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This is a supplement to 9B14M057.

This is a supplement to 9B13E013.

Supplement to case W13724.

"Being a Change Agent"is a three-part case series set in a rural district of Assam in India. It describes the efforts made by Kuladhar Saikia, Deputy Inspector General of Police in the early 2000s, to tackle witchcraft-related crimes that were prevalent in this isolated and economically backward part of the country.

"Being a Change Agent"is a three-part case series set in a rural district of Assam in India. It describes the efforts made by Kuladhar Saikia, Deputy Inspector General of Police in the early 2000s, to tackle witchcraft-related crimes that were prevalent in this isolated and economically backward part of the country.

The financial manager at the medical devices start-up Health Haven had to work fast to break down communication barriers and gain advice from stakeholders. He needed to provide a comprehensive budget plan that met the majority of stakeholders' requests. Top of mind was taking steps to rebuild the trust he knew that almost all the stakeholders had lost.

The leadership team of Atlantis Paradise Island, under new ownership, decided that better alignment of the core values with the vision and mission statement would create a more compelling and consistent organizational narrative that would redouble employee commitment to Atlantis' ultimate success. They hoped that rethinking the core values would help them unleash the full transformative potential of their vision and mission.

Supplement to case IMD724. Case D looks at the sustainability challenges in the airline industry, given that aviation emissions have more than doubled in the last 20 years and are a significant contributor to climate change. The industry has adopted voluntary carbon reduction targets but discussions on a specific market-based regulatory policy at the global level are still at a standstill. As the industry remains under the environmental spotlight, in 2013/14 Singapore Airlines developed a new sustainability strategy and has to decide whether its current efforts are sufficient to address the magnitude of the sustainability question and how it should fit within its overall strategy. Learning objectives: To illustrate how sustainability programs, when not aligned with current external forces or existing strategic priorities, result in marginal or insignificant outcomes.

The day after Catherine Russell, senior vice president of Harbor Community Bank (HCB), discovered one of the bank's branch managers in the bank after hours, cleaning, she continued to second guess how she should manage the situation. The manager, Rachel Dwyer, had an explanation that made sense, yet Russell was still uneasy about this and other instances of strange behavior from Dwyer. After consulting with her boss, Russell decided to ask Dwyer about the situation at a previously arranged meeting. This case is preceded by the A case.

Catherine Russell, senior vice president of Harbor Community Bank (HCB), had lunch with one of her branch managers, Rachel Dwyer, to confront her about violating bank opening and closing procedures. When Russell had asked about the situation earlier, Dwyer had boldly lied, as had the two HCB branch employees who worked under Dwyer. What would be the most appropriate resolution? This case is preceded by the A and B cases.

Supplement to 9B14N028.

Supplement to 9B14N028.

Supplement case for W14562.

Supplement case for TCG165.

Supplement case for W14544.

Supplement case to ISB045.

While the Gilead: Hepatitis-C Access Strategy (A) case (515-025) poses questions on what the company should do with respect to hart hit countries like Egypt and India, this (B) case provides the answer. In both cases, the company chose to pursue a proactive strategy to enable access at affordable prices.

Five years after the Great Recession, Honeywell's CEO Dave Cote and his executive team reflect on the choices they made to manage costs and earnings forecasts during that uncertain time. They discuss which cost cutting measures they decided to take and their personal decisions of whether or not to accept bonuses in 2009. Cote also discusses the challenges Honeywell faced implementing unpaid work leaves (furloughs) in different parts of the world and how he believes the choices they made during the recession positioned Honeywell to respond to the economic recovery.