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Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few. But they can also be are powerful integrative moments, and when "well navigated" they can become opportunities for wider company reforms.

This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed. The role-play allows participants to negotiate given the inherent value-creation limitations of the setting.

Following the FDA's letter in November 2013, which ordered 23andMe to cease sales of its DNA test kits, observers wondered how co-founder and CEO, Anne Wojcicki, would guide the company in the presence of uncertainty.

Supplement to 9B14M015. This case highlights many of the changes that were made at General Mills Canada to build an innovative culture. The results were positive, however, not all employees were convinced that being innovative would enhance, not harm, their careers. This follow-up case explores what else can be done to more fully build the culture of innovation, focusing especially on the challenges of cultural change.

Supplement case to W14003.

Supplement for TCG161

Supplement for TCG263

On September 11, 2013, the three-judge panel of the U.S. Court of Appeals for the Federal Circuit denied St. Jude's request to rehear an appeal on the "double patenting" ruling for the '439 patent. Further, it removed the injunction threat that was hanging over the company. The future looked bright for AccessClosure as 2013 drew to a close. The company expected 2014 revenues of more than $100 million with a gross margin of greater than 70%. It was also anticipating FDA approval on a significant product improvement within the next several months.

The case reveals that Ford decided to open its own e-coating plant in Gujarat, India, and details how the decision was made at different organizational levels.

The case series focuses on Melbourne Trains' viral advertising campaign to improve safe behaviors around trains among young people. This iconic, low budget campaign swept the Cannes Lions advertising awards in 2013 and became a social media sensation.

The case series focuses on Melbourne Trains' viral advertising campaign to improve safe behaviors around trains among young people. This iconic, low budget campaign swept the Cannes Lions advertising awards in 2013 and became a social media sensation.

This case is a follow up to GlaxoSmithKline (A), 514049 and GlaxoSmithKline (B), 514050.

The (B) case reveals that Sharer decided that Amgen should the emerging biosimilars business. However, he took the better part of a year to syndicate the decision across the senior team while in parallel investing in some time-critical process development. The (B) case then focuses on how the new business should be implemented, particularly in terms of integration versus separation of a new business unit, choice of unit leader, and whether Amgen should partner with a third party to gain access to skills or resources.

Supplement case for case E494A.

Supplement to 9B14M137. The case presents Tyco Communications’ “take-it-or-leave-it” offer to Tata Communications Ltd.

This case is a sequel to Dana Hall: Funding a Mission (A), (B) and (C) cases. It focuses on the causes of recent fund-raising success and the complex resource allocation problems the School faces as it tries to deliver on its mission. In conjunction with the (A), (B) & (C) cases, it is a rich story of how mission and finance can play out over a very long period.

In his August 2012 earnings call, CEO Ron Johnson urged investors to be patient and stay the course with the revised JC Penney marketing strategy despite mounting negative financial indicators. The heart of the strategy was the "Fair and Square" approach to pricing. This was a switch from J.C. Penney's previous high-low pricing program to a new everyday low pricing policy that aimed to fit with a radical repositioning of the JC Penney business model and brand. However, with sales continuing to decline the Board fired Johnson in April 2013 and appointed Johnson's predecessor Myron E. "Mike" Ullman III as his successor. What would Ullman do to stop JC Penney's losses? Would he push forward with Johnson's "Fair and Square" vision; would he return to the former strategy; could he manage a hybrid strategy; or would he define a new path for the retailer to follow?

Supplement for W13550

Rehired in April 2013, Myron E. "Mike" Ullman III was brought back to stabilize the retailer's business. Under Ron Johnson's "Fair and Square" program, sales had declined rapidly and quarterly losses and expensive capital investments had put severe pressure on cash reserves. Ullman decided to combine "Fair and Square" everyday low pricing and high/low pricing to reverse the negative trend. For example, to welcome people back to its stores, J.C. Penney ran deep discount sales for Mother's Day and Veteran's Day. By November 2013 the retail stores posted positive sales comparisons year over year, the first time since December 2011. However, margins remained low and Wall Street was wondering if J.C. Penney was sacrificing margin to drive store traffic. Would 2013 holiday sales be strong enough for J.C. Penney to begin building stronger margins? Would another strategy have been more effective? Did the board dispose of Johnson too quickly? Was it wise to bring back Ullman? Can J.C. Penney get back on its feet?