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After various failed attempts at finding employment for his son with Down Syndrome, Ong Chin Wah, along with four other caregivers of youths with intellectual disability (PIDs) decided to take matters into their own hands. In 2011, they started a cooperative 'Employment for Persons with Intellectual Disability (E4PID)', with its flagship initiative, 'Mushroom Buddies', a social project operated largely by people with intellectual disabilities. The urban farm started with help from a waste management company that offered to sponsor containers retrofitted to grow mushrooms, using the space leased from the Singapore government at a highly subsidised rate. As at June 2023, the farm employed seven PIDs and produced 5-12 kg of mushroom every day that were sold to local restaurants, walk-in customers and at farmers' markets. Mushroom Buddies gave the member caregivers more control over the work environment and the terms of employment, which helped create a model for sustainable, gainful employment for their special needs youth and the opportunity to support more intellectually disabled youth from the community. The founders are acutely aware of the constraints and capabilities their employees have, and recognised that the work needs to be structured and repetitive. 'Mushroom Buddies' was the first successful project by E4PID and while the initial progress is encouraging, for it to sustain and flourish, Ong needs to scale it and find more venture ideas, volunteers, and funds. This case can be used for graduate, post-graduate, and executive classes. Discussion of this case allows students to analyse the issues employees with intellectual disabilities encounter in the workplace.

Set in January 2020, this case explores the journey of Praful Chandawarkar, the founder director of Chiranjeev Restaurants and Foods Private Limited, and his core team as they transform their business. After a successful career as an investment banker, Chandawarkar, and his wife, Cheeru, a highly talented chef, decided to pursue their passion and embark on the journey of entrepreneurship. In 1997, they established Malaka Spice, a restaurant specializing in Southeast Asian cuisine, in Pune. Over the course of a decade, they expanded rapidly across multiple cities in India. However, Chandawarkar confronted a personal tragedy when his wife succumbed to cancer. This loss made him take a step back to reflect and reevaluate his approach, crystallizing his personal belief that the primary purpose of an enterprise must be the well-being of people. He realized that he needed not only personal transformation as a leader but also a shift in his approach. Seeking the guidance of a leadership coach, he underwent a personal transformation and introduced new work practices to enhance both employee and organizational performance. He placed a strong emphasis on collective well-being and introduced business practices aimed at enhancing the well-being of all stakeholders, both within and outside the organization. The case presents the story of how Chandawarkar and his team changed their approach and work practices, which led to significant changes such as diversification of the group and accelerated growth. The case concludes with the challenge faced by the organization, especially within the context of the hospitality industry, as the threat of lockdowns during the COVID-19 pandemic looms large.

During VMware's 10-year DEI effort, leaders had to learn about making diversity gains last. VMware successfully increased the percentage of women employees globally and underrepresented employees in the U.S., at rates that stand out in the tech industry. Its journey has lessons on how to prioritize diversity, equity, and inclusion efforts that move the needle in sustainable ways for the long term. Learn from VMware's three best practices for culture change, including an expansive reverse-mentoring program.

Why dealing with turnover requires understanding how the traditional foundation of the workplace has been cracked by a seismic shift in the employer-employee relationship.

Recordings of virtual meetings have become a common part of virtual and hybrid workplace environments. Meeting recordings offer potential benefits (e.g., speedy transcript production, expedited information sharing, searchable information, inclusion of visual and tonal expressions) and drawbacks (e.g., difficulty discussing sensitive issues, employee privacy, limited off-the-record capabilities, and employee concerns over sharing recordings). Given this variance, policies for virtual meetings are a necessity. Managers can successfully implement a policy by cocreating policy preferences with employees in open-ended and nonjudgmental conversations that openly discuss potential benefits, drawbacks, and employee concerns. Topics such as when to record, when not to record, how to gain consent, and who will have administrative and sharing rights should be covered. Areas of less urgency that may yet be part of these discussions include accessibility concerns, the use or rejection of software features, where and for how long meeting recordings should be stored, and such emerging issues as the use of virtual reality and AI tools. Managers should deliver policy preferences to a group of representatives from Human Resources, Information Technology, and the executive team to compose the policy, request a legal review, and to introduce and implement it in the organization.

In 2023, Deion Sanders, known as "Coach Prime," became head football coach of the University of Colorado Boulder (CU). Sanders was tasked with leading CU's struggling football program, which had only achieved one winning season in the last 15 years, back to glory. Many were excited by the idea of having the two-time Super Bowl champion and Hall of Fame inductee as CU's new head coach, but several questioned whether he had the experience and leadership needed to turn around a team in a highly competitive conference, as he only had two years of college coaching experience. In addition, some wondered whether his "old school" leadership style, which required a high level of discipline and personal accountability, would be effective on today's student-athletes, while others questioned whether his approach was sustainable.

This technical note explores the "self-focus" and "mission-focus" mindsets based on two of the Arbinger Institute's book

This case set uses a humanitarian aid organization, Save the Children, to set the stage for analyzing a crisis and the CEO's strategy of leading through uncertainty. The case provides only the minimal information the decision-maker had at the time and gives a sense of the complexity around that fact. It introduces issues around basic communication, strategy, and crisis uncertainties that can be explored in subsequent classes. The material includes video clips of Carolyn Miles, the president and CEO of Save the Children at the time, discussing these issues; when played in class, these enrich the discussion and provide a practitioner's view of a learning experience and leadership in a difficult context. After giving an overview of Save the Children and the situation in Afghanistan in January 2018, this A case describes the text that Miles receives from the country director alerting her that the organization's Jalalabad office is under direct attack. The organization has been through indirect attacks, kidnappings, and natural disasters. Being directly attacked makes this crisis unusual, and Miles is alarmed. Miles receives a second text less than an hour later-she learns that 47 people from Save the Children are sheltering in a safe room as the attack continues. The B case provides an epilogue. At the Darden School of Business, this case has been successfully used in second-year electives in MBA and executive MBA programs. In both programs, it is taught in a course on "Leading in Uncertainty and Crisis." The material works well in a module on decision-making under pressure. It also would be useful in first-year communication strategy courses or organizational behavior courses that raise issues around managing performance and leveraging team and individual capabilities.

This case set uses a humanitarian aid organization, Save the Children, to set the stage for analyzing a crisis and the CEO's strategy of leading through uncertainty. The case provides only the minimal information the decision-maker had at the time and gives a sense of the complexity around that fact. It introduces issues around basic communication, strategy, and crisis uncertainties that can be explored in subsequent classes. The material includes video clips of Carolyn Miles, the president and CEO of Save the Children at the time, discussing these issues; when played in class, these enrich the discussion and provide a practitioner's view of a learning experience and leadership in a difficult context. After giving an overview of Save the Children and the situation in Afghanistan in January 2018, this A case describes the text that Miles receives from the country director alerting her that the organization's Jalalabad office is under direct attack. The organization has been through indirect attacks, kidnappings, and natural disasters. Being directly attacked makes this crisis unusual, and Miles is alarmed. Miles receives a second text less than an hour later-she learns that 47 people from Save the Children are sheltering in a safe room as the attack continues. The B case provides an epilogue. At the Darden School of Business, this case has been successfully used in second-year electives in MBA and executive MBA programs. In both programs, it is taught in a course on "Leading in Uncertainty and Crisis." The material works well in a module on decision-making under pressure. It also would be useful in first-year communication strategy courses or organizational behavior courses that raise issues around managing performance and leveraging team and individual capabilities.

On Monday, May 25, 2020 Ricardo Sierra, CEO of Celsia -a Colombian electricity generation, transmission and distribution company- was about to enter a meeting with Claudia Salazar, leader of the department of Human and Administrative Management. The objective was to review the company's successes and prospects in terms of organizational culture (known internally as Orange Culture), amid two challenges: the COVID-19 pandemic and the growing demands of the country's energy market. A mandatory preventive confinement measure to control the COVID-19 crisis had been decreed in Colombia two months earlier, and it was expected to be extended indefinitely. For Ricardo Sierra, the situation merited careful analysis. The measure altered the interaction and conduct of its employees and posed immediate changes in the company's practices. It also affected thousands of jobs and occupations and began to be reflected in a reduction of income for Colombian households and in the reduced capacity of low-income customers to pay bills. Simultaneously, the confinement was changing the energy consumption patterns of households and increasing demands from Celsia's customers for continuity and quality of energy service. The meeting provided an opportunity to address two issues that Sierra considered fundamental: How to keep the pillars of the Orange Culture alive during the lockdown? And in that context, how to use the Orange Culture as a support to continue to contribute to the good performance, effectiveness and competitiveness of the company? In the development of the case, students must apply models and theories of organizational culture to characterize Celsia's culture, to identify the main expressions of the cultural change proposed by Sierra and to recognize the key factors that favored such change. Likewise, students must propose recommendations that would allow the company to face the challenges posed by the pandemic and by new conditions in the Colombian energy market.

This case explores TecSalud's response to COVID-19 between March 2020 and January 2021. TecSalud was the Healthcare System of the Instituto Tecnologico de Monterrey. The case focuses on hospital management, but it can also be used to teach crisis management, with potential applications in other industries. The narrative highlights the leaders' challenges, critical decisions, and actions to address the pandemic, emphasizing the importance of considering key stakeholders to manage a crisis effectively. At the onset, TecSalud established a response team (the bunker) to address the pandemic. The team identified four priorities: minimize disease transmission; protect patients, healthcare staff, employees, and students; keep the healthcare system functioning; and reduce morbidity and mortality. San Jose Hospital (HSJ) was designated as TecSalud's exclusive COVID-19 treatment hospital. The case focuses on two pivotal moments when difficult decisions had to be made. In May 2020, HSJ had been operating for eight weeks with an occupancy rate of 14%, resulting in significant financial losses. The bunker leader and TecSalud's president, Guillermo Torre, decided with his team not to change course despite the risks and resistance from key stakeholders. In January 2021, at the peak of the second wave of infections in the state of Nuevo Leon, Torre, and the bunker members considered closing HSJ's doors to new COVID-19 patients because demand had exceeded the hospital's operational capacity; staffing was inadequate, personnel were exhausted and dissatisfied, and many resigned. Representatives from intensive care, medical management, nursing, and HSJ operations argued that quality of care couldn't be guaranteed, putting patients at risk. However, others argued that closing admissions to HSJ would deny care to patients with no other healthcare alternative. The case concluded on January 25, 2021, when Torre and the response team met to decide the course of action for COVID-19 patients.

The leaders of business are a continued focus of interest in management research and in the broader society. Their attributes speak to social mobility, inequality, and who holds positions of power and influence in society. This article examines the attributes of the ten highest-ranked executives of the largest corporate enterprises in the United States-the Fortune 100-and compares how they have changed over the past 40 years, a period when many assumptions about businesses and the people who run them have changed. While there has been significant change in some areas, such as the increase in the proportion of women and foreign-born executives and the rise in outside hiring, there is no evidence of an increase in younger leaders who advance faster than their predecessors and spend an ever-shorter time with their employer. In fact, top executives now are as old as their peers were in the 1950s, and their tenure with their employer is rising.

Organizations dominate our lives, yet how well do we really understand them, and their differences? To get past the one-size-fits-all notion of organization design, this article presents four forms of organizations-the personal enterprise, the programmed machine, the professional assembly, and the project pioneer-each with its own way of managing and crafting strategy. Many organizations come remarkably close to one of these forms, while others can be understood as hybrids of them. Nevertheless, since organizations are made up of people, every one of us different, every single organization structure must be customized through a process of design doing.

This is a background note that surveys part of the extensive literature on organizational learning. The focus is on learning from experiences, how those learnings get translated into organizational routines and processes, and how that can also lead to getting stuck in competency traps. There is discussion on the learning curve, how that led to forward pricing strategies, and brief discussions on improvement, biases, and organizational memory.

This article presents principles and practical guidelines for how managers can succeed in growing the intelligence of their organizations by harnessing the complementary strengths of humans and artificial intelligence (AI). Organizational intelligence is the ability of collectives of intelligent human and digital actors to solve problems and adapt. Six principles for human-AI collaboration in organizations are explored-addition, relevance, substitution, diversity, collaboration, and explanation-and how they play out in leading organizations is discussed. Finally, practical guidelines are outlined for how leaders can enable their organizations to successfully make the change.

In this article, we highlight an increasingly important issue in the workplace: the dysfunctional divide between employees of different political affiliations that results in reduced trust and heightened conflict. We provide evidence that differences in political views are having an increasingly corrosive effect on trust, interpersonal relations, and the very ability of teams-at all levels and in many countries around the world-to achieve their missions and to reach their objectives. Drawing from data we collected from managers and professionals before and during the COVID-19 pandemic, we demonstrate the consequences of political polarization in the workplace and explain both how trust is built and how empathy has become an increasingly important factor in trust building among coworkers. Most importantly, we provide actionable strategies for team leaders as to how to effectively manage political polarization and increase trust among team members.

In 2023, The Official Board surveyed 853 executives on the topic of talent incubators/academy companies. Executives were asked to list the top three academy companies within their function, industry, and country. They were also asked: what practices differentiate these companies; if they matter when hiring; and if talent academies were harder to identify today than in the past. The note summarizes the findings.

Over the past few decades, business schools have embraced game theorists, economists, and others who deal in abstraction, all but stopping the solving of real-world, real-time problems. This text argues for a return to the medical model in business: listen, observe, and test. These three steps are the roots of human relations and organizational behavior; managers must fully assess a business and diagnose its problems before solving them. This model helped managers, consultants, and management scholars diagnose and solve problems faced by small and large organizations for decades, and it can continue to help companies today with myriad issues-including competition, leadership, diversity, and organizational structures-by offering a framework for addressing these problems rather than abstract theories. Chapter 5 explores the field of human relations today. Examples discussed include Lorsch's work on boards of directors, Thomas and Gabarro's work on the obstacles African-American executives face and what helped them reach upper levels of management, and Neeley's work on English as a lingua franca in relation to the Japanese company Rakuten. How business scholarship and education have changed since the height of the medical model's popularity is also discussed. Influences from other fields, such as economics, have surpassed that of the human relations paradigm in business education, but problems have arisen because of this shift.

Over the past few decades, business schools have embraced game theorists, economists, and others who deal in abstraction, all but stopping the solving of real-world, real-time problems. This text argues for a return to the medical model in business: listen, observe, and test. These three steps are the roots of human relations and organizational behavior; managers must fully assess a business and diagnose its problems before solving them. This model helped managers, consultants, and management scholars diagnose and solve problems faced by small and large organizations for decades, and it can continue to help companies today with myriad issues-including competition, leadership, diversity, and organizational structures-by offering a framework for addressing these problems rather than abstract theories. Chapter 4 focuses on human relations work done in the twentieth and twenty-first centuries by younger colleagues, including Kotter, Gabarro, and Hill, as well as Lorsch's research on white-collar workplace management problems. The evolution of the medical model is tracked across generations along with the usefulness of it. The medical model was used to better comprehend behavior of successful managers, the relationship between leadership and management, and the various skills and emotional resources needed for successful management transitions. The refinement of the medical model over the years allows for testing the findings of research that has grown out of the idea of "walking sticks" (i.e., real-world data gathering).

Over the past few decades, business schools have embraced game theorists, economists, and others who deal in abstraction, all but stopping the solving of real-world, real-time problems. This text argues for a return to the medical model in business: listen, observe, and test. These three steps are the roots of human relations and organizational behavior; managers must fully assess a business and diagnose its problems before solving them. This model helped managers, consultants, and management scholars diagnose and solve problems faced by small and large organizations for decades, and it can continue to help companies today with myriad issues-including competition, leadership, diversity, and organizational structures-by offering a framework for addressing these problems rather than abstract theories. Chapter 3 looks beyond the Hawthorne study to other successes of the human relations paradigm. The Dashman study focused on a real company facing issues that defied management theory; observation allowed executives to see what was actually going on and led to actionable knowledge. Other examples discussed include Turner and Lawrence's work on job satisfaction and Lorsch's work with companies in the plastic industry. Contingency theory explains why companies use different mechanisms for functional integration based on necessary company tasks. Compared to classical business theories, contingency theory is flexible and malleable to the point of being able to work for any organization.