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Supplemental Material for product W27084.

Supplement to case 616020

In the spring of 2021, the board of directors of Kimball International, Inc. (KII) was considering changes to the company's executive compensation plan. Two years earlier, the board had appointed Kristie Juster as the new CEO of KII, a publicly traded, small cap maker of commercial office furniture based in Jasper, Indiana. Juster had set in motion a major organizational transformation aimed at putting KII on a higher-growth trajectory. Under her leadership, the company had examined its purpose, adopted a new strategy, revised its compensation plan, and undergone a major restructuring. And then, COVID-19 hit. The company adapted quickly, but the pandemic had a significant impact on KII's profitability and stock price, and on executive pay which was significantly tied to both. As the pandemic dragged on, the board had to decide how to design an executive compensation plan that would be fair to employees, fair to shareholders, and meaningful to executives in a highly competitive labor market, while also aligning with KII's purpose and strategy, and driving its ongoing transformation.

Kasliwal and his team had been working on prototypes for a tea-brewing machine since 2013. After running out of funds, they decide to introduce the latest prototype in the market and test it for user experience. After receiving feedback from customers and observing them interact with the machine, they started designing an improved product. They faced the dilemma about the best way to go about growing their revenues.

Bail funds, organizations that collect money to post bail for community members who are eligible for cash bail to stay out of jail until the time of their trial, have grown throughout US history, buoyed by major civil rights events such as the Red Scares, Civil Rights movements, Vietnam War Protests, among others. Given the volume of potential community members who would benefit from bail fund assistance and the plethora of defendant information required to process the bail payments, such funds like the Springfield Bail Fund face a logistical and management challenge.

The case opens in January 2022 as Hamza Jawaid and Saad Jangda, co-founders of Bazaar technologies (Bazaar), the Pakistani high growth B2B e-commerce marketplace, are looking over the performance of the newly launched "buy now, play later" feature. The traction looks promising and seems to deliver more share of wallet per customer, so the co-founders are trying to envisage how big this business could get and whether it would overtake Bazaar's core business. The case provides a background on the launch of the delayed payment feature-it seems low risk and additive to the core business and is financed by the capital previously raised. The competitive environment is bound to heat up and the co-founders need to decide how best to sustainably grow this new business while also expanding the B2B business across 15 cities in the next six months.

Frustrated by the current system's shortcomings, including failing to provide clients with the teams they needed for increasingly advisory work and affording junior consultants an opportunity to adequately apprentice, Murphy was worried that the current compensation system was holding RRA back from executing on his growth strategy intended to help RRA-a top 5 search firm-recapture market share lost to its competitors since the great recession. He had tried many attempts, over multiple years, to change the culture through other means, but only with tepid success. Now he had to decide whether to pull the trigger on a large-scale effort to adjust RRA's discretionary bonus system after hearing concern-and even anger-over the proposal from some of his top 20 consultants. To permit students to analyze the situation, they have access to detailed, real performance and compensation data for all RRA consultants in 2015 (in the supplementary (C) case spreadsheet), along with the modeling RRA did to forecast the effect of the compensation system changes on each person. Students can therefore analyze how a more collaborative approach to compensation might positively impact some consultants and adversely impact others, assessing the benefits and risks of the dislocation. By asking students to decide whether Murphy should move forward with the new compensation system, or whether an alternative might be better, students will wrestle with the role of compensation systems in driving intended behaviors, such as collaboration, and thus in supporting or warping organizational culture, performance, and growth. By analyzing the dislocation to employees' variable compensation due to a change, students will learn the challenges of changing and calibrating compensation systems.

In August of 2018, Tania Tetlow is inaugurated as President of Loyola University New Orleans, in the midst of turmoil. Prior to her start, the university was given a final warning to land a balanced budget by year's end by its accreditors or risk facing probation. It is now up to Tetlow to see through a transformation already wracked with turmoil, with an eye toward necessary cost-cutting and future growth. How should she steady the ship financially; build trust with the administration, Board, faculty and staff, and student body; manage a group of consultants brought in by her predecessors; and communicate to these groups about the potential reality on the horizon? More fundamentally, how will she see Loyola through the risk of probation just months into her tenure?

This case, a follow-up to "Food Supply and COVID-19: Breaking the Chain (B)" (UVA-OM-1691), looks at how the global food supply chain was faring almost 18 months after John Tyson wrote that America's "food supply chain is breaking." It explores the rising prices, global shipping issues, food-industry hiring problems, and political turmoil that the coronavirus pandemic continued to leave in its wake in late 2021 and beyond.

Info Edge is the first Indian Internet company to list on the Indian stock markets (in 2006). It is a widely successful company with many lines of business - it operates a jobs classified (naukri.com), a real estate classifieds (99acres.com), a matrimonial classifieds (jeevansaathi.com) and a higher education classifieds (shiksha.com). Info Edge also has a very successful corporate VC arm, which at different points owned ~50% of Zomato (restaurant listings and food delivery) and Policy Bazaar (insurance comparison shopping). We have related Info Edge's 30-year journey across two cases - Naukri.com (A): the Business of Internet in India and Naukri.com (B): Corporate Venture Capital in India. Both cases have separate teaching notes and are designed to be used either independent of each other in 90-minute sessions, or to be used one after the other in two 90-minute sessions This case examines Naukri.com's internal investments in other online classifieds - 99Acres, Jeevansaathi, and Shiksha, its attempts at vertical integration - Allcheckdeals and Quadrangle, as well as its corporate venture capital arm that makes financial investments in other startups like Zomato and Policy Bazaar. This case touches upon strategic aspects involving venture capital and popular consumer Internet startups in India, which are hotly debated topics in business media and various discussion forums. The case examines the strategic background of venture investments in great detail and ends by questioning the parameters of defensibility of venture funds. The case also discusses Info Edge's investment decision-making framework and valuation framework and examines the differences between financial venture capital and corporate venture capital.

This case depicts Singapore's TraceTogether (TT) story, beginning in early 2020 when COVID-19 was spreading globally with ravaging effects. TT was the world's first national application of a digital contact-tracing tool. Remarkably, the initial version of TT was developed and launched in just eight weeks. The increasing adoption of TT (both as a mobile app and as a hardware token) enabled the early identification and isolation of infected cases much faster than manual tracing. Part A of the case covers the related events and decision-making until the launch of the TT app on 20 March 2020. Part B covers the subsequent development efforts, version upgrades, follow-on releases and other issues until November 2021. The ability of the Government Technology Agency of Singapore (GovTech) to respond quickly to this unforeseen crisis was germinated about 7 years prior. Chan Cheow Hoe, Deputy CEO led the transition to a bimodal IT organisation which was internally capable of exploratory and rapid software development, and recently Jason Bay, Senior Director, led the overall effort to create and launch the TT app. As Singapore's COVID-19 situation was changing dynamically, so were the national response policies and the TT app. In August 2021, government officials announced that Singapore would begin the adjustment of living with COVID-19 as an endemic. Yet, as of November 2021, the situation was still highly volatile with the emergence of the Omicron variant. To this end, what would the future hold for TT? Should the health authority sunset TT to assuage concerns of national surveillance? Should they encourage the population to keep using TT as uncertainties remained due to the emergence of new COVID-19 variants? Could a subset of TT's capabilities be repurposed for other national initiatives? What new types of foundational capabilities and supporting infrastructure should GovTech start putting in place now to prepare in advance for the next big unknown?

Supplement for Case W68C54

Case Supplement for Case UV8665

"This case set is about the unfolding uncertainty associated with a supply chain issue involving Cardinal Health (Cardinal), the primary supplier of surgical packs to Garfield Health System (GHS). John Jenkins, MD, the newly appointed chief medical officer (CMO) at a medium-size university hospital at GHS, must assess the issue and respond as Cardinal notifies GHS of potential contamination in the manufacture of surgical gowns. Cardinal initially notifies customers of a potential problem, and then over the next several days, releases more information, culminating in the recall of virtually all of its surgical supply packs. Many institutions, including GHS, are thus forced into a dire situation, resulting in some cases in cancelation of surgical procedures. In the A case, Cardinal issues its first warning of a potential contamination problem. In the B case, Cardinal warns that only a specific set of surgical gowns has been affected. In this C case, Jenkins learns that all the elements in Cardinal's surgical packs have been compromised. This case set could be utilized in health care courses or courses in business decision-making."

This case set is about the unfolding uncertainty associated with a supply chain issue involving Cardinal Health (Cardinal), the primary supplier of surgical packs to Garfield Health System (GHS). John Jenkins, MD, the newly appointed chief medical officer (CMO) at a medium-size university hospital at GHS, must assess the issue and respond as Cardinal notifies GHS of potential contamination in the manufacture of surgical gowns. Cardinal initially notifies customers of a potential problem, and then over the next several days, releases more information, culminating in the recall of virtually all of its surgical supply packs. Many institutions, including GHS, are thus forced into a dire situation, resulting in some cases in cancelation of surgical procedures. In this D case, the contamination crisis has been resolved, but a new and potentially much more serious crisis looms: COVID-19. This case set could be utilized in health care courses or courses in business decision-making.