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Christoph Gebald and Jan Wurzbacher founded Zurich-based start-up Climeworks in 2009 based on technology they had developed, which they claimed would help slow the massive challenge of climate change by capturing CO2 directly from the air. Several hurdles still stood in their way, but Gebald and Wurzbacher had an entrepreneurial mindset and ambitious plans for their business and its potential impact on humanity. The pair put all their efforts into developing the robust technology, reducing costs of production and building a viable business model to directly capture and sell carbon dioxide - a market yet to be developed. Climeworks aimed to remove 1% of global CO2 emissions from the Earth's atmosphere by 2025. The vision was bold and could only be achieved through massive growth, including 250,000 installations the size of Climeworks' flagship plant in Switzerland. One main issues Climeworks needed to address was reducing the uncertainty around the desirability of the solution, meaning identifying and leveraging market demand. Once the prototype had been developed, the company needed to find markets for its end product, carbon dioxide. Which industries would be good targets? Could Climeworks create completely new markets for the solution?

In 2018, Nestlé, the Switzerland-based, multinational food and nutrition company, faced an activist campaign by Third Point LLC regarding the company's passive stake in L'Oréal. In its June 2017 letter, which was followed up by a July 2018 reminder, the activist fund urged Nestlé to sell its L'Oréal stake and use the funds to strengthen its position in its core health and nutrition markets. L'Oréal was also asking Nestlé to clarify its position regarding the investment. Nestlé's recently appointed chief executive officer needed to make a decision regarding the L'Oréal stake. How should he address the activist fund and respond to L'Oréal's request?

Montreal Toheed Society (MTS), a community-based organization founded in 2012, has adopted various social media technologies to capture member interactions and to make the work of its board of directors more efficient and effective. The organization attempted to meet its needs by using JomSocial at first, followed later by Viber. MTS was partially successful in reaching its social media goals by implementing the Viber platform. The organization is now considering migrating to a new platform to overcome some limitations of the Viber technology. Two options for a new social media platform are Telegram and WhatsApp. In order to ensure a successful migration to a new platform, MTS must consider several questions: What should be the governing structure of the new social media platform? What would be the optimal balance of user freedom versus control? What sort of content should be allowed on the platform? Given its structure, how can MTS find the resources to manage a larger digital community?

Marilynn Duker, CEO, was exploring how to grow the company while maintaining the culture that made it a leader in the field of senior housing. Brightview constructed and operated senior living apartment communities that offered independent living, assisted living, and dementia care services for seniors in northeastern U.S. markets. While Brightview was smaller than the largest senior living firms (it had 42 properties with over 5,600 apartments), it had purposely managed its growth so that it could focus on offering the best work experience for its employees. The executives believed that doing so would lead to the best experience for its residents and, ultimately, the best financial returns for its investors. Its strategy appeared to be working so far and the company had received rewards for being a best place to work. Regardless of market or product, Duker and the executive team recognized that many seniors preferred to live at home and bring in help or could not afford to live in a senior living community.

Jarrid Tingle and Henri Pierre-Jacques had spent the summer between their first and second years of their Harvard Business School MBA program fund raising for their start-up venture capital (VC) firm, Harlem Capital Partners. Harlem Capital was founded upon the principle that addressing the VC funding gap for minorities and women-who received only 3% of total VC funding-could produce superior returns. Tingle and Pierre-Jacques were passionate about the mission of Harlem Capital to change the face of entrepreneurship. However, despite generating significant media attention, Harlem Capital had only raised a few million dollars over the summer, not nearly enough for the fund to be financially viable as a career path for Tingle and Pierre-Jacques. Should Tingle and Pierre-Jacques commit to Harlem Capital despite the serious roadblocks on their path? Or should they capitalize on their pre-MBA private equity experience and attempt to be impactful through a more traditional career post-MBA graduation?

As the cofounder and CEO of Whole Foods, John Mackey had spent the better portion of his life rapidly growing the company from a niche natural grocery store in Austin, Texas, into the premier natural-foods grocer in the United States. Highly regarded as industry leader, Whole Foods contributed to the explosion in health-conscious eating sweeping the country. But not all good things lasted forever. Whole Foods had been treading increasingly choppy waters since early 2014. Increased competition in the natural-grocery space and broader macroeconomic factors wore on earnings and contributed to lackluster stock returns. Investors were becoming increasingly frustrated with company's leadership team. By the end of April 2017, Whole Foods had received a number of inquiries from both strategic and financial buyers. A full-blown sale process was launched, and though tech giant Amazon entered the bidding war late, its offer was fast and decisive, not giving Whole Foods much time to contemplate or find a competing bid. Now Mackey faces a decision that will not only shape the fate of his company, but the broader direction of the grocery industry for years or even decades to come.

The case CodeCheck (A) explains in which ecosystem the company is embedded, the technological backbone of the company, and provides information about the growing importance of conscious consumer. It ends with the question of Boris Manhart, CEO and Founder of CodeCheck, should monetize this rich and valuable data to finance the further growth of the company.

The topic of mindfulness seemed ubiquitous in the health and business sectors in 2018. Both live and virtual mindfulness trainings in the workplace proliferated, becoming an accepted part of employee well-being activities in many organizations. This case profiles how four organizations incorporated meditation-based mindfulness programs into the workplace: LinkedIn, Aetna, Intuit, and the U.S. Forest Service. The case discusses the origins and leadership of the programs, how the companies define mindfulness, how they measure results, the progress they had made, and how they intended to grow. The case also covers the challenges these programs faced and how mindfulness leaders looked to address those challenges. The case asks students to consider some fundamental questions about mindfulness in the workplace: What kinds of mindfulness trainings are valuable, and what are the best ways to implement these programs in the workplace to maximize impact and efficiency? Who should lead these programs, and where might there be employee resistance? What might be unintended negative consequences?

This case follows the co-founder and president, Marla Felcher, of The Philanthropy Connection (TPC). TPC is a nonprofit organization that centers around collective giving: members of TPC make an annual contribution that is then distributed to select nonprofit organizations via grants. As Felcher works to maximize how much money they can give out via grants, this case allows for a deep dive into the motives for giving and how the organizational structure and processes can tap into why people give. As this case begins with Felcher's founding of TPC and concludes with Felcher desiring to step down from her role as president, this case also allows for a rich discussion around if and when a nonprofit founder should step aside to let the next round of leaders takeover.

The case is set in January 2020 and the case protagonist is John Donahoe, Nike's new CEO. Nike is the largest company worldwide in the athletic footwear, apparel, and equipment business. The case focuses on the challenges Donahoe faces as he attempts to drive Nike to the goal of $50 billion in annual revenues by 2021. The case focuses on Nike's competition, the convergence of technology with apparel and footwear, as well as the company's corporate social responsibility issues. Donahoe has to address internal as well as external challenges. Donahoe was appointed CEO at a time when the Oregon sports and apparel company faces a number of controversies, including when Nike-sponsored athletes were caught up in scandals; the ban of Alberto Salazar, Nike's top running coach amid doping allegations; as well as continued concerns about Nike's workplace culture after an internal employee survey leaked describing the company as run by a boys club that is hostile towards women. Nike faces tough competition in all of its market, as well as along the value chain. Rapid advances in mobile technology and the development of the Internet of Things (IoT) could fundamentally change the industry. Nike is also moving further into ecommerce to offset the "Amazon effect." The fast-growing Chinese market, moreover, may provide an avenue for needed future growth.

In September 2017, news spread of McDonald's India terminating its franchise arrangement with its joint venture (JV) in India. The termination notice was the newest step in the saga of the conflict between the two JV partners-US-based McDonald's and the Indian partner Vikram Bakshi of Connaught Plaza Restaurants Limited (CPRL). McDonald's entered India in 1996 through a JV that was originally seen as the perfect combination to share investments, reduce risks, and succeed. The events between 2013 and 2017 showed that this was not true, and many reasons were suggested in the media for the problems-strategy, team, resources, and a mismatched value system. Did the former franchise holder CPRL have a legal right to use the McDonald's name anymore? Could the partners resolve their differences?

On April 12, 2018, the manager of a Philadelphia Starbucks Corporation (Starbucks) store called the police and two customers were arrested. The two men, who were black, were sitting at a table in the store without having placed an order. The incident sparked an online wave of protest over racial bias at Starbucks, a company that had long touted its social agenda of racial equity and diversity. The chief executive officer of Starbucks, quickly acknowledged the incident with a general public apology and a more specific follow-up statement later the same day. Amid outrage over the Philadelphia arrests and backlash online, the company also announced a half-day mass anti-racism training program for its employees. Experts were skeptical about the success of the training, claiming that a half-day training session could not eliminate racial bias. Was the company doing enough to train its front-line employees in providing not only the best service but also equal service to its customers? Did Starbucks truly represent the values it promoted? Would a half-day anti-racism training session effectively address the issue of racial bias, especially for front-line workers?

In late 2016, HaoDF Online launched an "Internet hospital" in Yinchuan, China, which, in its first three months, served more than 31 million users and conducted online diagnosis and treatment for almost 1 million patients. The online health care services platform could collaborate with physicians to remotely monitor patient conditions and guide paramedical staff in the decision-making process. However, beyond diagnosis, consultation, and prescriptions, patients needed a physical hospital or clinic for the actual treatment, which led to the first of two major challenges that the company needed to address. The online health care platform could not achieve its full business value and become profitable without collaborating with existing traditional health care organizations, which were reluctant to embrace the online health care system as a medium for interaction with patients. How could HaoDF Online better attract traditional health care organizations for collaboration? Also, dozens of newcomers were entering the market, enticed by the readily available venture investment and funding, which raised a second challenge for HaoDF Online-What business strategies should the company develop to sustain its competitiveness and become profitable?

In 2015, three entrepreneurs in India decided to resurrect the 100-year-old iconic Keventers brand, which had stopped selling milkshakes in the 1970s. Although earlier generations had grown up enjoying Keventers' milkshakes, millennials had very little association with the brand. To connect with this new generation, the three entrepreneurs relied on both old and new brand associations. The three founders re-established the Keventers milkshakes brand; however, the milkshakes market became flooded with small and large competitors, and the company needed to find new ways to ensure the Keventers brand's long-term sustainability. To sustain its growth momentum, the Keventers brand entered the subscription-based, premium-milk market in June 2018. As a result of increasing urbanization, rising incomes, and demographic changes, the consumption behaviour of Indian consumers was undergoing transformation. Demand for premium, organic, unadulterated milk was on the rise among affluent health-conscious consumers. Premium milk comprised less than 1 per cent of the dairy market in 2018, but it was expected to rise to 5 per cent by 2020. How could the three founders meet their goals of capturing 20 per cent of the premium-milk market and becoming a major competitor by mid-2019?

In 2018, Cycles Devinci, a bike manufacturer in Saguenay, Quebec, set itself the ambitious objective of 20% annual growth for the next three years. Simon Brodeur, global brand manager for enduro and downhill bikes, suggested the company expand into Asia Pacific. Intrigued, marketing manager Alain Pedneault asked him to draw up a proposal for selling 1,000 bikes in that region by 2021. Brodeur thus found himself compelled to formulate a proposal for the management team. Providing a stimulating organizational context and actual data, the case puts students in a real-life situation where they must screen markets based on both quantitative (estimated demand, per capita income, demography, tariffs, etc.) and qualitative criteria (political and cultural challenges and international agreements). The case analysis addresses a wide range of strategic dimensions, including business models, competitive advantage, and international marketing. It highlights the challenges faced by a company trying to raise awareness of its brand overseas and by marketing and brand managers at a company with ambitious objectives but limited resources.

John Branca, attorney to pop musician Michael Jackson, must negotiate a series of deals on behalf of his client in order to safeguard his financial interests and creative license during a period of rising stardom.

In December 2018, GRIT Fitness was a growing chain of boutique fitness studios offering a variety of workout classes, including weightlifting, high intensity interval training, and cardio dance. With 400 members and three Dallas studios, CEO Brittani Rettig believed her business had found a niche in a crowded industry by promoting female empowerment and psychological resilience through fitness. Rettig wanted to extend GRIT's reach to impact more women. What was the best path to growth?

Bed Bath & Beyond Inc. (BBBY) was founded in 1971 and focused on retailing items for customers' "home and heart" life events, such as weddings, births, and moves. By the end of 2017, the company had over 1,530 stores distributed in the United States, Puerto Rico, and Canada, but its third-quarter earnings results revealed a 50 per cent year-over-year decline in net profits and a 45 per cent decline in stock price compared to the beginning of the year. BBBY was facing a steady decrease in physical store sales even as digital sales showed growth. BBBY was trying to catch up to competitors with digital initiatives, gain and retain customers through discount and membership programs, and keep a close control on costs, but the question remained: How could BBBY stay relevant and competitive in the long term?