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The case explores the development and early growth of a data science team at the Golden State Warriors, an NBA team based in San Francisco. The case begins by explaining the initial rationale for investing in data science, then covers a debate on the appropriate team structure, navigating the initial hires, and which projects the team should prioritize. The rest of the case describes the first major project the team worked on: a model to predict when customers would purchase tickets. Along the way, the team had a number of important decisions that they needed to make around what outcome to model and what model to use. Unfortunately, just as the model was completed, the team faced a setback when the NBA season was suspended due to COVID-19, pausing the project for a year. The case then takes place before the start of the 2021-22 seasons, with the team needing to determine if they should use the seasons to run an experiment and evaluate their model on real customers or if they should fully launch the model in the hope that it increases ticket sales. The case comes with supplementary data and code (HBS Supplement no 624-712) that allows students to perform the analysis described in the case.

Online retailers may assume that customers value speed above all else when it comes to the delivery of goods ordered, but research shows that customers value other things when it comes to attended home delivery. This article explains why it's important to analyze customer data to determine actual preferences before making costly decisions to optimize delivery networks.

Orchadio, a direct-to-consumer grocery business, needs to conduct its first two A/B tests-one to evaluate the effectiveness and functioning of its newly redesigned website, and one to market-test four versions of a new banner for the website. To do so, it will rely on a technology management platform designed by Split Software, whose feature flags allow Orchadio engineers to (1) turn specific software features on and off and (2) to limit access to those features to specific groups of website visitors. These capabilities in turn enable A/B feature testing. Split also offers data analytics to allow Orchadio to assess how its tests affect a plethora of Orchadio's business, software, and operating metrics. Orchadio managers now need to decide how to design their experiments for maximum impact, including whether or how to sequence them.

Joint ventures in which one partner holds a minority stake can be tricky: Minority partners often aren't able to force resolution of their concerns and end up taking a back seat to the dominant stakeholder. The authors describe 10 ways minority partners can more effectively negotiate and structure their rights to amplify their voices and increase their governance and influence.

In this installment of the MIT Sloan Management Review's Leading With Impact series, Mike Fisher discusses his role as chief technology officer at online marketplace Etsy with coach and consultant Chris Clearfield. Fisher shares his perspective on leadership as a craft, the need to speak the language of business, and the value of fostering a learning culture and "having the courage to reimagine old ways of doing things."

Digital technology can improve the in-store customer experience and it can give retailers more data on shoppers' preferences and habits. Some early adopters of the "frictionless store" seek to integrate online operations with physical stores, while others are focused on making shopping quick and easy for consumers while gathering plenty of data on their buying habits. This article provides an overview of the current landscape and guidance for retail executives considering their in-store tech strategy.

Set in 2021, this case describes the Certis Group's transformation journey from a traditional physical guarding service provider to an advanced provider of integrated operations technology services for security, facilities, visitor management, and other types of monitoring related businesses. Certis started in 1958 as a Singapore government unit for auxiliary police, and restructured into a private commercial entity in 2005. They grew to a US$1.1 billion multinational with an overseas presence in six countries and territories, while leading their home market. Their digital transformation was enabled by a platform created for orchestrating Internet-of-Things sensor streams with Artificial Intelligence-enabled analytics, centralized command and control, and workforce coordination and communication. This new "Security+" approach to delivery made it possible for Certis to scale beyond prior limits, integrate across multiple service lines, and offer new types of services. They began rolling out Security+ solutions in 2018 starting with Singapore's iconic Jewel Changi Airport, a 10-storey megamall, and expanded to other large multi-use facilities and industrial zones. Paul Chong, President and Group CEO since 2004 was keenly aware that competitors saw the success Certis was having with its digital transformation and platform-based approach. What could be their path forward for developing their next generation of delivery capabilities to drive further growth locally and overseas?

Conventional ways of making strategy are inadequate to survive amid uncertainty and complexity. Rather, strategy must be grounded in company purpose based on deeply held values what the authors call "soul" and informed by "brain": cognition augmented by advanced analytics and other technologies. Implementing strategy becomes a way of life when leaders follow six key practices drawn from the examples of soulful business leaders in Japan and elsewhere.

Digital twins are well established in industrial and manufacturing applications, but many more use cases are now opening up thanks to developments in enabling technologies like internet-connected sensors, 5G communications networks, augmented and virtual reality, and AI and machine learning. The authors identify three key areas where there is strong potential for harnessing digital twins and offer four recommendations for increasing the likelihood of their success.

Having the wrong culture undermines the best-laid strategy and organizational development plans, but many leaders haven't necessarily accepted the need to be proactive in building the types of culture required for their transformation strategies to succeed. The authors describe seven elements of adaptive culture that they consistently see in businesses that have transformed successfully and share a set of eight culture transformation principles that maximize the likelihood of success.

Mossack Fonseca, a Panama-based law firm, specializes in Corporate Law, fiduciary services, investment advice, and international business. In April 2016, several media around the world revealed that they had a set of 11.5 million confidential documents from this firm, which had been obtained by an anonymous source with access to the firm's information systems and databases. According to the media, the documents showed how wealthy individuals used offshore companies to hide their assets from public scrutiny. The scandal had severely undermined the reputation of Mossack Fonseca's clients -including many high public officials and renowned celebrities. Carlos Sousa, the law firm's Public Relations head, had to write a news release to address the terrible scandal involving the so-called Panama Papers. Mossack Fonseca's clients interacted heavily with the firm via its web portal, which ran on open-code software and, as reported when the scandal made international headlines, featured multiple vulnerabilities that threatened information security. Carlos found it hard to fathom the impact the public knowledge of this vulnerabilities would have on the firm's clients, and he knew he had to announce remedial actions. What should Mossack Fonseca communicate to the press and its clients? Could the firm have prevented this cyberattack? What steps should the law firm take?

In traditional shareholder capitalism, the only stakeholders that have mattered are investors, as the providers of financial capital, and customers, as the source of revenue. But great strategy recognizes the significance of other valuable stakeholders. The authors highlight the successes that a range of companies have achieved by addressing the needs of employees, business partners, and local communities as well.

In January 2014, CITIC 21CN Technology Company Limited (CITIC), a firm that had been under the radar, took the Hong Kong stock market by storm after its stock price soared 372% upon Alibaba Group's acquisition. Alibaba, the world's largest e-commerce company, took a controlling stake of CITIC and subsequently renamed it AliHealth. CITIC had operated a state-owned pharmaceutical product monitoring platform overseeing the massive supply chain of manufacturers, distributors, drugstores, and medical organisations in China. Developed in 2006, the proprietary system was used for pharmaceutical serialisation aimed at safeguarding public health. Using cryptography-based authentication and traceability technologies, the system efficiently traces illegal activities across the supply chain from manufacturing to point of use and expedites recalls of counterfeit medicine. Given China's plan to extend the serialisation mandate to all categories of medicine, the company appears poised for strong growth in the coming years. To scale the system, what more could have been done? Should the system adopt the latest blockchain technology? Should the company dedicate more effort to strengthen stakeholder engagement?

Eliminating global carbon emissions by 2050 depends on tackling the one-third of emissions from heavy transport and the heat-intensive manufacture of materials, which are hard to abate. This article argues that not only is abatement feasible it can be profitable. In the current decade, new technologies, materials, design methods, financial techniques, and business models, along with smart policies and aggressive investments, could revitalize, relocate, or displace some of the world's most powerful industries.

New research exposes the conflicts working parents may face when weighing concerns about their careers and where they live and work, highlighting the significance of company real estate decisions for talent recruitment and retention. The authors discuss two dominant factors that influence parents' geographic preferences and recommend five responses from business leaders that will resonate with working parents.

Why does progress in the data space continue to be so slow? Based on a review of organizations' successes and failures, discussions with experts in data and analytics, and study groups that dived deeply into the topic, the author identifies the underlying factors impeding organizations' data science efforts and points to nine key areas they must address in order to advance their data initiatives.

Unlike traditional company assets that will deteriorate or be depleted over time, data can be reused and recombined freely without degradation. Increasing the liquidity the ease of data asset reuse and recombination of strategic data is the first step to data monetization. The authors describe how the efforts of a financial services firm and three other organizations to facilitate the recurring reuse and recombination of strategic data assets are paying off.

E-commerce and the pandemic have disrupted brick-and-mortar retail, but new research shows an opportunity for culturally rich brands to leverage in-person shopping to build loyalty. When it comes to items like high-end watches, wine, and designer clothes, customers still want shops where they can immerse themselves in a brand's culture and learn more from knowledgeable employees. The authors discuss winners and losers in traditional retail and how stores might transform to meet customer needs.

Typical approaches to culture change relying on leaders to define the culture and cascade it throughout the organization, or fully outsourcing the responsibility of shaping and building culture to an HR group rarely produce real results. Instead, when individuals' behavior and actions become habits, it can truly change a culture. The authors explore three of the most widespread dangers to culture change and provide proven strategies for addressing them.

In this interview, the second in MIT Sloan Management Review's Leading With Impact series, Urvashi Tyagi discusses her role as CTO at ADP with coach and consultant Chris Clearfield. She also describes ADP's systems-first approach to its payroll and HR solutions business and shares what she has learned about creating a healthy corporate culture and evaluating employee performance.