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Supplement to case W18383. This case series allows students to examine the dynamics of an organization-wide operating system change that was implemented over a decade from 2007 to 2017. The change was initially introduced at Fortis Healthcare Limited in a single hospital and later successfully scaled up to multiple locations. The system worked well for some years before it fell victim to gradual degeneration and defocus. At some stage in the journey of change, this degeneration and defocus was noticed, and a fresh effort was made to revive the change at different locations. Thus, the case series gives students the opportunity to examine the different stages of a change journey-the introduction of change; transferring it to multiple locations; sustaining change; possible .degeneration or defocus, leading to ritualization and loss of spirit; and the rejuvenation of change. In Implementing Fortis Operating System (B), the chief executive officer at Fortis Healthcare Limited had to create a strategy to ensure that standard operating procedures continued to evolve over time.

This case series allows students to examine the dynamics of an organization-wide operating system change that was implemented over a decade from 2007 to 2017. The change was initially introduced at Fortis Healthcare Limited in a single hospital and later successfully scaled up to multiple locations. The system worked well for some years before it fell victim to gradual degeneration and defocus. At some stage in the journey of change, this degeneration and defocus was noticed, and a fresh effort was made to revive the change at different locations. Thus, the case series gives students the opportunity to examine the different stages of a change journey—the introduction of change; transferring it to multiple locations; sustaining change; possible .degeneration or defocus, leading to ritualization and loss of spirit; and the rejuvenation of change.<br><br>In Implementing Fortis Operating System (B), the chief executive officer at Fortis Healthcare Limited had to create a strategy to ensure that standard operating procedures continued to evolve over time.

Supplement to Knowledge Sharing at REMA 1000 (A). Chief Human Resources Officer Tore Høylie was proud of REMA 1000 (REMA)'s strong employee engagement with Workplace, Facebook's corporate social media platform, however some users complained that the corporate social network had disrupted hierarchical structures, and that the site was overloaded with information. To begin to remedy these problems, Høylie's team modified the group architecture and issued guidance for platform use.

Supplement to case SMU413. This case is a two-part series on the value of faculty teaching forums and peer coaching programmes in resolving conflicting pedagogical philosophies. Case A is set in September 2009, shortly after James Nelson, assistant professor at Singapore Management University sought guidance from practice associate professor Harry Denon on the issue of declining student ratings of his teaching performance. Den then observes Nelson's lectures, and has in-depth discussions with him on his teaching style. The discussions prove very helpful to Nelson, who is now able to decide how he should approach his class and to what extent he needs to alter his teaching approach. The case looks at the value of feedback received by faculty through various lenses: students, peer and self-reflection. It is highly suitable for faculty development and executive education courses that cover different pedagogical philosophies and the effectiveness of student appraisal processes. In Case B, Nelson reflects on his peer coaching experience and how his thought process has evolved through the course of the coaching programme. He also describes some of the changes he made in his instructional strategy and course assessment methods, and reveals how he has refined his teaching philosophy.

It is a two part case, set in 2018. Case A describes how Amazon and Walmart have been two of the most successful retailers in history and responsible for changing the rules of the game in the retail industry in the US. In their wake, they have driven many retailers out of business while transforming how suppliers manage their relationship with powerful retailers. Case B presents India, one of the most attractive e-commerce market globally, as the next battleground for the two retailers. The unique trajectory of each retailer, Amazon through online and Walmart through offline, has endowed these companies with different and distinctive capabilities. For the most part they have managed to avoid each other in the competitive marketplace by serving different consumer needs. However, as consumers and markets have been increasingly demanding an omni-channel presence, both retailers have been forced to invade the other's turf - with Amazon seeking an offline presence and Walmart seeking a substantial online operation. This leads to several questions that engage students. To grow, how should the two retailers confront each other and build their omni-channel operations? What has been their past success in the playing field of their nemesis (Amazon offline and Walmart online)? How does the marketing strategy of the two retailers differ? What are the distinctive capabilities of each retailer and how do these either help or hinder their ability to evolve for an omni-channel future? What are the financial implications of the omni-channel transformation for each retailer?

Analyzes Snap's value and analyst recommendations following the events described in the A case.

Analyzes Snap's value and analyst recommendations following the events described in the B case.

At the age of 23, Luca Garavoglia became chairman of the Campari Group following the sudden death of his father two years earlier in 1992. From the start, Luca adopted a strategy of fast growth through acquisitions and over the next 24 years, Campari acquired 26 other companies, spending a total of over €3 billion and establishing its own distribution network in 20 countries. This two-part case series describes how Campari transformed from a single-brand local Italian company to an important player in the global spirits industry with over 50 premium brands distributed in over 190 countries around the world. CASE B starts with the announcement of a friendly tender offer by Campari for Grand Marnier in March 2016. This was the largest acquisition in the 156 years of Campari's existence and also one of its most complex ones. It took Campari over 18 months to arrive at this point and it had to wait another month to find out how this offer would be received by the shareholders of Grand Marnier and Campari. Calculating the offer price was Campari's biggest challenge. With no business plan, and no equity research financial forecasts available, it had to make its own projections based on its business knowledge of the spirits industry.

Supplement for product 9B18M024.

Supplement to case A234

This case describes how Feeding America, the third-largest nonprofit organization in the US, designed a marketplace for allocating donated food across its network of food banks. It considers the promises and pitfalls of using market-based allocation in the context of a centralized artificial currency market, and evaluates the importance of different design components in making the marketplace efficient and fair for all participants.

Supplement to case IN1456. Recent MBA graduate Majed finds his dream job: high-tech, entrepreneurial, senior, social - contributing to the economy of Palestine, a cause close to his heart. But the new CEO of WebTeb, an online medical information service in Arabic, finds it more challenging than expected. Recruiting IT talent in Palestine is particularly tough. Eventually, his team finds an android developer to help them launch, but then comes a fateful phone call. Majed has infringed an unwritten policy of Palestinian tech companies - never to poach each other's employees. The rationale behind this is to keep wages low and thus boost an industry with potential to transform the local economy. The injured party, an IT outsourcing company, asks Majed to rescind the offer. If he refuses, they threaten to put WebTeb out of business by offering better salaries to his entire web-development team. Case B shows how Majed resolves the dilemma.

The case outlines how regional managing partner (RMP) Albert Ng steered Ernst & Young (EY) China through a period of significant growth from 2009, when it was the smallest of the Big Four firms in China, to 2017, by when it had become the second largest firm. Partners worldwide felt a sense of shared achievement, since EY Global had come together with China leadership to invest in building a strong China practice that was integral to all of EY. But Ng was not resting content. he believed that EY China was at a critical juncture. Chinese economic growth, which had partially fueled EY China's dramatic rise, was slowing down, just as competition was intensifying. Was EY China prepared to face the challenges that lay ahead?

This case tells the story of Alain St-Pierre, fire captain and the most decorated firefighter in Montréal's history, from childhood through retirement. It describes the key points of Alain's career, his heroic feats as firefighter, his influence as lieutenant and captain, and his failures. Alain's management "philosophy" and personality traits are also discussed.

This case tells the story of Alain St-Pierre, fire captain and the most decorated firefighter in Montréal's history, from childhood through retirement. It describes the key points of Alain's career, his heroic feats as firefighter, his influence as lieutenant and captain, and his failures. Alain's management "philosophy" and personality traits are also discussed.

Part A. In November 2016, Gibran Huzaifah, CEO of Indonesian firm eFishery that sells automated fish feeders for fish farmers, ponders a strategic pivot in the business-from hardware to data services. While his engineers struggle to develop a fish activity sensor to improve efficiencies and drive sales, Gibran ponders the option to develop new products to help farmers predict harvest levels (Fishbiz), signal quality to lenders (FishFax), and deploy platforms for inputs (Marketplace) and outputs (eCosystem). In addition, he is also considering whether it may be smarter to develop autofeeders for shrimp farmers, a market that is more geographically dispersed but with higher purchasing power. Part A ends by asking which direction Gibran should take for 2017. Part B. It is February 2018, and eFishery has moved into making automated shrimp feeders. Gibran seeks a roadmap to land investment funding and sees two paths to pivot into a viable platform business: 1) The "High Road of Quality Hardware" seeks a strong foundation for Marketplace and appeals to the engineering team. The CEO worries the High Road may increase unit costs, swell a bloated balance sheet, slow sales, and reinforce the firm's self-identity as a slow-scaling hardware company. It means redoubling work on the fish sensor, working with an outside firm to build a water quality sensor, and developing a P2P protocol and new data station to help the feeders talk to each other and send data to the cloud. 2) The "Low Road of Bootstrapped Disruption" seeks to get FishBiz and FishFax to market. Some sales staff share Gibran's vision, but most employees are used to hardware. Data capabilities remain weak and only major reallocations of scarce resources will make the new products strong enough to drive adoption.

In 2016, ING Group began an overhaul of its company culture, culminating in a code of conduct dubbed "The Orange Code."

Part B of this two-part case focuses on the valuation process. It describes ways of incorporating environmental, social, and governance (ESG) into company valuation, and provides forecasted cash flows and a weighted average cost of capital (WACC) for the Hong Kong electric utility China Light and Power Holdings (CLP). The case concludes as Susan was preparing to calculate a base-case valuation, a valuation adjusted for ESG factors, and a sensitivity analysis.