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A review of the process utilized by the Obama administration to create the Health Care.gov exchange and the problems that resulted from the implementation effort. This case provides the follow on strategy and processes utilized to get the site up and running after the initial failures of implementation.

This case, an update on "Henkel: Building a Winning Culture (A)," describes Henkel's strong performance against its tough 2012 objectives, as well as the new objectives CEO Kasper Rorsted set for 2016.

This case picks up where "LinkedIn and Modern Recruiting (A)" left off, detailing the company's innovations in hiring practices, which included its highly effective use of LinkedIn profile and resume data. As part of these innovations, LinkedIn's talent acquisition team built a new recruiting model, called the Total Addressable Market (TAM) model. TAM took a page out of sales and marketing models by using data that users provided on LinkedIn, enabling the company to narrow, segment, and prioritize which potential candidates to commit recruiting resources toward. In addition, the case presents LinkedIn's diversity scorecard and efforts to date.

In response to his meeting with his corporate director, Dr. Felton Wayne considered resigning. He had been chief medical officer at a hospital owned by Valley Health (VH) for 12 months, and it had been a tough year. But after he implemented a few important changes, Wayne started to see results. This case is a continuation of the A case.

Supplement to case IN1256. This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.

This case updates the events in "Generating Higher Value at IBM (A)," HBS case 215-058.

Analyzes the results of the Thomas Cook turnaround plan after the first year under Harriet Green's leadership (November 2013).

Analyzes the results of the Thomas Cook turnaround plan after the second year under Harriet Green's leadership (November 2014).

The Akshaya Patra Foundation (TAPF), a Bangalore based non-governmental organization (NGO), has been hailed globally for running the world's largest school meal program. It operated through 16 centralized and 3 decentralized kitchens across 9 states of India; it states its Mission 2020 as being able to reach out to 5 million children by 2020. The challenge that the foundation faces in achieving its stated mission is not only of scaling up by 2020, but also of maintaining the economic sustainability of its operations in view of increased government spending on alternative social sector schemes such as Right to Food, which may reduce or limit allocations to the Mid-Day Meal (MDM) scheme. The case aims to look at the critical challenges that Akshaya Patra faces in sustaining its operations and the several sustainability initiatives undertaken by the NGO to meet the various challenges and the opportunities that it could further take to innovatively fulfil its mission of feeding 5 million children daily by 2020. It looks at the interrelations between the different dimensions of sustainability and uses frameworks to assess these sustainability initiatives at Akshaya Patra. The (B) case supplements the (A) case.

The ''Taxi For Sure: Technological Innovation in the Radio Cab Industry'' and ''The Radio Cab Industry (August 2014)'' cases present an example of the services industry arguably experiencing disruption owing to technological innovations. This case is set in the radio cabs industry in a developing nation (India). The case takes the perspective of the management of TaxiForSure, a Bangalore-based startup operating in the radio cab industry in India, whose management team has to chart its growth strategy as well as review the operating model in order to ensure that they maintain a competitive edge. Introduced in India in 2000, the concept of radio cabs took off only around 2006-2007 when Meru Cabs entered the industry. Since then, the industry has evolved rapidly with several startups entering the market owing to its huge potential for growth. The strategic and operational decisions made by these companies play a major role in deciding their future as they vie for the same set of customers and drivers in somewhat similar cities across India (with some companies planning overseas expansion). There are two key operating models followed by companies in the radio cab industry - the ''owner operator model'' and the ''aggregator model''. The cases explore the benefits and consequences of choosing either of the two models as well as trigger a debate on adoption of a "hybrid model".

After extensive negotiation, Baystate Health (BH) and the private Radiology and Imaging (R&I) hammered out a clear business plan to consolidate their two practices in a new breast center in a new location. Despite a clear business plan, however, tensions among the two staffs remained high. Project leaders Dr. Gianturco and Suzanne Hendery carefully crafted an internal communication and implementation plan, detailed to the hour, and enlisted a consultant to help to unify the "warring factions." The consultant worked with Dr. G and Ms. Hendery to plan and hold a retreat with all of the stakeholders-clinicians, management, and staff-from all locations and from both legacy organizations, with the goals of constructing a new cultural blueprint and designing a new patient experience.

Supplement to case SMU418. In 2011, Mikkel Larsen, Managing Director, Head of Tax & Accounting Policy, Group Finance at DBS Bank mooted the idea of DBS adopting an integrated reporting approach. He was convinced that this was a more holistic way of reporting on the bank's business strategy and activities, linking each of them clearly to the financial and non-financial impact it would have on its stakeholders. In 2012, when DBS adopted the integrated reporting approach, it was the first listed company in Southeast Asia to do so. The report had been well-received and garnered considerable attention from the external parties such as research analysts and the media. Based on feedback from DBS's stakeholders, DBS incorporated changes that would make the 2013 IR more user-friendly and meaningful for its stakeholders. Larsen was, in May 2014, looking over the 2013 report, recognising that there was always room for improvement. For instance, in preparation for the following years' annual reports, further enhancements, could include defining 'materiality', increasing stakeholder outreach, and reporting 'outcomes' as compared to 'outputs'.

Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal's India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital. A former employee is claiming that irregular activities by senior management are at the root of the company's financial difficulties. The turnaround team needs to act quickly yet must tread carefully in case the accusations prove unfounded. The second part of the case describes how the A&M team deals with the situation and the action they take to restore and restructure the ailing Indian company.

In 30 years, La Fageda had surpassed several business milestones that formed the means for attaining an ultimate aim. Its ultimate aim had always been the social and labor integration of mentally-challenged individuals placing the emphasis on each person's capabilities. From the end of 2007 to the beginning of 2013 the company underwent growth by broadening its yogurt line and diversifying into new products. This enabled La Fageda to reach the second position after Danone in the Catalonian yogurt market and at the same time, to operate in several competitive environments. Now, the social entrepreneur Cristobal Colon has to think about his succesion and if the company has to continue growing. What are their options?

The operator of a dairy farm in Tennessee has begun renting goats for landscaping (see Goats: The Green Alternative (A)). The business proved successful so he considered expanding the operation (see Goats: The Green Alternative (B)). Now, he consults with a statistician to learn how to incorporate uncertainty into the decision about expanding. The case incorporates three types of uncertainty into a spreadsheet analysis of the expansion decision and then uses Monte Carlo analysis to produce an array of outcomes from the capital budgeting process.

This (B) case describes the actions Andre Wyss, President of Novartis Pharmaceuticals Corp., took in early 2012 to transform the company's General Medicines group and build its speciality medications marketing the selling capabilities in the face of falling revenues and an imminent workforce reduction. Rather than downsize the organization quickly to save costs, Wyss and his team took a different approach. They told the organization's employees that there would be a significant workforce reduction but it would not occur for several months. In the meantime, Wyss asked the employees to help build the new capabilities and put processes in place to support the move into specialty medications. It was a bold decision and defied convention.

Hasn't everyone at some point felt as if the universe was conspiring against his or her success? This case narrative tracks the story of Emmett Taylor, an operations manager for a bottling company, as a snow and ice storm bears down on his southeastern U.S. plant. Taylor is already plagued by stress caused by all facets of his life-family, work, and personal health-and this storm is no exception. The story offers an opportunity to discuss time, energy, and priority management; individual behavior from a type-A personality; work-life balance; organizational behavior; and leadership. This case is a suitable substitution for the classic best-selling Darden case "John Wolford" (UVA-OB-167).