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Supplement for #ST17.

This three-part case study is about Anu, a young Singaporean MBA graduate. Part A begins with Anu's story when she relocates to start work at her dream job at Tech-edu in Denmark. Soon after, she picks up cues that make her suspect that things are not quite right at the company. Tech-edu's founder and CEO, Sofia Vilkner, was an old and dear school friend, and the state-of-the-art learning platform that the firm was developing had appeared very promising with investors already putting in funds amounting to US$3 million. However, Anu is hearing rumours from the other team members and investors that the firm does not deliver what it promises. While she continues to have faith in the start-up and its CEO, she is beginning to have some doubts. Are there red flags she is missing out on? What should she do? In Part B, Anu decides to probe further and starts talking to people to find out what is going on. She also meets with Sophia, the CEO, to raise her concerns. Sophia denies any wrongdoing. Anu's immediate boss, Eric, manages to provide more information about what the firm is doing and its future plans, and Anu's suspicions are temporarily assuaged. Part C reveals how Anu is abruptly fired from her job and has to return to Singapore.

This three-part case study is about Anu, a young Singaporean MBA graduate. Part A begins with Anu's story when she relocates to start work at her dream job at Tech-edu in Denmark. Soon after, she picks up cues that make her suspect that things are not quite right at the company. Tech-edu's founder and CEO, Sofia Vilkner, was an old and dear school friend, and the state-of-the-art learning platform that the firm was developing had appeared very promising with investors already putting in funds amounting to US$3 million. However, Anu is hearing rumours from the other team members and investors that the firm does not deliver what it promises. While she continues to have faith in the start-up and its CEO, she is beginning to have some doubts. Are there red flags she is missing out on? What should she do? In Part B, Anu decides to probe further and starts talking to people to find out what is going on. She also meets with Sophia, the CEO, to raise her concerns. Sophia denies any wrongdoing. Anu's immediate boss, Eric, manages to provide more information about what the firm is doing and its future plans, and Anu's suspicions are temporarily assuaged. Part C reveals how Anu is abruptly fired from her job and has to return to Singapore.

The case "Wild Herbs Grow Tall - Mastering Structural Change in Lusatia" describes how entrepreneur Christina Grätz carves out a niche in the re-cultivation of landscapes in post-mining areas in her native region of Lusatia in Eastern Germany. After having established a thriving B2B business with wild herbs, she explores the possibility of entering the B2C market with a new business line. After several iterations and pivoting, she and her partners set up an online platform for direct web-based sales of organic herbal salts. However, the new company shows a lackluster performance - potentially due to the lack of experience in the online B2B marketing strategy.

Supplement to case UV8051 Sam Washington is a young single mother looking to get back into the workforce six months after giving birth to her daughter, Kiki. Sam has lined up an interview for a secretarial position at Glass & Duvall, an accounting firm. The A case covers the morning of the interview from Sam's perspective, including details about what she does in the waiting room as well as her actual answers to the interviewer. This B case details the following day when Sam gets a phone call from the interviewer, Marva Thompson, who asks Sam to come in for a follow-up meeting. Sam is very excited and rushes over, only to find out that Marva really called her in to give her feedback about her interview, not to offer her the job. Marva recognizes that Sam did not have an accurate idea of the expectations of working in a corporate setting, and she wants to provide constructive criticism to help Sam perform better in her next interview.

Handout to case UV8053

Supplement to case SMU805 In May 2015, Filip Daw, a human capital strategist with a leading consultancy, is hired by the Indian subsidiary of Semicon Inc (SI), an American semiconductor manufacturing company, to uncover the reasons behind the high attrition rate in the company. Established in 2005, SI is a design centre - a skill-intensive core business unit that directly impacts the parent company's competitiveness as a supplier to the end-user industry. India's low-cost and abundant talent was expected to add to the design centre's competitiveness but SI's high attrition rate proved otherwise and had started eroding its competitiveness and revenue. Daw must identify the turnover drivers and analyse how the company's HR policies influenced these drivers. Besides adopting a data-driven approach to diagnose the attrition drivers, Daw needs to examine assumptions held by various stakeholders. The case on Daw's hand requires finding a proxy metric for performance and then connect that performance metric with turnover, developing hypotheses, collecting requisite data and making insightful recommendations. This case documents a real-life analytics project in a semiconductor company that was later bought over by another company. The name Semicon India is used to disguise the identity of the original company. The project was helmed by the author Dr Fermin Diez, who was then its Regional Chief HR Officer.

Cesar and Marco Esposito and Francisco Caceres, co-founders of the 14-year-old Chilean-based nutritional supplement company All Nutrition/Nutraline, are seeking to deepen their understanding of customers' behavior and buying patterns. After preliminary discussions with the sales force and in-store interviews with customers, they determined that well designed focus groups targeting sports nutrition customers would be an important first step in helping them to be "more in touch" with customers. This case describes the design, implementation, and analysis of the information gathered from these groups-and asks students to determine what kind of quantitative research would further deepen their understanding of who their customers are, how to segment them, and how to work with each of the segments.

Case Supplement for Case A00308

This compact case describes an incident between an aspiring manager and an employee, related to an interpretation of expected engagement of the latter in a planned Agile Boot Camp-an event designed to bolster the transfer of the organization towards new ways of working. Alexander, the main case protagonist, overhears Victor, his employee, say that he will take only a passive part in the event since it is classified by Human Resources (HR) as training, and not as a workshop, in terms of how working time for such an activity is accounted for. Alexander, for whom the Boot Camp is very important, feels the urge to engage in the conversation (which he does in part B of the case).

Supplement to 9B20M174.

With more than 72,000 employees and revenues approaching the $50B mark, Cisco Systems is one of the largest information technology and networking firms globally. As the company grew and expanded into different lines of businesses, Cisco consistently looked outwards for acquisition targets that could supplement its considerable size and reach. As a follow-up to its well-received $2.7B acquisition of SourceFire in 2013, which seamlessly integrated new cybersecurity offerings into the Security business group, Cisco began conversations with OpenDNS. OpenDNS was a fast-growing start-up with credibility in the cloud security space, but there were also concerns about how its Silicon Valley culture and flat organizational culture would mesh with Cisco's more staid corporate environment. This case considers the dilemmas that two Cisco executives, Karen Ashley and Dianne Nakanishi, face as they make a final decision about whether and how to acquire and integrate OpenDNS.

B case to case W13062 In March 2016, the associate finance director at Bevaco China (Bevaco), an American multinational firm in China, faced a tough decision. Over the past four years, she had worked diligently to shift her focus from managing work to leading people. She was assigned to work in a joint venture between Bevaco and Mask, a leading Chinese private enterprise, where she faced numerous challenges. A year later, she moved back to Bevaco and worked with a charismatic and visionary leader, who inspired her to further develop her leadership as she built a 50-member team. However, as the associate finance director was enjoying her progress in leadership development, the leader resigned and the team's work was to be outsourced. Amid this upheaval, she received an offer to work in a globalizing high-tech Chinese firm with the opportunity to work overseas. Was she ready for this opportunity? Could she overcome the challenge of a new company and lead others in a global context?

In May 2013 Nicolas Beytout launched L'Opinion, a news organization that published a daily newspaper, with a robust digital presence. L'Opinion was opinion-focused, with Libéral economic thought pieces and analysis at the heart of its content. The media industry had changed drastically in the decade preceding, with brutal competition among the traditional media and new entrants like the platforms Google and Facebook. The political environment was also a moving target, with anti-European nationalism on the rise. At the end of 2018, L'Opinion was still struggling to make a profit leading Beytout to consider how to use the news market's continual changes-in consumer behavior, in advertising platform consolidation, in content competition, and in technology-to the company's advantage. Two questions loomed large in his mind: How can L'Opinion best support Libéral policies? What strategic direction will lead to a profitable future for the organization? This case asks students to consider how a media organization integrates its political aims with business imperatives.

This case, a follow-on to "Luvo" (517-049), provides a brief look at changes that have occured at Luvo, now called Performance Kitchen, since the timing of the first case (mid 2016). Set in January 2020, Luvo (B) touches on developments such as the company's purchase of a small food retail chain and its "food-is-medicine" strategic positioning, which includes selling to health insurers and other firms in the health care industry.

Supplement for product 9B20A011.

On August 19, 2014, Liberia President Ellen Johnson Sirleaf was faced with an agonizing decision: should she quarantine a densely populated township of Monrovia to halt the spread of the Ebola virus disease? The disease had been ravaging the Republic of Liberia for months but until now, had been isolated in the countryside. Now, the deadly virus was spreading, unchecked, and threatened the 1 million inhabitants of Monrovia, the capital city of the Republic of Liberia. At 5pm she would meet with military and health advisors to hear their recommendations. This case describes the rise and spread of the Ebola virus disease in Liberia and the actions taken by all levels of government, NGOs, volunteers and the community that led to a quarantine within the West Point township. The case is presented in three parts to allow faculty to pose the question, "Should President Sirleaf impose a quarantine?" (A case) before asking students to reconsider the question in light of the community's response to the government and security force actions (B case). An epilogue describes how the West Point community engaged in a peaceful and effective resolution.