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On December 22, 2017, President Donald J. Trump signed into law the Tax Cuts and Jobs Act of 2017 (TCJA). While many pundits focused on the bigger ticket items of the bill, there was a small provision tucked away in the 185-page document that promised to have outsized influence on the investment strategies of high-net-worth individuals, and others sitting on appreciated investments, throughout the country: Opportunity Zones (OZs). This note addresses what Opportunity Zones are, how they came into being, and their implications. It also addresses Opportunity Zones in relation to the COVID-19 pandemic and the 2020 US presidential election.

External corporate communications and the rapidly changing ways in which companies engage with their customers received a lot of attention between 2010 and 2020. With social media, online chats, blogs, vlogs, and much more, consumers gained unprecedented access to corporate decision-makers, celebrity spokespeople, endorsement-driven athletes-even the US president. Internal communications, through which companies engage with their employees and inside stakeholders, changed just as quickly for organizations undergoing digital transformations during the same period-without receiving due attention. By mid-2020, the novel coronavirus (COVID-19) had made effective internal corporate communications even more essential. The virus shuttered the physical locations of many businesses, requiring huge swaths of corporate staff to work from home. As a result, employees became increasingly reliant on web-based tools-such as virtual meeting applications, email, Facebook, and Twitter-to collaborate, complete projects, stay in the loop on company developments, and simply keep in touch. This note explores the digital media and internal communications tools being used by firms worldwide, presents the importance of these tools, and gives examples from leading companies that are using information and communications technology.

This note is designed to introduce students to the fundamental concepts of leading innovation in established organizations. Reinvention is a process whereby organizations respond to changes in the environment that threaten their core business model, technologies, cultural values, and/or operational norms. Reinvention represents a managerial paradox for organizations that have experienced several years of success: leaders must preserve some elements of the business that once made it successful and simultaneously change other elements that, if left unattended, could render the organization obsolete. The Note outlines four elements associated with organizational reinvention: 1) Understanding technology lifecycles and s-curves: What are technology lifecycles and s-curves?; 2) Reinvention by extending existing capabilities: How do leaders extend existing organizational capabilities in response to new technologies?; 3) Reinvention by adopting new capabilities: How do leaders adopt new capabilities in response to new technologies?; 4) Readying your organization for reinvention: How do leaders develop the right mindset and the right team to engage in a reinvention effort? Finally, the Note includes several diagnostic tools that students and executives can use to analyze an organization's readiness for reinvention.

The Chartered Institute of Marketing in the UK defines marketing as: "The management process responsible for identifying, anticipating and satisfying customer requirements profitably" 1 This note describes the marketing process as characterized by four iterative stages: market analysis, design of the marketing strategy, synergistic alignment of the marketing mix, and marketing planning to guide tactical implementation and control.

Brand valuation is the process of estimating the financial value of a brand. The valuation of brands as intangible assets emerged in the 1980s, when brands were first capitalized on post-M&A balance sheets. Brands are also valued for non-reporting purposes.

This technical note outlines what an employer brand is, how it relates to a consumer brand, and why it matters. It allows students to be able to put their knowledge to the test by evaluating the attribute ratings among seven different top employer brands. Finally, they will have a better understanding of how to assess, build, and enhance a company's employer brand.

This note focuses on algorithmic bias in marketing. First, it presents a variety of marketing examples in which algorithmic bias may occur. The examples are organized around the 4 P's of marketing - promotion, price, place and product-characterizing the marketing decision that generates the bias and highlighting the consequences of such a bias. Then, it explains the potential causes of algorithmic bias and offers some solutions to mitigate or reduce this bias.

This technical note discusses competitive dynamics: the various and evolving actions and reactions of two firms engaged in a rivalrous relationship. By allowing us to analyze interactions at this dyadic level, the competitive dynamics perspective provides valuable insights into a firm's behavior in a variety of competitive situations and contexts.

Entrepreneurs strive to solve problems and create value through partnerships. Studying how they do that led to the hypothesis that "asking" played a critical role in the success of an entrepreneur. This note addresses studies of expert entrepreneurs and how they differ from novice entrepreneurs, including discussion on type, method, and frequency of asking, as well as effectual reasoning.

This technical note discusses how a high-potential start-up entrepreneur should use equity in building and growing a new venture. One of the most crucial things for entrepreneurs to understand is equity: Most high-growth ventures grow through equity partnerships, but most new ventures fail because relationships between founding partners and other equity partners become conflicted and impossible to repair. You need to share equity to build an enduring high-growth venture. But sharing equity without understanding how increases the probability for the venture breaking up and failing. The note addresses multiple topics regarding equity, including compensation, profit sharing, decision rights, and cap tables.

As a leader, you will need to master action plans to implement solutions that advance your organizational goals. Here are six simple steps to diagnosing situations and systematically developing action plans.

The note introduces a variety of methods to assess the accuracy of machine learning prediction models. The note begins by briefly introducing machine learning, overfitting, training versus test datasets, and cross validation. The following accuracy metrics and tools are then described: mean squared error (MSE), mean absolute deviation (MAD), Brier score, and cross-entropy, true/false positives/negatives, the confusion matrix, true positive rate (sensitivity or recall), false negative rate (Type II error rate), precision, true negative rate (specificity), false positive rate (Type I error rate), receiver operating characteristic curve (ROC) and area under the curve (AUC), and precision-recall curve.