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The Transocean (A) and (B) cases provide snapshots of two points in time in the company's history - the first in 2009 after a period of superior earnings and the second in 2023 after several years of poor performance. The two cases describe the same public company [NYSE: RIG] at two points in time characterized by vastly different financial and economic circumstances as well as different sets of senior executives. The cases highlight how different the same organization can appear within a relatively short 20-year period marked by the global financial crisis in 2007-2009, a major oil-rig explosion in 2010, a waning outlook in 2014, the slowdown due to the COVID-19 pandemic in 2020, and a potential economic recovery.

The Transocean (A) and (B) cases provide snapshots of two points in time in the company's history - the first in 2009 after a period of superior earnings and the second in 2023 after several years of poor performance. The two cases describe the same public company [NYSE: RIG] at two points in time characterized by vastly different financial and economic circumstances as well as different sets of senior executives. The cases highlight how different the same organization can appear within a relatively short 20-year period marked by the global financial crisis in 2007-2009, a major oil-rig explosion in 2010, a waning outlook in 2014, the slowdown due to the COVID-19 pandemic in 2020, and a potential economic recovery.

Founded in 1984 in Japan, Food & Life Companies Ltd. (F&LC) operated Sushiro, the largest conveyor belt sushi restaurant chain in Japan, and other types of restaurants that offered sushi and fish cuisine. F&LC was committed to offering high-quality sushi at an affordable price. By 2023, F&LC had established 644 Sushiro stores in Japan, of which about 90% were in the suburbs. F&LC was also expanding Sushiro in other Asian countries, replicating domestic stores and offering the same experience and quality of food. In 2023, the company had 87 overseas Sushiro stores and aimed to increase overseas sales to 50% of the total (from 20%) in the next few years.<br/> In June 2023, Koichi Mizutome, president and CEO of F&LC, was thinking about the go-to-market strategy for F&LC's entry into the U.S. market. Mizutome thought going into the U.S. was critical: he saw high growth potential there, and he believed it was unrealistic to expect future growth from the Japanese market alone. Was he correct? Should the company enter the U.S.? How?

Since 1834, eight generations of the Ayala family have used their conglomerate to fund nation-building projects in the Philippines, including investments in tramcars, telecommunications, hospitals, and schools. In 1997, Ayala's subsidiary, Manila Water, took control of the failing water distribution system in Metro Manila's east zone, vowing to rebuild the infrastructure and bring cleaner, safer, and more widespread water to the area. Manila Water largely succeeded in this mission in its early years, but, as time went on and the climate grew more unpredictable, it became increasingly difficult to source water for the growing population. By 2019, Manila Water became unable to bring its customers a consistent supply of water, prompting both public and political outrage directed at the firm and the Ayala family. With their legacy at risk and the problem of water scarcity enduring, how should Manila Water and Ayala move forward?

Since 1834, eight generations of the Ayala family have used their conglomerate to fund nation-building projects in the Philippines, including investments in tramcars, telecommunications, hospitals, and schools. In 1997, Ayala's subsidiary, Manila Water, took control of the failing water distribution system in Metro Manila's east zone, vowing to rebuild the infrastructure and bring cleaner, safer, and more widespread water to the area. Manila Water largely succeeded in this mission in its early years, but, as time went on and the climate grew more unpredictable, it became increasingly difficult to source water for the growing population. By 2019, Manila Water became unable to bring its customers a consistent supply of water, prompting both public and political outrage directed at the firm and the Ayala family. With their legacy at risk and the problem of water scarcity enduring, how should Manila Water and Ayala move forward?

In September 2023, Brighter Bites, a Houston-based non-profit that distributed fresh produce and nutrition education in underserved communities across 11 cities and 5 states, grappled with identifying the best path forward for continued growth. Brighter Bites proved that their program effectively changed behavior with participating families developing and sustaining healthier eating habits and consuming more fruits and vegetables each week, two years after they completed the program. Brighter Bites wanted to change the trajectory of health across low-income and food insecure households and had to navigate the program's dependency on produce and logistics partners and restricted funding sources.

As Tesla's first overseas factory and China's first wholly owned foreign automotive factory, Gigafactory Shanghai has developed rapidly, thanks to the series of industrial reforms in China and strong support from the Shanghai local government. Gigafactory Shanghai has bolstered Tesla's manufacturing capacity rapidly and significantly, enabling the company to tap into the growing global demand for electric vehicles, especially after the COVID-19 pandemic. Tesla's investment has also contributed to the advancement of China's electric vehicle industry and aligned with the broader goal of technological development and carbon neutrality. Nevertheless, Tesla's investment has risks, such as the deterioration of US-China relations, changes in government regulations and policies, competition from other automakers, and the threat of technological obsolescence. The student question revolves around Tesla's ability to defend its leading position in both the Chinese and global electric vehicle markets, with a view to creating a mutually beneficial partnership with the Chinese government. This case allows students to explore how host country industrial policies affect corporate investment decisions and how to deal with the uncertainties of foreign direct investment. After studying this case, students will be able to discuss the intricate relationship between industrial policies and foreign direct investment.

This case traces the rise of Nelson Mandela from his tribal home in South Africa to president of the country. Rejecting expectations that he would be a tribal leader, Mandela instead dedicates his life to fighting Apartheid. After peaceful approaches fail, he joins with others in violent resistance for which he is ultimately jailed. After a widely-covered trial, he spends 27 years in prison. As his celebrity grows, he continues to fight for freedom and, when finally released, becomes president of South Africa. He ushered in a new democratic constitution and worked valiantly to heal the country. Students will learn how Nelson Mandela navigated life's choices to leave a lasting impact on the world.

In the last 70 years, the small island of Taiwan has achieved what many believe to be a "miracle": its economy has grown at a record-setting pace, driven and guided by one of the world's most successful set of industrial policies, and it has become one of the richest and most open nations in the global trading system, with particular sway in the vital semiconductor sector. In more recent decades, however, the authoritarian government that originally led Taiwan's miracle has given way to a more open and pluralistic democracy and the growth of the island's semiconductor industry has slowed. Meanwhile, Taiwan finds itself in 2023 caught in the middle of a trade war between the United States and China, heightened by the threat of invasion from the PRC. Can Taiwan's newly pluralistic political system and plateauing technology sector maintain its miracle in such a vastly different environment?

Governments around the world are increasingly intervening in the private sector through industrial policies designed to help domestic sectors reach goals that markets alone are unlikely to achieve. Companies in targeted sectors-such as automakers, energy companies, and semiconductor manufacturers-may experience dramatic changes in their operating environments. The policies could create new costs or deliver significant financial incentives to shift R&D or manufacturing investments. They might also incent firms to alter their supplier networks or change their trading partners. Managers who have grown up in markets without such interventions are now facing an unfamiliar environment. In this article, HBS professor Willy C. Shih outlines some of the policy approaches and offers a framework for responding to them. Business leaders need to understand the competing interests shaping the policies, engage and educate political leaders and their staffs, collaborate with upstream and downstream partners, and weigh the pros and cons of accepting government incentives.

Chile, often considered among Latin America´s greatest economic success stories, suffered a shocking wave of protests in October 2019, as its citizens demanded reforms across healthcare and education systems, and protested inequality and rising costs of living. As Chileans and outside observers reviewed the situation, many reflected on the country's long history of inequality as the underlying source for public frustration. Chile´s inequality had declined since the late 1990s, largely due to previous governments' commitment to free market policies and economic growth. The country benefitted from a robust business sector that was open to international trade, and from a large and thriving middle class. Yet, Chileans were clearly angry, and their outrage now threatened to ruin the country's robust economy and political stability. Meanwhile, a growing number of observers became concerned and inspected the role that Chile's business sector had played in the country's successes and failures. Although business drove growth, it was also the sector that had escaped the troubles that beset so many other parts of the country. Moreover, Chile´s economic performance in 2022 was lackluster. What had gone amiss with one of Latin America's most successful economies? And who had the power, and responsibility, to make changes?

In early January 2022, as speculation about an impending Russian attack on Ukraine swirled, the leaders of Ralabs, a Lviv-based software-development company, started working on a business continuity plan, or BCP. They outlined various scenarios, each representing a different level of Russian action and Ukrainian response. They monitored the news to better understand the challenges the company and its employees might confront and talked nonstop to customers to gauge their nervousness about doing business in Ukraine. On February 24, 2022, Russia did invade Ukraine, and the company's advance planning paid off. Its leaders had already relocated some employees, allocated budget for BCP-related activities, developed HR policies for a range of emergency situations, and conducted a number of educational programs to help employees feel prepared, on topics ranging from managing in a crisis to being drafted into the army. As a result, just a few weeks after the invasion Ralabs was back to 90% of typical performance, which has more or less continued if not improved over the past year. The lessons it learned-around the importance of scenario planning, flexibility, decisive decision-making, and managing customers and employees through uncertainty-may be helpful both to other Ukrainian organizations during this war and to leaders around the world faced with navigating any crisis.

Over the past few years the European Union has fined companies more than 1,400 times for a total of nearly €3 billion for violations of the General Data Protection Regulation (GDPR). Almost every week stories appear about how AI-driven decisions result in discrimination against women or minority members in job recruitment, credit approvals, medical diagnoses, or criminal sentencing. These stories are stoking feelings of unease about how data is collected, used, and analyzed. According to the authors, managers who are examining projects that involve gathering human-provided data or leveraging existing databases need to focus on five critical issues: the provenance of the data, the purpose for which it will be used, how it is to be protected, how the privacy of the data providers can be ensured, and how the data is prepared for use. They begin with a brief overview of the organizational requirements for a robust ethical-review process.

In January 2021, Twitter CEO Jack Dorsey knew he would be asked to testify before Congress about Twitter's role in propagating false news and misinformation. Dorsey described Twitter as a "digital public square" and was a vocal supporter of the U.S. Constitution's first amendment (which protected freedom of speech). Central to his testimony was a controversy involving Internet neutrality: Was the Twitter social media service a neutral platform? If so, each user was responsible for his or her content; Twitter could not be held accountable for slanderous, hateful, or untrue information that users propagated. Was Twitter a publisher? If so, Twitter, akin to news organizations, was responsible for content its users propagated. Section 230, an amendment to the Communications Decency Act, further complicated matters, permitting platform hosts to restrict offensive content while shielding them from user-generated content liability. Given this ambiguity, how should Dorsey prepare for the next hearing?

In 2022, the U.S. Congress examined the Democracy Is Strengthened by Casting Light on Spending in Elections (DISCLOSE) Act, the latest in a long series of campaign finance reforms. According to its authors, the law would be the "most consequential overhaul of federal campaign finance" in 20 years. In addition to prohibiting campaign spending by foreign nationals, the reform would require organizations to disclose their major political donors in order to curtail the rise of "dark money" following the 2010 Supreme Court decision Citizens United v. FEC. The emergence of new online conduits also spurred an increase in small campaign contributions, which some hoped might counterbalance the influence of large donors. Overall, significantly more money entered politics in the U.S. than in any other democracy: $17.20 per capita in 2020 (case p. 5). Beyond changes in campaign finance, electoral campaigns have undergone dramatic changes in the last two decades, from the revival of campaign strategies focusing on the mobilization of non-voters to the increasing reliance on social media, such as the unprecedented use of Twitter by Donald Trump in 2016. While campaign activities had long been determined by culture and habit, modern campaigns were informed by the latest advances in social science. They used rich individual-level data to choose which voters to target with outreach efforts. Campaigns have made dramatic gains in efficiency. However, scandals such as the Facebook-Cambridge Analytica data breach led observers, regulators, and many concerned citizens to wonder whether candidates were abusing the vast resources available to them to manipulate the electorate. As they were discussing DISCLOSE, members of Congress debated whether 1) business involvement in campaigns had been a force for good; 2) campaign contributions should be encouraged or curtailed; and 3) regulations of other dimensions of electoral campaigns should be reformed.