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The case examines the aftermath of the March 2015 Centerbridge Partners acquisition of Great Wolf Resorts, a North American family-oriented indoor water parks and hotel operator, from a private equity (PE) competitor, Apollo Global Management.

Supplement to case KS1235. In October 2015, two senior California officials: Marybel Batjer, Secretary for Government Operations, and Michael Wilkening, Undersecretary for the Health and Human Services Agency seized on an idea that had the potential to turn the state's long dysfunctional technology procurement process on its head. After years of planning, California was about to request bids for a new child welfare management system to replace a twenty-year-old technology that, as part of the country's largest child welfare program, was accessed by approximately 25,000 state and county employees, to serve millions of California's children. The request for bids called for a "waterfall" approach to software development, where all aspects of the project would follow a pre-ordained sequence and likely cost the state nearly half a billion dollars. Just weeks before the request was to be released Batjer and Wilkening met with former U.S. Chief Technology Officer Todd Park and members of a tech nonprofit, Code for America, who warned that both the waterfall approach and the large size of the project posed significant risks. First, they proposed an alternative "architecture" that would break up the "monolith" proposal into its component parts. Rather than build and replace one giant system with another, why not replace the system in parts-or in modules? Second, for each of these modules, teams of programmers and social workers could work together to build a prototype and iterate till the final product satisfied the needs of the state-in a process known as "agile" development. But could California's bureaucracy, with its stringent procurement rules pivot to a modular approach? And could Batjer and Wilkening convince state staff and county partners to experiment with agile development, a methodology never attempted in California government before?

Supplement to case PEL076.

Supplement to case W17424. It was 2017 and the KITKAT brand in Japan was at a critical juncture. The KITKAT marketing leaders sat down for a special meeting to review how Nestlé Japan had been able to create meaning and value for their brand. However, as they began to discuss their options for future growth, they faced difficult decisions: Should they look to export the flavor variations that had become such big hits in Japan to overseas markets such as China, the European Union, or the United States? Travelers from these countries regularly bought a wide range of KITKAT flavor varieties during their trips to Japan to bring home. Or should they focus on expanding the e-commerce sales of premium KITKAT flavors?

Supplement for product 9B17M050.

Supplement to case 514086.

After a remarkable success in Japan, the producer of the Japanese female singing group AKB48 evaluates market opportunities overseas for his artistic creation. This case introduces the business model behind the AKB48 concept and allows students to identify what geographic market - China, Indonesia, Taiwan, The Philippines, Thailand or South Korea - is more suitable for AKB48's first move overseas. During the discussion, students also identify the geographic limits of a product and what changes, if any, should be done to adapt it to a chosen market. Given high levels of piracy in the music industry, students are not only able to explore the value creation aspects of AKB48 but also the value capture features of its business model.

This case can be taught alone or as an epilogue to "Impact Makers (A): The Newman's Own of Management Consulting" (UV7805). The case is based on Impact Makers, an IT consulting company headquartered in Richmond, Virginia. The company focus on creating value for a community led to an innovative corporate structure where original founders of the firm hold all voting rights, while the cash flow rights belong to two nonprofits, setting the stage for a Newman's Own model of management consulting. The case asks students to evaluate whether a board member should invest in Impact Makers' growth effort. The case opens with Impact Makers seeking up to $3 million in preferred-equity financing to grow its geographic presence, expand areas of practice, and convert intellectual property into tools that would increase margins and profits in digital health care markets. The protagonist, David Wade, is a rational mainstream investor. Yet he is a strong supporter of the company who had participated in previous company (bridge financing) debt offerings. The material requires students to explore the expected return of the proposed offering and evaluate the implicit and explicit discounts Wade would be making if he invested.

Supplement to case KS1231. This case traces the sexual assault scandal that rocked the United States Air Force Academy in 2003. Over a period of several months, dozens of current and former female students came forward to the media and government representatives about being sexually assaulted by their male peers on campus. Several victims also implicated the Academy's leadership for not doing enough to address the problem. When the scandal broke, Lieutenant General John Dallager was the Academy Superintendent (equal to President of a civilian university). The Academy's decade-old sexual assault program guaranteed confidentiality for victims of sexual assault. The program also offered a slew of prevention and support services. Many Academy staff regarded the sexual assault program as the "gold standard." But the rising number of allegations shined a harsh light on the Academy's culture and immediately cast doubts on Dallager's leadership. Why had he and other senior officials at the Academy failed to notice the scale of the problem? Or had they willfully ignored it? Case number 2098.1

Kjell & Company was a Swedish retail electronics chain founded in 1988 by brothers Marcus, Mikael and Fredrik Dahnelius. The company operated 84 stores, all company-owned, located mainly in the metropolitan areas of Sweden's most popular cities: Stockholm, Gothemburg and Malmö. The company's products consisted of home electronics, accessories for home electronics and cellular phones (e.g., networking accessories, headsets and phone cases), and parts for consumer electronics and appliances (e.g., semiconductors and switches). The company was noted for its excellent customer service and a fair "one-for-all" HR policy. The company had a direct sales force of about 350 in-store salespeople. The salespeople historically had been compensated by a fixed salary and a variable commission conditional on meeting a monthly sales quota. Anecdotal evidence suggested that the monthly-quota compensation scheme might have demotivated some salespeople toward the end of the month, as those who fell short early in a month simply gave up because they had no chance of meeting quota. Thus, to mitigate this problem, management proposed a shorter temporal horizon daily-quota scheme. The (A) case focuses on the decision faced by the CEO, Thomas Keifer, on whether to change the sales force compensation plan to a temporally shorter daily-quota scheme and, if so, how to implement the change-that is, whether to run a pilot study with the new plan (implementing it at a few selected stores) or to launch the plan at all stores simultaneously. The (B), (C), and (D) cases show the results of various metrics across different types of salespeople after the change in the compensation plan was implemented. The case series explores different ways to analyze data for inference about salespeople's behavior caused by a change in the compensation plan. Also, the case series shows ways to experiment with the compensation plan for causal inference.

Supplement to case 317113.

Supplement to case 517127.

This (B) case supplements the (A) case by providing additional information and update through early 2016.

This case series examines the two stage transformation of DBS 2009- 2017. In both stages the bank places the customer as the centre of its thinking about how to structure, resource and play in the market. In 2009 DBS was an underperforming national bank with overseas branches, losing traction and lacking a compelling strategy. Under new leadership the A case describes the initial implementation of its turnaround strategy with the objective of creating a competitive world class multi national bank. DBS must decide which overseas market to focus on and how to enter. It raises the issue of the role of the fintechs in shaping the future of banking and its likely impact on the bank's strategy. The B case describes DBS's digital pure-play entry into the Indian market, its strategic reset now with an ambition to be like a 22,000 person start up prompted by its assessment of what the fintech landscape populated by the likes of Alibaba/ant financial. The case describes significant progress but asks whether this is sufficient given how the industry is evolving. The C case describes the company's progress up to 2017 and highlights why Euromoney named DBS as the World's Best Digital bank. It asks whether this progress is sufficient in given the amount of sectoral change. Learning objective: This case series allows students to examine the implementation of a customer-led strategy in an industry undergoing disruption. More specifically students learn how to implement a customer-led strategy, how to enhance an organisation's agility, how to embed an innovative culture.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.