo set out to empower people with chronic conditions to take control of their health through better behaviors, and in the process save money for themselves, their employers, and healthcare providers. In the years to follow, he and a motivated team of technologists and medical professionals built a purpose-driven organization that in turn created an easy-to-use mobile experience that was medically sound to deliver on that promise. "Members" (the individuals Livongo served) loved the product, and by 2020, Livongo had contracted to provide its services to nearly a third of the Fortune 500, and the company was doubling in size annually and went public. But as Livongo grew, leadership recognized that Members also needed virtual access to medical professionals, or telehealth. After an intensive search, the company confronted a major new opportunity: whether to merge with telehealth behemoth Teladoc, with the prospect of becoming one of the largest digital health companies in history. But despite the strategic appeal, Livongo and Teladoc were very different companies. This divergence raised important questions for Tullman and Livongo's leadership: could Livongo live up to its potential, and retain its distinctive and passionate culture, if it joined with Teladoc?

In only his third year at a Leading Strategy Consulting firm (LSC), Gregory Davis has been assigned to a select group tasked with advising General Motors (GM), one of the largest companies in the world by revenue, on how to reorganize their entire North American operation. As part of the Sales & Marketing team, Davis has been paired with Claude "Bud" Moore, Buick's assistant zone manager for Chicago. A humble, unassuming man with little corporate experience, as well as the least senior of the GM team liaisons, Moore was generally considered the weakest link within the reorganization engagement. As a result, the Partner leading Davis' team has instructed him to "work around" Moore and dedicate his time to other issues. One day, however, Moore approaches Davis about a presentation he must give to GM's president and senior corporate management team in just ten days' time, a presentation for which he is woefully unprepared. Davis must decide between helping Moore-explicitly ignoring instructions from senior members of his firm-and perhaps knowingly letting Moore, his client, fail.

PagAmigo specializes in transactions for the public from cashiers' windows located near the exit counters of supermarkets located mostly in the greater metropolitan area of a country in Latin America. These transactions included the payment of electricity, water, phone, and Internet bills, loan repayments, credit card payments and other banking transactions, the sending of remittances to relatives in foreign countries, the purchase of lottery tickets, or tickets to sporting or cultural events and many other types of transactions. Five year earlier the supermarket chains, which had been owned by the same business group that owned Pagamigo, were sold to a European retailer that was not interested in purchasing Pagamigo. This had a serious impact on Pagamigo employee morale, and led to a period of declining investment in both infrastructure and training. Shortly before the opening of the case, a major banking group known for its aggressiveness acquired Pagamigo as a going concern and placed one of its rising executives as the new general manager. An MBA from a well-known business school in the region, with several years´ experience in the banking industry, the new general manager must now decide upon the organizational changes that must be made within Pagamigo, and on a long-term strategy for achieving his vision of bringing Pagamigo into the digital era.

In 2016, four years into her role as Director for Behavioural Analysis and Strategy at Nigeria's Office of the National Security Adviser (NSA), Fatima Akilu was summarily dismissed from her position, amid accusations of corruption at the organisation, and subsequently charged with fraud. Nigeria's fraud agency repeatedly investigated Fatima repeatedly at the insistence of the NSA, but could find nothing to substantiate the claims of malpractice, eventually concluding the allegations were tantamount to harassment on the part of the NSA. In the middle of being investigated, Fatima sat at her kitchen table at home in Nigeria with her sister and considered her options. One particularly attractive option was a job offer at the United Nations - but that would have meant an end to the counter-radicalisation educational and counselling work she had poured herself into, and that was core to her personal values.

In 2015, Fatima Akilu found herself sitting at the kitchen table with her sister, shocked and saddened by what has just happened to her, wondering what to do next. Should she fight to defend her reputation? Or return to a quiet life away from the big government role she has just been fired from?

Fatima Akilu never intended to be a leader. But in 2012, she was appointed Director for Behavioural Analysis and Strategy at Nigeria's Office of the National Security Adviser (NSA), charged with leading the country's efforts to combat the effects of the violent extremism of Boko Haram and other terrorist groups.

Janet Zuccarini, the sole owner and visionary behind the Gusto 54 Restaurant Group (Gusto 54), had leveraged her industry experience to grow the restaurant group into a huge success story. Gusto 54 owned and operated nine restaurant concepts in Toronto and Los Angeles, and rapid expansion plans were underway. In a competitive, low-margin industry, where more than half of new restaurants failed, Gusto 54 had found a way to outperform its peers and consistently achieve its desired profit margins. Gusto 54's strategy was grounded in innovative growth, the use of technology, and empowerment of all employees to take an entrepreneurial approach to their roles. This two-part case allows students to examine in Case A how Zuccarini built an organizational culture that invested in employees and entrusted the leadership team with autonomy. The strategy had been effective in fuelling the company's present growth, but as Gusto 54 expanded, Zuccarini wanted to ensure that the growth plans did not compromise the family-style culture her employees valued. Case B picks up Gusto 54's story in September 2020, the restaurant having dealt with the challenges of the first six months of the COVID-19 pandemic and a cultural self-examination amid the Black Lives Matter (BLM) movement. With Gusto 54's previous expansion plans placing the restaurant in a financially precarious position, could the restaurant's established culture help the restaurant survive the short- and long-term impacts of the pandemic and respond to the cultural crisis raised by the BLM movement?

Since 2000, Infineum International Limited had been expanding rapidly throughout the Asia Pacific region. The company launched its inclusion and diversity program in 2009, which saw strong progress after 2013, when the company established its inclusion-first vision. From 2016 on, numerous inclusion and diversity activities were held to generate involvement and feedback from the locally engaged inclusion and diversity champions. In February 2020, the company's global talent and learning manager shared his concerns about the company's future inclusion and diversity journey. He had devoted time and energy in the past few years to organize activities through town hall meetings, leadership training workshops, and the company's intranet, but hoped to make the inclusive approach even more meaningful in the future. What kind of measures should they apply to assess what they have done so far? To what extent should human resources actions be aligned with the inclusive culture? More importantly, would the current model of inclusion and diversity be sustained in the future?

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

This negotiating exercise is set at the time of the 2020 round of collective bargaining between the National Football League (NFL) owners and representatives from the NFL Players Association. The six parties at the bargaining table (three representatives on each side) have interests-both conflicting and compatible-regarding the preferred ultimate outcomes as well as a strained previous relationship, which serves to complicate the bargaining process.