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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 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.

LeadSquared is a Bengaluru-headquartered Unicorn that provided end-to-end marketing, sales, and onboarding automation solutions on a SaaS (software as a service) platform. It aims to offer the best-in-class sales execution platform for high-velocity sales teams. In 2022, it had about 1200 employees largely in India. In addition to operations in Bangalore, it had operations in Noida, Hyderabad, and Mumbai in India, New Jersey in the US, and Johannesburg in South Africa (after acquiring another firm in the same space). More recently, it had established offices in Jakarta, Indonesia and Melbourne, Australia. LeadSquared has over 2000 customers across 40 countries. The case provides a context to examine the issues faced by a technology startup as it raises funds, attracts employees, and acquires clients. It ends with the stage where the organization aspires to expand, and the leadership is contemplating on the challenges it might face as it expands into new geographies.

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.

"Ten Years Later" is a series of one-page narratives that provide a glimpse of "what happened next" in the lives of a group of members of the INSEAD MBA graduating class of 2002. The narratives, recounted by female and male graduates of different nationalities and aspirations, give students a flavour of how life can turn out for people who have 'sat in their seats' before.

Ajeet Singh was an example of an authentic leader, devoting himself to tackling the societal grand challenge of sex trafficking and child prostitution in India. Singh was the founder and leader of Guria India (Guria), a non-governmental organization with a holistic approach to improving the lives of sex workers and trafficked women and children. Through trial and error learning as well as years of immersion in and working with the community in one of India's red-light districts, Guria had developed an end-to-end approach attacking the challenge at its systemic roots in poverty, corruption, and the failure of social institutions. However, Guria still struggled with an insecure funding base, low salaries for staff, and an insufficient leadership pipeline; Singh could identify no successor to take up his work. Singh wondered how he could extend Guria's reach across all of India: Should Guria establish new locations in other cities, and if so, how would these be staffed, and what kind of leaders would be needed? How could Singh find and groom a cohort of successors to follow and replace him once he was no longer capable of providing his current level of proactive leadership?

This paper will provide an overview of the nature of anxiety and depression, the particular vulnerabilities and stresses of CEOs, and suggestions for managing mental health in the workplace.

Ken Xie, cofounder of cybersecurity giant Fortinet, faced a critical decision that would validate his leadership. Fortinet became the industry's second-largest pureplay cybersecurity firm by developing differentiated hardware and investing in R&D. However, after a stock downgrade despite strong financials, Xie weighed adapting messaging versus remaining steadfast. With competitors like Palo Alto Networks gaining accolades for cloud focus and acquisitions, some advisors pushed Xie to highlight Fortinet's comparable cloud capabilities more. But doing so would diverge from Xie's conviction in hardware advantages in a complex, rapidly evolving cybersecurity landscape. As threats became more sophisticated, agility in communication was essential. The impending earnings call forced Xie to consider his conviction with openness to new narratives. Xie grappled with how to amplify cloud messaging without having it overshadow and dilute Fortinet's core identity rooted in hardware expertise and advantage. The case analyzes how cybersecurity leaders make high-stakes decisions weighing competing demands between long-held beliefs and market adaptations in shaping their communication, where a wrong choice could expose customers to evolving threats.

In 2016, Roche, then a 120-year-old global leader in healthcare, pharmaceuticals and diagnostics, was in growing need of reinventing itself to become faster and more adaptable. It was facing disruption both from nimbler rivals and new competitors. The organization was sometimes likened to a "tanker" - a collective of 100,000 employees around the world that had become slow-moving and weighed down by bureaucracy and too many processes. Cris Wilbur, the incoming head of People & Culture, was tasked with articulating and orchestrating what she termed a cultural evolution towards agility, empowerment and self-directed leadership. One of the transformation's primary goals was to channel more funding into the company's R&D pipeline. This required that Roche should not only reengineer its ways of working but also uphold its long-standing commitment to science and innovation, its newly articulated core values and its purpose of "Doing now what patients need next." The case examines the difficult choices that executives at Roche had to make in order to anchor and sustain the change for its workforce around the world, including tradeoffs between: Autonomy and alignment, top-down and bottom-up initiatives, quantifiable business outcomes versus employee engagement and professional growth. And, more specifically, the demands placed on Roche - a manufacturer of PCR tests - by the Covid pandemic while it was simultaneously battling a sense of transformation fatigue among employees. The case raises questions about segmenting and signposting the change process, and about the next phase in the process, likely more stable and, by comparison with the starting point in 2016, less defined by immediate and existential external threats.

Reviving an inactive social connection might seem as simple as reaching out to someone and starting a conversation, but reestablishing a professional relationship takes more care. New research has found that there are three key elements to refreshing a dormant tie successfully: remembering each other well, catching up on relevant experiences, and perceiving the relationship similarly. The researchers discuss how best to reestablish positive professional connections and avoid awkward missteps.

Lisa LaFlamme was the trusted face of CTV National News. In 2022, she was at the height of her career. It was therefore a shock to her colleagues and viewers when, on August 15, 2022, she posted a video on Twitter to announce that she had been abruptly ousted from CTV by its parent company, Bell Media Inc. (Bell Media). Bell Media was hit with seemingly never-ending waves of negative press, including speculation that sexism and ageism had been the reasons behind LaFlamme's ousting. The choice to get rid of LaFlamme, and the manner in which that choice was exercised, had lasting negative effects that Bell Media surely had not anticipated. Looking back, was replacing LaFlamme unequivocally the wrong choice? Or could it have been handled in a way that would have prevented such backlash?

Loneliness is a rampant and modern epidemic that affects the majority of employed adults and shows no signs of subsiding. Loneliness not only contributes to numerous health problems-including anxiety, depression, heart failure, and suicide-but can also cause greater employee stress, cynicism, distrust, and decreased job performance, as well as higher turnover and absenteeism. Loneliness-prompted absenteeism singlehandedly costs employers billions of dollars a year in lost productivity. Consequently, understanding and managing workplace loneliness is of paramount importance for leaders. A review of the causes and outcomes associated with workplace loneliness is provided in this article, as well as three evidence-based interventions that can help reduce workplace loneliness: (1) fostering opportunities for relationship building, (2) increasing support around evolving work contexts, and (3) fortifying a people-focused organizational culture. By presenting research-based guidance, we help leaders combat on-the-job loneliness faced by employees, as well as managers; generate healthier work environments; and cultivate improved individual, team, and organizational performance.

In times of crisis, organizations face a dilemma: How should they balance between minimizing losses and surviving financially, and acting for the benefit of all stakeholders and of society at large? In theory, managers should balance between multiple demands, forgoing short-term profits to address human needs when necessary. But in practice, managers may face challenges in balancing demands during a crisis. Combining the stakeholder-agency and compassion perspectives in the context of crisis management, we present the compassion-centric behavioral agency in crisis (CCBAC) framework to address this theory-practice gap. We suggest three levers for organizations and policymakers to encourage this behavior from organizations: developing and using technological and innovation capabilities, paradoxical leadership behaviors, and employee well-being and generosity programs. Organizations benefit from the CCBAC framework because they become better positioned to maintain their long-term competitive advantage and positive organizational identity while contributing to the needs of society. Policymakers benefit from incentivizing such organizations because they serve as an intermediary to achieve outcomes for society at large. Throughout this article, we use the COVID-19 pandemic, responses to mass shootings, and other example crises to highlight the tension and opportunity within our "both/and" approach. We conclude that organizations can be compassionate even as they pursue profit and efficiency in the long run.

The market for behavioral biometrics-a technological evolution whereby patterns in human movement and activities can be identified, captured, and analyzed-is expected to exceed US $11 billion by 2031. We highlight the evolution from early physiological biometrics (e.g., fingerprints and iris scans used to verify the identity of individuals) to today's behavioral biometrics. Technological advancements now turn our retail stores, offices, and warehouses into live data streams that let us closely and automatically monitor employees' conduct at work. Although this development raises several legitimate surveillance and privacy concerns, behavioral biometrics can potentially benefit organizations and employees alike. Such mutual benefits compel managers to approach behavioral biometrics using our TRUST framework: transparency of intentions, respect for concerns, understanding the importance of choice, sharing the data benefits, and proactively timing the development. Managers who do so will gain a clear focus on organizational and employee well-being.

First Place Winner; 2023 DEI Global Case Writing Competition American clothing company Levi Strauss & Co. (LS&Co.) had a diverse workforce and prided itself on not discriminating against employees based on their race, ethnicity, sexual orientation, or gender. LS&Co. reported treating its employees equally and with gender pay parity. It had diversity, equity, and inclusion (DE&I) initiatives in place. However, in May 2020 the company recognized that women held a minority of higher-level positions and Latinx/Hispanic and Black employees were underrepresented, as well. Consequently, the company hired Elizabeth A. Morrison as its new chief diversity, inclusion & belonging officer. Morrison's challenges included developing a talent pipeline of Black designers; ensuring pay equity in all the company's markets; improving the recruitment and retention of a diverse workforce; and establishing an ongoing inclusive culture. With LS&Co. as an example of a firm with both DE&I shortcomings and accomplishments, students can understand the concepts of diversity, racial discrimination, pay parity, gender equity, and inclusion, and how to apply them in business settings.

Trilling Foods, a regional bricks-and-mortar grocery chain, has recently provided its frontline managers with new tools for using data. Allison Andersen, Trilling's VP of Data Science, has spearheaded these efforts. Yet, as she works with Kent Wade, the general manager of one of Trilling's grocery stores, Andersen quickly discovers that many frontline workers are not bought into it. Taking the perspectives of managers from across multiple levels of the organization, the case examines how individuals with different backgrounds and experiences manage digital transformation.

Transport Solutions was a global travel services company with headquarters in the United Kingdom (UK). It had a matrix organization design with 5 lines of businesses (LOBs or verticals) supported by 5 different business units (BUs or horizontals). However, with the entry of smaller and Agile new players in the market around 2015, Transport Solutions started experiencing challenges. The organization followed a 'waterfall' model of software development with teams from different BUs contributing to the development in a systematic stage-by-stage process. This helped ensure high quality products and services. However, the downside was that the minimum time to market (cycle time from concept to reality) was 26 to 33 weeks depending on the complexity of the product. Everyone was busy doing the work as expeditiously as possible and there was no reason to believe that the cycle time could be reduced further. The case focuses on the transformation of Transport Solutions from a siloed organization to an Agile organization, and the assistance provided by TCS in facilitating the transition. It describes some challenges faced during the transition and the interventions by the management of Transport Solutions and TCS to address those challenges to successfully implement Agile.

Whether you've heard the term or not, chances are you've already formed many of your own 'management operating principles'- the guidelines you use to make decisions and get things done from day to day. Understanding how these 'guardrails' influence your work can make you a better leader, says the author, who spent 10 years as a senior executive at Google. She shares her own four operating principles and how she formed them. In the end, she says that it is the combination of your team environment and the team's execution skill that will produce great results. But for that to happen, you need to operate within a consistent framework of core principles.

With its ability to take mundane tasks off employees' hands and make everyone more productive, ChatGPT is a game changer. In fact, it is just as big a deal for leaders as COVID-19 was. That according to Wharton Professor Ethan Mollick. In this wide-ranging interview with HBR Ideacast host Curt Nickisch, Mollick describes the main ways to use the technology, which include basic writing tasks and HTML coding. He also touches on the risks involved and the questions leaders need to be asking in order to optimize the use of ChatGPT in their organizations. And for those who haven't yet tried it out, his advice is simple: holding off on experimenting with ChatGPT is a big mistake.

Does your firm's culture support its strategy? If not, you'll need to retool your culture, and that's not so easy to do. The values, beliefs, and norms that make it up are intangible and diffused throughout your organization, and employees tend to resist anything that threatens established behaviors and relationships. To figure out the secret to doing cultural change well, the authors examined how business leaders around the world approached it. They learned that successful ones didn't begin with workshops, studies, or new HR policies. They began by creating stories highlighting actions that were deeply inconsistent with a firm's established culture but reinforced an alternative culture more aligned with its strategies. The most effective stories were authentic, featured the leaders themselves, offered a break with the past and a path to the future, appealed to hearts and minds, and were dramatic and memorable. Most critically, they empowered employees to begin crafting their own stories about cultural change so that everyone in the organization ended up co-creating a new culture together.