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Most managers will one day be in a situation where they must help another employee with a mental health issue. How should they prepare for these conversations? What resources are available? This role-play case duo sets up a discussion on mental health-specifically, depression and anxiety-between an employee and their manager in a US context. Students will be assigned either the role of the boss or the direct report, and will be asked to navigate a difficult conversation around mental ill health and performance at work. The material allows students to learn about the various policies and laws that govern these discussions and the typical workplace resources that may or may not be available, and to practice having these tricky conversations. This case set may not be appropriate or useful for audiences with several employees who work or plan to work outside of the United States because mental health symptom presentations, norms surrounding mental health discussions, and mental health resources in other countries differ significantly from what is discussed in this case set.

Most managers will one day be in a situation where they must help another employee with a mental health issue. How should they prepare for these conversations? What resources are available? This role-play case duo sets up a discussion on mental health-specifically, depression and anxiety-between an employee and their manager in a US context. Students will be assigned either the role of the boss or the direct report, and will be asked to navigate a difficult conversation around mental ill health and performance at work. The material allows students to learn about the various policies and laws that govern these discussions and the typical workplace resources that may or may not be available, and to practice having these tricky conversations. This case set may not be appropriate or useful for audiences with several employees who work or plan to work outside of the United States because mental health symptom presentations, norms surrounding mental health discussions, and mental health resources in other countries differ significantly from what is discussed in this case set.

SRK Exports Pvt. Ltd., a family-owned diamond firm based in Surat, India, has over 6000 employees. Despite facing economic downturns and the COVID-19 pandemic, the company, under the guidance of founder Govind Dholakia, has managed to avoid employee layoffs. SRK's HRM practices, including performance management, training and development, recruitment and selection, employee engagement, and CSR, are well-integrated with the company's values and culture, and are supported by the Quadruple Bottom Line Approach. As the firm continues to grow and leadership transitions to the next generation, SRK must remain vigilant in maintaining its sustainable HRM practices. This case study examines the events that contributed to SRK's success in the diamond industry and highlights future challenges for the company.

What is unique about innovation in a social entrepreneurship setting compared to that of general entrepreneurship? The IngCare case serves as an illustration of these disparities across multiple dimensions, including its founding mission, entrepreneurial methods, organizational mechanisms, and growth trajectories. IngCare's founding mission was to leverage technological tools to enhance the quality of autism rehabilitation and ensure accessibility to professional rehabilitation services for every child. Over eight years on since its establishment, IngCare had undertaken various initiatives, such as developing a cloud classroom for training autism rehabilitation teachers and introducing the VB system for assessing autistic children's skills. However, the VB system faced criticism from many institutions that used it. In response, IngCare established its own rehabilitation centers to showcase and advocate for applying the VB system. This transition marked IngCare's shift from solely a product and service provider to an operator of offline rehabilitation facilities. As of early 2022, IngCare operated two primary business segments: 15 directly operated high-end institutions and external empowerment. Both business segments faced enormous growth opportunities, but the associated challenges were also daunting. Being aware of IngCare's limitations in resources and capabilities when striving for simultaneous excellence in both realms, the founding team found themselves at a strategic crossroads. Should their forthcoming strategic focus revolve around expanding rehabilitation institutions or empowering the industry through selling digital products and services?

In 2022, the India-based patient-centred integrative oncology start-up ZenOnco was struggling with brand equity and impact. The company had introduced two innovative apps-Ziopar and CANNECT-to help empower, educate, and enable patients and caregivers to access scientifically-based information and support on cancer treatment. However, the company had yet to become the most sought-after platform for cancer guidance. More than a dozen oncology start-ups were springing up across India's fragmented, disorganized, and complex cancer-care industry, known for service-delivery issues and high drug costs. ZenOnco's biggest challenge was brand building and navigating the customer service journey to become the preferred destination for free and low-cost, fact-based cancer-care guidance, counselling, and support.

In August 2022, Falguni Nayar, the founder and chief executive officer of Nykaa-a Mumbai, India-based omnichannel beauty, personal care, and fashion retailer-confronted declining profitability and a stock price that had fallen 36 per cent since the company's initial public offering in late 2021. As a woman entrepreneur who had launched her venture at the age of 49, Nayar's attempt to emulate the French multinational retailer Sephora in the Indian market had had a strong start amid heady media coverage. However, the company had been expanding out of its core beauty and personal care market, where it was an early entrant, to the crowded and highly competitive fashion market, which impacted profitability. Nayar and her management team had to address two major issues: determining how to increase profitability and deciding whether or not to make a strong push to India's Tier 2 and Tier 3 cities, where the competitive intensity was likely to be lower, but the demographics were unlike those in the country's large metropolitan areas, where Nykaa was successful.

The Silicon Valley Bank of SVB Financial Group (NASDAQ: SIVB) supported tech startups and venture capital funds primarily in Silicon Valley. On 8 March 2023, the bank attempted to raise equity and sell debt securities to improve liquidity, but was unsuccessful. Doubts about the bank's solvency led its depositors to withdraw cash, totaling around USD42bn. On 10 March 2023, the US regulators shut down the bank and halted its shares from trading on NASDAQ. In 2021, SVB invested heavily in long-dated securities, such as mortgage bonds securities, and US treasury 10-year bonds to be held until maturity, thus classifying the majority of them as HTM. HTM securities were recorded at amortized cost, and changes in fair market value were only disclosed. After interest rate hikes starting at the end of March 2022, SVB disclosed unrealized loss on HTM securities, and on 31 December 2022, it was USD15.1bn, and total equity was USD16.3bn. Recording unrealized losses would force many US banks to incur significant losses, requiring replenishment of capital reserves. What approach should the board of the Financial Accounting Standards Board take to provide useful information to users of financial reports, and also balance the interests of the banking industry?

It is September 2021, and Kalshi is a new, Commodity Futures Trading Commission (CFTC)-approved trading platform for event contracts. Kalshi went online just a few months earlier, after a successful round of Series A funding. Sumer Sao, the first (and at the time the only) member of Kalshi's growth team, realizes that the key to the company's sustained success is to quickly grow the number of daily active users to increase liquidity on the trading platform. To achieve that, Kalshi needs to find the right pricing structure that can potentially attract different target segments while also encouraging trading.

In December 2022, after the independent film distributing company levelFILM Inc. experienced several box office failures, the company's manager of sales strategy was wondering if the company needed to re-examine its portfolio strategy. Based in Toronto, Ontario, levelFILM Inc. operated in the highly uncertain film industry, in which it was almost impossible to predict how any one film would perform at the box office. The various distributors in the industry employed different strategies for managing risk, including building a large diversified portfolio of projects or pursuing a blockbuster strategy with heavy investment in fewer projects. The company's manager was wondering which strategy would be most appropriate for levelFILM Inc. and how he might use extensive historical data that he had available to determine optimal risk management and investment returns options for the company.

A Hong Kong start-up, Senior Deli develops a wide variety of soft meal products targeted at mostly elderly patients suffering from dysphagia, or difficulty swallowing and chewing. Its patented technologies help supply softened food that retains the original taste and appearance and appeals to local palates. There is significant market potential for soft meal products amid the aging populations in Hong Kong, mainland China, and other developed countries. Yet the team has found that some patients and care homes have hesitated to adopt the products. In general, soft meal products are still new to many people and suppliers in Hong Kong. The stakeholders seem to hold up in adoption of the products. This market chasm is too costly for Senior Deli or any single start-up to overcome. Therefore, Senior Deli's major issues are educating target customers, legitimizing soft meals, and promoting its products amid such uncertainty. At the end of 2022, a localized guideline for care foods was announced in Hong Kong, but will it create an opportunity for Senior Deli to overcome the issues it has been facing?

In May 2023, partners from a private equity (PE) fund, Jefferson Capital, and a private (mezzanine) debt fund, Cavalier Capital, need to join forces to design their bid for Williams-Sonoma, Inc., to take the company private. May 2023's market environment looked unfriendly for LBOs: interest rates were steadily climbing as the Federal Reserve was trying to rein in inflation, the risk of the economy entering a recession was high, and banks themselves were under pressure from financial turmoil and were tightening their lending standards. Dealmaking at the top investment banks seemed to have frozen. At the same time, the PE industry was sitting on a record amount of dry power, and players were eager to move from the sidelines into the heat of the investing battle. Investing in iconic home-goods retailer Williams-Sonoma was the biggest opportunity of the year. Jefferson Capital's team knew that its initial 7.05x EBITDA bid was not super competitive. The fund had to apply all of its operational and financial engineering muscles, including expanding its debt financing to include mezzanine debt. Subdued before 2022 when investors had easy access to senior debt, mezzanine financing has regained popularity in early 2023, catalyzed by higher interest rates and reductions in the availability of traditional debt finance. Cavalier Capital and its mezzanine debt fund were perfectly positioned to aid Jefferson Capital in its aspiration to acquire Williams-Sonoma. The case is designed as a platform for a negotiation exercise between equity and mezzanine debt investors who need to put their heads together and form a bid to acquire Williams-Sonoma via an LBO. Students can be separated into paired equity and mezzanine teams. Faces with fixed amount of Tranche A and Tranche B debt (4x to 4.5x, depending on instructor risk appetite), each equity-mezzanine consortium needs to decide the amount of capital it is willing to invest and interest rates and warrant overage for the mezzanine

In this short vignette on ethics in consulting, Brenda Thompson, a new Associate at a prestigious consulting firm, learns that a fellow Associate is using the firm's meal expense benefits to pocket the difference between the maximum daily allowance and his actual amounts spent in the form of prepaid gift cards. Though this practice was not explicitly said to violate the policy, Brenda feels uneasy about the situation and must decide how to act on her ethical sensibilities.

In this short vignette on ethics in consulting, John Child, a new Associate at a prestigious firm who is eager to impress, decides to use an AI tool to expedite his analysis and craft his presentation due to a short project timeframe. Feeling uneasy about his decision not to inform his team after a successful presentation, he must weigh the tradeoffs of providing late disclosure, whether partial or full, or continuing to withhold his decision from his team and client, and the ethical and career implications those decisions might carry.

In the fall of 2019, the CEO and MD of Hindustan Unilever (HUL), India's largest fast-moving consumer goods (FMCG) firm, is wondering what to do about their experiments to digitize distribution. Despite three years of intense efforts, their apps to empower retailers have not seen any traction. Is it time to shut them down and focus on another area with more potential for digital transformation?

This field-based case describes the situation facing David Bronner, cosmic engagement officer (CEO) of Dr. Bronner's Magic Soaps (Dr. Bronner's), the top-selling brand of natural soaps in North America in 2019. Since its founding, the company has centered advocacy for unity and social change in its products and giving. The question before David and the leadership team is whether to extend the brand further by publicizing its support for the use of psychedelics to treat mental health. David believes passionately in this cause, and he has been a major supporter of scientific and political efforts to support the informed use of psychedelics to alleviate suffering. While scientific studies are increasingly highlighting their promise and Dr. Bronner's has experience with other "label" campaigns for social issues, psychedelics remain Schedule I drugs, and other key decision-makers lack David's zeal for the cause. Dr. Bronner's established its unique position in the mid-20th century based on founder Emil Bronner's "All-One" vision of universal love and his German family's multigenerational expertise as soap makers. Since his death in 1998, the family-owned firm has grown rapidly and profitably, reaching revenues over $120 million in 2018. Students are asked to make a recommendation about whether to introduce a label campaign declaring support for psychedelic therapy and to assess that decision in ways that align clearly with the firm's perspective on value creation. The case is designed primarily for a core curriculum course in business strategy or business ethics. Because of the issues it raises, it also works well in brand marketing and leadership courses. The decisions embedded in the case are pertinent to all levels-MBA students, undergraduates, and executives.

This case is about designing and scaling up an innovative business model that leverages technology to solve the age-old Indian problem of expensive, unreliable, and unresponsive rural distribution of consumer goods. It explores an important decision concerning the growth path of a digital native, unicorn organization, ElasticRun, via exploit-led or explore-led strategy. The case is an inspiration to managers to take on yet-unsolved problems by leveraging the potential of crowdsourcing and technology.

Laser City was a gaming company with a laser tag facility that provided a variety of fun activities for children, groups, and corporate events. Most services were delivered face-to-face in Edmonton and Calgary locations in Alberta, Canada. To mitigate the impact of the global COVID-19 pandemic and the Alberta Government's restrictions on in-person services on the business, Laser City's management team launched an online gaming service called Codo in March 2020. Presented with the new challenges of leading Laser City employees remotely, the company's co-founder needed to design selection tools to better identify and hire engaged remote employees, find innovative ways to foster casual virtual interactions among workers, and identify new methods to support employees through the challenges of remote work.

In July 2021, Scarlett Johansson, the star of the Marvel Cinematic Universe (MCU) film Black Widow, sued The Walt Disney Company (Disney), the producer of the film, for breach of contract when it simultaneously released the movie in theatres and on Disney+, the company's streaming platform, which resulted in a reduction of her compensation. The film saw a sharp drop in ticket sales in weeks two and three and ended its theatrical run with a much lower box-office take than many of the other MCU films. The lawsuit alleged that Disney's vertical integration into streaming had caused a conflict of interest that had adverse consequences for talent compensation. Disney's chief executive officer, Bob Chapek, was faced with the difficult decision of how to address talent compensation in light of streaming's growing popularity, as Disney+ competed on the quality and availability of content.

Elsa Blix, (fictitious), a political appointee in the Foreign Affairs Ministry of Sweden, tackles two undersecretary positions. In the first (Case A), she is ignored and has to carve out her own remit in order to make a legitimate contribution to Sweden's chairmanship of the Barents Euro-Arctic Council (BEAC). She chooses a subject well known to her and employs an egalitarian approach, taking on much of the work herself. In the second (Case B), she has a defined role, but repeatedly meets resistance from the permanent employees of the division. This time she has to find a way to bring them all on-side in order to deliver a massive amount of data within a tight deadline. The seccond case is set against the background of the Arctic Council which Sweden chaired from 2011 to 2013.

redBus, the world's largest online bus ticket provider, required all employees across various data engineering and product teams to interact with each other daily for Agile product development. The COVID-19 pandemic necessitated the development of a quick and interesting mechanism to deliver new-hire induction that would reduce the time-to-productivity of new hires. To address this need, Prabhanjan Kulkarni, the CHRO of redBus, and Srijeet Sarkar, Director of the Learning & Development (L&D) team, developed an immersive web-based online induction, which they extended to a partially immersive meta-based virtual reality platform sans an interactive avatar. The platform delivered an engaging experience and reduced time-to-productivity, while also releasing leadership bandwidth otherwise required for repetitive onboarding activities and providing a ready knowledge repository for all employees. It yielded additional benefits but also presented some challenges. The millennial and centennial new hires were overwhelmed by this technology's experience and use, which was enhancing the employer brand of redBus. However, older-generation employees found the experience uncomfortable and preferred the conventional physical induction process. The success of meta-learning initiated the development of an in-house mobile and web-based learning management system (LMS). Replete with assessments mapped to individual role levels and competencies for the various departments and teams, the e-learning modules provided learning guides for free online learning, before and after score tracking, and enabled employees to own their learning and development journey. The customized assessment framework also enabled redBus to map the trainee engineers to appropriate teams based on their skill capabilities, ensuring the high productivity of the young engineers.