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Industrial agriculture feeds the modern world but its practices, such as monocropping and use of chemicals, have caused significant damage to the environment and food supply. Regenerative agriculture, in contrast, is a set of holistic farming practices that is gaining in popularity as a method for not only increasing crop yields but also renewing the land. Business inputs vary greatly between the two: industrial production requires more complex machinery and external inputs, while regenerative agriculture relies on the Earth's natural processes, but is dependent on additional labor costs. This case explores a U.S. farm founded in 1866, White Oak Pastures, and the business acumen of current proprietor Will Harris III. Students will analyze the organization's financial costs and risks, environmental impacts, change management, and potential for growth with innovative revenue streams.

Set in April 2020, the case talks about TAIGER, a software-as-a-service (SaaS) company providing natural language processing (NLP) solutions in a rapidly growing market where demand and competition for such solutions are high. TAIGER solutions could process and digitise large amounts of physical data, perform search and extract functions on data, and make appropriate recommendations. The algorithms and tools were bundled under three packages, and were customised for every client. Client companies were mainly large organisations and government entities. Despite a growing customer base, Arroyo and his team found it increasingly difficult to service new clients, who demanded more customisation and services. TAIGER's solution packages were bundled together with customisation and post-implementation support services based on contract licenses. The downside of this model was that it used many resources and limited the delivery of the products to a per project basis. The monetisation of the model was also complicated and project costs were difficult to control. Administering customised solutions was time consuming and expensive for both TAIGER and its clients; it also lacked flexibility and quick scalability for large-scale implementation. Arroyo realised that he needed more than just efficient solutions, given the expanding opportunities for NLP in the market and the constraints of TAIGER's existing solution packaging. He wondered if designing a new business model was the right way forward. Would he also need to devise a new pricing strategy and rebundle solution offerings? How could he unbundle the business value of TAIGER's NLP solutions?

As the COVID-19 pandemic shut down businesses and schools in 2020, global health authorities and governments kick-started the quest for a vaccine for the novel coronavirus. This case study details Operation Warp Speed, the $18 billion public-private partnership initiated by the U.S. government to accelerate the research, development, manufacture and distribution of COVID-19 vaccine therapies. The case explores the history of public-private partnerships in the United States, and the ambitious U.S. government effort to deliver 300 million doses of a COVID-19 vaccine by January 2021.

Kalahut: The House of Arts (Kalahut) was an Indian e-commerce site that connected instructors specialized in traditional Indian arts and cultural forms with customers interested in these services. Since its launch in July 2020, it had mainly served customers in India; however, it had also seen modest engagement on social media platforms and its website from individuals outside of the current customer pool. As the COVID-19 pandemic had resulted in both increased web traffic to e-commerce sites and an increase in the number of people looking for new activities while in lockdown, Kalahut hoped to take this opportunity to expand into a new market. In late 2020, Kalahut's co-founder needed to decide which of three potential market countries to enter. Which would be the most suitable avenue for expansion?

The case revolves around a critical incident that took place at an Indian pharmaceutical company, in which various stakeholders had very different perspectives regarding the nature, causes and consequences of the incident. By illustrating the contrasting perceptions of the same event, the authors have shed light on the nature of perception and perceptual processes, including cognitive biases and errors in human judgement. The case provides insights into how these manifest in the organisational context and how managers could be made more aware of them to avoid errors in judgment and make choices that are more informed.

The SuperApps series of cases presents student-entrepreneurs with some of the difficult non-operating problems they are sure to confront in their startups. This fictional case features Clara Ladoucette, a recently graduated startup CEO who is struggling to raise her next round of capital. The case is built around a relatively simple storyline and case facts but includes quandaries around ownership, control, and the fraught transition from bootstrap to business. It makes students think about just how hard this process is, and anticipate questions they must answer to attract big money into their small startup. It is a "Mini Case" in three parts, with all of the essential facts and financial information to judge the characters and company but without gratuitous detail. Though short, it captures many of the most difficult questions confronting early-stage entrepreneurs. SuperApps was written for graduate and undergraduate business school students who are exploring their own entrepreneural ideas or simulating the startup experience. It is an appropriate addition to courses in entrepreneurship, business law, startup legal documents, and early-stage corporate finance. With student assignments beforehand, the three segments of the case can be taught in two ninety-minute classes.

In 2020, JPMorgan Chase announced a $30 billion Commitment to Advance Racial Equity. The Commitment included investments in housing, small businesses, and financial literacy across the U.S., and diversity, equity, and inclusion within the bank. It was part of a broader cultural shift within JPMorgan and U.S. society to better acknowledge and work to remedy the effects of systemic racism in the financial system. The bank was now focused on implementing their commitments-turning their $30 billion into homes, bank accounts, and businesses that would improve the situation in minority communities across the country.

Distinct Software (disguised name), a global enterprise software company, is at an important point in its growth trajectory where the luster of its mantra of "grow and win at any cost" has dimmed with increasing competition and margin pressures. To help navigate its sales organization through this difficult phase and improve sales productivity, the firm has hired Sam Chadwick, a digitally savvy industry veteran as its new Global Sales Head. Chadwick would like to use the power of AI to get the job done but is expecting stiff resistance from his sales organization. Chadwick thinks his best shot to demonstrate the power of AI is to use it to predict the chances of winning three specific deals as detailed in the case. Students can use the accompanying large-scale dataset of the firm's win/loss analysis to develop AI models for predicting probability of winning deals and provide guidance to the firm on whether or not to pursue each of the three specific deals.

In late June 2019, the president of Wellington Brewery, a medium-size craft brewery located in Guelph, Ontario, Canada, wanted to determine the best growth strategy for his company. He also hoped to recover recent expenses incurred for a major expansion of the company's operations. Although the business's growth across the province was the main objective, he also needed to consider various potential options and other factors. Wellington Brewery faced the challenges of an unpredictable and oversaturated market. Ontario's craft brewery industry was characterized by unexpected growth, shifting consumer preferences, and intense competition for shelf space at limited retail outlets. The president urgently needed a plan for continuing Wellington Brewery's expansion, and to ensure it remained relevant and financially strong during challenging times.

As Switzerland's largest retailer, Migros is operating in an industry with negative growth, sales developing towards online and fierce competition. The Swiss healthcare industry on the other hand is growing with an average growth of 3.0% over the last 10 years, with a growing importance on household budgets, making up for 12% of GDP. Migros operates with an organically grown structure, regrouping 10 regional cooperatives, which are owned by 2.2.m members (Swiss residents) and gathered under the Federation of Migros Cooperatives (MGB) which acts as headquarters. According to the vision of its founder, Gottlieb Duttweiler, the group is pursuing a social mission and profitability targets are set defensively. Since 2015, with the acquisition of Medbase, the group started building a footprint in healthcare, gradually expanding with the acquisition of paramedical services and pharmacy chains. The company announced to further expand its footprint by organic expansion whilst it started a strategic partnership with a health insurer. The company disposes of key capabilities such as reach and brand awareness which can be leveraged to make an impact in the health industry. In its current form, the health arm is being developed as a separate vehicle (Medbase) and kept away from the Migros brand. There is a conscious direction to minimize damage to the Migros brand in case there is a strategy shift in the future. The healthcare industry is growing rapidly but the market has significant inefficiencies and needs an overhaul to remain sustainable. It is a high margin business as compared to the retail industry and also comes with the potential to position Migros as the provider of a single-owned, health insurance solution which could serve as a catalyst to a necessary transformation of Migros.

In March 2021, delivery app CEO Oscar Pierre and his team consider strategies to grow Glovo's quick commerce delivery service and to approach their expansion in Kenya.

This case details the challenges Collin Wallace faced at FanGo, a mobile ordering technology company that he founded based on technology that he developed as a college student. The case explores critical decisions that Wallace had to make, including in which market to apply his technology, whether to pivot to another market, and whether to sell his company to a strategic acquirer.

On the verge of failure, BlackBerry brought in John Chen as CEO in 2013 to orchestrate a bold turnaround of the company. Once an iconic leader in the smartphone market, BlackBerry was best known for its tactile QWERTY keyboard, strong security, and a focus on business users. By 2009 it had come to dominate the North American and global smart phone markets. But Apple and Android entered the market with a strong consumer focus and an extensive suite of apps. BlackBerry's subsequent efforts to emulate their competitors was too little and too late. With few options left, the board brought in Chen. Under Chen's leadership, Blackberry executed a full pivot from a hardware company to a software company, focused on the cyber security market. Leveraging their expertise in security, and funding it by monetizing their extensive real estate holdings and library of intellectual property, Chen led the successful transformation of the company into a software enterprise. Along the way came many challenges including how to delicately manage the ramp down of its hardware business as it ramped up its software business. By 2020, BlackBerry had $1 billion in software revenues, with strong gross margins, and positive operating cash flow. However, BlackBerry was at a crossroads. The stock price had stubbornly plateaued as investors waited for signs of significant growth. Yet in order to grow, BlackBerry might have to sacrifice profitability to gain market share as it competed against both deep-pocketed, large players and agile startups. The decision to invest heavily in growth would have far-reaching implications on BlackBerry's go-to-market strategy, pricing, and distribution. Focusing on market share would violate the model that Chen had worked so hard to put in place. Was this the right strategy? Were there other options the company should pursue?

In May 2020, amid the lockdown in India brought about by COVID-19, P. C. Musthafa, chief executive officer of iD Fresh Food (iD), a food company located in Bengaluru, India, was preparing for a virtual meeting with his co-founders. The company offered customers the value proposition of "freshness" and operated in the ready-to-cook and ready-to-eat segments. iD's flagship product was batter for preparing idlis and dosas, which were popular Indian breakfast dishes. The co-founders had to decide how to address the challenges arising on both the demand and the supply side of the business brought about by the pandemic, including production and logistics challenges on the supply side, a dip in demand, and the growth of competitors in the segments. How should iD plan its production amid the disruption to the supply chains and logistics sector brought on by the pandemic and ensure that its products maintain the promised value proposition of freshness? How could it ensure that customers continued to trust iD? Could iD script a fresh story and reach its vision of becoming a ₹10-billion company by 2023, despite an economy ravaged by the pandemic?

Atrae Inc. was a Japanese software firm providing platform matching services for job recruitment in the software engineering industry. As compared to traditional Japanese firms, Atrae adopted a unique approach to managing its employees. Instead of the rigid hierarchy and top-down management approach that typified a Japanese firm, Atrae had a flat organizational structure and heavily relied on decentralized decision-making and individual motivation. The company's unique culture was viewed as a key driver of its business success-success that the company's founder and chief executive officer wanted to advance with a public listing on the Tokyo Stock Exchange. However, while the public listing would allow Atrae to grow substantially, it would also necessitate formal organizational checks and balances that could harm the company's organizational culture. Would a public listing propel Atrae to greater heights or would it result in the company's demise?

During the COVID-19 pandemic, Jeff Bezos, the chief executive officer of Amazon.com Inc. (Amazon), became the world's richest person by adding US$6 billion to his net worth by the end of March 2020. While the worth of other billionaires was decreasing because of the unprecedented market volatility created by the pandemic, retail sales surged to a record level for Amazon. To meet the additional workforce requirements created by the sudden rise in demand, Bezos announced a new hiring drive for Amazon's warehouses and delivery network. The announcement came when Amazon's labour practices were under the scrutiny of New York State and New York City authorities for the disputed "wrongful termination" of a warehouse worker. Amazon's conduct was vehemently condemned by labour unions, labour supporters, the media, and New York City authorities. At the same time, Amazon employees expressed their concerns about the hiring of additional workers, as more workers could further aggravate the workplace safety issues at the company's warehouses. Bezos vehemently claimed to be committed to workers' health and safety and announced new paid sick leave and hazard benefits policies for workers who were not working from home. Was the authorities' scrutiny of Smalls' termination and the workplace safety measures at Amazon's facilities a signal of legal battles looming for Amazon? Was Bezos protecting the wellness of his employees? Did the new policies and safety measures point toward a change in Bezos's crisis management strategy? How could Amazon move from a greed/profit perspective to a profit with purpose perspective? How should Amazon manage in an almost permanent crisis-like situation?

On November 1, 2018, the Women's National Basketball Players Association (WNBPA) informed the league that it had decided to opt out of the Collective Bargaining Agreement (CBA) that had been signed in 2014 and was scheduled to run through 2021. The opt-out, which was not unexpected, triggered a period of negotiation that was described by WNBPA President Nneka Ogwumike as "incredibly complex." This case takes students inside this complicated negotiation process and reveals the dynamics of its successful outcome.

The Michelin case study is about business and cultural change through the implementation of a digital transformation. It describes how Michelin, a 130-years old leading global player in the tire industry, was facing intense competition from Asian low-cost players, who were commoditizing the core product. In addition, large digital platforms, such as Amazon or Alibaba, were disintermediating distribution and vehicle ownership patterns were also changing with the emergence of new rental and car-sharing models. These changes brought the message home to the management that Michelin needed to refocus on putting its customers at the heart of everything the company does, simplify operations, empower its people to make the change happen and innovate its business model to find new sources of value. Michelin embarked on a digital transformation that was the catalyst for all the transformation of the global business. The case details the steps taken by senior management to initiate and deploy its digital transformation and, in parallel, evolve what was a very strongly entrenched company culture. The success of Michelin's digital and culture change was in large part due to a strong commitment to digital transformation from senior management and a careful execution orchestration taking into account the highly decentralized and global nature of the organization.

The OpenGov: Bringing the Cloud to Government case presents the example of OpenGov founder and CEO Zachary Bookman, who creates and scales a high growth venture to serve government. Bookman demonstrates the mindset and skill set required of entrepreneurial leaders able to drive change across legacy institutions. The case unfolds as Bookman exhibits six skills that propel OpenGov to success. It starts with Bookman's ability to "Find the Gap" and spot an opportunity that others don't see. Soon Bookman and his team "Drive for Daylight" by outlining the long term vision for what they seek to accomplish. Through quick decision making and multiple iterations, they "Fly the OODA Loop." Bookman and his team Observe, Orient, Decide and Act to propel OpenGov's growth. Of course, they don't always get it right. They "Fail Wisely" by learning through setbacks and testing ideas through experiments to make failure cheap. At every stage of growth, Bookman and his team "Network Minds" to harness diverse points of view in order to solve problems in novel ways. Bookman is determined to build a culture in which employees "Gift Small Goods" by generously supporting each other. Throughout the case the skills are presented in the context of the entrepreneurial leadership challenge Bookman must deliver on in order to build a thriving business working with the legacy institution of government.