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This case study underscores the complex problem-solving using digital transformation and associated change management. The case was set at the beginning of 2022 when the Chief Executive Officer of the Unique Identification Authority of India (UIDAI) reflected on the digital transformation enabled by the implementation of Aadhaar, a unique 12-digit identity number every Indian resident can apply for. The case study describes the various phases of the implementation and its consequent multiplier effect on the country. Given the immense success of Aadhaar (deployed across about 1.3 billion residents) and its pivotal role in India's digital journey, implying benefits for the public and private sectors, it is important to contemplate on the next steps for its future.

Online meetings are now part of our normal daily routines. They are easy to set up, we have hardware to make them happen, multiple software solutions and high-speed internet enable the connection. But are we really good at communicating virtually? Did we really unmute? This multimedia case builds on a recording of a not-so successful meeting (we will refer to this video as "The Meeting") of a distributed team. The recording is not from a real-life business meeting but a plot scripted by the authors to point out learning content and enacted by professional actors. The 5.5 minutes meeting clip activates a set of challenges that we face in online meetings: - Unclear communication; - Missing connection between the members; - Lack of engagement; - Issues with the technology. During the case discussion students learn how they can master interactions online, create better connections with other meeting participants, and how they can maximize their online presence.

While design thinking has gained popularity in product innovation, scholars argue that design thinking can also trigger and sustain organizational innovation. This study investigates the adoption of design thinking in the Design+Innovation unit at PepsiCo. It reveals nine design thinking practices that enable organizational innovation: valorizing personal attitudes and desires, engaging stakeholders in the design discourse, leveraging the design unit as an agent of change, fostering abductive reasoning, empowering decision making through prototypes, crafting proof points, absorbing external viewpoints, searching for co-conspirators, and aligning personal and organizational purposes.

The course overview note for the elective course Mastering Consulting and Advisory Skills (MCAS).

When managers consider storytelling part of their organizational strategy, it is generally considered a marketer's task. However, we argue that intentionally building a storytelling culture across domains and functions can provide value to all parts of the organization. Even so, storytelling can often feel like a formidable undertaking, exclusive to firms with ample in-house resources or finely tuned existing brand stories. This is not the case, and in this article we offer examples and concrete advice for companies of all sizes and resource levels to embed storytelling throughout the organization. Likewise, we build a case for developing organizational culture and capacity to harness the power of storytelling not only for marketing strategy, but also for overall organizational functionality. We provide examples of potential storytelling applications, a review of storytelling benefits, and step-bystep guidance on how to manage and embed storytelling.

The authors researched social investments at work and found that women may receive a lower ROI than men do for their work weaving the social fabric of their organizations. Men reported providing less frequent and different types of social support to colleagues than women yet reported higher levels of organizational encouragement and rewards and job satisfaction. To build future workforce communities both efficiently and equitably, organizations must revisit their policies and expectations.

Allegis Services (India) Pvt. Ltd., the Indian arm of the Allegis Group, a leading talent staffing and recruitment services firm, had become the best-practice advisor on enabling disability inclusion. With a large internal workforce that provided contract staffing and permanent hiring, they provided a template for various organizations that wanted to bring talent with disability into their workforce. Slowly and steadily, there was an increase in the number of people with disability inducted into formal white-collar jobs within Allegis and the clients it serviced. However, some challenges persisted. Given the accommodation requirements for hiring persons with disability, Allegis' clients questioned the business benefits of being disability-inclusive. A few organizations struggled to enable their hires, resulting in a few people with disability opting out of jobs in large and well-reputed organizations. The case broadens the scope of the Diversity, Equity, and Inclusivity (DEI) agenda within organizations by focusing on the dimension of enabling disability inclusion. The case helps debate the need for disability inclusion, the enabling systems and mindsets to be truly disability-inclusive, and its intangible benefits for organizations.

Historically speaking, working together in the same space-what is known as 'co-located' work-has been fundamental to maintaining managerial authority and control. The COVID-19 pandemic challenged this assumption head-on. Organizations the world overturned to remote work out of necessity; and for many, it went remarkably well. So well, in fact, that we now find ourselves in an era of hybrid work, The author presents three tactics for driving effective management and employee engagement in a hybrid work environment: providing employees with greater autonomy, building authentic intergroup relationships and harnessing the power of shared identity. All three enhance 'voluntary compliance'-which will always be required of employees, whether they are co-located or remote.

Prakash Singhal is an intelligent, strategic, and hardworking technology integrations project lead at WinCorp. He has taken up this position after a successful tenure at a leading consulting firm and postgraduation at a top-tier Indian business school. An avid traveler and explorer, Singhal has been excited about the company policy of working from anywhere thrice a week and spending only two days a week in the physical office. He soon settles into his team and begins working with his supervisor Anurag Das and his direct report Vivek Joshi. He begins working on landing a huge technology transformation project with ABD Group, an Indian manufacturing conglomerate and prepares a proposal for them. The client is busy with some internal audit and asks the project team, at the very last minute, to present its proposal in its office. Though Singhal has been utilizing his work-from-anywhere days and travelling, he agrees to the meeting and decides to join virtually while Das and Joshi decide to attend in person. Due to some network issues at the client's location, Singhal is unable to participate, and Joshi takes the lead on the proposal. Singhal realizes that all the recognition for this win is being credited to Joshi since he was physically present at the client meeting. Singhal is disgruntled and upset over this and is now considering his future at WinCorp. He is also wondering if the hybrid working system will ever be a possibility in India.

In March of 2021, the management consulting division of Global Consulting Company Canada was preparing to hold its biannual performance review call for consulting analysts hired in September 2019. The analysts had been unable to complete their traditional two-year rotational development program, which meant that no promotion would normally be recommended on this call. However, extraordinary circumstances caused by the outbreak of the COVID-19 pandemic in March 2020 made two analysts from this class stand out above the rest. The senior manager of the two high performers was planning to challenge the firm's strict requirements for promoting analysts. She wanted to keep her two high-performing analysts motivated and to fast-track their careers. Her presentation at the upcoming performance review call would be a key factor in the firm's decision.

Dena Almansoori, the first female and one of the youngest members of the United Arab Emirates-based e&'s leadership team, joined in 2020 just before e& began a strategic transition from being a regional telecommunications company to becoming a global technology company. As the group's chief HR officer, Almansoori had a key role to play in this transition. Her mandate was to build a culture that was a "magnet" for top global talent, such that e& would compete with the likes of Amazon and Google not only for customers, but employees too. Many deemed this to be a radically ambitious goal. When Almansoori entered, the company had never had a town hall meeting; e& did not have standardized benefits for employees; employees called their managers by titles not names and needed their approval to apply for internal jobs. However, in two short years, Almansoori and other leaders had made "seismic" changes to the 70,000-person organization's strategy, structure, talent profile, and people processes. Changing the "extremely hierarchical culture" that Almansoori saw as antithetical to being a tech company was a slower process. To speed it up, in a radical move for the organization and region, Almansoori rolled out a new internal mobility policy that encouraged employees to apply for internal jobs without asking their manager's permission. It was a symbolic gesture of "taking control away from leaders and putting it in the hands of employees" and a mechanism for altering manager-employee interactions-an area Almansoori could not directly control. In contrast, her other HR initiatives did not directly impact power dynamics inside e&.

Dena Almansoori, the first female and one of the youngest members of the United Arab Emirates-based e&'s leadership team, joined in 2020 just before e& began a strategic transition from being a regional telecommunications company to becoming a global technology company. As the group chief HR officer, Almansoori had a key role to play in this transition. Her mandate was to build a culture that was a "magnet" for top global talent, such that e& would compete with the likes of Amazon and Google not only for customers, but employees too. Many deemed this to be a radically ambitious goal. When Almansoori entered, the company had never had a town hall meeting; e& did not have standardized benefits for employees; employees called their managers by titles not names and needed their approval to apply for internal jobs. However, in two short years, Almansoori and other leaders had made "seismic" changes to the 70,000-person organization's strategy, structure, talent profile, and people processes. Changing the "extremely hierarchical culture" that Almansoori saw as antithetical to being a tech company was a slower process. To speed it up, in a radical move for the organization and region, Almansoori rolled out a new internal mobility policy that encouraged employees to apply for internal jobs without asking their manager's permission. It was a symbolic gesture of "taking control away from leaders and putting it in the hands of employees" and a mechanism for altering manager-employee interactions-an area Almansoori could not directly control. In contrast, her other HR initiatives did not directly impact power dynamics inside e&.

The case presents a multilayered story of long-term cultural transformation taking place within a large enterprise and an increasingly strategic industry sector. Global developments, including Europe's energy crisis, have placed renewable energy high on policymakers' and business leaders' agendas. They herald green energy as a catalyst that can accelerate the transition away from fossil fuels, intensify the fight against climate change, and lead to the creation of entire new industry sectors. Statkraft is Europe's largest producer of renewable energy. From its roots in hydropower, it has expanded into solar, wind, offshore wind, hydrogen and biofuels. In recent years, Statkraft has repeatedly ramped up its production targets, continued its ongoing spate of company acquisitions, and penetrated new geographies on several continents. It has also reorganized its general management into four market-oriented business units. To tackle this unprecedented complexity while living up to its ever-growing aspirations, Statkraft has had to redefine and invigorate the way its employees collaborate, particularly across silos. "We grow together" has now been upheld as one of the organization's core values. The stakes are high, and so are the obstacles - chief among them the deep-seated resistance to change, especially within the business areas that are accustomed to a high degree of autonomy. To date, Statkraft has begun shifting its governance model towards a matrix. It has explored a number of avenues that lead to empowering people, encouraging experimentation, and instituting rewards that are linked to improved collaboration. Nonetheless, there are powerful hurdles to overcome and tradeoffs to be made as the company implements and deepens the collaboration agenda.

This case is set in the last quarter of 2022. Tesla Inc. (NASDAQ: TSLA), the renowned global supplier of electric vehicles (EV), was one of the most talked about companies in the media, partly because the company's cofounder, director, and CEO, Elon Musk, took over Twitter for USD44bn in October 2022. Aiming to turn around Twitter's profitability, Musk carried a bathroom sink to Twitter's headquarters and let the management and staff members "sink in" the idea of massive layoffs. However, his reform plans and public vote result of Twitter's users resulted in a backlash. On 20 December 2022, Musk tweeted he would resign as CEO of Twitter once a replacement was found. On 24 December 2022, Tesla suspended its EV production in its Gigafactory Shanghai, its second largest plant, without providing an explanation to the public. It was believed the suspension was due to the surge in COVID-19 cases, and the slower demand for Tesla vehicles in the Chinese market. Musk and his companies had a few turbulent years, dramatic success and painful failures, as well as inspiring vision and self-inflicted wounds. Now, even some of his most enthusiastic supporters were beginning to question his leadership. For the 12 months of 2022, the NASDAQ Composite Index experienced a 33.89% drop, and Tesla's share price fell by 69.2% after closing at USD123.18 on 30 December 2022. Whether Musk's leadership performance was related to his recently revealed diagnosis of Asperger syndrome was being questioned. Could his Asperger's partly explain both his visionary genius and his irrational behavior? Did Musk's Asperger personality features contribute to his interest in Twitter, thus distracting him from Tesla? Did his unique personality profile affect his questionable management decisions? Musk's lack of focus on Tesla was blamed for a dramatic stock value downturn, and questions about his future fit as the primary steward of Tesla was becoming an issue for the Tesla board and Tesla's

A module note for the Mastering Consulting and Advisory Skills (MCAS) course, "The Trusted Advisor's Mindset" introduces some of the differences between working as an operator and an advisor.

A module note for the Mastering Consulting and Advisory Skills (MCAS) course, "The Advisor's Approach to Strategy Analysis" introduces the options-led approach to strategy as well as how this valuable piece of an advisor's toolbelt differs from that of an operator.

A module note for the Mastering Consulting and Advisory Skills (MCAS) course, "Communication as a Trusted Advisor" provides best practices for communicating as an advisor across multiple contexts.

A module note for the Mastering Consulting and Advisory Skills (MCAS) course, "Client Interviewing and Data Collection" introduces the essentials of client interviews and provides best practices for early career consultants and advisors.

A module note for the Mastering Consulting and Advisory Skills (MCAS) course, "Persuasive Client Presentations" breaks down bad habits and good rules of thumb when preparing and giving client presentations.

It was December 10, 2020, and Ed Bastian, the Chief Executive Officer (CEO) of Delta Air Lines (Delta), had just finished a meeting with Joanne Smith, Executive Vice President and Chief People Officer, and Keyra Lynn Johnson, the Chief Diversity and Inclusion Officer. The objective of this meeting was to review Delta's first public communication about Bastian's decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing 1 million Black Americans over the next ten years into family-sustaining jobs. For months, Bastian had been in continual dialogue with his colleagues about how to respond to the disproportionate impact of the COVID-19 pandemic on Black and Brown people and an increase in racially motivated violence, including the murder of George Floyd. Bastian had committed Delta to being the "Atlanta City Lead" of OneTen. Although Delta had been "bulldozed by the pandemic," he had signed onto OneTen with no hesitation. Smith and Johnson had raised many questions when first learning of OneTen, but they too had agreed that the initiative was consistent with Delta's own anti-discriminatory action plan. He agreed with his colleagues that Delta's approach to OneTen be strategic and sustainable. He recalled his response at the time: "I [don't] know what this will turn into," but "we have got to start somewhere."