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Supplement to case 811055.

Supplement to HBS Case 319-046. The case describes the events that took place in the run-up to the 2018 Annual General Meeting, the voting outcome, key perspectives on success factors, and the challenges that The Weir Group faced in the near future.

Supplement to case E658A

How important are virtue and character when the future of a company is on the line? How does the leader decide between two pressing options? Set in 1981, this case examines decisions taken by Hussamuddin Yaacub, co-founder of the Malaysian publishing company Karya Bestari at a time when the company was in deep distress. The company's future was in doubt thanks to an unsuccessful partnership with Omar, a printer, who had earlier bought a 50% stake in Karya Bestari. This case suggests the managerial usefulness of the concepts and practice of "character" and "virtue," which are little employed in Western management but are central to some Asian companies and cultures. The case also illustrates the paradox that the most effective way to use virtue in business is not to use it for a business purpose. Virtue can be most profitable when it is practiced for its own sake, not for the sake of profit.

The case series describes strategic transformation at Takeda, the largest Japanese pharmaceutical company, with a special focus on the R&D function. Since 2015, the 237-year-old industry doyen has narrowed its strategic focus from six to three therapeutic areas, reorganised its global R&D footprint around one Japanese and two US sites, and engaged in over 180 new partnerships across multiple modalities of drug discovery around the world. The pipeline of new drugs, a key gauge of future growth, has shifted from 7% partner-based pre-transformation to approximately 45% partner-based today, and an entrepreneurial, geocentric way of working has taken hold. At Takeda, a generation's worth of strategic transformation has been compressed into three years.From the outset of the transformation process, outgoing Chairman Yasu Hasegawa and incoming CEO Christophe Weber made it a point to sound out major shareholders and engage candidly with the union, working with different stakeholders to find novel organisational solutions. Once plans crystallised in 2016, Hasegawa and Weber moved to reconstitute the board of directors, changing its composition and renegotiating its modus operandi to further strategic dialogue. During the course of the same year, the executive team was recast around people - internal and external - who had the skills and the mindset to take the company forward on its new path. Early in 2017, executives finally initiated a review and adjustment of existing structures in R&D, particularly as they pertained to the burgeoning partnership portfolio. In other words, Takeda stands out not only as a rare example of a large company reinventing itself, but also as a case that illustrates the importance of proactively addressing the governance of transformation.

In early 2018, the time seemed right for Zenefits investor and director Lars Dalgaard to reflect on whether Zenefits had the right board of directors to shepherd the company through its next stages of growth. For the company whose name combined the words "benefits," reflecting its human resources technology products, and "zen," loosely defined as a state of calm, the past few years were not entirely zen. Once heralded as one of the fastest growing software start-ups ever, the 5-year old company quickly achieved "unicorn" status-a term given to an elite handful of privately-held start-ups valued at $1 billion or more. But leadership and legal issues that emerged in 2015 had threatened to undermine its success and compelled Zenefits to appoint new board members, hire new executives, reformulate its business model, and transform its corporate culture and philosophy. With those changes in place, Dalgaard now turned his attention once again to the board. Did Zenefits have the board it needed to navigate the next stages of growth as it sought to further distance itself from its rocky past and focus on its future potential?

In early 2018, the time seemed right for Zenefits investor and director Lars Dalgaard to reflect on whether Zenefits had the right board of directors to shepherd the company through its next stages of growth. For the company whose name combined the words "benefits," reflecting its human resources technology products, and "zen," loosely defined as a state of calm, the past few years were not entirely zen. Once heralded as one of the fastest growing software start-ups ever, the 5-year old company quickly achieved "unicorn" status-a term given to an elite handful of privately-held start-ups valued at $1 billion or more. But leadership and legal issues that emerged in 2015 had threatened to undermine its success and compelled Zenefits to appoint new board members, hire new executives, reformulate its business model, and transform its corporate culture and philosophy. With those changes in place, Dalgaard now turned his attention once again to the board. Did Zenefits have the board it needed to navigate the next stages of growth as it sought to further distance itself from its rocky past and focus on its future potential?

Supplement to case IMD972 Kaan Terzioglu, Turkcell's CEO, and his top team had spent Capital Markets Day with global investment analysts celebrating the firm's achievements. Over the last three years, the company had transformed itself from a network operator selling undifferentiated data and voice services in Turkey into an experience provider that offered messaging, music, TV, search and other services to its customers. This had culminated in the launch of its Lifecell digital brand in Turkey in September 2017. This had turbocharged its revenue growth, which reached 23% in 2017. While there was room for Turkcell to grow its core consumer business in Turkey, it would also rely on opportunities in digital services, the corporate market and in new business areas including energy, finance, healthcare and automotive to sustain future growth. Turkcell had rationalized its international portfolio, taken steps to make its subsidiaries in Ukraine, Belarus and Northern Cyprus financially stable and was moving forward with the same digital operator strategy as in Turkey. The company planned to grow internationally by franchising the digital operator model it had pioneered in Turkey to telecom operators worldwide. Kaan Terzioglu felt this would increase the company's valuation given the valuation of global over-the-top (OTT) companies. Turkcell's growth plan raised questions. Did the firm have the management bandwidth to move into so many new business areas in Turkey? Would it be able to grow internationally using the franchise model? The answers were not clear.

In 2010, Anne Charpentier, director of the Montreal Insectarium, a natural history museum dedicated to insects, was mandated to metamorphose her museum, whose dilapidated facilities were bursting at the seams. Much more than the story of a simple renovation project, this case focuses on the extraordinary project management approach adopted by Charpentier. Soliciting the input of a host of experts, she spearheaded a co-creation process to help develop the specifications for the architecture competition that would determine the architectural and functional design of the new museum. Against all odds, Charpentier launched a two-year process involving the museum staff, other Montreal museums, world-renowned experts (in entomology and experiential design), as well as the general public. This case presents the details of the approach used along with the thoughts of the director and her collaborators throughout the collective design process. The end result was a program of museum experiences - the centrepiece of the specifications presented to the architects. The case also discusses the challenges faced by Charpentier and her team. The case is divided into two parts (A and B) - the first centres on the context of the museum transformation and the second on the development and implementation of the co-creation process.

Case (B) follows Case (A), product 9B18D024, in the case series. Case (B) refers to an unforeseen event that arose just a few hours before the actual audit.

Case (C) follows Case (B), product 9B18D025, in the case series. In Case (C), the waste audit team considers the results of the waste audit.

Less than a year after joining the board of African Bank Investments Limited (ABIL), the newest director finds himself in difficult discussions with other directors about removing the struggling company's CEO. The case is set in South Africa in mid-2014 as shares in ABIL, which traded on the Johannesburg Stock Exchange, are declining precipitously. The case describes ABIL's origins and evolution, including the acquisition and growth of its wholly owned subsidiary African Bank, a provider of unsecured loans to help individuals pay for expenses such as vehicle repairs, home renovations, funeral costs, medical bills, and education. As ABIL's profits rose and share price soared, it became the darling of analysts. However, when the South African economy turned sour, customers started defaulting on their loans, and ABIL and African Bank began to struggle. As ABIL's stock price dropped, the management team faced difficult questions about the company's lending practices, risk management processes, and plans to turn the business around. By 2014, the situation was grim, and pressure mounted from shareholders and market regulators for the board to take action. The case details the history of unsecured lending in South Africa, describes the regulatory, social, and legal contexts for the company and its business model, and explores the company's unique corporate structure and executive and director dynamics.

Supplement to case 118030.

In April 2018, Facebook co-founder and CEO Mark Zuckerberg was called to Capitol Hill to be the star witness at congressional hearings intended to examine Facebook's "breaches of trust" with its users and "larger questions about the fundamental relationship tech companies have with their users." Zuckerberg admitted that his company faced "a number of important issues around privacy, safety, and democracy" but emphasized that his company was "idealistic and optimistic...focused on all the good that connecting people can bring." This ethics case (A) explores some of the issues Facebook has faced since 2014, the criticism it has come under, and its responses. These issues include the "emotional contagion experiment;" privacy issues; fake news; Russian interference in US elections; the "Cambridge Analytica" scandal; charges of bias through targeted ads; and accusations of liberal bias and censorship. The second part of the case (B) then describes some of Facebook's policy responses to these issues, including tweaking the algorithm; developing and deploying new AI tools; changing its mission; and communicating with the public.

This case relates how Richard finally decided to accept the great challenge, and thus formed an integration team of experts in different functions, and got prepared in every aspect he could consider. However, on their journey to Indonesia, Richard was informed of a death-threat e-mail from someone at the Batam Plant. Should he put himself and his team at risk to fulfill the integration?

This case tells how Richard and the Chinese team decided to act. After arriving at the plant, Richard (the integration team leader), Jack Chen (the newly appointed General Manager of the Batam Plant), and other team members implemented a series of transformational initiatives, such as conducting comprehensive communications, adjusting the organizational structure, making the plant operations more efficient and controllable, training the leadership of the local team, and dealing with the business crisis caused by the strikes organized by the trade unions.

Supplement to case CB0101 Case (B) describes Wu's new critical issue after the merger - whether or not to retain the former Dressta's President.

In the Newstar Magazine exercise, participants are assigned one of three roles—managing editor, publisher, or board chair—and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine’s leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C052.

In the Newstar Magazine exercise, participants are assigned one of three roles—managing editor, publisher, or board chair—and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine’s leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C051.

In 2013, GE implemented the FastWorks program, an initiative that utilized tools and methods adapted from start-up methodologies to make the company more customer centric, lean and agile. With the spread of FastWorks within GE, a startling conclusion became evident - the existing performance management system might no longer be fit for the company's new direction. This case series follows the journey of GE's new performance management system, Performance Development, and its PD@GE app. By utilizing FastWorks in its development process, the HR team was able to leverage customer feedback and rapid prototyping to build a new system with unique features, such as instantaneous feedback, upward feedback and removal of employee ratings.