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The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

Supplements the (A) case.

Supplements the (A) and (B) case.

In January 2009, Pfizer announced its acquisition of Wyeth in a cash and stock deal valued at $68 billion. This deal represented the first mega-acquisition since the world economic crisis, which began in September 2008. Jeff Kindler knew that the last acquisition (Pharmacia in 2003) had not gone as planned. Was Pfizer prepared for the Wyeth acquisition? Would it solve some of Pfizer's pressing problems or create new ones?

The integration of Wyeth began soon after the acquisition was announced in April 2009. Linked to the integration were a series of organizational structural changes. Jeff Kindler wondered whether the acquisition and all the organizational changes linked to it would be enough to generate real long-term success.

This case is a supplement to A Bomb in Your Pocket? Crisis Leadership at Nokia India (A).

Fox Island Wind Cooperative faces criticism from local residents.

This case is a follow up to HR-29A, and explains the actions taken by Keller Williams in response to the residential real estate market downturn in 2008 and 2009. The case explains the programs and initiatives put in place by the company to boost agent count, increase productivity, and reduce expenses throughout the organization. It also explains how the company relied on these initiatives to not only survive the market downturn but to thrive, achieving success by leveraging the strengths of the company's operating model, core principles, and values.

Mexico went through a major political transition in 2000, when Vicente Fox was elected President. Change was in the air throughout the country, and especially in government entities. One such entity was NAFINSA, the national development bank that had a stellar history in the first half of the twentieth century building the Mexican stock exchange and financing public projects. Its more recent history was less impressive, with charges of political influence, inefficiency and major problems in leadership. Fox had special plans for NAFINSA, however, wanting it to be a preeminent player in stimulating small and medium-sized business. He hired Mario Laborin, previously responsible for successful management of a private sector bank in Mexico, to turn NAFINSA around and advance this new policy mandate. The case, in two parts, centers on the approach Laborin and his team took to address this challenge. It intends to provoke discussion about the role of strategic management in complex contexts, the way different technical interventions can be used to facilitate change, and the question about where money should come from to facilitate change processes. HKS Case Number 1919.0

An analyst in 2010 is using the Bhopal catastrophe to illustrate proposed new accounting for contingency losses.

This case addresses the theme of crisis leadership in a multinational enterprise in a powerful way, to help students internalize the critical challenges of a multinational company in an emerging market. In August 2007, a routine product feedback and defect analysis process identified a defective batch of batteries supplied by a Japanese vendor, Matsushita. India happened to be the recipient of the largest proportion of the defective batch. Nokia's corporate communications team, based in Finland, in cooperation with the Indian team, responded with a customary global product advisory. Instructions were made available on the Internet for customers to diagnose a defective battery and get a free replacement. Nokia was shocked to see the antagonistic response from the Indian press to the product advisory and the ensuing mayhem that spread quickly through the country. The head of Nokia India, and his team, had to act swiftly to preserve the company's hard-earned reputation and market share.<br><br>Case A is set as a midnight strategy session at Nokia's Indian headquarters to chart out the way forward. Case B is a short version of what actually happened: how Nokia and the team successfully steered the organization through the crisis and not only survived but used the situation it to create new organizational capabilities.

In this case series, Margaret Ballis, a soon-to-be Darden School of Business graduate, is about to begin her dream job at a leading investment management firm. On her way to becoming a fund manager, she cannot help wondering about her future success. Ballis is trying to assess her ability to consistently outperform the stock market; she questions whether it is even possible to achieve persistent performance as a fund manager. Using data downloaded from Morningstar, Inc., on 2,852 mutual funds, students are prompted to investigate whether funds that beat the S&P 500 Index benchmark during a five-year period are more likely to beat the Index over the next five-year period. Students are asked to take a closer look at the "hot hand" phenomenon by investigating investors' reactions to streaks of outperformance and examining whether funds that outperformed their peers several years in a row also outgrow their peers in terms of size.

IASB proposes new defined benefit plan accounting standard.

The BP Mexican Gulf Oil spill requires BP to recognize or at least disclose investor-relevant information.

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

The New York City Department of Health and Mental Hygiene's Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of "food deserts" in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable. This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators.

An update to Vodafone cases A and B, describing Softbank's acquisition of Vodafone and its performance in Japan.

The (B) case describes the actions taken by Royal Dutch Shell's CEO and his management team to maintain their commitment to diversity and inclusion (D&I), as introduced in the (A) case, during a major restructuring of the whole organization.

This supplement to Bayer CropScience in India (A): Against Child Labor focuses on Bayer’s formulation of a value-driven strategy with three pillars: communication, implementation, and education.

Ben Balbale, a partner at hedge fund Matrix Capital, must decide whether to exit their investment in Rovi Corporation, a company with a diverse portfolio of patents used primarily for digital interactive guides. Rovi's shares are up over 50% from the time Balbale initiated a position in the middle of 2009.