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This case set uses a humanitarian aid organization, Save the Children, to set the stage for analyzing a crisis and the CEO's strategy of leading through uncertainty. The case provides only the minimal information the decision-maker had at the time and gives a sense of the complexity around that fact. It introduces issues around basic communication, strategy, and crisis uncertainties that can be explored in subsequent classes. The material includes video clips of Carolyn Miles, the president and CEO of Save the Children at the time, discussing these issues; when played in class, these enrich the discussion and provide a practitioner's view of a learning experience and leadership in a difficult context. After giving an overview of Save the Children and the situation in Afghanistan in January 2018, this A case describes the text that Miles receives from the country director alerting her that the organization's Jalalabad office is under direct attack. The organization has been through indirect attacks, kidnappings, and natural disasters. Being directly attacked makes this crisis unusual, and Miles is alarmed. Miles receives a second text less than an hour later-she learns that 47 people from Save the Children are sheltering in a safe room as the attack continues. The B case provides an epilogue. At the Darden School of Business, this case has been successfully used in second-year electives in MBA and executive MBA programs. In both programs, it is taught in a course on "Leading in Uncertainty and Crisis." The material works well in a module on decision-making under pressure. It also would be useful in first-year communication strategy courses or organizational behavior courses that raise issues around managing performance and leveraging team and individual capabilities.

On Monday, May 25, 2020 Ricardo Sierra, CEO of Celsia -a Colombian electricity generation, transmission and distribution company- was about to enter a meeting with Claudia Salazar, leader of the department of Human and Administrative Management. The objective was to review the company's successes and prospects in terms of organizational culture (known internally as Orange Culture), amid two challenges: the COVID-19 pandemic and the growing demands of the country's energy market. A mandatory preventive confinement measure to control the COVID-19 crisis had been decreed in Colombia two months earlier, and it was expected to be extended indefinitely. For Ricardo Sierra, the situation merited careful analysis. The measure altered the interaction and conduct of its employees and posed immediate changes in the company's practices. It also affected thousands of jobs and occupations and began to be reflected in a reduction of income for Colombian households and in the reduced capacity of low-income customers to pay bills. Simultaneously, the confinement was changing the energy consumption patterns of households and increasing demands from Celsia's customers for continuity and quality of energy service. The meeting provided an opportunity to address two issues that Sierra considered fundamental: How to keep the pillars of the Orange Culture alive during the lockdown? And in that context, how to use the Orange Culture as a support to continue to contribute to the good performance, effectiveness and competitiveness of the company? In the development of the case, students must apply models and theories of organizational culture to characterize Celsia's culture, to identify the main expressions of the cultural change proposed by Sierra and to recognize the key factors that favored such change. Likewise, students must propose recommendations that would allow the company to face the challenges posed by the pandemic and by new conditions in the Colombian energy market.

This case explores TecSalud's response to COVID-19 between March 2020 and January 2021. TecSalud was the Healthcare System of the Instituto Tecnologico de Monterrey. The case focuses on hospital management, but it can also be used to teach crisis management, with potential applications in other industries. The narrative highlights the leaders' challenges, critical decisions, and actions to address the pandemic, emphasizing the importance of considering key stakeholders to manage a crisis effectively. At the onset, TecSalud established a response team (the bunker) to address the pandemic. The team identified four priorities: minimize disease transmission; protect patients, healthcare staff, employees, and students; keep the healthcare system functioning; and reduce morbidity and mortality. San Jose Hospital (HSJ) was designated as TecSalud's exclusive COVID-19 treatment hospital. The case focuses on two pivotal moments when difficult decisions had to be made. In May 2020, HSJ had been operating for eight weeks with an occupancy rate of 14%, resulting in significant financial losses. The bunker leader and TecSalud's president, Guillermo Torre, decided with his team not to change course despite the risks and resistance from key stakeholders. In January 2021, at the peak of the second wave of infections in the state of Nuevo Leon, Torre, and the bunker members considered closing HSJ's doors to new COVID-19 patients because demand had exceeded the hospital's operational capacity; staffing was inadequate, personnel were exhausted and dissatisfied, and many resigned. Representatives from intensive care, medical management, nursing, and HSJ operations argued that quality of care couldn't be guaranteed, putting patients at risk. However, others argued that closing admissions to HSJ would deny care to patients with no other healthcare alternative. The case concluded on January 25, 2021, when Torre and the response team met to decide the course of action for COVID-19 patients.

In October 2021, during an unseasonal rainstorm, the Compania Azucarera Valdez management team met to discuss the implications of a fundamental decision it needed to make: whether to end 20 years of sustainable sugarcane production using a unique biological control model and move to an integrated pest control model that included chemical insecticides. Gabriel Hernández, director of agriculture, stated that the change would increase profits by raising yields and reducing costs, and that the current biological controls were not as effective as they should be. Conversely, Paula Chacón, sustainability director, said that it could destabilize the ecosystem and generate more economic losses than benefits. Mario Goncalves, commercial director, mentioned the impact this could have on the company's brand positioning and its "de- comoditization" strategy, and the work they would need to do on the commercial side of things to offset these changes. He did, however, recognize the need to improve the company's financial results and invest in improving agricultural practices and strengthening the brand. The next board meeting was drawing near, and the management team needed to produce a concise proposal on how the company would be managed from 2022 onwards, and how it would increase its income by 2025.

Considers McDonald's efforts to build resilience into its global supply chain so that the company and its suppliers can better navigate the increasing pressures and pace of climate change and regulatory change, including a focus on supplying sustainable beef, while the company seeks to continue is current pace of growth and deliver on multiple public commitments.

In May 2023, professional fighter Francis Ngannou is facing a choice: re-sign with the Ultimate Fighting Championship (UFC), the world's premier mixed-martial-arts (MMA) organization, or opt for a contract with the Professional Fighters League (PFL), a growing but still relatively small disruptor in the space? Since his first fight in the UFC in 2015, Ngannou has quickly risen to prominence in MMA, becoming the UFC heavyweight champion. But uneasy with what he sees as the relatively low compensation and the highly restrictive nature of the contracts between the UFC and its fighters, he has elected to let his contract expire. The PFL promises him a more lucrative contract, an equity stake in PFL Africa, support for Ngannou's foundation, and the freedom to pursue boxing matches. However, the PFL is far less established than the UFC, and a move away from the dominant organization likely comes with a loss of exposure and acclaim. Is leaving the UFC and signing with the PFL the best move for Ngannou? If so, how should he approach the negotiations with the PFL? And how can he best combine an endeavor in boxing with his proposed activities for the PFL?

In a world where attention is a scarce commodity, this case explores the meteoric rise of TikTok-an app that transformed from a niche platform for teens into the most visited domain by 2021-surpassing even Google. Its algorithm was a sophisticated mechanism for capturing and holding user attention: "When you gaze into TikTok, TikTok gazes into you." TikTok elevated the design of algorithmic systems to a new level, and outperformed U.S tech giants in user engagement. The app faced a host of challenges-including a complicated relationship with the Chinese government, legislative scrutiny in the U.S., and global concerns over data security-but grew unabated. How did TikTok design and operate a system that determined each person's preferences in culturally different countries? Is TikTok a threat to democracy in countries like India and the U.S.? Were the potential harms caused by TikTok any different from those caused by other social media companies? The case provides educators an opportunity to discuss the dynamics of global digital platforms, data security, cultural impact, and the geopolitical implications of technological advancements. It also covers the design of the TikTok algorithm, and the importance of the process and organization in making the algorithm effective.

The case profiles the development of cluster-based economic development activities in Catalonia, one of Spain's most prosperous regions, over the last thirty years. It describes the evolution of these activities between 1990 and 2022 and puts these changes into the context of the broader evolution of Catalonia's economy. The case is targeted at students that want to understand the nature of cluster-based economic policies, either from the perspective of policy makers or of business leaders faced with such efforts. It is relevant for a broader set of location-based sectoral industrial policies, a tool that has recently gained significant new traction. These policies aim to enhance the competitiveness of specific sectors in distinct locations and are implemented through public-private collaborations.

On Thursday, July 13, 2017, the project manager and the chief executive officer for A-Media Limited were making a significant decision about their company. They could quickly increase their billboard hoardings by 20 per cent by pre-emptively erecting giant mega boards in five locations of interest to a major client. This was a significant opportunity, but it presented several significant risks. One major risk was the client's need to have the mega boards ready before the Christmas season. The client would not commit to renting the space until the boards were at least 90 per cent completed. Was this time frame too short to confirm the prime locations, secure all government permits, hire suppliers and subcontractors, and erect the five structures? How could A-Media Limited manage five geographically dispersed projects simultaneously when the scheduling, supervising, suppliers, city permits, and city inspectors would be different in each location? The project manager had to quickly determine the feasibility of the project, which involved building a detailed schedule and budget.

The case describes the situation of the cab sector before and after the entry of Uber in Uruguay. It presents the strategy followed by Uber after its entry and the reactions it provoked in the different stakeholders: cab owners, workers, politicians, journalists, pro-government and opposition politicians and consumers. Uber incursion into Uruguay at the end of 2015 and had a great initial success. At the same time, it generated a great deal of agitation and debate in society and in the government. Over the course of a year a series of public initiatives followed in reaction to the new situation, all of them unsuccessful. In November 2016 there were rumors in Uruguay that the Municipality of Montevideo would finally adopt a regulation for the operation of ride-hailing apps. Iván French had just been appointed the general manager of Uber in Uruguay and the beginning of the case starts from his first public appearance since the appointment. Back in the office, he reflects on the report requested by his superior, where he must take a position on the strategy followed by Uber in Uruguay, as well as his recommendations for the future: How successful was the strategy followed by Uber since its entry into Uruguay? Are there any particularities of Uruguay that would have justified an adaptation or change of the generic strategy applied by Uber to enter a country? What should Uber do from now on?

In April 2022, the founder of Camncloud, a pioneer in surveillance service based in New Delhi, India, was facing a dilemma about hiring a potential candidate for his new venture. Camncloud offered an end-to-end remote streaming service targeted primarily at preschools. The company's founder wanted to use his electronics background to carve a niche segment in India's competitive technology market, but needed help in achieving that goal. Specifically, he was hoping to build a loyal, dynamic, and committed team of high-level experts who faced difficulty in paying competitive salaries to a potential workforce of candidates that were in high demand, with constant offers from competitors. After the early departure of all three of his employees, he was being more cautious in choosing new team members who would be more committed than the previous team. However, while in the process of offering a position to a highly recommended new candidate, he encountered a roadblock. How could he resolve this difficult recruiting dilemma?

Set in 2022, this case describes the digital transformation strategy of Davivienda- a leading player in Colombia's commercial banking and one of the companies belonging to Grupo Bolívar, a major Colombian financial conglomerate-and the bank's upskilling and reskilling programs adopted to support that process. Through its upskilling programs, the bank provided training courses and development opportunities for employees needing updated or more advanced skillsets to continue performing their roles. By deploying reskilling programs, Davivienda sought to offer learning opportunities to employees so they could acquire new skills and move on to new roles at the bank. Yet, as new industry trends called for more agile approaches, these programs would often take more time than what the bank could afford to wait. Dealing with this concern, Miguel Cortés, Executive Chairman and CEO of Grupo Bolívar, and Javier Suarez, Davivienda's CEO, would soon meet with Davivienda's leadership to assess the long-term benefits of Davivienda's upskilling and reskilling programs. How could Davivienda find a balance between strategy and culture under the existing conditions? Should the bank prioritize decisions that align more with its strategic commercial goals, even if it meant deviating from some cultural principles?

Raizen, the world's largest sugar and ethanol producer, strived to find ways to expand the second-generation ethanol (E2G) market, which it pioneered. The company planned to invest R$24 billion (around $4.6 billion) in 20 production plants, with a total capacity to make approximately 1.6 billion liters of E2G. Paula Kovarsky, the company's Chief Strategy and Sustainability Officer, firmly believed that E2G was a readily available biofuel that could assist in the decarbonization of several industries, helping the world navigate the energy transitional and achieve its greenhouse gas emissions reduction targets. Ethanol had already transformed Brazil, where flex-fuel vehicles dominated the streets. Raizen sought to prove that second-generation ethanol, made from a byproduct of sugarcane, that did not compete with food production, could do the same for the world, especially in hard to decarbonize sectors, such as aviation and shipping.

In March 2018, the executive committee of the Shree Sharanam Co-op Housing residential society in the state of Gujarat, India attempted to bring transformation at the community level. The committee members knew that water was a precious natural resource that had to be used judiciously. Everyone wanted water to be available as and when required, but the challenge was to apply principles to people's behaviour. The residents agreed that water conservation was essential but did not have any impetus to this common cause because it involved a price-both monetary and non-monetary-along with other daunting tasks of organizing resources and managing resistance. The committee gathered evidence and decided to propose installing water meters in each household of the residential society to curb the misuse of fresh water.

Refiloe Molefe, affectionately known as Mama Fifi, was a humane agripreneur running an urban organic vegetable farm, Fifi's Veggie Farm (Bertrams Inner City Farm), in Johannesburg, South Africa. Molefe's vision was to empower the nearby urban communities and ensure food security by selling fresh vegetables, teaching the community how to plant organically, and employing community members to work on the farm. She successfully implemented farming activities through partnerships with various governmental institutions, companies, and universities. Many organizations recognized her work on the farm, which received donations, won competitions, and obtained multiple awards.<br><br>Around 2019, while Molefe's agribusiness was gaining momentum in the area and beyond, the City of Johannesburg Metropolitan Municipality was planning to build a multipurpose centre on the farm premises as part of its strategic objectives. In early May 2022, she was invited to discuss the demolition of the building and the municipality's decision to move her to a new place in Eikenhof, on the city's outskirts. Molefe was informed that, on May 26, 2022, the mayor would be handing over the premises to the contractors, and she would have to move to the new location. The new site did not have adequate infrastructure to support organic farming practices and would require her to share the location with farmers who used chemicals, potentially contaminating the soil and endangering her organic farming practices. Not wanting to depend on the government, she was weighing another option: to operate at a local church south of Johannesburg. She had to decide whether to accept the municipality's offer, use the local church premises, or buy land she could own for a more sustainable future.

Asia Symbol (Guangdong) was part of the Royal Golden Eagle Group (the RGE Group)'s China presence. RGE was a multinational conglomerate that spanned the forestry, pulp, papermaking, viscose fiber and gas industries. It mainly ran businesses in China, Brazil and Indonesia, with a clear business strategy to leverage its industry integration business model to gain the advantage of cost leadership. In an effort to replicate its successful experiences in other countries, it established Asia Symbol (Guangdong) and another pulp processing plant in Shandong province. The case describes how RGE saw China's potential in its global business layout and how it managed to grab over one-third of China's copy paper market share.

Many companies today face the need to embark on a dual transformation: Reinventing and sustaining their core business while concurrently creating new, future businesses. This case about Globe Telecom, Inc., in the Philippines presents the s.tory of just such a transformation The case is bookended by the CEO's 14-year tenure and describes successive waves of reviving and retooling the once-flagging telecom business. It is situated in a transient, highly competitive B2C landscape, continually susceptible to the forces of saturation and commodification. The thread connecting Globe's successive reinventions is the CEO's belief in the company's "unfair advantage" when building new businesses in telco space adjacencies. The project of building this advantage - and the attendant pursuit of new opportunities, sectors and partnerships - has had to be constantly balanced with the ongoing task of growing market share in the core mobile business. Underlying both sets of activities is the rediscovery, at regular intervals, of Globe's purpose as a corporation, a consumer player, an employer and an important stakeholder in the emerging and fast-growing domestic economy, as well a broader sense of being an agent of development for the nation. Managing these intricate processes requires not only foresight from the company's top leadership but also the presence of ambidextrous talent - a workforce that is up to the task of optimizing for today while transforming for tomorrow. Historically, organizations have separated these two tasks in terms of talent, budgets and reporting lines. The case showcases flesh-and-blood individual managers and their observations on the dual challenge of running this business at the same time as building the next businesses.

By May 2023, Boortmalt was the word's leading producer of malt, with a production capacity of 3 million tonnes, 15% of global market share, and 27 malting plants across five continents. It had recently acquired a major competitor and had sustained an EBITDA growth of 17% per annum over the past ten years. Despite this success, Yvan Schaepman, Boortmalt's charismatic and eco-conscious CEO, was aware of the rapidly evolving malting industry, marked by changing consumer preferences, technological advancements, and shifting climate dynamics. Schaepman was considering various strategies to sustain growth amidst these headwinds, including greenfield investments, exploring new acquisitions, and expanding into the food sector. This case study explores Boortmalt's growth trajectory, and assesses different strategies for sustaining and enhancing growth. Additionally, it dives into the unique world of malting, the company's culture and sustainability efforts, and the challenges and opportunities of acquiring a competitor.

21Seeds, a female-founded flavor-infused tequila startup launched in 2019, had made inroads into the alcoholic beverage industry by focusing on an underserved consumer segment in spirits-women, primarily in their 30s and 40s, many of whom were moms-and by following a non-traditional playbook of circumventing the traditional on-premise channel (bars and restaurants) and selling primarily to the off-premise channel (retail stores, such as supermarkets and liquor shops) where their target consumer shopped. The all-female founding team had no background in the alcohol industry, yet had grown annual sales to 66,000 cases within just three years-a highly unusual feat for a new spirits brand. Excited about the new "white space" opportunity that 21Seeds offered, Diageo, the multinational beverage company with a portfolio of other major tequila brands, including Don Julio, Casamigos, and DeLeón, acquired the fledgling brand in March 2022, retaining the co-founders as brand ambassadors. Diageo placed 21Seeds in its new Breakout Growth Brands Division, a select small group of brands to be nurtured for aggressive growth, with a goal of turning 21Seeds into a major player within the super-premium tequila segment. Diageo was considering several strategic initiatives for growing the brand, including product innovations, distribution opportunities, and marketing and branding approaches. 21Seeds had been successful to date by executing on a highly focused sales and marketing approach. Now, as the brand was under pressure to accelerate sales, its identity was being reassessed by Diageo. How important was it, at this stage in the lifecycle, that 21Seeds adhere closely to its founding brand story and brand positioning, or was now the time to evolve the brand en route to becoming a much bigger player in the market? The 21Seeds co-founders had views on how to grow the brand, but recognized that it was now part of a large portfolio of brands and ultimately under Diageo's control.