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Gilberto Dimenstein, a well-known Brazilian journalist, created a new model called Catraca Livre in 2011 that connected residents of Sao Paulo with untapped resources by aggregating information into a centralized online platform. As an Advanced Leadership Fellow at Harvard, Dimenstein developed Catraca Livre to fulfill the goal of fostering community empowerment. From 2011 to 2019, Catraca Livre grew to become a major news site in Brazil, serving over 50 million users over 8 digital channels. Catraca Livre expanded its scope to focus on digital campaigns, which combatted issues like sexual assault and fake news. Catraca Livre also scaled as an organization by achieving financial independence and no longer relying on funding from foundation, moving into a new headquarters, and adding an in-house technology team. After stepping down as CEO of Catraca Livre in May 2017, Dimenstein founded a new venture, ReciproCidade, which leverages the resources of Catraca Livre to stimulate creative community projects to further its social impact. This case shows how Dimenstein scaled Catraca Livre to have greater reach throughout Brazil through the use of digital technologies and offers a model for community empowerment and advocacy globally through a digital platform.

Supplement to case SM298A. Jonas Spangenberg, CEO of BoKlok, an entrepreneurial industrialized construction venture focused on providing low-cost housing to a sharply defined, relatively low-price market segment, must identify and manage forces within three contexts as he develops and guides BoKlok's growth strategy: the residential construction industry, and Skanksa and IKEA, BoKlok's parent companies. Students are asked to consider Spangenberg's strategic actions in relation to the external context-an industry beginning to feel the impact of information technologies (digitalization) in the design, manufacture and assembly phases of construction-and in relation to the company's internal context: parent companies Skanska and IKEA. Organizationally, BoKlok was nested within Skanska, one of the top ten construction companies in the world, and was dependent on Skanska for BoKlok's continued growth and development. Yet, historically, culturally, and from a brand perspective, BoKlok was patterned after IKEA, the low-cost furniture retailer. Spangenberg's most direct strategic challenges relate to fine-tuning BoKlok's business strategy in light of industry turbulence and, with the support of Skanska, developing a strategy for entering the U.K. market, and preparing his organization for executing the U.K. strategy. The first case can be used on its own to develop a deep understanding of the conditions that led to the founding of BoKlok and to clearly identify its novel business strategy and the success that it has been able to achieve by January 2018. The second case is set in September 2018, at the time that the Swedish housing market entered a downturn and BoKlok and parent company Skanska were dealing with the effects of contraction in their home market while preparing for BoKlok's expansion into the United Kingdom.

Kjell & Company was a Swedish retail electronics chain. The company's products consisted of home electronics and accessories. The company was noted for its excellent customer service and a fair "one-for-all" HR policy. Historically, the salespeople had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter-temporal-horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO on whether to change the sales force compensation plan to a temporally shorter scheme and, if so, how to implement the change. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation structure. Also, the case series shows ways to experiment with the compensation plan for causal inference.

Kjell & Company was a Swedish retail electronics chain. The company's products consisted of home electronics and accessories. The company was noted for its excellent customer service and a fair "one-for-all" HR policy. Historically, the salespeople had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter-temporal-horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO on whether to change the sales force compensation plan to a temporally shorter scheme and, if so, how to implement the change. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation structure. Also, the case series shows ways to experiment with the compensation plan for causal inference.

Supplement to case UV7749 The B case in this series picks up after the protagonist, Henry Franklin, has delivered his recommendation to use "first in, first out" (FIFO) accounting to the management of Sunshine O.J. (Sunshine). CEO Don Sanchez is impressed with Franklin's idea and asks him and his boss, Virginia Silverstein, to look into another problem at the company: inventory stockouts.

This case, a follow-up to "The University of Virginia Health System: The Next Generation of Quality Care and Patient Safety (A)" (UV7975) continues to follow the University of Virginia Health System's (UVAHS's) transformation into a leader of operational excellence focused on both patient outcomes and the well-being of health care team members with Be Safe, its new signature quality improvement and safety program. This case gives students an opportunity to engage more deeply in class discussions in several areas, including managing organizational change, understanding supportive leadership actions on multiple levels, and implementing Lean principles and methods in service line-structured operations. It also exposes students to issues currently facing the health care industry, particularly from an academic hospital standpoint. The case first follows UVAHS's realignment of hospital team members, physicians, and the School of Medicine into service lines for performance management. In the case, a closer look at a successful service line, Neurosciences & Behavioral Health, gives students an opportunity to examine key management decision points involved in executing a new organizational vision. The case then presents a current management challenge; how to improve Leader Standard Work (LSW) for 300 midlevel managers-assistant nurse managers, nurse managers, and medical directors-to provide mechanisms for reinforcing accountability during performance management in service lines.

Supplement to case CU243

Amazon's initial request for proposals for a second headquarters (HQ2), released in September 2017, attracted great attention and, ultimately, proposals from 238 cities and regions in North America. This case discusses the company's decision to split its HQ2 between two locations, and the ensuing response from local politicians and the public.

Stephane Kasriel, the CEO of Upwork, the leading platform for freelance labor, updates his progress on how to redesign its business model in 2019.

Supplement to case W19170 Case B describes how management at SÄBU Holzbau GmbH was able to overcome the crisis with the help of a team of consultants who supported the company through a change process that significantly altered the its culture.

Case B describes how management at SÄBU Holzbau GmbH was able to overcome the crisis with the help of a team of consultants who supported the company through a change process that significantly altered the its culture.

Supplement to case IN1581 In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits. Case (B) examines Tata Motors' CSR programmes in depth and provides an opportunity to consider their impact. Students are challenged to come up with their own ideas for how the philosophy of "more from less for more" can be used to address issues related to poverty and lack of education in India.

Supplement to case TB0551 The 2014 Health, Safety and Environmental (HSE) audit by Smith Overland provided an impetus for change. At the time, Emsad's various clients would often try to get Emsadto adopt new safety programs for their specific contracts. Abdulatif Al Numairy, Emsad's CEO, explained the thinking at that time: We decided that we would not do something just for one client. I do not agree if the enhancement or the program is only for the client because we will never get the maximum return. If every client wants it done their way, we will not be successful. We decided that we should try to bring the whole company and even the whole industry to a higher level of performance. Success willbreed success.... Smith Overland agreed and supported a company-wide program. They encouraged us to get other clients on board.

Supplement to case SMU493

Supplement to case SMU493

During the period 2011-2016, CEO and Chairman of Greek telecommunications company OTE Michael Tsamaz guided the company through a much needed transformation with a multi-pronged strategy.

From his time as a young engineer at Microsoft in 1993, to the challenge of building Glassdoor from the ground up until it reached a valuation of over $1 billion, in 2018, Robert Hohman had come a long way. Now, from his spacious office with a picturesque view of Richardson Bay in Mill Valley, California, Hohman confronted one of the most important decisions of his life. Glassdoor, the company he cofounded in 2007 with Rich Barton and Tim Besse, had grown consistently over the years. It had been fueled by multiple different investors and VC firms, under various circumstances and deal structures. Like most start-up founders, they expected to take the IPO route at some point. Then, in early 2019, when it seemed that the company was finally ready to go public, one of its largest competitors placed an offer that was hard to refuse.

The case describes the various industry 4.0 options which were available to Faurecia for digital transformation and finally illustrate the process of successful implementation of the digital transformation strategy in Abrera' plant by overcoming various challenges, the value proposition, the execution of the plan, and the costly pitfalls along the way.