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This case reveals Google's response to a list of employee demands aiming to combat sexual misconduct in the workplace. This case should accompany the (A) and (B) cases, "Gender and Free Speech at Google" (318085) and (319085).

"It's a celebration of the diversity and inclusion this project represents from its design, to its contracting, to its nonprofit partners," he said, referring to the process that Massport, the land's owner, had undertaken to select a developer for the hotel. Massport required that bidders incorporate diversity and inclusion (D&I) plans into their bids and announced that the plans would be considered alongside more traditional evaluation criteria such as building design, construction experience, and financial capabilities. On May 22, 2018, executives from the Massachusetts Port Authority (Massport) along with Massachusetts Governor Charlie Baker and Boston Mayor Marty Walsh gathered in the Seaport District of South Boston for a groundbreaking ceremony to celebrate the start of construction on a new hotel in Boston's Seaport District. The hotel, when completed in early 2021, would be the fourth largest in the state. "Today marks more than just a groundbreaking," said Mayor Walsh. "It's a celebration of the diversity and inclusion this project represents from its design, to its contracting, to its nonprofit partners," he said, referring to the process that Massport, the land's owner, had undertaken to select a developer for the hotel. Massport required that bidders incorporate diversity and inclusion (D&I) plans into their bids and announced that the plans would be considered alongside more traditional evaluation criteria such as building design, construction experience, and financial capabilities. The move was so unusual that some in the Boston development community doubted Massport was serious about giving so much weight-25%-to bidders' D&I plans. Nevertheless, at the groundbreaking of the $550 million hotel, Massport CEO Thomas Glynn told a Boston Business Journal reporter that Massport intended to use the new selection model for future projects.

As 2018 drew to a close, India prepared to once again carry out the largest democratic exercise in human history, as in less than six months more than 850 million eligible voters would have the chance to choose their representatives to the Lok Sabha-the country's lower house of parliament-and, thus, their country's Prime Minister and cabinet.[i] The election would pit the ruling party-the Bharatiya Janata Party (Indian People's Party, known as the BJP) led by Prime Minister Narendra Modi-against a collection of parties that included the once-dominant Indian National Congress party (Congress). The 2019 elections would serve as a referendum on Modi's first term in office and, therefore, on a high stakes question: had India's implausibly robust democracy produced the right leader for the right moment, or had it taken the wrong path?

This note examines the economic and political impact of the Australian government's deregulation and climate change policies, as well as a slew of additional corresponding market factors, on Australia's energy and electricity markets. Since the Australian government began its concerted effort to deregulate the power generation industry in the 1990s, prices for electricity and natural gas have risen significantly faster than either automotive fuel or the broader Australian consumer price index. As a result, Australia's energy and electricity markets and the government's intervention (or lack thereof) in these markets have become an extremely important and divisive political issue for the country.

Andrés Manuel López Obrador became president of Mexico on December 1, 2018. His election, and the victory of his new Party, MORENA, represent a sharp shift to the left by Mexico's political system. Previously, President Peña Nieto and his party, the PRI, had initiated and implemented the Pacto-a long overdue series of institutional and structural reforms. Yet even after several years, Mexico had not shown significant improvements in productivity, or growth. With U.S. relations at a low point, thanks to President Trump's neo-isolationism, Mexico elected Obrador as a nationalistic response. It remained to be seen how his new policies would affect Mexico's growth.

After five centuries of colonialism, four decades of civil war, an extended experiment with Marxism-Leninism, and nearly four decades of rule by a single man, José Eduardo Dos Santos, Angola finally has a chance to realize its enormous economic potential. A country blessed with enormous resources of oil, gold, and diamonds, it also has some of the most fertile remaining untilled land in Africa. However, since the end of fighting in 2002, Angola's vast wealth has been squandered by a small elite tied to the single party that has ruled the country since independence, the Popular Movement for the Liberation of Angola (MPLA). In a country with a per capita GDP of over $4,000, the vast majority of the population subsists on less than $2 per day, and little investment has been made in infrastructure, education, and healthcare. Can the country's - and the MPLA's - new president, João Lourenço implement the necessary reforms to unlock Angola's economic potential, or will the existing power structure prevent the sort of change that is required if Angola's people are to finally see the benefits of independence?

Founded in 1963 by Bhavarlal Jain (Bhau), who believed in "providing solutions for every problem," Jain Irrigation in 2018 had a global footprint and $1.1 billion in revenue. Bhau had insisted that his business add value to farmers' lives and promote sustainable agricultural practices, and that social mission remained at the heart of the organization. Jain's business was now run by Bhau's four sons and included five main business units: micro-irrigation (MI) systems, industrial-use pipes, tissue culture research and development, food processing and solar energy products. As a new, third generation began to move into company management, the Jain family considered how to sustain growth, profitability, and also their commitment to farmer livelihoods.

Supplement to 717028.

This technical note discusses the potential of Blockchain technologies in Africa, particularly to overcome institutional voids in trust and transactions.

In Hong Kong as elsewhere in the world, Uber operates in a grey area. Thousands of passengers are using Uber service in the crowded city on a regular basis; many drivers make money through Uber by providing quality service and idle vehicles. On the other hand, taxi drivers have voiced strong oppositions to Uber on the ground of unfair competition and unlawful businesses, and staged several protests that were widely reported. Officially, Uber service is illegal in Hong Kong, as the government clarified explicitly that Uber drivers broke the law by offering car hiring services without any license or third-party insurance. The public is often puzzled: Uber seems such a nice thing that benefits both passengers and drivers, especially because the traditional taxies have such a poor quality and are often unavailable during peak hours. Why shouldn't we allow a healthy competition from a new and promising business model that seems to benefit everybody except the competitors? Isn't competition a good thing in general? So the question is, should the government allow Uber to operate legally? This case enables the instructor to go through the uniqueness of the taxi industry and the necessity to regulate the traditional taxi industry. The case provides evidence of what will happen if the industry is deregulated. Once the uniqueness of the industry is illuminated, the instructor can guide the students to discuss whether Uber's new business model is able to overcome the two major problems of the traditional taxi industry: adverse selection and tragedy of the commons. This case can be used for courses that cover public policy at both MBA and the UG levels. It can also be used for an economics course. Finally, the case can be used to discuss the new business models.

This case provides an inside glimpse into the unraveling of crisis management effectiveness at the hands of an organization's leader. In the dark of night, a runaway train owned by the Montreal, Maine and Atlantic Railway (MMA) jumped the track, setting off pools of fire that decimated the tranquility of the French-Quebec town of Lac-Mégantic. More than 1.5 million gallons of petroleum crude oil, spewed from 62 of the train's tank cars, turned the town into an inferno. Forty-seven townspeople were incinerated. In the heart of town, homes and businesses were destroyed. Every crisis tests the mettle of its leaders. This case captures lessons of what not to do when representing your organization in crisis. The tragedy is a dramatic platform to explore and evaluate the extraordinary challenges that leaders encounter in crisis, from untangling causes and contributing factors attributable to their organization, to facing into the devastating impact. Through verbatim transcripts contained in the case and publicly-accessible videos, details are brought to light as they unfolded, including crisis leadership offenses of speculation, finger-pointing and cross-cultural insensitivity.

In the A case, Rose Matthews, vice president for patient advocacy at University Hospital, must decide how to handle a startling discovery about patient risk. Weeks after a patient dies, lab results revealed the cause was prion disease, a deadly condition similar to mad cow disease. Since the diagnosis of this very rare condition was not known at the time of the patient's brain biopsy, surgical instruments used for the procedure were conventionally sterilized (rather than using special methods required to kill prions) and reused in up to 100 other surgeries. Now Matthews and her team must decide an ethical communication dilemma: (1) disclose the potential, though very low risk that patients may years later develop the disease; or (2) choose to protect patients from mental anguish related to worrying about a disease they most likely will not develop. The B case reveals that the medical team decided not to disclose this news to patients, only to have the news leaked to the media by a disgruntled hospital employee. The forthcoming teaching note offers three potential teaching plans for this case depending on the desired learning objectives: (1) writing a risk or crisis communication plan; (2) setting up a two-minute role-play of an oral statement delivered at the beginning of an internal meeting or for a press conference; and (3) responding to the media leak.

In the A case, Rose Matthews, vice president for patient advocacy at University Hospital, must decide how to handle a startling discovery about patient risk. Weeks after a patient dies, lab results revealed the cause was prion disease, a deadly condition similar to mad cow disease. Since the diagnosis of this very rare condition was not known at the time of the patient's brain biopsy, surgical instruments used for the procedure were conventionally sterilized (rather than using special methods required to kill prions) and reused in up to 100 other surgeries. Now Matthews and her team must decide an ethical communication dilemma: (1) disclose the potential, though very low risk that patients may years later develop the disease; or (2) choose to protect patients from mental anguish related to worrying about a disease they most likely will not develop. The B case reveals that the medical team decided not to disclose this news to patients, only to have the news leaked to the media by a disgruntled hospital employee. The forthcoming teaching note offers three potential teaching plans for this case depending on the desired learning objectives: (1) writing a risk or crisis communication plan; (2) setting up a two-minute role-play of an oral statement delivered at the beginning of an internal meeting or for a press conference; and (3) responding to the media leak.