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This award-winning case case explores the challenges facing Susan Lloyd-Hurwitz, the CEO of Mirvac, an Australian property group, as she leads a major initiative to 'mainstream' flexible work arrangements across the organization. Spurred by dismal employee engagement numbers, including widespread dissatisfaction with work-life balance, she is determined to extend flex-time opportunities to all 1500 employees, including those in the male-dominated Construction division. The challenges are related to traditional attitudes within the industry and the company, the stigmatization of flex-time as smply accommodating working mothers at head office, and Lloyd-Hurwitz's own legitimacy to lead such a change. Her decision to press the leadership team to roll out the flexibility policy in the Construction division first exemplifies vision and courage. The roll-out illustrates how companies that identify/address systemic barriers can shift attitudes that often block the adoption of change initiatives. The use of male employees to experiment with flexibility in Construction and the support of male champions demonstrate that it is possible to erode stereotypes in programmes for gender diversity, equity and inclusion. The case explores Lloyd-Hurwitz's various leadership styles and the features of the change initiative which create the 'psychological safety' that enable employees to join the collective gamble to implement an unprecedented change.

This (B) case serves as a complement to the case "Fake News at DER SPIEGEL (A)".

This (C) case complements the case "Fake News at DER SPIEGEL (A)".

In 2017, Darren Walker, the President of the Ford Foundation, one of the largest philanthropic foundations in the world, was preparing to meet with his board of directors to discuss beginning a mission related investments (MRI) program. Walker hoped to devote $1 billion of the Ford Foundation's $13 billion endowment to the MRI program. The case explores the reasoning behind the program, design choices that were made in its development, and potential problems or tradeoffs to implementing such a program.

It is June 2019, and Lillian Lim of Mackor Consultancy, a third-party consultancy in Singapore, is at the newest warehouse of her client, KYY Group, a major third-party logistics provider. Headquartered in Singapore, KYY's business activities span Asia. In 2013, the company started construction of a US$200 million logistics hub. With two million square feet of warehouse space and a million square feet of office space, it would house the KYY Group's headquarters, as well as its research and warehousing facilities. The new logistics hub was due to open in late 2019, and would comprise the latest supply-chain and logistics automation technology. Lim's company was hired to do a study on the improvements that could be made to increase the profitability of KYY's warehouse operations at the hub. To do this, she needs to understand the expected pattern of supply and demand for goods at the warehouse, and the current process of storage and retrieval of inventory. She has to make a presentation on her preliminary findings in two weeks' time to KYY Group's senior management.

This supplemental case tracks the results of the Colman and Taubman-Dye class action suit against Theranos as well as Theranos' other legal challenges, and chronicles the final demise of the company in 2019.

Part (B) examines the implementation of the net investment hedge, including the realized forward contract rates, notional amounts, and tenors. Accounting-focused students are asked to confirm the accounting treatment of the net investment hedge under ASC 815, including footnote disclosures in form 10-Q and form 10-K.

Part (C) examines the net investment hedge a year after its implementation. It provides an opportunity for students to discuss how net investment hedges are reported, monitored, and evaluated, ex-post. It also considers a proposal to expand the hedge to additional currencies.

Supplement to case UV7959 This case series simulates the quintessential "American dream:" buying and financing your first house. For most people, buying a house is the largest purchase they will experience in their lifetime. The process has both legal and economic components, and often requires that the buyer rely heavily upon a realtor to navigate all the technicalities. Along the way, the buyer may experience an emotional roller coaster with both the excitement of becoming a homeowner and the worry that comes with making a large financial commitment. Much of the worry comes from a lack of understanding, particularly when we buy that first house without any experience with such a transaction. The primary objective of these cases is to provide the key information needed to understand what is involved with the purchase and financing of a house, and to simulate the process as the students experience the cases in sequence over several class periods.

Handout to case UV7961

Supplement to case UV7959

Handout to case UV7964

Alan Philips has just completed his first year as manager of Boulevard Sandwiches, Inc., Unit No. 2. Actual profit for the year was well below budgeted profit. Philips is preparing for a meeting with Carla Thomas, the owner of Boulevard Sandwiches, Inc., to discuss the 2018 operating results and Philips's performance for the year. In December 2017, Philips had met with Thomas and had accepted the 2018 budget as aggressive but achievable. Now, he must convince Thomas that he did a good job during his first year as manager and that he deserves a bonus. This case can be used alone or after "Boulevard Sandwiches, Inc. (A)" (UV7969), which focuses on preparing the 2018 budget for Boulevard Sandwiches Unit No. 2.

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.

Supplement to case UV7966 On March 15, 1848, the governor of the Bank of France, Antoine d'Argout, faced the potential collapse of his institution. A cascade of agricultural and industrial shocks, rising food prices, spikes in unemployment, and currency outflows struck at the heart of the French economy. At the same time, France, and Europe more broadly, had dissolved into armed revolution. The French king's abdication in February, alongside the already teetering financial system, resulted in massive bank runs that toppled a substantial part of the Paris banking system. Dramatic monetary contraction and the collapse of credit markets choked off sources of economic growth. Across Europe, proposals for action polarized three broad coalitions-liberals, radicals, and conservatives-each of which differed about the pace and extent of democratization. With the provisional French government lacking legitimacy and even facing bankruptcy, a state bailout seemed unlikely. Faced with the threat of financial collapse and anarchy in the streets, d'Argout contemplated the situation. What had caused the crisis at the Bank of France and in the French economy? What was the connection between financial and societal distress, and could they be treated separately? How would conservative, liberal, and radical advisers interpret the crisis and suggest remedies? Given this analysis, how should d'Argout try to save his bank? Would tactical reforms save the Bank, or should d'Argout make wholesale changes? The tasks for students are to plot the causes and course of the crisis and to consider the difficult policy tradeoffs.

Supplement for Case SM318A

Supplement for Case SM318A

Supplement to the (A) case 420-001, describing actions taken by Chemours CEO Mark Vergnano and members of his executive team to execute a successful turnaround of the company.

Supplement to 717028. The UK was due to leave the EU in March 2019 after a referendum vote in June 2016. Following additional extensions and multiple failed attempts to reach an agreement with Parliament, Theresa May stepped down as Conservative Party leader and was replaced by Boris Johnson. Johnson claimed that Brexit would happen "come what may". This case outlines the major controversial issues and compares Theresa May's agreement to Boris Johnson's.