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Having just moved from the sales department to the marketing team at a start-up, Lisa is confronted with a dilemma. Part of the reason she switched departments was to improve the strained relationship between the two departments. Her first assignment is to call competitors, pretending to be a customer, to get their pricing information. Lisa doesn't want to lie, but feels a responsibility to her new boss, her old boss who advocated for her, and both her new and old departments. This B case describes her decision and its consequences. Lisa recognizes that she actually had more options to act ethically than she had thought, and decides to be more thoughtful and prepared for similar dilemmas in the future.

The case is a continuation of the part (A) of the case and focusses on the expansion of Mime restaurants to other cities. After establishing Mirchi & Mime and Madeira & Mime in Mumbai, the parent company, Squaremeal Foods Private Limited (SFPL), opened another Mirchi & Mime outlet in the city of Indore. The case describes the objectives of the company as it embarked on this expansion, and the extent to which these objectives could be achieved. It further describes a few operational issues that the company faced in the initial stages of setting up this new outlet.

Spreadsheet Supplement for Case UV8375

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Maria Pérez has been working at IBB, one of the largest investment banks in Latin America, for only a few months, when she is confronted by a dilemma. She is working with her mentor and boss, Veronica Muñoz, on an acquisition for one of IBB's clients, and they have identified a target company. When they request preliminary information for the valuation, the accountant for the target company accidentally sends very detailed data. He calls in a panic and asks them not to use the information. Muñoz promises not to use the mistakenly sent documents, but as soon as the call is over, she tells Pérez to use all the data to inform her valuation. Pérez loves her job at IBB, but she needs to slow down and consider her actions in this moment. She does not want to lie to a business partner, as trust and honesty are integral to how she sees herself as a businesswoman. She decides to find a solution that would enable her to remain faithful to their assurance to the target company accountant, prepare an informative due diligence for their client under time pressure, and maintain her relationship with Muñoz. The B case details her decision and discusses a few ways Pérez could prepare a more coherent approach for future encounters.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Maria Pérez has been working at IBB, one of the largest investment banks in Latin America, for only a few months, when she is confronted by a dilemma. She is working with her mentor and boss, Veronica Muñoz, on an acquisition for one of IBB's clients, and they have identified a target company. When they request preliminary information for the valuation, the accountant for the target company accidentally sends very detailed data. He calls in a panic and asks them not to use the information. Muñoz promises not to use the mistakenly sent documents, but as soon as the call is over, she tells Pérez to use all the data to inform her valuation. Pérez loves her job at IBB, but she needs to slow down and consider her actions in this moment. She does not want to lie to a business partner, as trust and honesty are integral to how she sees herself as a businesswoman. She decides to find a solution that would enable her to remain faithful to their assurance to the target company accountant, prepare an informative due diligence for their client under time pressure, and maintain her relationship with Muñoz. This B case details her decision and discusses a few ways Pérez could prepare a more coherent approach for future encounters.

Managers - whether they realize it or not - have a profound influence over how people they work with think and feel. This article presents ten nonverbal behaviors managers should (or should not) be doing, the science behind them, and the tools to start modifying them. The ten topics covered are: avoiding micro-aggressions, liking and valuing others, building trust and consensus, listening, resting "cranky face," power, status, intelligence, deception, and how to leverage the "wisdom of the crowd" to better "read" others. Knowing these nonverbal strategies can potentially make managers more effective in their workplace.

In 2019, the development officer at Rowing South Africa was contemplating how to continue the growth of the sport of rowing in a challenging environment. More funding was needed to attain her mandate of extending the sport to previously unexposed communities. Rowing South Africa operated in a complex setting, but the sport had much to contribute to participants. The benefits of rowing were physical and psychological, personal and professional, and often leading to success in many aspects of life. How could she articulate these benefits to increase participation in the sport and attract more funding to support?

When Anthony Hucker, the CEO of Southeastern Grocers (SEG), took over in that role in July 2017, the company was in dire financial and operational condition and was headed towards bankruptcy. SEG, the fifth largest grocery chain in the U.S. in early 2021, operated under Bi-Lo, Fresco e Mas, Harveys, and Winn-Dixie labels in the Southern U.S. states. Under Hucker's leadership, the company started on a three stage financial and cultural transformation process-"Correcting the Business," "Getting Fit for Purpose," and "Getting Fit for Growth." For Hucker and Chief People Officer Elizabeth Thompson, the path forward to growth and profitability was going to be rooted in a cultural transformation of the company. By January 2021, the company was once again growing and profitable, and employee trust scores had jumped to all-time highs even as the company was navigating the COVID-19 pandemic. The case describes the cultural change process initiated at the company which in three years resulted in the company emerging from bankruptcy, getting awarded Great Place to Work® certification, and on the verge of an IPO in early 2021.

In April 2020, the business head and the human resources head at Apturja Power Limited (APL) were anxious about the rising levels of new-hire turnover across all five power plant locations. Out of 2,000 employees hired in the past two years, half had left the organization within a year of joining. High attrition posed an issue for APL's cost-competitiveness strategy by not only increasing hiring costs but also nullifying the time and energy spent in acquainting and training employees to APL's requirements. Both department heads wanted to identify reliable indicators so that they could develop an appropriate action plan to reduce new-hire turnover and thereby strengthen APL's human capital.

Student spreadsheet supplement to case W21016

Isaac Park was only six weeks into the role of leading all technology operations for Primal Leadership Solutions, a global leadership advisory organization that offered consulting services and executive recruitment. The lifeblood of the business was its database, which contained the critical and comprehensive information for all of the organization's past and current projects as well as its employees, clients, and recruits. The legacy system had to be replaced by a single, efficient, and reliable database. Although implementing a new database sounded straightforward, about halfway through implementation, pandemonium had broken out. The project's leader was asked to step aside, and Park was asked to step in as the new leader. Park knew that going back to the old system was not the right answer; it was imperative that the company find a way forward. Both Park's own credibility and the credibility of the project were on the line.

Despite the important role that assumptions about intentions play in our judgments of others' actions and how we respond to these actions, most of us haven't thought much about the accuracy of the inferences we make, the ways our decisions about "what he meant to do" or "why she did that" might be unintentionally biased, or the potential negative effects that result when inferences about intentions affect how we judge a behavior. Nor have we thought about steps we might take to question or correct our initial inferences, or whether we should aim to set aside inferences altogether in judging and determining the consequences of a behavior. The goal of this note is to help you think about exactly these things.

Two weeks after Cinépolis released a documentary film about corruption, a judge ordered its provisional suspension, claiming it had to be edited before it continued to be shown, against Mexican cinematography laws. Cinépolis, Latin America's largest movie theater chain and the fourth largest in the world, welcoming 134 million moviegoers in 2011, had never distributed a film in its 40-plus years of existence, nor had there ever been an instance of pro-bono distribution in Mexico. Presumed Guilty, the country's highest grossing documentary, not only achieved commercial success but also fueled a revolution in Mexico's judicial system. Alejandro (as he was called by everyone who worked with him) knew he faced a difficult decision. What risks would Cinépolis run if he chose to fight for freedom of speech? How far was he willing to take such a fight?

The Risk organization at SEB, a leading Nordic financial services group founded in 1856, undertook a culture change program focused on psychological safety, empathic listening, and strategic framing. The program enabled risk organization teams to make progress on strategic challenges and improved decision making processes. Chief Risk Officer Magnus Agustsson believed that the rest of SEB should go through a similar program. But it was not clear how to convince other departments to invest considerable time in developing the soft skills of culture change.

Elie Girard has taken the helm as CEO of Atos-multinational IT giant-to lead the company into the next era of digital transformation. Noticing that customers' digital needs were evolving to become even more specialized and global in scope, he made a bold first step as leader: restructure the organization from a service-based model to a portfolio built around specific industry verticals, while competitors were moving in the other direction with the conviction that digital disruption had dissolved industry barriers. Underpinning Girard's new digital blueprint were four pillars - the cloud, data, cybersecurity, and decarbonization - which he had fortified with a steady M&A strategy resulting in nine acquisitions. But decarbonization - reducing carbon emissions into the atmosphere through strategic use of digital technology - was a brand-new dimension with big questions about its feasibility. The environmental approach was controversial in different parts of the world. To add to the uncertainty, the COVID-19 pandemic had suddenly turned the world upside down, forcing organizations to transition into remote work overnight. In the middle of a global health crisis and ensuing economic fallout, could Girard afford to make such drastic organizational structure changes that flew in the face of industry trends? Would his decision disqualify Atos from the race with competitors, or was it the only way to serve customers in even greater need of digital solutions?

After hitting an all-time low in 2008, Domino's Pizza underwent a vigorous rebranding, product development, and embraced innovative technologies to become the world's leading international fast-food retailer. Domino's considered itself as much a tech company as it was a purveyor of fast food, with digital orders accounting for a high percentage of sales. Domino's was run more like a Silicon Valley company than a fast food chain and was described by CEO Patrick Doyle as "a technology company that delivers pizza." As it bested rivals like Pizza Hut and Papa John's, Domino's declared itself "The Official Food of Everything." In 2020, as much of the world remained in lockdown Domino's, which offered delivery options from drones to driverless vehicles, saw a jump in sales. How did Domino's become the world's leading restaurant?

Agnico Eagle Mines (AEM) is a global mining company that has made its first foray into the Canadian far north with its Meadowbank gold mining site. The case describes how AEM has worked with the local government to gain its support, signing an Inuit Impact and Benefit Agreement (IIBA). This IIBA outlines a number of commitments that AEM must meet in order to ensure equal representation of Inuit people within the mine. The case follows the superintendent of human resources (HR). Facing a turnover rate of 83 per cent and high levels of absenteeism among AEM's Inuit workforce, AEM is dealing with a talent management crisis of unprecedented proportions. The superintendent of HR must remedy the situation while operating within an environment characterized by resource constraints and a diverse workforce.

By now most companies have committed to sustainability efforts--and yet many CFOs still see those efforts as a cost rather than a source of value. That makes it hard to unlock the internal financing needed to scale them up. The authors--the director and a senior scholar at the NYU Stern Center for Sustainable Business--have developed the Return on Sustainability Investment (ROSI) analytic tool, which companies can use to measure the financial returns on their sustainability activities. Implementing ROSI is a five-step process. Companies should (1) identify their current sustainability strategies, (2) identify related changes in operational or management practices, (3) determine the resulting benefits, (4) quantify the benefits, and (5) calculate the monetary value. The savings and growth thus revealed can reach hundreds of millions of dollars; in large companies, it can be billions. Particularly now, as companies scrutinize budgets threatened by the Covid-19 pandemic, ROSI analysis can help CFOs improve organizational finances through sustainability investments that create value for investors, employees, customers, and the world at large.

The case, set in 2016, follows Lavanya Nalli, a fifth-generation member of the Nalli family business, as she contemplates a critical decision about her future. Nalli Silks, an Indian ethnic wear retailer, had built an enviable reputation for quality and customer orientation over 90 years. As a female member of a conservative family business, she was not expected to enter the business and play an active role in it. Yet, she joined Nalli Silks after earning a degree in engineering and planned and pursued her own induction and learning in the firm. Over the next couple of years, she displayed her entrepreneurial drive by conceptualizing and setting up a successful business within the larger business. However, sensing that there were limited avenues within the firm to feed her ambition and keenness to learn and grow, she left India for the United States to pursue an MBA at Harvard Business School. After graduating, she worked at McKinsey, a leading consulting firm. In 2014, Lavanya returned to India and joined Myntra, a rapidly growing Indian fashion e-commerce company. These experiences provided her with rich and varied insights and perspectives. After seven years away, she was considering returning to the Nalli group with tentative plans of setting up a separate e-commerce vertical from scratch. Three generations of her family - her grandfather, her father and her brother - were active in the business and held independent charge of different parts of the Nalli group. There were serious reservations within the family and the organization about Lavanya's proposal to venture into e-commerce. She herself had some concerns about the larger strategy and set-up of the business, such as the absence of a leadership pipeline and inattention to market trends. The case closes with her reflections and questions on the way forward.

Spreadsheet supplement for case 420086.