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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 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 three-part case provides the opportunity to engage students in an examination of how cross-cultural considerations can affect managerial, legal, operational, and corporate social responsibility decision-making. The cases present two, non-profit organizations -- one in the U.S. and one in India. Both organizations are focused on food redistribution but each faces different challenges based on cultural, legal, and logistical issues. Cases A, B, and C are rolled out in a single class session. Students are given Cases A and B to read before class (including watching the video that accompanies Case B). Case C is handed out in class.

This three-part case provides the opportunity to engage students in an examination of how cross-cultural considerations can affect managerial, legal, operational, and corporate social responsibility decision-making. The cases present two, non-profit organizations -- one in the U.S. and one in India. Both organizations are focused on food redistribution but each faces different challenges based on cultural, legal, and logistical issues. Cases A, B, and C are rolled out in a single class session. Students are given Cases A and B to read before class (including watching the video that accompanies Case B). Case C is handed out in class.

Supplement to case 817070.

Supplement to case 817070.

This case provides a brief update to Boris Groysberg's, John D. Vaughan's, and Matthew G. Preble's, "MOD Pizza: A Winning Recipe?" HBS No. 416004 (Boston: Harvard Business School Publishing, 2015). "MOD Pizza in 2017" describes how MOD Pizza has grown between May 2015 (when the first case ends) and early 2017.

This two-case series focuses on leadership succession and strategic transformation in a Chinese private business, Qingdao Red Collar Group Co., Ltd. (Red Collar Group).<br><br>Case B illustrates the succession story from the perspective of the chief executive officer’s daughter. When most of the professional managers did not meet the chief executive officer’s requirements, he reached out to his children. His daughter joined Red Collar Group in 2005, and succeeded her father as president in 2009 after he had observed her good performance and strong capabilities. Although she has performed remarkably as a leader, she understood that the succession was still a work in progress and that various challenges needed to be overcome while implementing the strategy.<br><br>This case is a supplement to 9B17M003.

Supplement to case IMB639. GoCoop is a four-year old start-up that is creating an international market for Indian artisanal products such as handlooms through a B2B e-commerce platform. The company, founded by Siva Reddy, a former technologist with managerial experience in India as well as abroad has received a round of angel funding, followed by a Series A round recently. It has pivoted (i.e., changed its business model) twice and is now poised for a phase of rapid growth. The case traces the history of the company and examines some of the critical choices made by the entrepreneur and his key learning experiences. The case is anchored on the next steps that GoCoop will have to undertake to meet its growth aspirations. It also provides an opportunity for the class to deliberate and reflect on the choices made by the company and the entrepreneur so far. The case is accompanied by a background note on the marketing of Indian handloom products from an earlier period prior to the advent of electronic commerce. Company videos and those of Indian artisans are also available on YouTube.

CEMEX of Mexico closed its acquisition of The Rinker Groups of Australia in April 2007 after raising its offer to US$15.85 per share. This represented a 54% premium over Rinker's closing price prior to the initiation of the hostile offer. CEMEX, in-line with its customary acquisition process, financed the entire purchase with debt. But within a year CEMEX was struggling to service its sizeable outstanding debt as business conditions and financial results declined with the financial crisis of 2008. The company was facing debt service of $5.5 billion in 2009, money which it did not have. CEMEX would need to propose a strong and convincing financial restructuring plan to its creditors if it wished to survive.

Supplement to case HEC162. This two-part analytical case illustrates the situation of Money Cash Flow Inc., a fast-growing Canadian insurance company, where the human resources management at its Montreal call centre has gradually become a major concern. In view of the many customer complaints and the growing number of employee departures, senior management wants to correct the situation and get the company back on an even keel. A stable and committed workforce is an important factor in the company's success. Management recognizes that human capital is the main source of its value added and a strategic advantage in its industry.

In the 1980s, Serge Bélair founded Traductions Serge Bélair. In the early days, he worked from home, translating documents for a number of Quebec companies in his basement office. Over a period of almost thirty years, Traductions Serge Bélair, now operating under the name TRSB, grew from a small business to a company of 150 employees, with sales of close to $20 million and national ambitions. TRSB provides customized business solutions in translation and terminology management that are fully integrated with its clients' brand image and marketing efforts. Two-part case: TRSB (A): Strengthening a Service Brand in Business-to-Business (B2B) Marketing With this case, students will decide how to strengthen the brand of this business-to-business (B2B) service company to ensure its survival. TRSB (B): 360° Marketing and Communications for a World-Class Translation Company TRSB's objective is to double its sales over the next five years. To achieve this goal, the company has earmarked $250,000 for its marketing efforts next year, a significant increase over the previous year. The members of the communication and marketing team are wondering how to promote this new brand image, making it better known and respected in Canadian business communities. TRSB's marketing personnel will be working to enhance the organization's presence across all media to increase the company's visibility and stimulate interest in its services, but they need some advice.

Supplement to case HEC169. This case deals with PasseportSante.net (PS), a health-related website and virtual community. PS offers expert content and interactive web features enabling members to create and share content and contribute to the site's value proposition. PS was launched in 1998 during the dot.com era, so it preceded the social web era. PS had been Canada's largest consumer health-related website since 2001, but Charmian Harvey, its CEO, realized the site had to adapt if it was to remain successful in today's web 2.0 environment, where social media rules. She knew that social features would be central to the site's strategic development, so the case focuses on comparing PS's existing social features with those offered by competitors. Students learn about the analytical approach to making data-driven management decisions.

This short case updates the earlier Intuit case on transitioning from a product company into a platform company. In addition to provided information on the recent successes and challenges of the business, it also explores a new challenge of building a platform with a branded third party solution or a "white label" solution, which would hide the third party brand.

This (B) case describes the aftermath of Unilever's February 2017 rejection of Kraft Heinz Company's (KHC)/3G Capital's (3G) unsolicited $143 billion takeover offer. In an effort to defend itself against future attempts by KHC/3G or other suitors, Unilever announced on April 4, 2017, a program of enhancing its long-term shareholder value with a series of aggressive restructuring moves. The program included targeted improvements to its operating margin, a significant stock repurchase, aggressive new savings targets, and other measures. The case allows for discussion of the takeover offer's role in catalyzing Unilever's announcement and the divergent approach to value creation embraced by Unilever and KHC/3G.

Supplements the (A) case.

Supplement to case NTU111. With its success in the US, Uber has expanded beyond its borders into major cities around the world. However, Uber's aggressive "move fast and break things" expansion strategy cannot be replicated in its entry into international markets. The unique institutional context in each city requires Uber to tailor its strategies to deal with these local challenges. The case thus explores Uber's competitive manoeuvres as it responds to these challenges in its global expansion.

Buoyed by success in the market for gambling contracts, Betfair attempts to enter the market for financial products using its exchange model.

Prompted by a takeover bid from CVC, Betfair reassesses the strengths and weaknesses of the exchange model.

Betfair reconsiders its approach to international gambling markets amid regulatory uncertainty.