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The case covers real time experiences of the people involved in digital transformation, capture the lessons learned and explain how Faurecia was able to transform its plant into a culture of innovation for the manufacturing processes.

In 2011, the Rhode Island (RI) legislature established the Commission on Health Equity and charged this group with writing a report on health disparities every two years. The case protagonist, Dr. Harper Avery, Director of Minority Health at the RI Department of Health, has recently assumed the co-chair position on the Commission of Health Advocacy and Equity in RI. Through the experiences of Dr. Avery, the reader sees the issues involved when a multidisciplinary and multi-sectoral group must work together to create the health disparities/health equity report. Such issues include how to define "health disparities" and related terms, what health outcomes and behaviors to choose to report, where to get the data required for the report, and how to measure disparities with the data obtained. Additionally, the reader is encouraged to consider the multiple perspectives of the Commission members and the various constituencies they represent. This case study takes the students through the process of developing a state-level health disparities report.

In 2011, the Rhode Island (RI) legislature established the Commission on Health Equity and charged this group with writing a report on health disparities every two years. The case protagonist, Dr. Harper Avery, Director of Minority Health at the RI Department of Health, has recently assumed the co-chair position on the Commission of Health Advocacy and Equity in RI. Through the experiences of Dr. Avery, the reader sees the issues involved when a multidisciplinary and multi-sectoral group must work together to create the health disparities/health equity report. Such issues include how to define "health disparities" and related terms, what health outcomes and behaviors to choose to report, where to get the data required for the report, and how to measure disparities with the data obtained. Additionally, the reader is encouraged to consider the multiple perspectives of the Commission members and the various constituencies they represent. This case study takes the students through the process of developing a state-level health disparities report.

Supplement to case W19142

Supplement for product 9B19C005.

COREX, a new technology brought by Mr. Jindal, froze before going into live operations resulting in 10 month delay. This case discusses the project management monitoring methods used by them. Their use of Microsoft Project in place of Primavera is interesting. Before this, India did not have expertise in COREX. The case also discussed how to build project team when the local expertise is not available. The case also shows how much of monitoring methods discussed in books are practicable.

Supplement to case IN1561

Supplement to case IN1561

Supplement to case IN1561

This case serves as a complement to the case "Fair Value Accounting at Berkshire Hathaway, Inc. (A)".

In contrast to the decision on business expansion in Case A, Case B focuses on the company's decision to narrow its business scope. Changing government policies, including stricter labor laws, increased the company's operation costs. The closing of department stores forced the company to rethink its strategy and to focus more on online business. The company has made a series of changes in product offerings, sales channels, strategies, pricing schemes, and IT management. In Case B, students are required to identify the company's competitive resources and discuss whether the company is moving in the right direction by focusing on online business and scaling down its product range.

The (B) case starts with PMC-Sierra's decision to acquire for $100 million a solid state drive controller business, which included a prototype and a team of 50 people. The company also acquired intellectual property required to build PCIe switches-a related product family that was newer and cutting edge, but riskier to develop. After the acquisition, PMC-Sierra created a new, isolated business, the Non-Volatile Memory Solutions Group (NSG), and protected NSG's resources. To encourage rapid decision making, PMC-Sierra rolled marketing, R&D, and technical support under NSG's leader. NSG was indeed able to move quickly to produce a new product. At the same time, carving out this dedicated business meant that PMC-Sierra lost some efficiencies in the company as a whole. The acquisition and formation of NSG also put some burden on other parts of PMC-Sierra, as NSG required dedicated attention and resources during its start-up phase. A few months after the acquisition, PMC-Sierra leadership shut down the existing internal group working on the solid state drive controller, because the company had two teams and two sets of products. This proved to be one of the company's biggest tradeoffs-and an unpopular decision. Along with that decision, the company opted to develop the newer, riskier product that it had acquired the intellectual property for, PCIe switches.

This case should accompany the (A) and (C) cases, "Gender and Free Speech at Google" (318085) and (319097).

This case reveals Google's response to a list of employee demands aiming to combat sexual misconduct in the workplace. This case should accompany the (A) and (B) cases, "Gender and Free Speech at Google" (318085) and (319085).

The case opens in September 2015, when IKEA is about to open its first store in Morocco. It then chronicles the efforts of KITEA CEO Amine Benkirane and his son Othman between 2013 and 2015 to prepare KITEA for IKEA's entry. After incurring losses for the first time in 2013, KITEA had bounced back and recorded profits and growth in 2014 and 2015. The improvements in supply chain management, product range, and relationships with stakeholders that the duo had been working on tirelessly seemed to be paying off. After an intense preparation period, was KITEA ready to face off against IKEA in Morocco?

The case opens in 2016 as Amine Benkirane, CEO of the furniture retailer KITEA, observes KITEA's dormant sales on the day IKEA opens its first store in Morocco. It then provides information on IKEA's Morocco store, as well as a detailed pricing comparison between IKEA products in Morocco and elsewhere and similar products sold by KITEA. The case then asks whether KITEA had any chance to compete with IKEA under the current circumstances, taking into account its extensive preparation for the competition.

The case opens in 2018 after KITEA has recorded two years of double-digit sales growth following IKEA's entry into the Moroccan market. It then traces the factors that contributed to KITEA' success and that led Tana Africa Capital Limited to acquire a minority stake in the company. In February 2018, following the acquisition, the partners announced plans to create a presence in North and West African countries through KITEA's stores. The case asks whether, after a number of frightening years, KITEA was ready to expand internationally to Sub-Saharan Africa, and if so, what the optimal structure and pace for this expansion should be.

This case describes the delay of IKEA's store opening in Morocco in 2015. After Sweden ordered an internal review of its position on the independence of Western Sahara, a territory Morocco regarded as part of its own, the Moroccan government declared that IKEA did not have proper licensing to open its store in Morocco. The opening of its Zenata store was delayed by at least several months. What additional changes should Amine and Othman Benkirane implement at KITEA in the extra time?