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Since its establishment in 1994 in Thoothukudi, Tamil Nadu, Sterlite Copper was mired in several controversies, including flagrant violation of compliance norms, causing extensive environmental degradation and health hazards. Sterlite Copper faced stiff opposition from the local community when it announced expansion of its production capacity in 2018. On May 22, 2018, the agitation took a violent turn when the police fired at protesters demanding the permanent closure of the plant, resulting in the death of 13 people. Using Wilson's interest group matrix, this case examines the impact of interest group activity on the policy politics process, the importance for businesses to interpret the policy politics process and its transitions, and how the strategies of different actors need to be responsive to the policy politics to prevent conflicts from escalating into crisis and tragedy.

In this political strategy case, Oni K. Blair, newly appointed executive director of a Houston nonprofit advocating for more equitable transportation resources, faces a challenge: how to persuade a Texas state agency to substantially redesign a highway expansion project, already decades in the planning, in and around Houston? When Blair was appointed head of LINK Houston, in August 2017, the project-to expand, modernize, and re-route a 25-mile stretch of Houston's north-south highway, I-45, from the downtown center to the outer beltway north of town-was entering its final planning stage. Supported by powerful state leaders and stakeholders, the project was intended to address I-45's safety and capacity problems, but critics questioned the plan on several grounds, especially given its adverse impacts on Black and Latinx neighborhoods-communities that had also borne the brunt of Houston's highway construction in the past, a common pattern in American cities in the mid to late 20th century. This case, centering the perspective of Blair, was written in two parts. In the A case, students learn about the design of the project, the benefits claimed by its proponents, the dangers flagged by its critics, the history of highway development in Texas, and the perspectives of residents in the Black and Latinx neighborhoods that would be most adversely affected. It ends with Blair's realization that TxDOT's public participation process will never lead to a serious reconsideration of the project's design and poses the question, what should she do now? The B case picks up as Blair and her colleagues assess the political landscape. Who are the real decision-makers? And who might be in a position to influence them? It traces their battle within Texas to persuade the state to re-imagine the project-a battle that will eventually include a lawsuit, federal intervention, and a controversial political deal. HKS Case 2253.0

The ATP Leaderboards evolve to provide real-time insights for fans, players and coaches, while the Second Screen capability aids players in refining strategies. Innovations like MatchBeats, Rally Analysis, Stroke Summary and 3D CourtVision enrich fans' understanding of the game.

Infosys collaborated with the International Tennis Hall of Fame (ITHF) to create a metaverse-based digital twin, bridging tradition and innovation. The post-Covid drive for sustainability prompted Infosys to address carbon emissions by developing an ATP carbon tracker app, highlighting its environmental and societal commitment. Enhancing visibility, Infosys revamped content interaction, creating an AI-driven journalism platform that streamlines content sharing. Furthermore, the company augmented existing technologies to provide fans with immersive experiences through augmented reality (AR) and was exploring the potential of gaming as a means of fan engagement.

The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.

This case discusses the dilemma faced by Harsh Mariwala, the business leader who relinquished the CEO position of Marico Limited, his family-owned fast-moving consumer goods company. Harsh had built the Marico business from scratch after a division in the senior generation of his business family. For over 30 years Marico had been an integral part of his identity and purpose of existence. Harsh is concerned about what to do after relinquishing his CEO position at Marico, which has so far defined his identity and purpose. At the same time, Harsh faces his family's pressure to ensure continued influence over Marico's business. Harsh is on a quest to carve for himself an identity that is distinct from Marico. He is facing the dilemma of how to detach from Marico and search for a larger meaning for his family business and himself. The is portrays a typical scenario of the letting-go challenge faced by family business leaders as they prepare to call it a day after a long spell of leading the business.

Allianz Turkey is a property casualty insurance company operating in a region experiencing increasing losses from natural catastrophe events related to climate change, for example hail, wildfire, and flooding. There are also substantial other natural catastrophe exposures including earthquakes. The operating environment includes high inflation and worsening exchange rates, both of which make it challenging to set premiums and to resolve claims when those milestones can occur years apart. In many ways the existence of these natural and financial pressures and the high awareness among the population of natural catastrophe hazards makes Turkey a precursor to what might occur in Europe and North America in the face of possible increasing perils related to climate change. The company has a dilemma at the time of the case regarding how to satisfy customers and settle claims from a hailstorm without historic precedent, which damaged tens of thousands of automobiles as well as other assets. How should the company satisfy these customers today? Should it avoid writing policies in higher risk areas in the future? Are there other ways to identify and manage risks in addition to contracts? The "B" case discusses the earthquake of 2023 and the "C" case discusses information technology, sensors, and predictive analytics that the company now uses to help manage the onset of and response to natural catastrophe situations.

Allianz Turkey is a property casualty insurance company operating in a region experiencing increasing losses from natural catastrophe events related to climate change, for example hail, wildfire, and flooding. There are also substantial other natural catastrophe exposures including earthquakes. The operating environment includes high inflation and worsening exchange rates, both of which make it challenging to set premiums and to resolve claims when those milestones can occur years apart. In many ways the existence of these natural and financial pressures and the high awareness among the population of natural catastrophe hazards makes Turkey a precursor to what might occur in Europe and North America in the face of possible increasing perils related to climate change. The company has a dilemma at the time of the case regarding how to satisfy customers and settle claims from a hailstorm without historic precedent, which damaged tens of thousands of automobiles as well as other assets. How should the company satisfy these customers today? Should it avoid writing policies in higher risk areas in the future? Are there other ways to identify and manage risks in addition to contracts? The "B" case discusses the earthquake of 2023 and the "C" case discusses information technology, sensors, and predictive analytics that the company now uses to help manage the onset of and response to natural catastrophe situations.

In this case, set in June 2019 in Bangalore, Karnataka, India, Deepa Bachu of Pensaar Design and her team work with client ITC Ltd. to use design thinking and behavioral experiments to improve workplace safety and strive toward the company's zero-accident goal. The case contains information on the conglomerate ITC and its subsidiary, ITC Paperboard and Specialty Papers (PSPD), along with background on worker safety trends in India. During Pensaar's engagement, its team embedded at one of ITC PSPD's sites, conducting observations and qualitative interviews with employees. Next, Pensaar's team collaborated with ITC employees at different levels of the organization to design and implement a variety of safety interventions to better understand how to improve safety at the plant.

In February 2023, Delta Air Lines (Delta) Chief Executive Officer (CEO) Ed Bastian, celebrated the airline's OneTen partnership in a room full of Atlanta's prominent business leaders, educators, and public servants in Atlanta, at a OneTen/Delta Launch Event. To support their commitment to OneTen's strategy, Delta had designed and launched a skills-first apprenticeship program, and its IT department graduated its first cohort of the "Next Gen Academy," a skills-first IT development program. Delta had also been building relationships with key stakeholders, including talent developers and non-profit initiatives, to create a local OneTen talent ecosystem. However, Delta remained the only Atlanta company signed up with OneTen. As Atlanta's "OneTen City Lead," Bastian hoped that the OneTen launch event would encourage other companies to help build out a robust ecosystem for Black talent.

In January 2023, Delta Air Lines (Delta) Chief Executive Officer (CEO) Ed Bastian and his team had just launched the third iteration of an internal skills-first apprenticeship program, designed to move frontline employees into "merit" positions in four job categories. The move to implement an apprenticeship program further advanced Delta's commitment to OneTen's "skills-first" strategy for Black talent. The DE&I and Talent teams launched the pilot program in March 2022 and the second iteration in July 2022. The program grew with each iteration, but the post-mortem of the third program revealed that Delta did not yet have the "bandwidth" to grow the program, and the program would require more leadership development and support for the managers and mentors of the apprentices. The team recognized that they had to figure out how to scale the program with some speed, but knew that change management would take a couple of years. Despite the challenges ahead, the skills-first apprenticeship program had only affirmed for Bastian that Delta was headed in the right direction, as they were better as a company when frontline employees graduated into different skills and opportunities and brought their knowledge of the business into corporate functions of the company. What, if anything, could they do to scale the program faster without sacrificing quality?

In 2018, Ana Owczarzak was appointed to lead Google Ads' new innovation and accelerator team - the Sales Acceleration and Innovation Labs (SAIL). The purpose of SAIL was to offer testing and incubation services for individuals within Google Ads who were developing new advertising products, services, and go-to-market strategies. When Ana began her new position, she inherited two programs that had been initiated in the core business but had stalled. After researching previous innovation endeavors within Google Ads, Ana and her team started establishing a team culture, procedures, methodology, and metrics to carry out rigorous and disciplined sales innovation across their globally dispersed team. Over the following two years, the SAIL team encountered and overcame numerous challenges related to vetting ideas, managing communication with internal and external stakeholders, adapting experiments with agility, and graduating programs into the core business. In 2020, SAIL received a $1 million budget and was expected to initiate two new innovation programs by Q3 2020. The SAIL team was in the process of developing a new idea-intake process when Ana was assigned to a six-month rotation in a new role. Soon after, COVID-19 began to upend economies across the globe, and some team members became concerned about SAIL's future. Prior to transitioning to her new position, Ana was determined that SAIL establish its intake process and had to select one of two proposals to implement.

The case deals with the century-old Canadian peat industry, whose activities take place far from major urban centres. The case is set in the early 1990s, a defining point in the history of peat extraction in Canada, when key decisions were made to ensure the industry's sustainability. On the other side of the Atlantic, the actions of British peat producers were damaging their industry's reputation, and something had to be done to prevent the Canadian industry from suffering the consequences. The case discusses the major challenges faced by companies and industrial sectors whose practices are questioned: achieving social acceptability, preventing and managing controversy, and maintaining legitimacy.

Case Supplement for Case IN1904

This case, a follow-up to "Design Thinking in Action (A): South Western Railway" (UVA-S-0377) and an abridged version of ""Design Thinking in Action (B): From Insights to Ideas at South Western Railway"" (UVA-S-0378), finds South Western Railway (SWR) and its design-consultancy partner, David Kester & Associates (DK&A), beginning work on a project to improve passenger experience. The team followed a classic design thinking methodology, the Double Diamond, focused on four steps-discover, define, develop, and deliver-and created an ambitious three-month schedule to meet a tight delivery deadline. The case describes in detail how team members gathered data from a variety of passenger categories, created persona types and journey maps, and identified new ideas to help SWR accomplish its goals. It concludes with questions about how these ideas should be tested. What design should experiments take? What outcomes were most important to measure and learn from? For those interested in adding self or peer assessment to students' design thinking learning journey, Professor Jeanne Liedtka, working with coauthors Karen Hold, Jessica Eldridge, and Treehouse Design, has synthesized more than a decade of research at Darden to create the Innovation Impact Assessment. This tool will help students identify personal development opportunities and provide them with practical guidance (in the form of detailed individual feedback reports) to accelerate skill development. The instrument identifies a set of five core competencies based on 44 behaviors that successful design thinkers have in common. It is available for individual use and bulk purchase via Darden Business Publishing at this link: https://store.darden.virginia.edu/innovation_impact_assessment.

This abridged case, the third in a series that begins with "Design Thinking in Action (A): South Western Railway" (UVA-S-0377), describes two waves of experimentation undertaken by UK railway operator South Western Railway (SWR) and its design-consultancy partner, David Kester & Associates (DK&A), during the deliver stage of their joint project to improve customer experience at SWR. They had followed a classic design thinking methodology, discovering customer experiences and needs, defining journey maps and personas, and developing concepts. In this final case, they tested those concepts in actual rail stations to determine whether they met goals for desirability, feasibility, and viability. For those interested in adding self or peer assessment to students' design thinking learning journey, Professor Jeanne Liedtka, working with coauthors Karen Hold, Jessica Eldridge, and Treehouse Design, has synthesized more than a decade of research at Darden to create the Innovation Impact Assessment. This tool will help students identify personal development opportunities and provide them with practical guidance (in the form of detailed individual feedback reports) to accelerate skill development. The instrument identifies a set of five core competencies based on 44 behaviors that successful design thinkers have in common. It is available for individual use and bulk purchase via Darden Business Publishing at this link: https://store.darden.virginia.edu/innovation_impact_assessment.

Supplements the (A) case, 720020.

When staff as well as investors participate in a profitable exit by a global private equity firm, the industry pays attention. KKR's sale of CHI, a garage door manufacturer, for a 9.8X multiple of invested capital (MOIC) made headlines in early 2022 as one of KKR's highest returns since the 1980s and for CHI's hourly workers and truck drivers for whom the pay-out would be life changing. More than 600 strong blue-collar workforce got an average of US$175,000 each, rising to US$800,000 for the longest serving employees. KKR had acquired the company in 2015 for US$700 million, and sold it to Nucor Corp for US$3 billion in early 2022. The celebrations were the result of a movement led by Pete Stavros, Chairman of CHI, and also Co-Head of the Americas Private Equity platform at KKR, who had worked with CHI management to give every employee an equity stake in the company, allowing them to participate in its growth as well as a substantial return upon KKR's exit. The case shows the power of equity ownership and incentive structures, as well as the challenges of implementing such fundamental changes in any business, setting the scene for discussions that go beyond DEI (diversity, equity and inclusion) to tackle issues such as social justice and the equitable distribution of wealth. https://publishing.insead.edu/case/kkr-chi

Ambareen Musa started Souqalmal by adapting the business model of UK-based online insurance brokers (e.g., MoneySuperMarket) to the UAE context. This two-part case describes some of the ups and downs of her journey, emphasizing the need for innovation and nimbleness in a rapidly changing competitive and regulatory environment.