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The case describes Lime's (the startup of dockless electric scooter sharing services) arrival in Madrid, Spain. The case looks at the strategy of the company when it launched in the summer of 2018, until the City Hall of Madrid passed a Sustainable Mobility Ordinance in October of that year, regulating the operation of the company. This case features a "role play" with two main characters: Álvaro Salvat, general manager of Lime in Spain, and Francisco José López Carmona, director of traffic management and oversight in the City Hall of Madrid. This case illustrates the entrepreneurial dilemma of "asking for permission or begging for forgiveness" faced by all disruptive entrepreneurs. It also looks at the business implications of the different strategic approaches to regulation and engagement with city officials that entrepreneurs can take. Finally, it will delve deep into the micro-mobility sector, which like many other potentially disruptive technologies, can serve a big market but is also defined by uncertainty.

The case describes Lime's (the startup of dockless electric scooter sharing services) arrival in Madrid, Spain. The case looks at the strategy of the company when it launched in the summer of 2018, until the City Hall of Madrid passed a Sustainable Mobility Ordinance in October of that year, regulating the operation of the company. This case features a "role play" with two main characters: Álvaro Salvat, general manager of Lime in Spain, and Francisco José López Carmona, director of traffic management and oversight in the City Hall of Madrid. This case illustrates the entrepreneurial dilemma of "asking for permission or begging for forgiveness" faced by all disruptive entrepreneurs. It also looks at the business implications of the different strategic approaches to regulation and engagement with city officials that entrepreneurs can take. Finally, it will delve deep into the micro-mobility sector, which like many other potentially disruptive technologies, can serve a big market but is also defined by uncertainty.

The case describes Lime's (the startup of dockless electric scooter sharing services) arrival in Madrid, Spain. The case looks at the strategy of the company when it launched in the summer of 2018, until the City Hall of Madrid passed a Sustainable Mobility Ordinance in October of that year, regulating the operation of the company. This case features a "role play" with two main characters: Álvaro Salvat, general manager of Lime in Spain, and Francisco José López Carmona, director of traffic management and oversight in the City Hall of Madrid. This case illustrates the entrepreneurial dilemma of "asking for permission or begging for forgiveness" faced by all disruptive entrepreneurs. It also looks at the business implications of the different strategic approaches to regulation and engagement with city officials that entrepreneurs can take. Finally, it will delve deep into the micro-mobility sector, which like many other potentially disruptive technologies, can serve a big market but is also defined by uncertainty.

In 2010, amidst the growth of ecommerce and the emergence of new, purely online, fashion players, Zara launched its first online store, Zara.com. Since then, Zara's online business had grown at a fast pace. By 2018, 12% of Inditex Group's total sales came from the online channel. Since the inception of the first online store, Inditex leadership wanted its online and offline businesses to be integrated. However, the increase of online orders challenged some of its operations. Inditex was committed to the vision of becoming fully-integrated, fully-digital, and fully-sustainable by 2020. How could stores continue to be relevant in a world with increasing presence of online touchpoints? What should the store portfolio look like in the medium term? How should Zara use and advance the integrated model going forward? What other challenges and opportunities would arise with the increase of online sales?

The case, which is a disguised version of real events, is set in Kandahar, Afghanistan (2013) during the long running Afghan war. Lt. Paul Rickson, a Navy SEAL Platoon Commander, is leading a team of 30 US and Afghan soldiers on a mission to clear hostile forces in Maiwand Village. After a long day of various hostile activities and clearing Improvised Explosive Devices (IED's), he faces a tough choice that is filled with various tensions. After he directs a missile attack from a drone onto an enemy position, he's ordered to conduct an on the ground Battle Damage Assessment (BDA), to confirm there are no civilian casualties. This would require some or all of his team crossing 800 meters in open territory, almost certainly drawing enemy fire. He's concerned about the real risks to his team vs the perceived benefit of a US-forces taken picture. His has to reconcile a conflicting sense of priorities, from the Rules of Engagement for his team, the directive from HQ and inputs from his team. The primary purpose of the case is to focus on lessons from his decision-making approach that might be beneficial for a young leader facing conflicting tensions, such as: a. The strategic directive to win hearts and minds, while training Afghan forces vs. the on the ground facts and circumstances facing the platoon commander and the threats to his team. b. The predictability of support systems (e.g. communications, HQ guidance, video surveillance, transport) that can have outsized impact on options and outcomes. c. How substantial risks and core values come together in deciding what to do for you and your team.

Supplement for Case A00335

The (B) case describes the decisions taken by the new CEO as well as the impressive results achieved in less than 2 years.

Supplements the (A) case and describes the events following it.

Supplement to case UV7947. This case provides two snapshots of sudden health care crises. It walks the students through how health insurance works, and what questions to ask when receiving care.

On October 25, 1847, British prime minister John Russell met with his cabinet to review a deepening financial crisis and to weigh proposals for government response. Chief among these were two proposals. The first was to suspend the Bank Charter Act of 1844 in order to permit the Bank of England to discount more freely and to issue banknotes in greater volume than the Act allowed. In recent days, delegations of merchants, industrialists, and country bankers had approached Russell to plead for more currency. The second was to do nothing and allow the crisis to run its course. Some members of Parliament argued that the whole point of the Act was to impose discipline at times like this, so to suspend it would make a mockery of that discipline and create moral hazard. As leaders of the Whig Party, Russell and his cabinet would need to navigate carefully through the crisis, owing to the slim majority his government held in Parliament. The A case (UV7950) describes five shocks that promoted the financial crisis of 1847-agriculture, railways, demand, monetary, and fiscal-as well as the complicated political situation at this time of the Irish potato famine. This B case offers an epilogue.

Korea Telecom has committed $4billion in investments and R&D to build a GiGAtopia, essentially ushering in the next generation of mobile (5G) and wired infrastructure. CEO Dr. Hwang and his team are considering which areas to prioritize in terms of new products and services in development. The top five sectors identified by KT's team include Internet of Things (including connected cars and smart city/homes), media, health, energy, and security and surveillance. Which might provide some quick wins both in terms of revenues and market lead. Should KT develop solutions that could be exported to other countries? Should KT go all in across all five sectors, or select one or two to prioritize?

The case begins in January 2014, when Brad Parsons, CEO of the NEA Baptist Health System, decided to take advantage of the inauguration of a new hospital to begin a profound organizational transformation. The deployment of a new management system called the Baptist Management System (BMS) to lay the foundations for a patient-centred culture of continuous improvement was launched. A few years earlier, the Baptist Memorial Health Care Corporation (hereinafter, Baptist Corporation) had hired Skip Steward as chief improvement officer. Together Parsons and Steward spearheaded the transformation at NEA Baptist, designated the model site for the entire corporation. The development of the new management system was based partly on systems seen elsewhere (such as at Denver Health) but also, and more importantly, on the reflections of its leaders and their own learning experiences. As Steward said, "Everything is an experiment!" This case explores three major questions: 1) What are the key success factors for the successful deployment of a management system? 2) What skills do the organization's leaders need to guide the transformation and introduce the new management system? 3) How can they ensure the sustainability of that new management system?

The case relates the decision made in the A case and what happened in the aftermath.

This case is designed to support a lively discussion about the relative merits of shareholder vs. stakeholder perspectives in the context of a company that provides a vital public service that has important environmental implications. The 2007 purchase of TXU, the largest utility in Texas, was the largest leveraged buyout in history. Yet, within seven years TXU was bankrupt. TXU (A) examines the spectacular turnaround of TXU from 2004 through 2007, in which shareholders received a tenfold increase in the share price and the CEO was rewarded with nearly $280 million in compensation in four years. But other stakeholders objected to the company's strategy of aggressive price increases and building new coal-fired power plants. Amidst growing pressure from regulators, elected officials, and consumer groups the board decided to sell the company to the private equity firms KKR and TPG. TXU (B) covers the period after the transaction and the reasons for the buy out's failure, including its enormous financial leverage and a "one-way bet" on natural gas prices that exceeded the exposure of any of the world's largest integrated energy companies.

The series of Janet Ames cases follow a fictional alumna of Harvard Business School into her consulting career in Boston. Over the series of cases, Ames is first offered the opportunity to join the board of a Boston-based non-profit organization, which offers students a chance to consider what questions they may have should such an opportunity arise within their first four to five years out of graduate school. Ames does join the board, and in the subsequent cases, questions emerge about whether an organization should have a fundraising screen, succession planning, and fiscal controls. The cases can be taught in a lively single session as each concludes with a discrete choices and opportunity for rich class debate in a realistic and, for some, likely set of personal and professional choices.

The series of Janet Ames cases follow a fictional alumna of Harvard Business School into her consulting career in Boston. Over the series of cases, Ames is first offered the opportunity to join the board of a Boston-based non-profit organization, which offers students a chance to consider what questions they may have should such an opportunity arise within their first four to five years out of graduate school. Ames does join the board, and in the subsequent cases, questions emerge about whether an organization should have a fundraising screen, succession planning, and fiscal controls. The cases can be taught in a lively single session as each concludes with a discrete choices and opportunity for rich class debate in a realistic and, for some, likely set of personal and professional choices.