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Supplement to case IMB893.

The two-part case "The House of Tata: Governance Challenges" is based on one of India's oldest, renowned, and most internationalized business groups. The case provides an account of the evolution of the Tata Group with an emphasis on the developments in the last 30 years (the years following economic liberalization in 1991) and the legal tussle between Tata Sons (the Group's parent company) and its minority shareholder (SP Group). The legal battle has been keenly watched for its potential ramifications on the evolution of corporate governance in India, a country marked by controlling ownership of corporations and concerns over protection of the interests of minority shareholders. Part B of the case begins with a section titled The Legal Battle detailing the ensuing legal battle between Tata Sons and Cyrus Mistry at the company law tribunals - the NCLT (National Company Law Tribunal and the NCLAT (National Company Law Appellate Tribunal). This section also captures the disagreement between Cyrus Mistry and Tata Trusts regarding the former's performance as chairman, the role of the board and the role of the trusts in the governance of Tata Sons and Tata Group. The following two sections, The NCLT Order and The NCLAT Order, captures the salient aspects of the contrary rulings of NCLT (in favor of Tata Sons) and NCLAT (which supported the claims of Cyrus Mistry). The final section, Appeal to the Supreme Court, details the appeals filed with the Supreme Court of India, a new controversy between Tata Trusts and SP Group about the latter's ability to pledge their shares in Tata Sons, a settlement proposal by SP Group, and the final verdict by the Supreme Court of India in the legal battle between the two set of parties.

Epilogue for Case A00355

Case Supplement for Case IN1850

Case Supplement for Case IN1850

This case set focuses on a health system undergoing transformation and change. In 2015, Mary Washington Healthcare (Mary Washington) is the latest health care organization to plan to upgrade its electronic health record system. The new CEO, Mike McDermott, MD, is considering which vendor to choose: Cerner Corporation or Epic Systems Corporation. In this B case, students discover which vendor Mary Washington chose. Now, the challenge is to decide how to implement the transition, aiming to make it a positive and seamless experience for all.

The case tells the story of the rise and fall of Scott Tucker, an entrepreneur, businessman, passionate race car driver, competitor, and owner of a professional racing team. From 1997 to 2012, Tucker built a nationwide network of payday lending businesses, becoming a pioneer in online lending along the way. Many of his borrowers depended on payday loans as a lifeline in dire times-a pricy-yet-reliable source of cash to pay bills and cope with emergency expenses. However, Tucker's reign came to an end in 2012 when federal prosecutors indicted Tucker on several criminal charges, including the violation of disclosure laws. This (B) case completes the narrative, describing the outcomes of the legal cases and consequences for Tucker and his businesses. This case allows students to discuss the role of individual executives in the corporate governance process, and how the regulatory-level, firm-level, and personal levers of governance may interact to create trust in markets. The case also allows discussions of the importance of effective communication of information by management to help facilitate the decision-making of various stakeholders (such as investors, employees, and customers).

Supplement for Case NTU318

This case supplements the "PittaRosso: Artificial Intelligence-Driven Pricing and Promotion" case, and provides major highlights on what happened at the company since the first case.

It was August 2014. The MOVE Guides team had successfully converted two of their initial pilot clients into paying customers whose employees were delighted with the company's support of their moves. Brynne Kennedy and her team were successfully closing a couple of additional lump-sum clients regularly. But customers old and new were asking MOVE Guides to offer managed moves, too. Was such a strategy scalable? What sort of business model would be sustainable long term? Could MOVE Guides take on the established competitors in the managed-moves segment? Her team, including her investors and her closest and most trusted advisor, was divided. Was this the right thing to do?

Having decided to go where her customers wanted to take her, CEO Brynne Kennedy had led MOVE Guides into the managed-moves market segment, in addition to the lump-sum moves segment that had given her company its start. By any measure, the company had grown: in top-line revenue, in head count, and (to her dismay) in the amount of cash it was now burning!

The past year, 2019, had been an exhilarating one for Alex Lyakhotskiy and his team. Buoyed by a new franchise model that was working well for opening new cities, alongside better execution in some of the company's existing cities, Pass the Keys' growth had accelerated. Happily, it was looking like 2020 would be an even better year. Unfortunately, in early 2020, the Coronavirus pandemic that had originated in China came to Europe, first in Italy, followed quickly thereafter across the continent and in the UK. Travel bans and quarantines were under discussion and appeared imminent. What that meant for Pass the Keys was abundantly clear: no one was going to be booking any Airbnb properties any time soon. Lyakhotskiy, a first-time entrepreneur, had been through no shortage of challenges in his company's nearly five years in business. But he'd never yet faced the prospect of demand falling to zero. "What steps should I take now?" he asked himself. "And how quickly must I act?"

This case is the third installment in a series about the 10-year cultural and digital transformation of Pfizer's Global Clinical Supply organization. In 2011, Michael Ku became Pfizer's Vice President of Global Clinical Supply (GCS) after the company had undergone three large-scale mergers and acquisitions. Ku and his new leadership team set out to build a proactive, end-to-end, digital and physical clinical supply chain. It took three years to get the cultural foundation in place, another three to overhaul GCS's legacy systems and develop its digital capabilities, and another three to instill a culture of innovation. By 2020, GCS had made significant progress toward becoming the agile, innovative organization necessary to support Pfizer's new strategy to focus exclusively on developing innovative medicines and vaccines. GCS was just beginning to pilot a new 24-hour, 5 day a week workforce model with a new team in Manila when COVID-19 struck. The organization found itself on the front lines having to supply Pfizer's vaccine candidate and investigational antiviral studies, while also ensuring continuity of clinical supply to hundreds of other trials across the globe. Because of the 10 years GCS had spent on their cultural and digital transformation, they were ready to rise to the challenge and help Pfizer deliver a COVID-19 vaccine in record time. In August 2021, Ku and his leadership team are preparing to make a number of major changes to GCS in preparation for a new era of scale, agility, and innovation.

In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?

The blood supply chain is under pressure from COVID-19. How should the 3rd largest blood bank in the US, OneBlood, respond? Is adopting an agile supply chain philosophy an effective approach? The case provides an overview of the agile approach to management and its impacts on supply chains. It details the need for IT, operational and managerial competence to enable a successful agile approach. The specifics of the blood industry and OneBlood provide the context for examining when and how agile can be effective. The case challenges the students use the specifics of the blood industry in general and OneBlood in particular to write a memo from the CFO to the rest of the executive team advocating for the adoption of the agile approach to managing the company's blood supply chain.

Supplement for product W25263.

Handout for Case SMU837