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This case covers Ripple's events from 2020-2023. The focus of this case is Ripple's 2023 victory over the SEC, which sued Ripple in 2020 claiming that they did not register their XRP coins as securities. After Ripple's victory, CEO Garlinghouse faced numerous decisions, including whether to invest other companies to building out the crypto ecosystem, launch a stablecoin (as several crypto companies had done), and whether he should take a leadership position on government policies on crypto or remain in the background.

Raya Partners, a private equity firm, faces a crucial decision regarding Asa Specialty Coatings Company (ASCC). The dilemma involves shifting ASCC's manufacturing operations to Mexico, a move that would boost profitability and reduce emissions but result in significant layoffs in Vermont, impacting employees and the local community. Adrienne, Raya Partners' Chief Investment Officer, grapples with balancing financial gains, social responsibilities, and environmental considerations. The decision also tests Raya Partners' commitment to its ESG policy. Adrienne must devise a transparent communication strategy, explore fair severance packages, and consider ways to alleviate the financial burden. Ultimately, the choice made will define Raya Partners' values and shape ASCC's future.

As autonomy became a more significant part of modern life - most notably in autonomous vehicles (AVs), such as Teslas - ethical debates about whether and how to impart ethics to machines heated up. Utilitarians pointed out that autonomous vehicles crashed much less often than human-driven cars, making their adoption a net positive in terms of lives saved; deontologists worried about the implications of programming a car to swerve to kill its passengers instead of pedestrians, for example, among other high-stakes "trolley problems." Ethical issues abounded across different levels of automation and across borders. How should AVs be programmed for complex, uncertain, ethically challenging situations? Was there anything innately human about moral reasoning, or could companies imbue AVs with sound ethical frameworks?

As of 2023, Netflix is the largest streaming-video provider. However, it faces increased competition, as well as slower growth in subscriptions, which have caused it to reconsider its past practices. This case describes the history of Netflix's business model and the antecedents that have led it to make some significant changes-the most important of which is an ad-supported subscription option. It is also engaged in cost-cutting measures, discouraging password sharing, and even making a small foray into video gaming. This case is suitable for a capstone strategy course or an advanced elective in competitive strategy at the MBA level. It has been used by MBAs and executives (both in the United States and in Europe) in classes covering strategic management.

In mid-2008, hedge fund manager Steve Maiden was riding high. The self-assured Maiden had launched his own fund in late 2006 and it was substantially outperforming the market. Investors wanted in, and Maiden's personal wealth exceeded even his own lofty expectations. But then things began to fall apart. The global financial crisis hit and several of Maiden's large investments were imploding. His efforts to capture some value hinged on reaching an agreement with several partners. To buy time until an agreement could be reached, Maiden began to falsify his fund's returns to investors. He continued to do this for over two years. In May 2013, Maiden pleaded guilty to securities fraud and was given a seven-year prison sentence, leaving behind his wife and two young children. The Steve Maiden case series (consisting of UVA-OB-1437, UVA-OB-1438, and UVA-OB-1439) provides an inside look at the rise, demise, and resurrection of an ambitious young man whose profile is not unlike that of many MBA students. It gives students a unique opportunity to witness events as they unfolded, and read Maiden's own words about his thoughts and feelings as things unraveled, as well as his candid reflections on what he learned from the experience.

Arla implemented a data based price incentive systems to measure, track, and influence climate friendly changes to reduce CO2 emissions across the world's fourth largest dairy cooperative.

This case describes how SeaCloud, a real estate company founded in 1999, redesigned its performance management system in an attempt to achieve the strategic goal of improving efficiency at a time when many Chinese real estate enterprises doubled down on their strategies to undertake projects with short turnaround times. In December 2018, Ling Yun, the Founder and CEO of SeaCloud, discovered that a major project under development by the company was significantly behind schedule, despite most employees meeting their performance goals. It was then he realized that there were problems with the company's existing performance management system, and he asked the HR Director, Liu Min, to undertake a full review and redesign the performance management system. The new performance management system needed to address a number of issues, including (i) there was no direct link between mid-level and junior employees' performance appraisal results and salary increases; (ii) neither was there a link between corporate strategy and the performance criteria used to evaluate staff performance; (iii) senior executives were appraised annually, limiting the ability to take more timely corrective measures and actions; and (iv) cross-departmental collaboration was not effective. Under the new system, mid-level and junior employees' performance bonuses were based on and determined by both individual and departmental evaluation outcomes. In addition to job responsibilities, key performance indicators (KPIs) and key work processes were established by managers and used to evaluate staff performance. Senior executives were now appraised on a quarterly rather than annual basis. The results of 360-degree feedback were also taken into consideration when assessing staff promotion. To enhance cross-departmental cooperation, employees from different departments would also be jointly evaluated.

This case aims to provide a deep understanding of two important dimensions of Indian society, which are instrumental in determining most socioeconomic outcomes: caste and gender. The case discussion is divided into two parts. The first part examines the roles of caste and gender in modern Indian society. The second part seeks to encourage students to think about actionable, policy-relevant solutions that can be implemented by different social stakeholders (businesses, governments, individuals, etc.) to mitigate caste and gender barriers and build an inclusive labor force. The case is taught at Darden in the second-year elective, "India in the Global Economy." It is taught in the first week of the course, with the aim of introducing students on the role of caste and gender in modern Indian society. It would also be suitable in courses related to social identity, ethics, business strategy, and social inclusion, where individual identity plays an important role in influencing socioeconomic outcomes.

The case describes the efforts of Anna Wagner as the newly promoted president of Epsilon Products as she plans to launch a major diversification for the business. Epsilon is a unit of the much larger Sussex Corporation (a disguised company), a diversified luxury goods company. More recently Epsilon has set up a joint venture with a Philippine-based company, Acoba, to develop a bio-leather material to be used in a new line of bags and purses. While the products have been well received by customers, the bio-leather initiative code named Project PineAlpha, has not proven profitable given low production runs. In order to increase production volumes, Epsilon has just received board support to expand the joint venture and launch a line of products that would be sold outside Sussex stores, an unprecedented move for the company. Meanwhile, Wagner, who is just taking over as president of Epsilon, is not well known by Sussex's CEO and Chair. Wagner has to decide how to roll out the new PineAlpha strategy, how to position and staff the new unit, and how to deal with the inevitable resistance to change from employees, both inside Epsilon but also Sussex overall.

St. Luke's Hospital (SLH) started out as a community hospital (CH) to help rehabilitate patients who had undergone or were undergoing treatment at acute-care hospitals. By 2016, SLH's range of services had increased manifold, making SLH one of the few CHs with a comprehensive suite of services, such as rehabilitative, wound, and dementia care. Beyond inpatient care, SLH also offered outpatient and support services such as day-patient rehabilitation, diagnostics and laboratory services, and home-care services. To meet the growing health-care needs of an aging population, Singapore adopted the CH concept for its national health-care master plan, which projected a tripling in the number of CH beds over the next 10-15 years. As more new public CHs were established, especially in the western region of Singapore-where SLH used to operate as the only CH-SLH had to review its role and future direction. To sustain its competitive advantage, should the organization invest its resources into strengthening its existing capabilities, or diversify into new areas of growth? Tan had to provide his recommendation at the next quarterly board meeting.

James Waite, the manager at Western Film, must decide which film to screen at his cinema in the upcoming week. He must evaluate whether to continue showing Spider-Man: Far From Home (Spider-Man), or replace it with one of three other films available for him to screen. Western Film, a second-run theatre, has the advantage of having domestic box office information available, and Waite must analyze whether this information is helpful to him in making this decision.

This field-based case uses the challenges an elementary school principal encountered during her first year as a seasoned professional in an underperforming school to set the stage for unfolding a framework on cultures, situations, and selves. The material also reveals elements of burnout, racism, and interpersonal and structural problems. The case allows an exploration of managers unconsciously placing greater expectations on high-performing women employees of color. The case opens with Katchia Gethers, a Black female principal of the second-largest school district in South Carolina, questioning whether to continue or leave. Pushback from some inside the school, critiques from individuals who want to keep Gethers in line with their views, and anonymous online attacks have left her questioning her own leadership. But Gethers has made a difference-the underperforming school showed signs of academic improvement. A strong circle of supporters among those she reports to and those who report to her encourage her to continue. This case would be suitable for MBA and undergraduate courses in organizational behavior or ethics. It could be used at the end of the module about developing self-awareness or about belonging and inclusion. This case can also be used to teach students about managing stakeholders with different interests and goals. The material touches on everything to which effective managers should pay closer attention throughout their careers.

Corporate foundations represent a distinctive avenue for companies to channel their resources into social initiatives, often straying from their core operational domains. This case study delves into the intricate management of the Promigas corporate foundation, specifically in the realm of education, where a deliberate misalignment with the company's primary energy markets operations is observed. The study sheds light on the unique attributes of this corporate foundation, placing it within the broader landscape of similar entities. Central to the narrative is Ana Vera, a seasoned executive tasked with the stewardship, administration, and strategic orientation of the foundation. Promigas, renowned for its presence in Colombia and Latin America's energy markets, embarked on a philanthropic journey through the establishment of the Promigas Foundation. Over time, this foundation has refined its approach to education, emphasizing a Knowledge Management model underpinned by two pivotal components: reflective practice and robust networking with stakeholders from social, governmental, and corporate spheres. This multifaceted framework has enabled the foundation to craft a distinctive trajectory within the education landscape, illuminating its commitment to driving sustainable social change. Ana Vera's entry into the foundation's leadership marks a pivotal juncture in its evolution. Entrusted with steering the foundation's course, Ana Vera's strategic acumen and leadership become crucial assets. As she grapples with the foundation's unique positioning-distinct from Promigas' core pursuits-Ana Vera is tasked with harnessing the power of misalignment. This challenge of aligning a non-aligned initiative underscores the nuanced interplay between corporate social responsibility, brand identity, and societal impact.

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

The case presents the strategic dilemma faced by the company's leaders, especially Jorgen Vig Knudstorp, Executive Chairman of the LEGO Brand Group. In 2021, Niels Christiansen (CEO of the LEGO Group) was celebrating the financial results that the LEGO Group had obtained the previous year, a period in which they achieved the highest sales peak in the company's history, despite the complexity brought on by the Covid-19 pandemic. The LEGO Group was the largest of the four units grouped under the LEGO Brand Group umbrella. It generated 70 % of the revenue of the LEGO® brand business, and was the main source of income for Kirkbi, the holding company of the Kristiansen family. Nearly ninety years after its founding, the LEGO Group still relied on the world-famous LEGO® brick and the philosophy of learning through play. Over the past two years, the LEGO Group had stepped up investments to drive expansion into other regions and had bet on innovations in the brick-based play and retail ecosystem. However, there were still many missing pieces in the strategic consciousness. The LEGO Group had not been able to carve out a niche in the video game market and had not yet developed a new growth engine that would diversify the traditional brick brand. Jorgen Vig Knudstorp, now at the head of the governing body managing the LEGO® businesses, had to come up with a vision that would lay the foundation for the future of the brand's business. The case creates discussion spaces for students to deliberate on the strategic decisions to be made and how to carry them out. The story starts from the LEGO Group's beginnings, in 1932, and describes the most notable strategic moves through 2020; from the "pieces", or founding moments, through the "pieces" of diversification, repair, transformation, entrepreneurship and expansion. Thus, it describes the strategies that each CEO devised to overcome the company's circumstances.