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A new client portfolio manager at a quantitative investment management firm must explain why her firm, Optimalen Capital, has rebalanced a client portfolio with a set of trades that seem unintuitive. In particular, Optimalen has added to its position of Walmart (ticker = WMT) and reduced its position in Tesla (TSLA) despite the latter having a much higher forecast return. She also must compute breakeven returns for two other stocks, Exxon Mobil (XOM) and Duke Energy (DUK).

Set in 2022, the case follows the sustainability journey of Jiu Zhen Nan, a 133-year-old Taiwanese pastry brand headquartered in Kaohsiung, the southern city of Taiwan. Jiu Zhen Nan specialises in gourmet traditional Chinese Han pastry, often consumed during major festivals, weddings, and religious celebrations. The century-old brand has an established stronghold at domestic airports, high-speed rail stations, and upscale department stores. Eric Lee, Chairman and the fourth-generation owner, had been at the helm of the family firm since 1996. Given the increased focus on sustainability issues in recent years, he had aligned sustainability priorities with the baked goods business, its core values, and its long-term purpose. Since the mid-2010s, he had led the firm to achieve considerable progress on several aspects of sustainability - food ethics, environmental sustainability, social participation, the promotion of Han pastry culture, and talent cultivation. Those efforts were duly recognised, winning the firm an Excellence in Corporate Social Responsibility award from the CommonWealth Magazine twice, in 2019 and 2021. Lee conceded that realising sustainability goals needed time, given that it would not be a short-term pursuit but rather an ongoing commitment. As he mulled over the options for navigating the prevailing challenges amid the COVID-19 pandemic, he recognised that, at the same time, there was mounting pressure to take even more action toward reducing the business impact on climate change. What more could a food manufacturing business like Jiu Zhen Nan do for the good of the planet, the good of society, and its future success?

In May 2022, Sri Lanka faced its worst economic crisis since its 1948 independence from Britain. The crisis led to skyrocketing prices, double-digit inflation, a more than 100 per cent increase in fuel prices, multi-hour power cuts, depleting foreign exchange reserves, an acute shortage of food and medicines, a dramatic collapse in incomes, mounting government deficits, devastating government policies, record debt defaults, and a downgraded currency rating. This was a dramatic shift, since Sri Lanka had once been the fastest-growing nation in the South Asian region with the second-highest per capita income in terms of purchasing power parity. It had the highest Human Capital Index among countries in South Asia. After the end of the civil war in 2009, Sri Lanka had accessed borrowings from the international market for infrastructure investments and earned the reputation of being a disciplined borrower that had never defaulted. By 2019, the World Bank had classified Sri Lanka as an upper-income country. The country's economic crisis of 2022 resulted from politically motivated inefficiencies in government finances caused by unproductive spending. An unsustainable current account deficit, along with a large fiscal deficit, led to high and unsustainable government debt. Two black swan events-the emergence of the COVID-19 pandemic in 2020 and the 2022 intensification of the Russo-Ukrainian War-sparked the crisis. Though the International Monetary Fund (IMF), G7 countries, and India and China facilitated Sri Lanka's bailout and prevented the country from defaulting on its loan repayments, an action plan to bring about structural changes was the only real remedy that could bring the country out of crisis and allow it to sustain itself over the longer term.

The case discusses the development and implementation of a unique - and indeed, one of the world's largest - telecenter scheme, the "Common Services Centres" (CSC). The CSC scheme engaged rural entrepreneurs to meet the twin goals of ensuring last-mile delivery of e-governance services as well as supporting the development of indigenous entrepreneurship. The former has been a long-standing element of the government's plans to create a "Digital India", while the latter is geared towards serving as a source of employment generation and income growth to drive nation development. While highlighting contrasts between the different kinds of entrepeneurship that exist (specifically necessity/subsistence vs innovative entrepeneurship), the case also discusses in detail the unique challenges faced by subsistence entrepreneurs, which are likely to be common to all emerging economies, and how this scheme sought to address them through the deployment of innovative technologies. The case offers a high-level view into the creation and implementation of the CSC scheme, the processes of iteration and improvement it underwent, and the broad challenges it continues to face.

Set in 2019, this case explores Tata Steel's journey in utilizing digital technologies to enhance customer engagement. Tata Steel, founded in 1907, had emerged as the ninth-largest steel conglomerate globally, with major production facilities in India and overseas. With a focus on B2B, B2ECA, and B2C markets, the company established a task force on digital strategy to drive innovation and stakeholder experiences. They prioritized initiatives such as reverse mentoring and the Digital Enthusiasts Exploration Program. The company aimed to "Think Big, Start Small, Scale Fast" in delivering digital projects in the Marketing & Sales division. By creating a digital roadmap and filtering initiatives based on value and execution feasibility, Tata Steel identified opportunities in each market segment. The division successfully embraced digital transformation and overcame challenges during Phase 0 and Phase 1. The case explores future considerations, including regional expansion, exploring new technologies, and upskilling the team or hiring consultants.

This case study underscores the complex problem-solving using digital transformation and associated change management. The case was set at the beginning of 2022 when the Chief Executive Officer of the Unique Identification Authority of India (UIDAI) reflected on the digital transformation enabled by the implementation of Aadhaar, a unique 12-digit identity number every Indian resident can apply for. The case study describes the various phases of the implementation and its consequent multiplier effect on the country. Given the immense success of Aadhaar (deployed across about 1.3 billion residents) and its pivotal role in India's digital journey, implying benefits for the public and private sectors, it is important to contemplate on the next steps for its future.

"This case is set in August 2021, eight years after the Rana Plaza collapse in Bangladesh, which remains the deadliest fashion-garment incident to date. The case's central issue: What is the most effective way for the major fashion retailer H&M to ensure safety for workers within its supply chain? This is explored from the point of view of H&M's fictional head of sustainability, Kristina Nilsson. Questions that Nilsson must address include: Should H&M re-sign the existing International Accord for Health and Safety in the Textile and Garment Industry ("International Accord"), an about-to-expire, multi-company pact to ensure factory safety? What are alternatives to the International Accord? What internal and external factors are at play that must be considered? How can Nilsson and other executives prove that H&M is a leader in social and environmental issues? This case study is an educational tool that highlights the concepts of corporate social responsibility and ethics as they relate to supply chain management issues such as subcontracting labor to Global South countries and worker's rights in terms of health, safety standards, and living wage."

Based in New York, Convene was founded in 2009 by Ryan Simonetti and Chris Kelly. Convene was founded on the question: "What if you ran an office building like a hotel?" The company offered a premium corporate events and workspace product. Convene initially took a measured approach to growth, but in 2018, company leadership accelerated that growth. 2019 was a record year from a revenue perspective. However, the pandemic forced Convene to close all of its locations and reduce staff and operating expenses. In April 2022, Hudson's Bay Company (HBC) announced that it was taking a majority stake in Convene, marking the beginning of yet another chapter for the company.

Companies are now aiming to decarbonize their supply chains by tackling scope 3 emissions (indirect emissions along the value chain). Scope 3 emissions are difficult for companies to manage because they reside outside the companies' direct control, and for this reason, they always require partnerships. However, partnerships are not easy, and it is difficult to determine exactly which partnership will best achieve the desired sustainability objectives. This case study focuses on the sustainability partnership portfolio of ZUCCA, a fictitious company in the food and agriculture sector that is looking to dramatically reduce its scope 3 emissions. ZUCCA's new chief sustainability officer (CSO) is considering the future of the company's sustainability partnerships portfolio and evaluating which partnership will best help the company dramatically reduce scope 3 emissions. The CSO considers partnering with three different NGOs: the World Business Council for Sustainable Development (WBCSD); World Wide Fund for Nature (WWF); and the World Economic Forum (WEF).

Case on the nascent business model of a mobile health IT startup. In particular, should they pivot away from their successful lead generation business model to charging health plans.

Frank Brown, CIS of Atlanta's new Black CEO, was keen to extend CIS's well-honed case management in schools program to youth in college. Founded 50 years ago by Bill Milliken, CIS, a network of 110 affiliates, had built a strong program of assisting and supporting youth in poverty schools to complete their high school education. CIS Atlanta's thrust which would be a new stretch for the network had the strong backing of the network's new national CEO, Rey Saldana, a CIS alum himself. Under Saldana, the organization had won two major grants of $133.5 million and $165 million recently, which could be put to use. The case wrestles with the question of what should the network do? What should the Atlanta affiliate do?

Due to health, environmental, and animal welfare concerns, increasing numbers of consumers have been switching to vegetarian, vegan, and flexitarian diets. This value migration in customer demand has driven consisten growth in the plant-based food market over the last 20 years, although at a slowing rate in 2022. Demand growth for plant-based products has provided an opportunity for startups and new ventures, as well as for legacy food producers in the United States. These companies entered the new plant-based food market using a variety of mechanisms including acquisition, organic growth, and partnerships. Powerful retailers such as Kroger, Walmart, and Whole Foods also entered the plant-based food market with private label brands. * In 2022, Kraft Heinz and NotCo announced a new joint venture (JV), The Kraft Heinz Not Company. Kraft Heinz in 2022 was the fifth largest food and beverage company in the world with a broadly diversified porduct portfolio. NotCo was a Chilean, plant-based, food-tech company that used artificial intelligence algorithms to produce plant-based food. The goal for the JV was to capitalize on the may strengths of Kraft Heinz including scale, product portfolio, commercialization know-ho and access to distribution channels, and on the unique leadership NotCo brought to the venture as a technology company in the food business. * The JV posed interesting challenges for Lucho Lopez-May, newCEO of The Kraft Heinz Not Company, LLC, as well as for the two separate companies Kraft Heinz and NotCo. How could the new JV best position to face the challenges of working with parent companies? Were there specific conflicts of interest that would need to be addressed early to manage different relationships and decisions across these organizations? Were the goals of the JV and the individual companies similar or different?

By mid-2023, Neuberger Berman (NB), an active asset manager, had grown its assets under management to about half a trillion dollars and took pride in its client centricity and innovative spirit. Responding to client demand for investment products that integrated climate-related risks and opportunities, NB had designed an innovative measurement system, the Net Zero Alignment Indicator, assessing companies' alignment with the world's goal to reach net zero emissions around mid-century, built engagement capabilities among its research analysts and portfolio managers, and offered several investment products across asset classes and geographies. While most climate transition strategies almost completely divested from the energy sector and relied on a single quantitative data metric, NB's approach invested in energy and other high carbon intensive companies, used a plethora of quantitative metrics and qualitative analyst judgments, engaged with management leveraging bottom-up fundamental analysis, and over time re-assessed firm alignment with net zero goals. Given that NB's climate transition approach included high carbon emitters and its complexity, how could NB communicate its approach effectively to asset allocators? A second question revolved around "how high to set the bar." NB had to make critical design choices regarding the Net Zero Alignment Indicator and derivative investment strategies that would have significant implications for the climate transition and clients. Lastly, climate focused funds had seen significant inflows in China and NB wanted to integrate its net zero alignment indicator into the construction of investment products there. Given this, should the net zero transition alignment standards be different across geographies?

Dan McCrum, an investigative journalist for the Financial Times, had spent the past six years fighting to expose German payment processing firm Wirecard. The company had enjoyed years of exponential growth and was viewed by several investors as the poster child of Germany's tech sector. But to McCrum something smelled fishy and he couldn't help but wonder if Wirecard's true dealings weren't just hidden behind its complex business model. He started chronicling his suspicions of mass scale accounting fraud in his articles, but he could never had expected this would make him the target of several cyber attacks, spy operations and legal procedures. In June 2020, as Wirecard crumbles, McCrum reflects on his journey.

Online meetings are now part of our normal daily routines. They are easy to set up, we have hardware to make them happen, multiple software solutions and high-speed internet enable the connection. But are we really good at communicating virtually? Did we really unmute? This multimedia case builds on a recording of a not-so successful meeting (we will refer to this video as "The Meeting") of a distributed team. The recording is not from a real-life business meeting but a plot scripted by the authors to point out learning content and enacted by professional actors. The 5.5 minutes meeting clip activates a set of challenges that we face in online meetings: - Unclear communication; - Missing connection between the members; - Lack of engagement; - Issues with the technology. During the case discussion students learn how they can master interactions online, create better connections with other meeting participants, and how they can maximize their online presence.

BGI Genomics (BGI), founded in China in 1999, covered the entire field of genomic sequencing applications. During the COVID-19 pandemic in 2020, BGI's strategic corporate social responsibility initiative, developing coronavirus nucleic acid test kits, created shared value for BGI and society; brought revenue growth to the company; and won BGI acclamation from the government, media, and public. However, as the market competition in the COVID-19 testing business intensified, Zhao Lijian, chief executive officer of BGI, had to consider the company's next direction: Should BGI significantly increase investment in the COVID-19 testing business and shoulder greater social responsibility for fighting the pandemic? Or should it shift the focus back to its main business?

Poul Due Jensen (PDJ), the son of a Danish workhouse manager, had seen first-hand how harsh life can be. He understood early on that he needed to stand on his own two feet. After being orphaned aged 17, he worked as a machine operator, but soon founded his own water technology company, Grundfos Holding A/S, in 1944. He responded to a customer's need for a high-quality water pump by designing and manufacturing something completely new. As the company grew and expanded, its competency as a technological innovator and a quality employer became apparent. These dual passions were mutually reinforcing. A broadly educated and incentivized workforce pushed the boundaries of what was possible in providing water solutions to customers worldwide. The growing realization of the impact Grundfos' product line could have solidified the company's foundational commitment to helping the world's poor. Although the business was successful, PDJ - by now 63 - needed to think about the future. Of PDJ's four children, his son Niels was technically inclined and had worked in different positions in the company. He was ready to assume more of a leadership role. After speaking with colleagues and advisors, PDJ considered whether to change the organizational form of Grundfos from a company to a commercial foundation. A company owned by a foundation has greater focus on its purpose rather than the interests of the founding family. PDJ had seen examples of firms in which the family retained a leadership role in the enterprise, albeit from a distance on the foundation board. And a minority shareholding, along with the accompanying dividends, was often held by the founder's family. The foundation model seemed to hold real promise for Grundfos' future, but with less family engagement, would the corporate culture remain durable and authentic? Would being free of potential business disagreements keep his family intact? And would Grundfos still be a "family business"?

About how Singapore-based natural resources firm Royal Golden Eagle, starting with a palm oil business in Indonesia, eventually expanded into a global conglomerate that also included the kraft pulp and paper, viscose, and natural gas industries.

What's the future of corporate communications? Email? Corporate messaging? The battle for corporate messaging in 2023 was stacking up as a fight between Slack, which had been recently acquired by Salesforce, and Microsoft Teams. This case explores a classic judo strategy problem: how to compete against a giant competitor? Slack's new CEO, Lidiane Jones, had to devise a strategy against Microsoft, which bundles Teams with Office, and gives it away for free. Should Salesforce promote Slack as a standalone, superior product? Bundle Salesforce and Slack together? And, should Slack price its SaaS as a premium product or give it away to build scale and account control?

In Spring 2023, SECO CEO Massimo Mauri had the ambition to grow the €200 million revenue technology company to a €1 billion company by 2030. Founded in Italy in the 1970s, the family-owned company had gone through a period of growth and internationalization, facilitated by private equity funding (in 2018) and an IPO (2021). Its corporate governance had also evolved, but Mauri was eager for even more change at the board level. He wished to create a board that would partner with him in shaping the company's strategy and in challenging himself and his team on SECO's performance. What kind of board should that be and what steps should he take to make it happen?