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This case presents the branding challenge for Junior Achievement (JA) Worldwide, a very large and impactful social impact organization with limiting brand awareness. Reaching over 10 million students in over 100 countries, there is a great story to be told. The case provides students with the opportunity to lean in on a high impact branding challenge.

This simulation presents the challenge of integrating regional health system payments in a context where parties each operate independently and the social determinents of health are incompletly addressed. Set in New Hampshire, respoinding to a fedearal initiative, the simulation features five roles, each essential to the integraiton challenge. Ths case provides students with an experiential view on the challenge of breaking down silos in social impact service delivery.

This simulation puts studens in front-line health care roles navigating typical issues faced in a team-based work system. The facilitator role illustrates the imporance of facilitation (even with a student new to the role). Confidential role information for the five roles brings students to the meeting with both common and competing interests. This is an excellent case for illustrating the front-line dynamics in a high performance worksystem, as well as the value of employee voice.

In the summer of 2023, Amperity management was facing a critical decision on its future direction. Given the dramatic changes occurring within the digital advertising ecosystem, as concerns over consumer privacy placed limits on the ability to engage in third-party tracking, Amperity had to decide whether to pivot and develop a dedicated solution for advertisers based on first-party data. Such a pivot would require shifting resources from improving the company's core product, the customer data platform (CDP), which helped firms unify all their data sources and properly identify customers; as well as take targeted marketing actions mainly on their existing customers (i.e., development and retention efforts). A shift to serve digital advertising players not only had far reaching product development implications, but also strategic and go-to-market consequences. In particular, Amperity was considered a leader in the CDP category and a pivot could risk that position. Furthermore, the move would likely require changing the company's communications approach-who its salesforce targeted and how-and could imply partnering with digital ad agencies as well as ad platforms, like Meta and Google Ads. The monetization structure going forward also required careful consideration. Specifically, to date Amperity's pricing was contracted upfront and largely based on the number of customer profiles its CDP was expected to identify and the amount of data to be ingested. However, in the paid advertising domain, players typically took a percentage cut of the overall campaign spend. Not lost on Amperity co-founder and CTO Derek Slager's mind was that many clients, existing and prospective, were looking for concrete ways to leverage generative AI tools to improve their customer relationship management efforts.

In the summer of 2023, Eduard ("Eddie") Croitoru, Vice President (VP) of ICL Group ("ICL") Corporate Initiatives, was reflecting on ICL's internal ideation program, the Business Innovation for Growth (BIG) Accelerator. When Raviv Zoller became the CEO of ICL in 2018, he recruited Croitoru, then his Chief of Staff, to help embed a culture of innovation throughout the company. He tasked Croitoru with addressing employee engagement and innovation challenges, which led to the creation of BIG. BIG enhanced ideation of employees (called "BIG Agents"), accelerated execution of ideas, and improved collaboration within the organization. Under Croitoru's leadership, BIG had evolved into a process where ICL employees from around the world contributed ideas, many of which would go on to be realized and funded as projects by senior management. Croitoru spent three years refining the program, expanding its reach from 3,500 to all 12,500 ICL employees in four new languages. To push the program forward, he anticipated two challenges ahead-continuing to scale BIG company-wide while combining technology with the human infrastructure needed to optimize the program's success, and fostering more breakthrough, "extra-corerestrial" (beyond the core business) ideas within BIG.

Ariel Fristoe co-founded the Out of Hand Theater ensemble (OOH) in Atlanta in 2001. OOH began as a traditional theater nonprofit, which Ariel and her colleagues ran on a shoestring budget. But over the years, the group transformed: First, around 2010, OOH pivoted to science outreach. Then, around 2018, OOH shifted its focus to racial and economic justice, and staged a series of shows in Atlanta community members' private homes.

Sheng Sheng F&B Industries Pte Ltd (SSFB) was set up in 1985 as a wholesaler. Based in Singapore, it produced and distributed food and beverage products. At the start of the 21st century, SSFB ventured into sweet spreads with their new brand, Golden Light. When the COVID-19 pandemic subsided, SSFB renewed efforts for Golden Light in a new direction - premium sweet spreads. Business Development Manager, Wayne Chua, was cognizant of the changed global and local market conditions and sentiments. Within Singapore, SSFB faced a number of challenges such as competition against new and established brands - both foreign and local, and increasing consumer desire for more healthy options and reduced sugar consumption. Furthermore, as a wholesaler with no online or physical retail presence, it was dependent on retailers such as supermarkets as well as smaller shops and e-commerce outlets to distribute its products. The existing supermarket landscape was dominated by NTUC FairPrice, which had its own house-branded sweet spreads. In the online arena, grocery apps and search engines' algorithms favoured established brands over small, homegrown labels like Golden Light. This case can support discussion topics like impact of operating environment, market disruption, changing consumer behavior, product development and channel strategies.

Secretariat, if anyone remembers, won the triple crown at the Belmont Race Track on Long Island, located at the nexus of La Guardia, JFK Airports, the Long Island Railroad and multiple major highways. Belmont Race Track is now being rebuilt along with an adjacent UBS hockey arena for the New York Islanders which can be transmogrified into a spectacular concert venue with great acoustics and amazing design for the likes of Harry Styles and Bruce Springsteen who have already played there to packed audiences. Adjacent to the new arena is the new Belmont Park Village filled with luxury brands such as Prada, Zegna, Polo and the like. Do people who watch and bet on horses, attend hockey games and rock concerts, shop the luxury brands? Is this the way entertainment and retail will have to work together now in the age of ZOOM and e-commerce shopping?

Karim Nour, the founder of Kashat, an Egyptian nano-lending fintech company, is contemplating how to manage the growth of his startup. Over the summer of 2022, Kashat's loan disbursements had grown by nearly 40%, fueled by macroeconomic instability in Egypt. However, economic uncertainty had also deterred investors from investing in the region. Nour soon began to realize he did not have the funds to maintain the company's rapid growth, in fact, he may not even have the capital to keep the company running. The case explores Nour's journey as he grapples with the concept of 'hibernating' the company, halting lending operations and preserving Kashat's invaluable data algorithm. Within the case, Nour weighs the risks of hibernating versus holding out for funding as he prepares to meet with Kashat's board. He also considers the possibility of being acquired as a means of continued survival for Kashat.

This case covers strategic financial planning at the Boys & Girls Clubs of Central Virginia (BGCCVA), a nonprofit youth-serving organization with an annual expense budget of $6.7 million. In preparation for the next fiscal year, the CEO and CFO were compiling data and talking points for the May 2023 board meeting. BGCCVA was a high-performing, complex nonprofit with multiple locations serving more than 1,000 kids annually, and was often recognized as a standout by Boys & Girls Clubs of America (BGCA). The case explores two strategic challenges with financial implications: a new building and a staff development initiative, in addition to a recent leadership change. This case is inherently about managing competing strategic priorities, and gives instructors the option to explore everything from leadership transitions to annual budgeting. An obvious way to focus the discussion is through financial storytelling: first, understanding what the numbers mean, then second, evaluating the best way to communicate. There are opportunities to compare for-profit and nonprofit organizations as well. The teaching note includes an optional individual or team class exercise. This case is appropriate for full-time MBA, part-time MBA, and Executive MBA students, and can be taught in person or virtually.

Arconic Inc. was an international aluminum parts manufacturing and lightweight composite engineering conglomerate. In early 2019, it was set to be sold to Apollo Global Management Inc., a premier private equity firm; however, the deal fell apart due to a dispute over the valuation of pension obligations. The board of Arconic Inc. still demanded structural changes to maximize shareholder value, and in February 2020, the company engaged Bulge Bracket Bank (Bulge Bracket) to explore other options. The managing director of Bulge Bracket saw that there was a case to be made for spinning off Arconic Inc.'s Global Rolled Products division as a new company, to be called Arconic Corporation. He assigned a promising second-year analyst the task of conducting a comparable companies analysis to determine a fair valuation for Arconic Corporation. By drawing up a list of other companies in the materials industry and conducting a qualitative and quantitative analysis on them to identify comparable companies, the analyst was able to determine a reasonable implied valuation range ahead of the stock market listing of the spun-off company on April 1, 2020.

Yassir Benjelloun-Touimi, CEO of ARTEX, aspired to marry the world of art and finance. Hoping to promote transparent, fractionalized ownership of renowned artwork, the founder had spent years contemplating the birth of an art stock market. This exchange would allow investors to trade art shares, much like the real-time trading of conventional stocks. Accompanied by an educational platform and partnerships with art institutions, ARTEX would help "democratize" art and unlock a new, stable asset class for all. Was the world ready-and could Benjelloun-Touimi convince a sufficient mass of art lovers and more importantly, regular investors-into buying fractions of artwork that would be valued at market-trade prices?

In February 2023 acclaimed filmmaker Ava DuVernay is filming her latest movie, Origin, a daring adaptation of Isabel Wilkerson's book Caste: The Origins of Our Discontents. With Origin, DuVernay is pioneering a method to finance the endeavor-through a combination of investors and grantors-that is unheard of for a film of its size. A group of charitable institutions and individual donors have brought in around $35 million needed to acquire the adaptation rights, develop and produce the film; Array, DuVernay's company, which she describes as "a narrative change collective dedicated to the disruption of inequitable systems in Hollywood's film and television industry," has invested another $5 million. Is Origin on a path to success? What challenges await the filmmaker and her team further down the road, as their focus shifts from producing to distributing and marketing the film? And is DuVernay, with this new financing model, changing the game in Hollywood?

The Himalayan Chocolate is a start-up brainchild of Rohan Keshewar. Stuck in Manali during the Lockdown, Rohan stayed with a family in their homestay facility. While interacting with the host family, Rohan discovered that the locals had two primary sources of income: working at a nearby farm and tourism. Apart from that, they did not have any other source of livelihood. Owing to his skills in making chocolate, he made his first batch of chocolate for the host family using local food ingredients. It began the journey of The Himalayan Chocolate with a bit of start-up investment, raw chocolate, and unique local flavors. Rohan named the brand The Himalayan Chocolate to suggest a chocolate made by the Himalayan people using local ingredients.

In 2021, an investment management firm analyst needed to convince his portfolio manager that technology companies such as Amazon.com Inc. (Amazon) could have a strong investment thesis since they improved upon existing business models. To make his argument, he used financial ratio analysis to compare one of the portfolio manager's favourite companies, Walmart Inc. (Walmart), with a more technologically focused competitor in the retail space, Amazon. By analyzing the two companies using ratio analysis to highlight their similarities, the analyst sought to show his portfolio manager that Amazon was not only a technology company, but a better version of Walmart.

Bosch Automotive Product (Changsha) Ltd Co, is a leading automotive parts manufacturer, and a wholly-owned subsidiary of Bosch, a multinational engineering and technology company headquartered in Gerlingen, Germany. Since 2020, Bosch Changsha had accelerated its digital transformation through building an organizational culture that embraces digital innovation. By designing and implementing a portfolio of digital initiatives and programs, Bosch Changsha managed to establish a culture that embraces digital transformation and inspires employees to contribute to organizational change. Meanwhile, despite the significant success, the company also faced the question of how to continue leveraging culture to drive future digital transformation.

BYD Auto Co. Ltd. (BYD Auto) became the world's biggest electric-vehicle (EV) maker in 2023. Before its inception in 2003, BYD Auto's parent firm, BYD Co. Ltd. (BYD), was a Shenzhen, China-based battery manufacturer. Under the visionary leadership of the company's chair and president, a trained chemist with an eye toward sustainable transportation, BYD diversified into the automotive industry and transformed into an EV leader. Based on site visits and interviews, this case examined the design and branding aspect of the transformation. Combining technology with deep-seated local culture, BYD Auto strategically designed a series of models that incrementally established its leadership domestically. What should be the company chair's strategic move in 2024 to innovate on BYD Auto's EVs?

Jim Collins, executive director of Harvest Hands, was very active in the day-to-day operations of Harvest Hands, but he also bore the responsibility for planning for the future of the registered charity. Jim together with his wife, Jacintha Collins, founded Harvest Hands in 2020 in St. Thomas, Ontario. In less than three years, their charity had distributed over $7.6 million in rescued food to food banks, missions, and over 120 local agencies. An impressive accomplishment for a volunteer-run charity. Their policy of "We never say no" was quickly pushing the capacity limits of the organization and Jim needed to consider the options for expanding Harvest Hands to keep up with both growing demand and supply.

On November 9, 2020, Chhavi Jain wanted to participate in a contest created by her college friend Vikas Jack on the Dream11 mobile application. The contest was for the final match of the Indian Premier League (IPL) 2020 between the Delhi Capitals and the Mumbai Indians scheduled for November 10. In the contest, each user must create a team of 11 players. A user's performance was evaluated based on their team's performance in the live match. Jain faced the dilemma of selecting the 11 players for her team on Dream11. The number of credits for each player was different, depending on their past performance, and the total credit sum of all players had to be less than 100 credits. She did not know the players and their past performances in the IPL. Which players should she select in her team to increase her chances of winning the contest?