Cold Callhttps://hbr.org/podcasts/cold-callCold Call distills Harvard Business School's legendary case studies into podcast form. Hosted by Brian Kenny, the podcast airs every two weeks and features Harvard Business School faculty discussing cases they've written and the lessons they impart.enCopyright 2024 President and Fellows of Harvard Collegecoldcall@hbr.org (coldcall@hbr.org)Tue, 12 Mar 2024 12:22:17 UTTue, 12 Mar 2024 08:23:39 UTMThttp://feed2.w3.org/docs/rss2.htmlhttps://hbr.org/resources/images/podcasts/1400-cold-call-lg.jpgCold Callhttps://hbr.org/podcasts/cold-callCopyright 2024 President and Fellows of Harvard CollegeHBR Presents / Brian Kenny Business/Management Business/Marketing Business/Entrepreneurship falsepodcasts@hbr.orgHBR Presents / Brian KennyCold Call distills Harvard Business School's legendary case studies into podcast form. Hosted by Brian Kenny, the podcast airs every two weeks and features Harvard Business School faculty discussing cases they've written and the lessons they impart.From Harvard Business Reviewepisodichttp://feeds.harvardbusiness.org/harvardbusiness/cold-callhbr,harvard,presents,business,case,study,entrepreneurship,hbs,leadership,learning,teachinghbr,harvard,presents,business,case,study,entrepreneurship,hbs,leadership,learning,teachingHow to Bring Good Ideas to Life: The Paul English Storyhttps://hbr.org/podcast/2024/03/how-to-bring-good-ideas-to-life-the-paul-english-storyHarvard Business School professor Frances Frei and Paul English, one of the most imaginative and successful innovators of his generation, discuss how to tell the difference between a good idea and a bad one, the importance of iteration, and taking a systematic (but fast) approach to developing new ideas.tag:audio.hbr.org,2016-09-16:cold-call.0226Tue, 12 Mar 2024 08:22:17 -0500How to Bring Good Ideas to Life: The Paul English StoryfalseHarvard Business School professor Frances Frei and Paul English, one of the most imaginative and successful innovators of his generation, discuss how to tell the difference between a good idea and a bad one, the importance of iteration, and taking a systematic (but fast) approach to developing new ideas.226full1692 Paul English is one of the most imaginative and successful innovators of his generation. He cofounded several companies, including Kayak, before starting Boston Venture Studio, where he is currently a partner. This multimedia case, “Bringing Ideas to Life: The Story of Paul English,” explores his process of creative idea generation, examining how he was able to bring so many ideas to market.

In this episode, Harvard Business School professor Frances Frei and English discuss how to tell the difference between a good idea and a bad one, the importance of iteration, and taking a systematic (but fast) approach to developing new ideas. They also explore how his process dovetails with Frei’s “move fast and fix things” strategy from her recent book.

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How Could Harvard Decarbonize Its Supply Chain?https://hbr.org/podcast/2024/02/how-could-harvard-decarbonize-its-supply-chainHarvard University aims to be fossil-fuel neutral by 2026 and totally free of fossil fuels by 2050. As part of this goal, the university is trying to decarbonize its supply chain and considers replacing cement with a low-carbon substitute called Pozzotive®, made with post-consumer recycled glass. Harvard Business School professor emeritus Robert Kaplan and assistant professor Shirley Lu discuss the flow of emissions along the supply chain of Harvard University’s construction projects, the different methods of measuring carbon emissions, including the E-liability approach, and the opportunity to leverage blockchain technology to facilitate the flow of comparable and reliable emissions information.tag:audio.hbr.org,2016-09-16:cold-call.0225Tue, 27 Feb 2024 08:17:44 -0500How Could Harvard Decarbonize Its Supply Chain?falseHarvard University aims to be fossil-fuel neutral by 2026 and totally free of fossil fuels by 2050. As part of this goal, the university is trying to decarbonize its supply chain and considers replacing cement with a low-carbon substitute called Pozzotive®, made with post-consumer recycled glass. Harvard Business School professor emeritus Robert Kaplan and assistant professor Shirley Lu discuss the flow of emissions along the supply chain of Harvard University’s construction projects, the different methods of measuring carbon emissions, including the E-liability approach, and the opportunity to leverage blockchain technology to facilitate the flow of comparable and reliable emissions information.225full1576 Harvard University aims to be fossil-fuel neutral by 2026 and totally free of fossil fuels by 2050. As part of this goal, the university is trying to decarbonize its supply chain and considers replacing cement with a low-carbon substitute called Pozzotive®, made with post-consumer recycled glass. A successful pilot project could jump start Harvard’s initiative to reduce embodied carbon emissions, but it first needs credible information about the magnitude and validity of potential carbon reductions.

Harvard Business School professor emeritus Robert Kaplan and assistant professor Shirley Lu discuss the flow of emissions along the supply chain of Harvard University’s construction projects, the different methods of measuring carbon emissions, including the E-liability approach, and the opportunity to leverage blockchain technology to facilitate the flow of comparable and reliable emissions information in the case, “Harvard University and Urban Mining Industries: Decarbonizing the Supply Chain.”

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Apple’s Dilemma: Balancing Privacy and Safety Responsibilitieshttps://hbr.org/podcast/2024/02/apples-dilemma-balancing-privacy-and-safety-responsibilitiesIn 2015, Apple debuted the iPhone 6S, which employed a default encryption system preventing both Apple and government authorities from accessing data stored on the device. But since then, global governments have questioned whether Apple’s desire to protect customer privacy interferes with public health and safety. Harvard Business School senior lecturer Henry McGee and professor Nien-hê Hsieh discuss how Apple CEO Tim Cook manages this tension.tag:audio.hbr.org,2016-09-16:cold-call.0224Tue, 13 Feb 2024 08:17:42 -0500Apple’s Dilemma: Balancing Privacy and Safety ResponsibilitiesfalseIn 2015, Apple debuted the iPhone 6S, which employed a default encryption system preventing both Apple and government authorities from accessing data stored on the device. But since then, global governments have questioned whether Apple’s desire to protect customer privacy interferes with public health and safety. Harvard Business School senior lecturer Henry McGee and professor Nien-hê Hsieh discuss how Apple CEO Tim Cook manages this tension.224full1665 In 2015, Apple debuted the iPhone 6S, which employed a default encryption system preventing both Apple and government authorities from accessing data stored on the device. Then, in 2016, a federal judge ordered Apple to provide technical assistance to unlock the iPhone used by one of the mass shooters in San Bernardino, California. Apple refused to comply.

Years later, as the COVID-19 pandemic swept across the globe in 2020, Apple and Google partnered to develop a contact tracing application that would collect information about users infected with the disease and notify those who they had been in contact with. The app would keep information about infection and contact private, but some governments wanted more access. When Apple and Google declined to provide this information, they sparked a debate about the companies’ responsibilities for their customers’ personal privacy versus public health.

Most recently, in September 2021, Apple decided to delay operating systems updates that included features to fight child sexual abuse. While many praised Apple, others worried that Apple’s new features risked undermining the privacy of all users.

As each of these situations unfolded, Apple CEO Tim Cook had to consider both his responsibilities to global governments and society, as well as to Apple’s customers, employees, and shareholders. Harvard Business School senior lecturer Henry McGee and professor Nien-hê Hsieh discuss the tension between privacy and safety in their cases, “Apple: Privacy vs. Safety” (A), (B), and (C).

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Can Second-Generation Ethanol Production Help Decarbonize the World?https://hbr.org/podcast/2024/01/can-second-generation-ethanol-production-help-decarbonize-the-worldEthanol had already transformed Brazil, where flex-fuel vehicles dominated the streets. Raízen, a bioenergy company headquartered in São Paulo, sought to prove that second-generation ethanol (E2G) could do the same for the world – especially in hard to decarbonize sectors, such as aviation and shipping. E2G is made from a byproduct of sugarcane that doesn’t compete with food production, Paula Kovarsky, Raízen’s chief strategy and sustainability officer, was confident the company could become a global green energy champion. But she faced a complex challenge: how to expand the market for second-generation ethanol and other sugar-cane waste biofuels, in order to ensure Raízen’s long-term growth.tag:audio.hbr.org,2016-09-16:cold-call.0223Tue, 30 Jan 2024 08:22:44 -0500Can Second-Generation Ethanol Production Help Decarbonize the World?falseEthanol had already transformed Brazil, where flex-fuel vehicles dominated the streets. Raízen, a bioenergy company headquartered in São Paulo, sought to prove that second-generation ethanol (E2G) could do the same for the world – especially in hard to decarbonize sectors, such as aviation and shipping. E2G is made from a byproduct of sugarcane that doesn’t compete with food production, Paula Kovarsky, Raízen’s chief strategy and sustainability officer, was confident the company could become a global green energy champion. But she faced a complex challenge: how to expand the market for second-generation ethanol and other sugar-cane waste biofuels, in order to ensure Raízen’s long-term growth.223full1598 Raízen, a bioenergy company headquartered in São Paulo, is Brazil’s leader in sugar and ethanol production and the world’s leading ethanol trader. Since its creation in 2011, the company had primarily produced first-generation ethanol (E1G) from sugarcane, a crop that can also be used to produce sugar.

In 2015, Raízen also started to produce second-generation ethanol (E2G), a biofuel derived from residual and waste materials, such as cane bagasse and straw – which don’t compete with food production. The company’s growth strategy focused on developing and boosting a low carbon portfolio that focused on E2G, based on the belief that Raízen—and Brazil—could help the world decarbonize and profit from the energy transition.

Paula Kovarsky, Raízen’s chief strategy and sustainability officer, was confident the company could become a global green energy champion. But after the board’s approval for the first round of E2G investments, she faced a complex challenge: how to expand the market for second-generation ethanol and other sugar-cane waste biofuels, in order to ensure Raízen’s long-term growth.

Harvard Business School professor Gunnar Trumbull and Kovarsky discuss the company’s strategy for bringing second-generation ethanol to the world in the case, “Raízen: Helping to Decarbonize the World?

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How SolarWinds Responded to the 2020 SUNBURST Cyberattackhttps://hbr.org/podcast/2024/01/how-solarwinds-responded-to-the-2020-sunburst-cyberattackIn December of 2020, SolarWinds learned that they had fallen victim to a widespread malware supply chain attack. This attack granted hackers access to thousands of it customers’ data, including military and government agencies across the globe. General Counsel Jason Bliss needed to orchestrate the company’s response without knowing how many of its 300,000 customers had been affected, or how severely. What’s more, the existing CEO was scheduled to step down and incoming CEO Sudhakar Ramakrishna had yet to come on board. In this episode of Cold Call, Professor Frank Nagle discusses SolarWinds’ response to this unprecedented supply chain attack and the case, “SolarWinds Confronts SUNBURST.”tag:audio.hbr.org,2016-09-16:cold-call.0222Tue, 16 Jan 2024 08:22:50 -0500How SolarWinds Responded to the 2020 SUNBURST CyberattackfalseIn December of 2020, SolarWinds learned that they had fallen victim to a widespread malware supply chain attack. This attack granted hackers access to thousands of it customers’ data, including military and government agencies across the globe. General Counsel Jason Bliss needed to orchestrate the company’s response without knowing how many of its 300,000 customers had been affected, or how severely. What’s more, the existing CEO was scheduled to step down and incoming CEO Sudhakar Ramakrishna had yet to come on board. In this episode of Cold Call, Professor Frank Nagle discusses SolarWinds’ response to this unprecedented supply chain attack and the case, “SolarWinds Confronts SUNBURST.”222full1719 In December of 2020, SolarWinds learned that they had fallen victim to hackers. Unknown actors had inserted malware called SUNBURST into a software update, potentially granting hackers access to thousands of its customers’ data, including government agencies across the globe and the US military. General Counsel Jason Bliss needed to orchestrate the company’s response without knowing how many of its 300,000 customers had been affected, or how severely. What’s more, the existing CEO was scheduled to step down and incoming CEO Sudhakar Ramakrishna had yet to come on board. Bliss needed to immediately communicate the company’s action plan with customers and the media. In this episode of Cold Call, Harvard Business School Professor Frank Nagle discusses SolarWinds’ response to this supply chain attack in the case, “SolarWinds Confronts SUNBURST.”

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Should Businesses Take a Stand on Societal Issues?https://hbr.org/podcast/2024/01/should-businesses-take-a-stand-on-societal-issuesShould businesses take a stand for or against particular societal issues? And how should leaders determine when and how to engage on these sensitive matters? Harvard Business School senior lecturer Hubert Joly, who led the electronics retailer Best Buy for almost a decade, discusses examples of corporate leaders who had to determine whether and how to engage with humanitarian crises, geopolitical conflict, racial justice, climate change, and more in the case, “Deciding When to Engage on Societal Issues.”tag:audio.hbr.org,2016-09-16:cold-call.0221Tue, 02 Jan 2024 08:22:01 -0500Should Businesses Take a Stand on Societal Issues?falseShould businesses take a stand for or against particular societal issues? And how should leaders determine when and how to engage on these sensitive matters? Harvard Business School senior lecturer Hubert Joly, who led the electronics retailer Best Buy for almost a decade, discusses examples of corporate leaders who had to determine whether and how to engage with humanitarian crises, geopolitical conflict, racial justice, climate change, and more in the case, “Deciding When to Engage on Societal Issues.”221full1381 Should businesses take a stand for or against particular societal issues? And how should leaders determine when and how to engage on these sensitive matters?

Harvard Business School senior lecturer Hubert Joly, who led the electronics retailer Best Buy for almost a decade, discusses examples of corporate leaders who had to determine whether and how to engage with humanitarian crises, geopolitical conflict, racial justice, climate change, and more in the case, “Deciding When to Engage on Societal Issues.”

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Can Sustainability Drive Innovation at Ferrari?https://hbr.org/podcast/2023/12/can-sustainability-drive-innovation-at-ferrariWhen Ferrari, the Italian luxury sports car manufacturer, committed to achieving carbon neutrality and to electrifying a large part of its car fleet, investors and employees applauded the new strategy. But among the company’s suppliers, the reaction was mixed. Many were nervous about how this shift would affect their bottom lines. Harvard Business School professor Raffaella Sadun and Ferrari CEO Benedetto Vigna discuss how Ferrari collaborated with suppliers to work toward achieving the company’s goal. They also explore how sustainability can be a catalyst for innovation.tag:audio.hbr.org,2016-09-16:cold-call.0220Tue, 12 Dec 2023 08:22:05 -0500Can Sustainability Drive Innovation at Ferrari?falseWhen Ferrari, the Italian luxury sports car manufacturer, committed to achieving carbon neutrality and to electrifying a large part of its car fleet, investors and employees applauded the new strategy. But among the company’s suppliers, the reaction was mixed. Many were nervous about how this shift would affect their bottom lines. Harvard Business School professor Raffaella Sadun and Ferrari CEO Benedetto Vigna discuss how Ferrari collaborated with suppliers to work toward achieving the company’s goal. They also explore how sustainability can be a catalyst for innovation.220full1863 When Ferrari, the Italian luxury sports car manufacturer, committed to achieving carbon neutrality and to electrifying a large part of its car fleet, investors and employees applauded the new strategy. But among the company’s suppliers, the reaction was mixed. Many were nervous about how this shift would affect their bottom lines.

Harvard Business School professor Raffaella Sadun and Ferrari CEO Benedetto Vigna discuss how Ferrari collaborated with suppliers to work toward achieving the company’s goal. They also explore how sustainability can be a catalyst for innovation in the case, “Ferrari: Shifting to Carbon Neutrality.”

This episode was recorded live December 4, 2023 in front of a remote studio audience in the Harvard Business School Live Online Classroom.

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What Founders Get Wrong about Sales and Marketinghttps://hbr.org/podcast/2023/12/what-founders-get-wrong-about-sales-and-marketingWhich sales candidate is a startup’s ideal first hire? What marketing channels are best to invest in? How aggressively should an executive team align sales with customer success? Harvard Business School senior lecturer Mark Roberge discusses how early-stage founders, sales leaders, and marketing executives can address these challenges as they grow their ventures in the case, “Entrepreneurial Sales and Marketing Vignettes.”tag:audio.hbr.org,2016-09-16:cold-call.0219bTue, 05 Dec 2023 08:22:21 -0500What Founders Get Wrong about Sales and MarketingfalseWhich sales candidate is a startup’s ideal first hire? What marketing channels are best to invest in? How aggressively should an executive team align sales with customer success? Harvard Business School senior lecturer Mark Roberge discusses how early-stage founders, sales leaders, and marketing executives can address these challenges as they grow their ventures in the case, “Entrepreneurial Sales and Marketing Vignettes.”219bbonus1169 Which sales candidate is a startup’s ideal first hire? What marketing channels are best to invest in? How aggressively should an executive team align sales with customer success?

Harvard Business School senior lecturer Mark Roberge discusses how early-stage founders, sales leaders, and marketing executives can address these challenges as they grow their ventures in the case, “Entrepreneurial Sales and Marketing Vignettes.”

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Tommy Hilfiger’s Adaptive Clothing Line: Making Fashion Inclusivehttps://hbr.org/podcast/2023/11/tommy-hilfigers-adaptive-clothing-line-making-fashion-inclusiveIn 2017, Tommy Hilfiger launched its adaptive fashion line to provide fashion apparel that aims to make dressing easier. By 2020, it was still a relatively unknown line in the U.S. and the Tommy Hilfiger team was continuing to learn more about how to serve these new customers.  Should the team make adaptive clothing available beyond the U.S., or is a global expansion premature?tag:audio.hbr.org,2016-09-16:cold-call.0219Tue, 28 Nov 2023 08:22:56 -0500Tommy Hilfiger’s Adaptive Clothing Line: Making Fashion InclusivefalseIn 2017, Tommy Hilfiger launched its adaptive fashion line to provide fashion apparel that aims to make dressing easier. By 2020, it was still a relatively unknown line in the U.S. and the Tommy Hilfiger team was continuing to learn more about how to serve these new customers.  Should the team make adaptive clothing available beyond the U.S., or is a global expansion premature?219full1141 In 2017, Tommy Hilfiger launched its adaptive fashion line to provide fashion apparel that aims to make dressing easier. By 2020, it was still a relatively unknown line in the U.S. and the Tommy Hilfiger team was continuing to learn more about how to serve these new customers.  Should the team make adaptive clothing available beyond the U.S., or is a global expansion premature?

Harvard Business School assistant professor Elizabeth Keenan discusses the opportunities and challenges that accompanied the introduction of this new product line while simultaneously starting a movement to provide fashion for all in the case, “Tommy Hilfiger Adaptive: Fashion for All.”

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Building a More Equitable Culture at Delta Air Lineshttps://hbr.org/podcast/2023/11/building-a-more-equitable-culture-at-delta-air-linesIn December 2020, Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization?tag:audio.hbr.org,2016-09-16:cold-call.0218Tue, 21 Nov 2023 08:22:17 -0500Building a More Equitable Culture at Delta Air LinesfalseIn December 2020, Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization?218full1745 In December 2020, Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization?

Harvard Business School professor Linda Hill discusses Delta’s decision and its progress in embedding a culture of diversity, equity, and inclusion in her case, “OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent.

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How Should Meta Be Governed for the Good of Society?https://hbr.org/podcast/2023/11/how-should-meta-be-governed-for-the-good-of-societyJulie Owono is executive director of Internet Sans Frontières and a member of the Oversight Board, an outside entity with the authority to make binding decisions on tricky moderation questions for Meta’s companies, including Facebook and Instagram. Harvard Business School visiting professor Jesse Shapiro and Owono break down how the Board governs Meta’s social and political power, and discuss the Board’s impact as an alternative to government regulation.tag:audio.hbr.org,2016-09-16:cold-call.0217Tue, 07 Nov 2023 08:22:27 -0500How Should Meta Be Governed for the Good of Society?falseJulie Owono is executive director of Internet Sans Frontières and a member of the Oversight Board, an outside entity with the authority to make binding decisions on tricky moderation questions for Meta’s companies, including Facebook and Instagram. Harvard Business School visiting professor Jesse Shapiro and Owono break down how the Board governs Meta’s social and political power, and discuss the Board’s impact as an alternative to government regulation.217full1499 Julie Owono is executive director of Internet Sans Frontières and a member of the Oversight Board, an outside entity with the authority to make binding decisions on tricky moderation questions for Meta’s companies, including Facebook and Instagram.

Harvard Business School visiting professor Jesse Shapiro and Owono break down how the Board governs Meta’s social and political power to ensure that it’s used responsibly, and discuss the Board’s impact, as an alternative to government regulation, in the case, “Independent Governance of Meta’s Social Spaces: The Oversight Board.”

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How the United States Air Force Accelerated AI Adoptionhttps://hbr.org/podcast/2023/10/how-the-united-states-air-force-accelerated-ai-adoptionIn August 2022, the Pentagon tasked Victor Lopez, then a captain in the U.S. Air Force, with launching a new Air Force innovation unit that leveraged commercial developers and military talent to acquire advanced technologies. It’s often believed that only small start-up organizations can innovate, but a lot of innovation happens in big organizations, including government. Harvard Business School assistant professor Maria Roche is joined by Major Lopez to discuss the challenges of digital transformation in a large bureaucratic organization.tag:audio.hbr.org,2016-09-16:cold-call.0216Tue, 24 Oct 2023 08:22:03 -0500How the United States Air Force Accelerated AI AdoptionfalseIn August 2022, the Pentagon tasked Victor Lopez, then a captain in the U.S. Air Force, with launching a new Air Force innovation unit that leveraged commercial developers and military talent to acquire advanced technologies. It’s often believed that only small start-up organizations can innovate, but a lot of innovation happens in big organizations, including government. Harvard Business School assistant professor Maria Roche is joined by Major Lopez to discuss the challenges of digital transformation in a large bureaucratic organization.216full1638 In August 2022, the Pentagon tasked Victor Lopez, then a captain in the U.S. Air Force, with launching a new Air Force innovation unit that leveraged commercial developers and military talent to acquire advanced technologies. Having been granted flexibility in the setup of the office, Lopez pondered the complexities of his assignment and the decisions around organizational design he would have to make.

It’s often believed that only small start-up organizations can innovate, but a lot of innovation happens in big organizations, including government. Harvard Business School assistant professor Maria Roche is joined by Major Lopez to discuss the challenges of digital transformation in a large bureaucratic organization and the specific choices the U.S. Air Force needed to make when launching its AI Accelerator in her case, “Accelerating AI Adoption in the United States Air Force.”

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Scaling Two Businesses Against the Odds: Wendy Estrella’s Founder Journeyhttps://hbr.org/podcast/2023/10/scaling-two-businesses-against-the-odds-wendy-estrellas-founder-journeyEntrepreneur Wendy Estrella is attempting to simultaneously scale her law practice, as well as her property management and development company. What strategy will benefit both businesses, and is there a downside to scaling them together, rather than focusing on each one separately?tag:audio.hbr.org,2016-09-16:cold-call.0215Tue, 10 Oct 2023 08:22:31 -0500Scaling Two Businesses Against the Odds: Wendy Estrella’s Founder JourneyfalseEntrepreneur Wendy Estrella is attempting to simultaneously scale her law practice, as well as her property management and development company. What strategy will benefit both businesses, and is there a downside to scaling them together, rather than focusing on each one separately?215full1512 Entrepreneur Wendy Estrella is attempting to simultaneously scale her law practice, as well as her property management and development company. What strategy will benefit both businesses, and is there a downside to scaling them together, rather than focusing on each one separately?

Harvard Business School senior lecturer Jeffrey Bussgang and Estrella discuss her unique founder’s journey – from immigrating to the U.S. to building both of her businesses in Lawrence, Massachusetts, despite the specific challenges she faced as a Latinx entrepreneur. The related case is “Wendy Estrella: Scaling Multiple Businesses.”

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The PGA Tour and LIV Golf Merger: Competition Vs. Cooperationhttps://hbr.org/podcast/2023/09/the-pga-tour-and-liv-golf-merger-competition-vs-cooperationOn June 9, 2022, the first LIV Golf event teed off outside of London. The new tour offered players larger prizes, more flexibility, and ambitions to attract new fans to the sport. Immediately following the official start of that tournament, the PGA Tour announced that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events. Eventually, LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice launched an investigation. Then, in a dramatic turn of events, LIV Golf and the PGA Tour announced that they were merging. Harvard Business School assistant professor Alexander MacKay discusses whether or not the PGA Tour took the right actions in response to LIV Golf’s entry.tag:audio.hbr.org,2016-09-16:cold-call.0214Tue, 26 Sep 2023 08:33:58 -0500The PGA Tour and LIV Golf Merger: Competition Vs. CooperationfalseOn June 9, 2022, the first LIV Golf event teed off outside of London. The new tour offered players larger prizes, more flexibility, and ambitions to attract new fans to the sport. Immediately following the official start of that tournament, the PGA Tour announced that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events. Eventually, LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice launched an investigation. Then, in a dramatic turn of events, LIV Golf and the PGA Tour announced that they were merging. Harvard Business School assistant professor Alexander MacKay discusses whether or not the PGA Tour took the right actions in response to LIV Golf’s entry.214full1543 On June 9, 2022, the first LIV Golf event teed off outside of London. The new tour offered players larger prizes, more flexibility, and ambitions to attract new fans to the sport. Immediately following the official start of that tournament, the PGA Tour announced that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events.

Tensions between the two golf entities continued to rise, as more players “defected” to LIV. Eventually LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice launched an investigation. Then, in a dramatic turn of events, LIV Golf and the PGA Tour announced that they were merging.

Harvard Business School assistant professor Alexander MacKay discusses the competitive, antitrust, and regulatory issues at stake and whether or not the PGA Tour took the right actions in response to LIV Golf’s entry in his case, “LIV Golf.”

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Can Remote Surgeries Digitally Transform Operating Rooms?https://hbr.org/podcast/2023/09/can-remote-surgeries-digitally-transform-operating-roomsLaunched in 2016, Proximie was a platform that enabled clinicians, proctors, and medical device company personnel to be virtually present in operating rooms, where they would use mixed reality and digital audio and visual tools to communicate with, mentor, assist, and observe those performing medical procedures. The goal was to improve patient outcomes. The company had grown quickly, and was now entering strategic partnerships to broaden its reach. Founder and CEO Nadine Hachach-Haram aspired for Proximie to become a platform that powered every operating room in the world, but she had to carefully consider the company’s partnership and data strategies in order to scale. What approach would position the company best for the next stage of growth?tag:audio.hbr.org,2016-09-16:cold-call.0213Tue, 12 Sep 2023 08:22:32 -0500Can Remote Surgeries Digitally Transform Operating Rooms?falseLaunched in 2016, Proximie was a platform that enabled clinicians, proctors, and medical device company personnel to be virtually present in operating rooms, where they would use mixed reality and digital audio and visual tools to communicate with, mentor, assist, and observe those performing medical procedures. The goal was to improve patient outcomes. The company had grown quickly, and was now entering strategic partnerships to broaden its reach. Founder and CEO Nadine Hachach-Haram aspired for Proximie to become a platform that powered every operating room in the world, but she had to carefully consider the company’s partnership and data strategies in order to scale. What approach would position the company best for the next stage of growth?213full1146 Launched in 2016, Proximie was a platform that enabled clinicians, proctors, and medical device company personnel to be virtually present in operating rooms, where they would use mixed reality and digital audio and visual tools to communicate with, mentor, assist, and observe those performing medical procedures. The goal was to improve patient outcomes.

The company had grown quickly, and its technology had been used in tens of thousands of procedures in more than 50 countries and 500 hospitals. It had raised close to $50 million in equity financing and was now entering strategic partnerships to broaden its reach. Founder and CEO Nadine Hachach-Haram aspired for Proximie to become a platform that powered every operating room in the world, but she had to carefully consider the company’s partnership and data strategies in order to scale. What approach would position the company best for the next stage of growth?

Harvard Business School associate professor Ariel Stern discusses creating value in health care through a digital transformation of operating rooms in her case, “Proximie: Using XR Technology to Create Borderless Operating Rooms.”

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As Social Networks Get More Competitive, Which Ones Will Survive?https://hbr.org/podcast/2023/08/as-social-networks-get-more-competitive-which-ones-will-surviveIn early 2023, the entertainment app TikTok reached close to one billion users globally, placing it fourth behind the leading social networks: Facebook, YouTube, and Instagram. Can all four of these networks continue to attract audiences and creators -- or will growing social media competition eliminate one or more of these big players?tag:audio.hbr.org,2016-09-16:cold-call.0212Tue, 29 Aug 2023 08:22:05 -0500As Social Networks Get More Competitive, Which Ones Will Survive?falseIn early 2023, the entertainment app TikTok reached close to one billion users globally, placing it fourth behind the leading social networks: Facebook, YouTube, and Instagram. Can all four of these networks continue to attract audiences and creators -- or will growing social media competition eliminate one or more of these big players?212full1964 In early 2023, the entertainment app TikTok reached close to one billion users globally, placing it fourth behind the leading social networks: Facebook, YouTube, and Instagram.

TikTok’s business model had focused on advertising as the principle source of revenue and by 2023, the app had become irresistible to many marketers. Meanwhile, competition in the market for short-form videos had intensified when Instagram introduced Reels and YouTube launched Shorts – innovations that imitated TikTok’s approach. In addition, YouTube had focused on using its larger scale and generous ad revenue sharing to attract creators.

Can all four of these networks continue to attract audiences and creators — or will growing social media competition eliminate one or more of these big players? Harvard Business School professor Felix Oberholzer-Gee discusses competition and imitation among social networks in his case, “Hey, Insta & YouTube, Are You Watching TikTok?”

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Ryan Serhant: How to Manage Your Time for Happinesshttps://hbr.org/podcast/2023/08/ryan-serhant-how-to-manage-your-time-for-happinessIn 2020, just a few months after the US began to shut down in order to prevent the spread of the Covid-19 virus, Serhant had time to reflect on his career as a real estate broker in New York City. He considered whether he should stay at his current real estate brokerage or launch his own brokerage during a pandemic. Each option had very different implications for his time and flexibility.tag:audio.hbr.org,2016-09-16:cold-call.0211Tue, 15 Aug 2023 08:22:26 -0500Ryan Serhant: How to Manage Your Time for HappinessfalseIn 2020, just a few months after the US began to shut down in order to prevent the spread of the Covid-19 virus, Serhant had time to reflect on his career as a real estate broker in New York City. He considered whether he should stay at his current real estate brokerage or launch his own brokerage during a pandemic. Each option had very different implications for his time and flexibility.211full1693 Real estate entrepreneur, television star, husband, and father Ryan Serhant is incredibly busy and successful. He starts his days at 4:00 am and often doesn’t end them until 11:00 pm. But, it wasn’t always like that.

In 2020, just a few months after the US began to shut down in order to prevent the spread of the Covid-19 virus, Serhant had time to reflect on his career as a real estate broker in New York City. He wondered if the period of selling real estate at record highs was over and considered whether he should stay at his current real estate brokerage or launch his own brokerage during a pandemic. Each option had very different implications for his time and flexibility.

Harvard Business School associate professor Ashley Whillans and her co-author Hawken Lord (MBA 2023) discuss Serhant’s time management techniques and consider the lessons we can all learn about making time our most valuable commodity in the case, “Ryan Serhant: Time Management for Repeatable Success.”

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Can Business Transform Primary Health Care Across Africa?https://hbr.org/podcast/2023/08/can-business-transform-primary-health-care-across-africamPharma, headquartered in Ghana, is trying to create the largest pan-African health care company. Their mission is to provide primary care and a reliable and fairly priced supply of drugs in the nine African countries where they operate. Co-founder and CEO Greg Rockson needs to decide which component of strategy to prioritize in the next three years. His options include launching a telemedicine program, expanding his pharmacies across the continent, and creating a new payment program to cover the cost of common medications. Rockson cares deeply about health equity, but his venture capital-financed company also must be profitable. Which option should he focus on expanding?tag:audio.hbr.org,2016-09-16:cold-call.0210Tue, 01 Aug 2023 08:22:58 -0500Can Business Transform Primary Health Care Across Africa?falsemPharma, headquartered in Ghana, is trying to create the largest pan-African health care company. Their mission is to provide primary care and a reliable and fairly priced supply of drugs in the nine African countries where they operate. Co-founder and CEO Greg Rockson needs to decide which component of strategy to prioritize in the next three years. His options include launching a telemedicine program, expanding his pharmacies across the continent, and creating a new payment program to cover the cost of common medications. Rockson cares deeply about health equity, but his venture capital-financed company also must be profitable. Which option should he focus on expanding?210full1917 mPharma, headquartered in Ghana, is trying to create the largest pan-African health care company. Their mission is to provide primary care and a reliable and fairly priced supply of drugs in the nine African countries where they operate.

Co-founder and CEO Greg Rockson needs to decide which component of strategy to prioritize in the next three years. His options include launching a telemedicine program, expanding his pharmacies across the continent, and creating a new payment program to cover the cost of common medications. Rockson cares deeply about health equity, but his venture capital-financed company also must be profitable. Which option should he focus on expanding?

Harvard Business School professor Regina Herzlinger and case protagonist Greg Rockson discuss the role business can play in improving health care in the case, “mPharma: Scaling Access to Affordable Primary Care in Africa.”

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Diversity and Inclusion at Mars Petcare: Translating Awareness into Actionhttps://hbr.org/podcast/2023/07/diversity-and-inclusion-at-mars-petcare-translating-awareness-into-actionIn 2020, the Mars Petcare leadership team found themselves facing critically important inclusion and diversity issues. Unprecedented protests for racial justice in the U.S. and across the globe generated demand for substantive change, and Mars Petcare's 100,000 employees across six continents were ready for visible signs of progress. How should Mars’ leadership build on their existing diversity, equity, and inclusion efforts and effectively capitalize on the new energy for change?tag:audio.hbr.org,2016-09-16:cold-call.0209Tue, 18 Jul 2023 08:22:29 -0500Diversity and Inclusion at Mars Petcare: Translating Awareness into ActionfalseIn 2020, the Mars Petcare leadership team found themselves facing critically important inclusion and diversity issues. Unprecedented protests for racial justice in the U.S. and across the globe generated demand for substantive change, and Mars Petcare's 100,000 employees across six continents were ready for visible signs of progress. How should Mars’ leadership build on their existing diversity, equity, and inclusion efforts and effectively capitalize on the new energy for change?209full2058 In 2020, the Mars Petcare leadership team found themselves facing critically important inclusion and diversity issues. Unprecedented protests for racial justice in the U.S. and across the globe generated demand for substantive change, and Mars Petcare’s 100,000 employees across six continents were ready for visible signs of progress. How should Mars’ leadership build on their existing diversity, equity, and inclusion efforts and effectively capitalize on the new energy for change?

Harvard Business School associate professor Katherine Coffman is joined by Erica Coletta, Mars Petcare’s chief people officer, and Ibtehal Fathy, global inclusion and diversity officer at Mars Incorporated, to discuss the case, “Inclusion and Diversity at Mars Petcare.”

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How Unilever Is Preparing for the Future of Workhttps://hbr.org/podcast/2023/07/how-unilever-is-preparing-for-the-future-of-workLaunched in 2016, Unilever’s Future of Work initiative aimed to accelerate the speed of change throughout the organization and prepare its workforce for a digitalized and highly automated era. But despite its success over the last three years, the program still faces significant challenges in its implementation. How should Unilever, one of the world's largest consumer goods companies, best prepare and upscale its workforce for the future? And is it even possible to lead a systematic, agile workforce transformation across several geographies while accounting for local context?tag:audio.hbr.org,2016-09-16:cold-call.0208Tue, 04 Jul 2023 08:22:27 -0500How Unilever Is Preparing for the Future of WorkfalseLaunched in 2016, Unilever’s Future of Work initiative aimed to accelerate the speed of change throughout the organization and prepare its workforce for a digitalized and highly automated era. But despite its success over the last three years, the program still faces significant challenges in its implementation. How should Unilever, one of the world's largest consumer goods companies, best prepare and upscale its workforce for the future? And is it even possible to lead a systematic, agile workforce transformation across several geographies while accounting for local context?208full1763 Launched in 2016, Unilever’s Future of Work initiative aimed to accelerate the speed of change throughout the organization and prepare its workforce for a digitalized and highly automated era. But despite its success over the last three years, the program still faces significant challenges in its implementation. How should Unilever, one of the world’s largest consumer goods companies, best prepare and upscale its workforce for the future? How should Unilever adapt and accelerate the speed of change throughout the organization? Is it even possible to lead a systematic, agile workforce transformation across several geographies while accounting for local context?

Harvard Business School professor and faculty co-chair of the Managing the Future of Work Project William Kerr and Patrick Hull, Unilever’s vice president of global learning and future of work, discuss how rapid advances in artificial intelligence, machine learning, and automation are changing the nature of work in the case, “Unilever’s Response to the Future of Work.”

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Elon Musk’s Twitter Takeover: Lessons in Strategic Changehttps://hbr.org/podcast/2023/06/elon-musks-twitter-takeover-lessons-in-strategic-changeIn late October 2022, Elon Musk officially took Twitter private and became the company’s majority shareholder. He needed to take decisive steps to succeed against the major opposition to his leadership from both inside and outside the company. What short-term actions should Musk take to stabilize the situation, and how should he approach long-term strategy to turn around Twitter?tag:audio.hbr.org,2016-09-16:cold-call.0207Tue, 20 Jun 2023 08:22:57 -0500Elon Musk’s Twitter Takeover: Lessons in Strategic ChangefalseIn late October 2022, Elon Musk officially took Twitter private and became the company’s majority shareholder. He needed to take decisive steps to succeed against the major opposition to his leadership from both inside and outside the company. What short-term actions should Musk take to stabilize the situation, and how should he approach long-term strategy to turn around Twitter?207full1879 In late October 2022, Elon Musk officially took Twitter private and became the company’s majority shareholder, finally ending a months-long acquisition saga. He appointed himself CEO and brought in his own team to clean house.

Musk needed to take decisive steps to succeed against the major opposition to his leadership from both inside and outside the company. Twitter employees circulated an open letter protesting expected layoffs, advertising agencies advised their clients to pause spending on Twitter, and EU officials considered a broader Twitter ban. What short-term actions should Musk take to stabilize the situation, and how should he approach long-term strategy to turn around Twitter?

Harvard Business School assistant professor Andy Wu and co-author Goran Calic, associate professor at McMaster University’s DeGroote School of Business, discuss Twitter as a microcosm for the future of media and information in their case, “Twitter Turnaround and Elon Musk.”

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The Opioid Crisis, CEO Pay, and Shareholder Activismhttps://hbr.org/podcast/2023/06/the-opioid-crisis-ceo-pay-and-shareholder-activismIn 2020, AmerisourceBergen Corporation agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices, which critics alleged had contributed to the opioid crisis. AmerisourceBergen’s legal and financial troubles were accompanied by shareholder demands aimed at holding the company’s leadership accountable for their role in the addiction crisis. Should the board reduce the executives’ pay, or would that ignore the larger issue of a business’s responsibility to society?tag:audio.hbr.org,2016-09-16:cold-call.0206Tue, 06 Jun 2023 08:22:59 -0500The Opioid Crisis, CEO Pay, and Shareholder ActivismfalseIn 2020, AmerisourceBergen Corporation agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices, which critics alleged had contributed to the opioid crisis. AmerisourceBergen’s legal and financial troubles were accompanied by shareholder demands aimed at holding the company’s leadership accountable for their role in the addiction crisis. Should the board reduce the executives’ pay, or would that ignore the larger issue of a business’s responsibility to society?206full1403 In 2020, AmerisourceBergen Corporation, a Fortune 50 company in the drug distribution industry, agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices, which critics alleged had contributed to the opioid crisis in the U.S. The $6.6 billion global settlement caused a net loss larger than the cumulative net income earned during the tenure of the company’s CEO, which began in 2011.

In addition, AmerisourceBergen’s legal and financial troubles were accompanied by shareholder demands aimed at driving corporate governance changes in companies in the opioid supply chain. Determined to hold the company’s leadership accountable, the shareholders launched a campaign in early 2021 to reject the pay packages of executives.

Should the board reduce the executives’ pay, as of means of improving accountability? Or does punishing the AmerisourceBergen executives for paying the settlement ignore the larger issue of a business’s responsibility to society?

Harvard Business School professor Suraj Srinivasan discusses executive compensation and shareholder activism in the context of the U.S. opioid crisis in his case, “The Opioid Settlement and Controversy Over CEO Pay at AmerisourceBergen.”

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The Entrepreneurial Journey of China’s First Private Mental Health Hospitalhttps://hbr.org/podcast/2023/05/the-entrepreneurial-journey-of-chinas-first-private-mental-health-hospitalThe city of Wenzhou in southeastern China is home to the country’s largest privately owned mental health hospital group, the Wenzhou Kangning Hospital Co, Ltd. It’s an example of the extraordinary entrepreneurship happening in China’s healthcare space. But after its successful initial public offering (IPO), how will the hospital grow in the future?tag:audio.hbr.org,2016-09-16:cold-call.0205Tue, 23 May 2023 08:15:12 -0500The Entrepreneurial Journey of China’s First Private Mental Health HospitalfalseThe city of Wenzhou in southeastern China is home to the country’s largest privately owned mental health hospital group, the Wenzhou Kangning Hospital Co, Ltd. It’s an example of the extraordinary entrepreneurship happening in China’s healthcare space. But after its successful initial public offering (IPO), how will the hospital grow in the future?205full1585 The city of Wenzhou in southeastern China is home to the country’s largest privately owned mental health hospital group, the Wenzhou Kangning Hospital Co, Ltd. It’s an example of the extraordinary entrepreneurship happening in China’s healthcare space. But after its successful initial public offering (IPO), how will the hospital grow in the future?

Harvard Professor of China Studies William C. Kirby highlights the challenges of China’s mental health sector and the means company founder Guan Weili employed to address them in his case, Wenzhou Kangning Hospital: Changing Mental Healthcare in China.

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Can Robin Williams’ Son Help Other Families Heal Addiction and Depression?https://hbr.org/podcast/2023/05/can-robin-williams-son-help-other-families-heal-addiction-and-depressionZak Pym Williams, son of comedian and actor Robin Williams, had seen how mental health challenges, such as addiction and depression, had affected past generations of his family. He began considering proactive strategies that could help his family’s mental health, and he wanted to share that knowledge with other families. But how can Pym Williams help people actually embrace those mental health strategies and services?tag:audio.hbr.org,2016-09-16:cold-call.0204Tue, 09 May 2023 08:20:34 -0500Can Robin Williams’ Son Help Other Families Heal Addiction and Depression?falseZak Pym Williams, son of comedian and actor Robin Williams, had seen how mental health challenges, such as addiction and depression, had affected past generations of his family. He began considering proactive strategies that could help his family’s mental health, and he wanted to share that knowledge with other families. But how can Pym Williams help people actually embrace those mental health strategies and services?204full1288 Zak Pym Williams, son of comedian and actor Robin Williams, had seen how mental health challenges, such as addiction and depression, had affected past generations of his family. Pym Williams was diagnosed with generalized anxiety disorder, depression, and post-traumatic stress disorder (PTSD) as a young adult and he wanted to break the cycle for his children. Although his children were still quite young, he began considering proactive strategies that could help his family’s mental health, and he wanted to share that knowledge with other families. But how can Pym Williams help people actually embrace those mental health strategies and services?

Harvard Business School professor Lauren Cohen discusses his case, “Weapons of Self Destruction: Zak Pym Williams and the Cultivation of Mental Wellness.”

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Sweden’s Northvolt Electric Battery Maker: A Startup with a Missionhttps://hbr.org/podcast/2023/04/swedens-northvolt-electric-battery-maker-a-startup-with-a-missionIn Stockholm, Sweden an upstart battery maker, Northvolt, is trying to recreate the value chain for European car manufacturers making the switch to EVs. With two founders from Tesla and two experienced financiers at the helm, the company seems bound for success. But can they partner with government, scale fast enough, and truly be part of the climate solution?tag:audio.hbr.org,2016-09-16:cold-call.0203Fri, 28 Apr 2023 08:20:48 -0500Sweden’s Northvolt Electric Battery Maker: A Startup with a MissionfalseIn Stockholm, Sweden an upstart battery maker, Northvolt, is trying to recreate the value chain for European car manufacturers making the switch to EVs. With two founders from Tesla and two experienced financiers at the helm, the company seems bound for success. But can they partner with government, scale fast enough, and truly be part of the climate solution?203full1844 In Stockholm, Sweden an upstart battery maker, Northvolt, is trying to recreate the value chain for European car manufacturers making the switch to EVs. With two founders from Tesla and two experienced financiers at the helm, the company seems bound for success. But can they partner with government, scale fast enough, and truly be part of the climate solution?

Harvard Business School professor George Serafeim discusses what it takes to scale a business—the right people, in the right place, at the right time—with the aim of providing a climate solution in the case, “Northvolt, Building Batteries to Fight Climate Change.” As part of a new first-year MBA course at Harvard Business School, this case examines the central question: what is the social purpose of the firm?

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Equity Bank CEO James Mwangi: Transforming Lives with Access to Credithttps://hbr.org/podcast/2023/04/equity-bank-ceo-james-mwangi-transforming-lives-with-access-to-creditJames Mwangi, CEO of Equity Bank, has transformed lives and livelihoods throughout East and Central Africa by giving impoverished people access to banking accounts and micro loans. He’s been so successful that in 2020 Forbes coined the term “the Mwangi Model.” But can we really have both purpose and profit in a firm?tag:audio.hbr.org,2016-09-16:cold-call.0202Thu, 27 Apr 2023 08:20:20 -0500Equity Bank CEO James Mwangi: Transforming Lives with Access to CreditfalseJames Mwangi, CEO of Equity Bank, has transformed lives and livelihoods throughout East and Central Africa by giving impoverished people access to banking accounts and micro loans. He’s been so successful that in 2020 Forbes coined the term “the Mwangi Model.” But can we really have both purpose and profit in a firm?202full1370 James Mwangi, CEO of Equity Bank, has transformed lives and livelihoods throughout East and Central Africa by giving impoverished people access to banking accounts and micro loans. He’s been so successful that in 2020 Forbes coined the term “the Mwangi Model.” But can we really have both purpose and profit in a firm?

Harvard Business School professor Caroline Elkins, who has spent decades studying Africa, explores how this model has become one that business leaders are seeking to replicate throughout the world in her case, “A Marshall Plan for Africa’: James Mwangi and Equity Group Holdings.”As part of a new first-year MBA course at Harvard Business School, this case examines the central question: what is the social purpose of the firm?

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How Martine Rothblatt Started a Company to Save Her Daughterhttps://hbr.org/podcast/2023/04/how-martine-rothblatt-started-a-company-to-save-her-daughterWhen serial entrepreneur Martine Rothblatt (founder of Sirius XM) received her seven-year-old daughter’s diagnosis of Pulmonary Arterial Hypertension (PAH), she created United Therapeutics and developed a drug to save her life. When her daughter later needed a lung transplant, Rothblatt decided to take what she saw as the logical next step: manufacturing organs for transplantation. Rothblatt’s entrepreneurial career exemplifies a larger debate around the role of the firm in creating solutions for society’s problems. If companies are uniquely good at innovating, what voice should society have in governing the new technologies that firms create?tag:audio.hbr.org,2016-09-16:cold-call.0201Wed, 26 Apr 2023 08:20:32 -0500How Martine Rothblatt Started a Company to Save Her DaughterfalseWhen serial entrepreneur Martine Rothblatt (founder of Sirius XM) received her seven-year-old daughter’s diagnosis of Pulmonary Arterial Hypertension (PAH), she created United Therapeutics and developed a drug to save her life. When her daughter later needed a lung transplant, Rothblatt decided to take what she saw as the logical next step: manufacturing organs for transplantation. Rothblatt’s entrepreneurial career exemplifies a larger debate around the role of the firm in creating solutions for society’s problems. If companies are uniquely good at innovating, what voice should society have in governing the new technologies that firms create?201full1238 When serial entrepreneur Martine Rothblatt (founder of Sirius XM) received her seven-year-old daughter’s diagnosis of Pulmonary Arterial Hypertension (PAH), she created United Therapeutics and developed a drug to save her life. When her daughter later needed a lung transplant, Rothblatt decided to take what she saw as the logical next step: manufacturing organs for transplantation.

Rothblatt’s entrepreneurial career exemplifies a larger debate around the role of the firm in creating solutions for society’s problems. If companies are uniquely good at innovating, what voice should society have in governing the new technologies that firms create?

Harvard Business School professor Debora Spar debates these questions in the case “Martine Rothblatt and United Therapeutics: A Series of Implausible Dreams.” As part of a new first-year MBA course at Harvard Business School, this case examines the central question: what is the social purpose of the firm?

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Using Design Thinking to Invent a Low-Cost Prosthesis for Land Mine Victimshttps://hbr.org/podcast/2023/04/using-design-thinking-to-invent-a-low-cost-prosthesis-for-land-mine-victimsBhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian nonprofit famous for creating low-cost prosthetics, like the Jaipur Foot and the Stanford-Jaipur Knee. Known for its patient-centric culture and its focus on innovation, BMVSS has assisted more than one million people, including many land mine survivors. How can founder D.R. Mehta devise a strategy that will ensure the financial sustainability of BMVSS while sustaining its human impact well into the future?tag:audio.hbr.org,2016-09-16:cold-call.0200Tue, 25 Apr 2023 08:20:06 -0500Using Design Thinking to Invent a Low-Cost Prosthesis for Land Mine VictimsfalseBhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian nonprofit famous for creating low-cost prosthetics, like the Jaipur Foot and the Stanford-Jaipur Knee. Known for its patient-centric culture and its focus on innovation, BMVSS has assisted more than one million people, including many land mine survivors. How can founder D.R. Mehta devise a strategy that will ensure the financial sustainability of BMVSS while sustaining its human impact well into the future?200full1485 Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian nonprofit famous for creating low-cost prosthetics, like the Jaipur Foot and the Stanford-Jaipur Knee. Known for its patient-centric culture and its focus on innovation, BMVSS has assisted more than one million people, including many land mine survivors.

How can founder D.R. Mehta devise a strategy that will ensure the financial sustainability of BMVSS while sustaining its human impact well into the future? Harvard Business School Dean Srikant Datar discusses the importance of design thinking in ensuring a culture of innovation in his case, “BMVSS: Changing Lives, One Jaipur Limb at a Time.”

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Our All-Time Favorite Episodes of Cold Callhttps://hbr.org/podcast/2023/04/our-all-time-favorite-episodes-of-cold-callCold Call is celebrating 200 episodes with a special five-part series during the week of April 24, 2023. Each day that week, Cold Call will release a new episode. To kick off the week-long celebration, the show’s producers have each picked their three favorite episodes from the archives for listeners to revisit.tag:audio.hbr.org,2016-09-16:cold-call.0199Mon, 24 Apr 2023 08:20:03 -0500Our All-Time Favorite Episodes of Cold CallfalseCold Call is celebrating 200 episodes with a special five-part series during the week of April 24, 2023. Each day that week, Cold Call will release a new episode. To kick off the week-long celebration, the show’s producers have each picked their three favorite episodes from the archives for listeners to revisit.199full1609 Cold Call is celebrating 200 episodes with a special five-part series during the week of April 24, 2023. Each day that week, Cold Call will release a new episode. To kick off the week-long celebration, the show’s producers have each picked their three favorite episodes from the archives for listeners to revisit.

Host Brian Kenny recommends:

Show producer Robin Passias recommends:

Audio Engineer Craig McDonald recommends:

Cases discussed in these episodes are available online:

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A Rose by Any Other Name: Supply Chains and Carbon Emissions in the Flower Industryhttps://hbr.org/podcast/2023/04/a-rose-by-any-other-name-supply-chains-and-carbon-emissions-in-the-flower-industryHeadquartered in Kitengela, Kenya, Sian Flowers exports roses to Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian and its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction and trucked to markets across Europe. But when the Covid-19 pandemic caused huge increases in shipping costs, Sian launched experiments to ship roses by ocean using refrigerated containers. The company reduced its costs and cut its carbon emissions, but is a flower that travels halfway around the world truly a “low-carbon rose”?tag:audio.hbr.org,2016-09-16:cold-call.0198Tue, 11 Apr 2023 08:00:37 -0500A Rose by Any Other Name: Supply Chains and Carbon Emissions in the Flower IndustryfalseHeadquartered in Kitengela, Kenya, Sian Flowers exports roses to Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian and its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction and trucked to markets across Europe. But when the Covid-19 pandemic caused huge increases in shipping costs, Sian launched experiments to ship roses by ocean using refrigerated containers. The company reduced its costs and cut its carbon emissions, but is a flower that travels halfway around the world truly a “low-carbon rose”?198full1414 Headquartered in Kitengela, Kenya, Sian Flowers exports roses to Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian and its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction and trucked to markets across Europe. But when the Covid-19 pandemic caused huge increases in shipping costs, Sian launched experiments to ship roses by ocean using refrigerated containers.

The company reduced its costs and cut its carbon emissions, but is a flower that travels halfway around the world truly a “low-carbon rose”? Harvard Business School professors Willy Shih and Mike Toffel debate these questions and more in their case, “Sian Flowers: Fresher by Sea?

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BMW’s Decarbonization Strategy: Sustainable for the Environment and the Bottom Linehttps://hbr.org/podcast/2023/03/bmws-decarbonization-strategy-sustainable-for-the-environment-and-the-bottom-lineIn mid-2022, many automakers were announcing deadlines by which they would stop selling ICE vehicles altogether, buoyed by investment analysts and favorable press. While this would reduce tail-pipe emissions, it ignored the fact that the production of EVs—and especially their batteries—increases emissions in the supply chain. BMW decided to focus on lifecycle emissions and pursued a flexible powertrain strategy by offering vehicles with several options: gasoline and diesel-fueled ICE, plug-in hybrid electric vehicles, and battery electric vehicles. But that approach received a frostier reception in the stock market. Can BMW convince stakeholders that its strategy is good for the environment and the company’s financial performance?tag:audio.hbr.org,2016-09-16:cold-call.0197Tue, 28 Mar 2023 08:00:42 -0500BMW’s Decarbonization Strategy: Sustainable for the Environment and the Bottom LinefalseIn mid-2022, many automakers were announcing deadlines by which they would stop selling ICE vehicles altogether, buoyed by investment analysts and favorable press. While this would reduce tail-pipe emissions, it ignored the fact that the production of EVs—and especially their batteries—increases emissions in the supply chain. BMW decided to focus on lifecycle emissions and pursued a flexible powertrain strategy by offering vehicles with several options: gasoline and diesel-fueled ICE, plug-in hybrid electric vehicles, and battery electric vehicles. But that approach received a frostier reception in the stock market. Can BMW convince stakeholders that its strategy is good for the environment and the company’s financial performance?197full1337 In mid-2022, automakers, consumers, regulators, and investors were focusing on the transition from internal combustion engine (ICE) vehicles to electric vehicles (EV). While this would reduce tail-pipe emissions, it ignored the fact that the production of EVs—and especially their batteries—increases emissions in the supply chain.

Many automakers were announcing deadlines by which they would stop selling ICE vehicles altogether, buoyed by investment analysts and favorable press. But BMW decided to focus on lifecycle emissions and pursued a flexible powertrain strategy by offering vehicles with several options: gasoline and diesel-fueled ICE, plug-in hybrid electric vehicles, and battery electric vehicles. That approach received a frostier reception in the stock market.

Harvard Business School assistant professor Shirley Lu discusses how BMW plans to convince stakeholders that its strategy is good for both the environment and the company’s financial performance in the case, “Driving Decarbonization at BMW.”

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Can AI and Machine Learning Help Park Rangers Prevent Poaching?https://hbr.org/podcast/2023/03/can-ai-and-machine-learning-help-park-rangers-prevent-poachingThe Spatial Monitoring and Reporting Tool (SMART) was created by a coalition of conservation organizations to take historical data and create geospatial mapping tools that enable more efficient deployment of park rangers to prevent poaching. SMART had demonstrated significant improvements in patrol coverage, with some observed reductions in poaching. Then a new analytic tool, the Protection Assistant for Wildlife Security (PAWS), was created to use artificial intelligence (AI) and machine learning (ML) to try to predict where poachers would be likely to strike. Jonathan Palmer, Executive Director of Conservation Technology for the Wildlife Conservation Society, already had a good data analytics tool to help park rangers manage their patrols. Would adding an AI- and ML-based tool improve outcomes or introduce new problems?tag:audio.hbr.org,2016-09-16:cold-call.0196Tue, 14 Mar 2023 08:00:06 -0500Can AI and Machine Learning Help Park Rangers Prevent Poaching?falseThe Spatial Monitoring and Reporting Tool (SMART) was created by a coalition of conservation organizations to take historical data and create geospatial mapping tools that enable more efficient deployment of park rangers to prevent poaching. SMART had demonstrated significant improvements in patrol coverage, with some observed reductions in poaching. Then a new analytic tool, the Protection Assistant for Wildlife Security (PAWS), was created to use artificial intelligence (AI) and machine learning (ML) to try to predict where poachers would be likely to strike. Jonathan Palmer, Executive Director of Conservation Technology for the Wildlife Conservation Society, already had a good data analytics tool to help park rangers manage their patrols. Would adding an AI- and ML-based tool improve outcomes or introduce new problems?196full1310 Globally there are too few park rangers to prevent the illegal trade of wildlife across borders, or poaching. In response, Spatial Monitoring and Reporting Tool (SMART) was created by a coalition of conservation organizations to take historical data and create geospatial mapping tools that enable more efficient deployment of rangers.

SMART had demonstrated significant improvements in patrol coverage, with some observed reductions in poaching. Then a new analytic tool, the Protection Assistant for Wildlife Security (PAWS), was created to use artificial intelligence (AI) and machine learning (ML) to try to predict where poachers would be likely to strike.

Jonathan Palmer, Executive Director of Conservation Technology for the Wildlife Conservation Society, already had a good data analytics tool to help park rangers manage their patrols. Would adding an AI- and ML-based tool improve outcomes or introduce new problems?

Harvard Business School senior lecturer Brian Trelstad discusses the importance of focusing on the use case when determining the value of adding a complex technology solution in his case, “SMART: AI and Machine Learning for Wildlife Conservation.”

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Muhammad Ali: A Case Study in Purpose-Driven Decision Makinghttps://hbr.org/podcast/2023/02/muhammad-ali-a-case-study-in-purpose-driven-decision-makingMuhammad Ali, born Cassius Marcellus Clay Jr, rose from a poor family in segregated Louisville, Kentucky to international fame, winning three heavyweight boxing titles and becoming a civil rights leader and role model for millions of people around the world. How did he do it? Harvard Business School professor Robert Simons discusses how Ali made decisions throughout his life and career to leave a lasting impact on the world.tag:audio.hbr.org,2016-09-16:cold-call.0195Tue, 28 Feb 2023 08:00:09 -0500Muhammad Ali: A Case Study in Purpose-Driven Decision MakingfalseMuhammad Ali, born Cassius Marcellus Clay Jr, rose from a poor family in segregated Louisville, Kentucky to international fame, winning three heavyweight boxing titles and becoming a civil rights leader and role model for millions of people around the world. How did he do it? Harvard Business School professor Robert Simons discusses how Ali made decisions throughout his life and career to leave a lasting impact on the world.195full1544 Muhammad Ali, born Cassius Marcellus Clay Jr, rose from a poor family in segregated Louisville, Kentucky to international fame, winning three heavyweight boxing titles and becoming a civil rights leader and role model for millions of people around the world. How did he do it?

Early in his career, Ali’s creativity and hard work helped him overcome significant obstacles. Rather than letting his fear of flying keep him from competing in the 1960 Olympics, he traveled to Italy wearing a parachute — and easily won the gold medal in boxing.

When he returned to the U.S. as a gold medalist, Ali used his growing fame to bring attention to racial justice and humanitarian causes he supported, including his then-controversial decision to refuse to fight in the Vietnam War.

Harvard Business School professor Robert Simons discusses how Ali made decisions throughout his life and career to leave a lasting impact on the world in his case, “Muhammad Ali: Changing the World.”

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Does It Pay to Be a Whistleblower?https://hbr.org/podcast/2023/02/does-it-pay-to-be-a-whistleblowerIn 2013, soon after the U.S. Securities and Exchange Commission (SEC) had started a massive whistleblowing program with the potential for large monetary rewards, two employees of a U.S. bank’s asset management business debated whether to blow the whistle on their employer after completing an internal review that revealed undisclosed conflicts of interest. Should they escalate the issue internally or report their findings to the U.S. Securities and Exchange Commission? Harvard Business School associate professor Jonas Heese discusses the potential risks and rewards of whistleblowing.tag:audio.hbr.org,2016-09-16:cold-call.0194Tue, 14 Feb 2023 08:00:10 -0500Does It Pay to Be a Whistleblower?falseIn 2013, soon after the U.S. Securities and Exchange Commission (SEC) had started a massive whistleblowing program with the potential for large monetary rewards, two employees of a U.S. bank’s asset management business debated whether to blow the whistle on their employer after completing an internal review that revealed undisclosed conflicts of interest. Should they escalate the issue internally or report their findings to the U.S. Securities and Exchange Commission? Harvard Business School associate professor Jonas Heese discusses the potential risks and rewards of whistleblowing.194full1671 In 2013, soon after the U.S. Securities and Exchange Commission (SEC) had started a massive whistleblowing program with the potential for large monetary rewards, two employees of a U.S. bank’s asset management business debated whether to blow the whistle on their employer after completing an internal review that revealed undisclosed conflicts of interest.

The bank’s asset management business disproportionately invested clients’ money in its own mutual funds over funds managed by other banks, letting it collect additional fees—and the bank had not disclosed this conflict of interest to clients. Both employees agreed that failing to disclose the conflict was a problem, but beyond that, they saw the situation very differently.

One employee, Neel, perceived the internal review as a good-faith effort by senior management to identify and address the problem. The other, Akash, thought that the entire business model was problematic, even with a disclosure, and believed that the bank may have even broken the law.

Should they escalate the issue internally or report their findings to the U.S. Securities and Exchange Commission? Harvard Business School associate professor Jonas Heese discusses the potential risks and rewards of whistleblowing in his case, “Conflicts of Interest at Uptown Bank.

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Addressing Racial Discrimination on Airbnbhttps://hbr.org/podcast/2023/01/addressing-racial-discrimination-on-airbnbFor years, Airbnb gave hosts discretion to accept or reject a guest after seeing little more than a name and a picture, believing that eliminating anonymity was the best way for the company to build trust. But after research provided evidence that Black hosts received less in rent than hosts of other races and showed signs of discrimination against guests with African American sounding names, the company had to decide what changes to make. Should they change the design of the platform to reduce discrimination? And what’s the best way to measure the success of any changes?tag:audio.hbr.org,2016-09-16:cold-call.0193Tue, 31 Jan 2023 08:00:59 -0500Addressing Racial Discrimination on AirbnbfalseFor years, Airbnb gave hosts discretion to accept or reject a guest after seeing little more than a name and a picture, believing that eliminating anonymity was the best way for the company to build trust. But after research provided evidence that Black hosts received less in rent than hosts of other races and showed signs of discrimination against guests with African American sounding names, the company had to decide what changes to make. Should they change the design of the platform to reduce discrimination? And what’s the best way to measure the success of any changes?193full1243 For years, Airbnb gave hosts extensive discretion to accept or reject a guest after seeing little more than a name and a picture, believing that eliminating anonymity was the best way for the company to build trust. However, the apartment rental platform failed to track or account for the possibility that this could facilitate discrimination.

After research published by Harvard Business School associate professor Michael Luca and others provided evidence that Black hosts received less in rent than hosts of other races and showed signs of discrimination against guests with African American sounding names, the company had to decide what to do.

In the case, “Racial Discrimination on Airbnb,” Luca discusses his research and explores the implication for Airbnb and other platform companies. Should they change the design of the platform to reduce discrimination? And what’s the best way to measure the success of any changes?

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Nestlé’s KitKat Diplomacy: Neutrality vs. Shared Valuehttps://hbr.org/podcast/2023/01/nestls-kitkat-diplomacy-neutrality-vs-shared-valueIn February 2022, Russia invaded Ukraine, and multinational companies began pulling out of Russia, in response. At Switzerland-based Nestlé, chief executive Mark Schneider had a difficult decision to make. Nestlé had a long tradition of neutrality that enabled it to operate in countries regardless of their political systems and human rights policies. But more recently the company had embraced Michael Porter’s “shared value” paradigm, which argues that companies have a responsibility to improve the business community and the health of their communities. What should Schneider do?tag:audio.hbr.org,2016-09-16:cold-call.0192Tue, 17 Jan 2023 08:00:58 -0500Nestlé’s KitKat Diplomacy: Neutrality vs. Shared ValuefalseIn February 2022, Russia invaded Ukraine, and multinational companies began pulling out of Russia, in response. At Switzerland-based Nestlé, chief executive Mark Schneider had a difficult decision to make. Nestlé had a long tradition of neutrality that enabled it to operate in countries regardless of their political systems and human rights policies. But more recently the company had embraced Michael Porter’s “shared value” paradigm, which argues that companies have a responsibility to improve the business community and the health of their communities. What should Schneider do?192full1411 In February 2022, Russia invaded Ukraine, and multinational companies began pulling out of Russia, in response. At Switzerland-based Nestlé, chief executive Mark Schneider had a difficult decision to make.

Nestlé had a long tradition of neutrality that enabled it to operate in countries regardless of their political systems and human rights policies. But more recently the company had embraced Michael Porter’s “shared value” paradigm, which argues that companies have a responsibility to improve the business community and the health of their communities. What should Schneider do?

Harvard Business School professor Geoffrey Jones discusses the viability of the shared value concept and the social responsibility of transnational corporations today in the case, “Nestlé, Shared Value and KitKat Diplomacy.”

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Wordle: Can a Pandemic Phenomenon Sustain in the Long Term?https://hbr.org/podcast/2023/01/wordle-can-a-pandemic-phenomenon-sustain-in-the-long-termWordle went from a personal game, created by a developer for his girlfriend, to a global phenomenon with two million users in just a few months. Then The New York Times made an unexpected bid to acquire it. But will Wordle outlast other pandemic pastimes?tag:audio.hbr.org,2016-09-16:cold-call.0191Tue, 03 Jan 2023 08:00:59 -0500Wordle: Can a Pandemic Phenomenon Sustain in the Long Term?falseWordle went from a personal game, created by a developer for his girlfriend, to a global phenomenon with two million users in just a few months. Then The New York Times made an unexpected bid to acquire it. But will Wordle outlast other pandemic pastimes?191full1355 Wordle went from a personal game, created by a developer for his girlfriend, to a global phenomenon with two million users in just a few months. Then The New York Times made an unexpected bid to acquire it. But will Wordle outlast other pandemic pastimes?

Harvard Business School senior lecturer Christina Wallace discusses the journey of software engineer and accidental entrepreneur Josh Wardle in the case, “Wordle.

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Metaverse Seoul: How One City Used Citizen Input to Pilot a Government-Run Metaversehttps://hbr.org/podcast/2022/12/metaverse-seoul-how-one-city-used-citizen-input-to-pilot-a-government-run-metaverseIn May 2022, the Seoul Metropolitan Government in Seoul, South Korea, launched the pilot of Metaverse Seoul, a virtual version of Seoul’s mayor’s office. As they worked towards building a broad, immersive, online government platform, they hoped to gain insights from citizens about everything from popular local tourist sites that could be experienced virtually to government services that could be delivered in the metaverse. But to do that, the team had to figure out how to solicit ideas from citizens and then determine which ideas to put to use.tag:audio.hbr.org,2016-09-16:cold-call.0190Tue, 13 Dec 2022 08:00:02 -0500Metaverse Seoul: How One City Used Citizen Input to Pilot a Government-Run MetaversefalseIn May 2022, the Seoul Metropolitan Government in Seoul, South Korea, launched the pilot of Metaverse Seoul, a virtual version of Seoul’s mayor’s office. As they worked towards building a broad, immersive, online government platform, they hoped to gain insights from citizens about everything from popular local tourist sites that could be experienced virtually to government services that could be delivered in the metaverse. But to do that, the team had to figure out how to solicit ideas from citizens and then determine which ideas to put to use.190full1465 In May 2022, the Seoul Metropolitan Government in Seoul, South Korea, launched the pilot of Metaverse Seoul, a virtual version of Seoul’s mayor’s office. As they worked towards building a broad, immersive, online government platform, they hoped to gain insights from citizens about everything from popular local tourist sites that could be experienced virtually to government services that could be delivered in the metaverse. But to do that, the team had to figure out how to solicit ideas from citizens and then determine which ideas to put to use.

Harvard Business School professor Mitchell Weiss discusses their approach, as well as questions relating to his research on public entrepreneurship and what he calls “possibility government,” in his case, “Metaverse Seoul.”

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How Will Gamers and Investors Respond to Microsoft’s Acquisition of Activision Blizzard?https://hbr.org/podcast/2022/11/how-will-gamers-and-investors-respond-to-microsofts-acquisition-of-activision-blizzardIn January 2022, Microsoft announced its acquisition of the video game company Activision Blizzard for $68.7 billion. The deal would make Microsoft the world’s third largest video game company, but it also exposes the company to several risks. First, the all-cash deal would require Microsoft to use a large portion of its cash reserves. Second, the acquisition was announced as Activision Blizzard faced gender pay disparity and sexual harassment allegations. That opened Microsoft up to potential reputational damage, employee turnover, and lost sales. Do the potential benefits of the acquisition outweigh the risks for Microsoft and its shareholders?tag:audio.hbr.org,2016-09-16:cold-call.0189Tue, 29 Nov 2022 08:00:10 -0500How Will Gamers and Investors Respond to Microsoft’s Acquisition of Activision Blizzard?falseIn January 2022, Microsoft announced its acquisition of the video game company Activision Blizzard for $68.7 billion. The deal would make Microsoft the world’s third largest video game company, but it also exposes the company to several risks. First, the all-cash deal would require Microsoft to use a large portion of its cash reserves. Second, the acquisition was announced as Activision Blizzard faced gender pay disparity and sexual harassment allegations. That opened Microsoft up to potential reputational damage, employee turnover, and lost sales. Do the potential benefits of the acquisition outweigh the risks for Microsoft and its shareholders?189full1135 In January 2022, Microsoft announced its acquisition of the video game company Activision Blizzard for $68.7 billion. The deal would make Microsoft the world’s third largest video game company, but it also exposes the company to several risks.

First, the all-cash deal would require Microsoft to use a large portion of its cash reserves. Second, the acquisition was announced as Activision Blizzard faced gender pay disparity and sexual harassment allegations. That opened Microsoft up to potential reputational damage, employee turnover, and lost sales.

Do the potential benefits of the acquisition outweigh the risks for Microsoft and its shareholders? Harvard Business School associate professor Joseph Pacelli discusses the ongoing controversies around the merger and how gamers and investors have responded in the case, “Call of Fiduciary Duty: Microsoft Acquires Activision Blizzard.”

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Planning the Future for Harlem’s Beloved Sylvia’s Restauranthttps://hbr.org/podcast/2022/11/planning-the-future-for-harlems-beloved-sylvias-restaurantSylvia’s Restaurant, which celebrated its 60th anniversary in August 2022, is a testament to the values instilled by the founder and matriarch, Sylvia Woods. She cultivated a strong community around her soul food restaurant in New York City’s Harlem neighborhood that has continued to thrive, even after her passing a decade ago. Amid business expansions and succession planning, the legacy of Sylvia Woods continues to live on. But as Sylvia’s grandson takes over the business, a new challenge faces him and his family: what should the next 60 years of Sylvia’s look like?tag:audio.hbr.org,2016-09-16:cold-call.0188Tue, 15 Nov 2022 08:00:54 -0500Planning the Future for Harlem’s Beloved Sylvia’s RestaurantfalseSylvia’s Restaurant, which celebrated its 60th anniversary in August 2022, is a testament to the values instilled by the founder and matriarch, Sylvia Woods. She cultivated a strong community around her soul food restaurant in New York City’s Harlem neighborhood that has continued to thrive, even after her passing a decade ago. Amid business expansions and succession planning, the legacy of Sylvia Woods continues to live on. But as Sylvia’s grandson takes over the business, a new challenge faces him and his family: what should the next 60 years of Sylvia’s look like?188full1647 Sylvia’s Restaurant, which celebrated its 60th anniversary in August 2022, is a testament to the values instilled by the founder and matriarch, Sylvia Woods. She cultivated a strong community around her soul food restaurant in New York City’s Harlem neighborhood that has continued to thrive, even after her passing a decade ago.

Amid business expansions and succession planning, the legacy of Sylvia Woods continues to live on. But as Sylvia’s grandson takes over the business, a new challenge faces him and his family: what should the next 60 years of Sylvia’s look like?

Harvard Business School senior lecturer Christina Wing and Kenneth De’Sean Woods, chief executive officer of Sylvia Woods Inc., discuss the case, “Sixty Years of Sylvia’s.”

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Marie Curie: A Case Study in Breaking Barriershttps://hbr.org/podcast/2022/11/marie-curie-a-case-study-in-breaking-barriersMarie Curie, born Maria Sklodowska from a poor family in Poland, rose to the pinnacle of scientific fame in the early years of the twentieth century, winning the Nobel Prize twice in the fields of physics and chemistry. At the time, women were simply not accepted in scientific fields. So Curie had to overcome enormous obstacles in order to earn a doctorate at the Sorbonne and perform her pathbreaking research on radioactive materials. How did she plan her time and navigate her life choices to leave a lasting impact on the world?tag:audio.hbr.org,2016-09-16:cold-call.0187Tue, 01 Nov 2022 08:00:43 -0500Marie Curie: A Case Study in Breaking BarriersfalseMarie Curie, born Maria Sklodowska from a poor family in Poland, rose to the pinnacle of scientific fame in the early years of the twentieth century, winning the Nobel Prize twice in the fields of physics and chemistry. At the time, women were simply not accepted in scientific fields. So Curie had to overcome enormous obstacles in order to earn a doctorate at the Sorbonne and perform her pathbreaking research on radioactive materials. How did she plan her time and navigate her life choices to leave a lasting impact on the world?187full1421 Marie Curie, born Maria Sklodowska from a poor family in Poland, rose to the pinnacle of scientific fame in the early years of the twentieth century, winning the Nobel Prize twice in the fields of physics and chemistry. At the time, women were simply not accepted in scientific fields. So Curie had to overcome enormous obstacles in order to earn a doctorate at the Sorbonne and perform her pathbreaking research on radioactive materials.

How did she plan her time and navigate her life choices to leave a lasting impact on the world? Harvard Business School professor Robert Simons discusses how Marie Curie rose to scientific fame despite poverty and gender barriers in his case, “Marie Curie: Changing the World.”

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Chewy.com’s Make-or-Break Logistics Dilemmahttps://hbr.org/podcast/2022/10/chewy-coms-make-or-break-logistics-dilemmaIn late 2013, Ryan Cohen, cofounder and then-CEO of online pet products retailer Chewy.com, was facing a decision that could determine his company’s future. Cohen was convinced that achieving scale would be essential to making the business work and he worried that the company’s third-party logistics provider (3PL) may not be able to scale with Chewy.com’s projected growth or maintain the company’s performance standards for service quality and fulfillment. But neither he nor his cofounders had any experience managing logistics, and the company’s board members were pressuring him to leave order fulfillment to the 3PL. What should Cohen do?tag:audio.hbr.org,2016-09-16:cold-call.0186Tue, 18 Oct 2022 08:00:05 -0500Chewy.com’s Make-or-Break Logistics DilemmafalseIn late 2013, Ryan Cohen, cofounder and then-CEO of online pet products retailer Chewy.com, was facing a decision that could determine his company’s future. Cohen was convinced that achieving scale would be essential to making the business work and he worried that the company’s third-party logistics provider (3PL) may not be able to scale with Chewy.com’s projected growth or maintain the company’s performance standards for service quality and fulfillment. But neither he nor his cofounders had any experience managing logistics, and the company’s board members were pressuring him to leave order fulfillment to the 3PL. What should Cohen do?186full1757 In late 2013, Ryan Cohen, cofounder and then-CEO of online pet products retailer Chewy.com, was facing a decision that could determine his company’s future. Should he stay with a third-party logistics provider (3PL) for all of Chewy.com’s e-commerce fulfillment or take that function in house?

Cohen was convinced that achieving scale would be essential to making the business work and he worried that the company’s current 3PL may not be able to scale with Chewy.com’s projected growth or maintain the company’s performance standards for service quality and fulfillment. But neither he nor his cofounders had any experience managing logistics, and the company’s board members were pressuring him to leave order fulfillment to the 3PL. They worried that any changes could destabilize the existing 3PL relationship and endanger the viability of the fast-growing business.

What should Cohen do? Harvard Business School senior lecturer Jeffrey Rayport discusses the options in his case, “Chewy.com (A).”

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Corporate Governance and Growth Strategy at Capital SAFIhttps://hbr.org/podcast/2022/10/corporate-governance-and-growth-strategy-at-capital-safiAsset management firm Capital SAFI wanted to attract new strategic investors and expand to other countries beyond Bolivia. Founder, chairman and CEO Jorge Quintanilla Nielsen knew that having the right corporate governance in place was critical to achieve this goal. The firm’s board had evolved over time, but would new investors be impressed by those measures or were additional improvements needed?tag:audio.hbr.org,2016-09-16:cold-call.0185Tue, 04 Oct 2022 08:00:25 -0500Corporate Governance and Growth Strategy at Capital SAFIfalseAsset management firm Capital SAFI wanted to attract new strategic investors and expand to other countries beyond Bolivia. Founder, chairman and CEO Jorge Quintanilla Nielsen knew that having the right corporate governance in place was critical to achieve this goal. The firm’s board had evolved over time, but would new investors be impressed by those measures or were additional improvements needed?185full1703 Jorge Quintanilla Nielsen started the independent asset management firm Capital SAFI in 2007. Now a leader in Bolivia’s closed-end funds industry, with a total of $430 million in assets under management, Quintanilla planned to expand into other countries, like Peru and Colombia. He knew that governance would be one of the main aspects potential partners would evaluate.

Capital SAFI’s board had evolved over time with the establishment of a governance committee, an assessment process for the board, professional development offerings for board members, tools to manage governance risk, and succession plans for board members and company executives. Would local and foreign investors be impressed by those measures or were additional improvements needed?

Harvard Business School professor V. G. Narayanan discusses the importance of corporate governance in his case, “Building the Governance to Take Capital SAFI to the Next Level.”

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Larry Fink at BlackRock: Linking Purpose to Profithttps://hbr.org/podcast/2022/09/larry-fink-at-blackrock-linking-purpose-to-profitIn 2014, Larry Fink started writing letters to the leaders of some of the largest publicly listed companies, urging them to consider the importance of environmental, social, and governance (ESG) issues. Fink is the chairman and CEO of BlackRock, one of the largest asset management houses in the world. The firm’s success was rooted in its cost-effective, passive investment products that rely on tracking indices and funds. But Fink wanted his firm to engage with the companies in which they invest and hold them accountable for their social and environmental impacts. What role should investors play in urging business leaders to take ESG issues more seriously and enforcing compliance?tag:audio.hbr.org,2016-09-16:cold-call.0184Tue, 20 Sep 2022 08:00:57 -0500Larry Fink at BlackRock: Linking Purpose to ProfitfalseIn 2014, Larry Fink started writing letters to the leaders of some of the largest publicly listed companies, urging them to consider the importance of environmental, social, and governance (ESG) issues. Fink is the chairman and CEO of BlackRock, one of the largest asset management houses in the world. The firm’s success was rooted in its cost-effective, passive investment products that rely on tracking indices and funds. But Fink wanted his firm to engage with the companies in which they invest and hold them accountable for their social and environmental impacts. What role should investors play in urging business leaders to take ESG issues more seriously and enforcing compliance?184full1801 In 2014, Larry Fink started writing letters to the leaders of some of the largest publicly listed companies, urging them to consider the importance of environmental, social, and governance (ESG) issues.

Fink is the chairman and CEO of BlackRock, one of the largest asset management houses in the world. The firm’s success was rooted in its cost-effective, passive investment products that rely on tracking indices and funds. But Fink wanted his firm to engage with the companies in which they invest and hold them accountable for their social and environmental impacts.

What role should investors play in urging business leaders to take ESG issues more seriously and enforcing compliance? Harvard Business School professor George Serafeim discusses the merits of Fink’s approach, the importance of corporate investments in ESG themes, and how to lead a company driven by purpose and profit in his case, “BlackRock: Linking Purpose to Profit,” and his new book Purpose and Profit: How Business Can Lift Up The World.

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Reinventing an Iconic Independent Bookstorehttps://hbr.org/podcast/2022/09/reinventing-an-iconic-independent-bookstoreIn 2020, Kwame Spearman made the career-shifting decision to leave a New York City-based consulting job to return to his hometown of Denver, Colorado, and take over an iconic independent bookstore, The Tattered Cover. Spearman saw an opportunity to reinvent the local business to build a sense of community after the pandemic. But he also had to find a way to meet the big challenges facing independent booksellers amid technological change and shifting business models.tag:audio.hbr.org,2016-09-16:cold-call.0183Tue, 06 Sep 2022 08:00:29 -0500Reinventing an Iconic Independent BookstorefalseIn 2020, Kwame Spearman made the career-shifting decision to leave a New York City-based consulting job to return to his hometown of Denver, Colorado, and take over an iconic independent bookstore, The Tattered Cover. Spearman saw an opportunity to reinvent the local business to build a sense of community after the pandemic. But he also had to find a way to meet the big challenges facing independent booksellers amid technological change and shifting business models.183full1680 In 2020, Kwame Spearman (MBA 2011) made the career-shifting decision to leave a New York City-based consulting job to return to his hometown of Denver, Colorado, and take over an iconic independent bookstore, The Tattered Cover.

Spearman saw an opportunity to reinvent the local business to build a sense of community after the pandemic. But he also had to find a way to meet the big challenges facing independent booksellers amid technological change and shifting business models.

Harvard Business School associate professor Ryan Raffaelli joins Spearman to discuss his vision for reinventing The Tattered Cover, as well as larger insights around how local businesses can successfully compete with online and big box retailers in the case, “Kwame Spearman at Tattered Cover: Reinventing Brick-and-Mortar Retail.

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Management Lessons from the Sinking of the SS El Farohttps://hbr.org/podcast/2022/08/management-lessons-from-the-sinking-of-the-ss-el-faroCaptain Michael Davidson, of the container ship SS El Faro, was determined to make his planned shipping trip on time—but a hurricane was approaching his intended path. To succeed, Davidson and his fellow officers had to plot a course to avoid the storm in the face of conflicting weather reports from multiple sources and differing opinions among the officers about what to do. Over the 36-hour voyage, tensions rose as the ship got closer and closer to the storm. When the ship ultimately sunk on October 1, 2015, it was the deadliest American shipping disaster in decades. But who was to blame for the tragedy and what can we learn from it?tag:audio.hbr.org,2016-09-16:cold-call.0182Tue, 23 Aug 2022 08:00:54 -0500Management Lessons from the Sinking of the SS El FarofalseCaptain Michael Davidson, of the container ship SS El Faro, was determined to make his planned shipping trip on time—but a hurricane was approaching his intended path. To succeed, Davidson and his fellow officers had to plot a course to avoid the storm in the face of conflicting weather reports from multiple sources and differing opinions among the officers about what to do. Over the 36-hour voyage, tensions rose as the ship got closer and closer to the storm. When the ship ultimately sunk on October 1, 2015, it was the deadliest American shipping disaster in decades. But who was to blame for the tragedy and what can we learn from it?182full2177 Captain Michael Davidson, of the container ship SS El Faro, was determined to make his planned shipping trip on time—but a hurricane was approaching his intended path. To succeed, Davidson and his fellow officers had to plot a course to avoid the storm in the face of conflicting weather reports from multiple sources and differing opinions among the officers about what to do. Over the 36-hour voyage, tensions rose as the ship got closer and closer to the storm.

And there were other factors compounding the challenge. The El Faro was an old ship, about to be scrapped. Its owner, TOTE Maritime, was in the process of selecting officers to crew its new ships. Davidson and some of his officers knew the company measured a ship’s on-time arrival and factored that into performance reviews and hiring decisions.

When the ship ultimately sunk on October 1, 2015, it was the deadliest American shipping disaster in decades. But who was to blame for the tragedy and what can we learn from it?

Harvard Business School professor Joe Fuller discusses the culpability of the captain, as well as his subordinates, and what it reveals about how leaders and their teams communicate under pressure in his case, Into the Raging Sea: Final Voyage of the SS El Faro.

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A Lesson from Google: Can AI Bias be Monitored Internally?https://hbr.org/podcast/2022/08/a-lesson-from-google-can-ai-bias-be-monitored-internallyDr. Timnit Gebru was the co-lead of Google’s Ethical AI research team –until she raised concerns about bias in the company’s large language models and was forced out in 2020. Her departure sent shockwaves through the AI and tech community ad raised fundamental questions about how companies safeguard against bias in their own AI. Should in-house ethics research continue to be led by researchers who best understand the technology, or must ethics and bias be monitored by more objective researchers who aren’t employed by companies?tag:audio.hbr.org,2016-09-16:cold-call.0181Tue, 09 Aug 2022 08:00:12 -0500A Lesson from Google: Can AI Bias be Monitored Internally?falseDr. Timnit Gebru was the co-lead of Google’s Ethical AI research team –until she raised concerns about bias in the company’s large language models and was forced out in 2020. Her departure sent shockwaves through the AI and tech community ad raised fundamental questions about how companies safeguard against bias in their own AI. Should in-house ethics research continue to be led by researchers who best understand the technology, or must ethics and bias be monitored by more objective researchers who aren’t employed by companies?181full1510 Dr. Timnit Gebru was the co-lead of Google’s Ethical AI research team – until she raised concerns about bias in the company’s large language models and was forced out in 2020.

Her departure sent shockwaves through the AI and tech community and raised fundamental questions about how companies safeguard against bias in their own AI. Should in-house ethics research continue to be led by researchers who best understand the technology, or must ethics and bias be monitored by more objective researchers who aren’t employed by companies?

Harvard Business School professor Tsedal Neeley discusses how companies can approach the problem of AI bias in her case, “Timnit Gebru: ‘SILENCED No More’ on AI Bias and The Harms of Large Language Models.”

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Can Bombas Reach New Customers while Maintaining Its Social Mission?https://hbr.org/podcast/2022/07/can-bombas-reach-new-customers-while-maintaining-its-social-missionBombas was started in 2013 with a dual mission: to deliver quality socks and donate much-needed footwear to people living in shelters. By 2021, it had become one of America's most visible buy-one-give-one companies, with over $250 million in annual revenue and 50 million pairs of socks donated. As Bombas continued expanding, the company struggled to determine what pace of growth would best allow it to reach new customers while maintaining its social mission.tag:audio.hbr.org,2016-09-16:cold-call.0180Tue, 26 Jul 2022 08:00:15 -0500Can Bombas Reach New Customers while Maintaining Its Social Mission?falseBombas was started in 2013 with a dual mission: to deliver quality socks and donate much-needed footwear to people living in shelters. By 2021, it had become one of America's most visible buy-one-give-one companies, with over $250 million in annual revenue and 50 million pairs of socks donated. As Bombas continued expanding, the company struggled to determine what pace of growth would best allow it to reach new customers while maintaining its social mission.180full1415 Bombas was started in 2013 with a dual mission: to deliver quality socks and donate much-needed footwear to people living in shelters. By 2021, it had become one of America’s most visible buy-one-give-one companies, with over $250 million in annual revenue and 50 million pairs of socks donated.

Initially the company had to figure out how to price its product. Socks are typically an inexpensive item of clothing, but the founders needed a price that would allow them enough margin to deliver on their social mission. They also needed to determine what role that mission should play in their marketing. Later, as Bombas expanded into underwear, t-shirts, and slippers, the company struggled to determine what pace of growth would best allow it to reach new customers while maintaining its social mission. Harvard Business School assistant professor Elizabeth Keenan discusses the case, Bee-ing Better at Bombas.

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Can the Foodservice Distribution Industry Recover from the Pandemic?https://hbr.org/podcast/2022/07/can-the-foodservice-distribution-industry-recover-from-the-pandemicAt the height of the pandemic in 2020, US Foods struggled, as restaurant and school closures reduced demand for foodservice distribution. The situation improved after the return of indoor dining and in-person learning, but an industry-wide shortage of truck drivers and warehouse staff hampered the foodservice distributor’s post-pandemic recovery. That left CEO Pietro Satriano to determine the best strategy to attract and retain essential workers, even as he was tasked with expanding the wholesale grocery store chain (CHEF’STORE) that US Foods launched during the pandemic lockdown.tag:audio.hbr.org,2016-09-16:cold-call.0179Tue, 12 Jul 2022 08:00:14 -0500Can the Foodservice Distribution Industry Recover from the Pandemic?falseAt the height of the pandemic in 2020, US Foods struggled, as restaurant and school closures reduced demand for foodservice distribution. The situation improved after the return of indoor dining and in-person learning, but an industry-wide shortage of truck drivers and warehouse staff hampered the foodservice distributor’s post-pandemic recovery. That left CEO Pietro Satriano to determine the best strategy to attract and retain essential workers, even as he was tasked with expanding the wholesale grocery store chain (CHEF’STORE) that US Foods launched during the pandemic lockdown.179full1073 At the height of the pandemic in 2020, US Foods struggled, as restaurant and school closures reduced demand for foodservice distribution. The situation improved after the return of indoor dining and in-person learning, but an industry-wide shortage of truck drivers and warehouse staff hampered the foodservice distributor’s post-pandemic recovery. That left CEO Pietro Satriano to determine the best strategy to attract and retain essential workers, even as he was tasked with expanding the wholesale grocery store chain (CHEF’STORE) that US Foods launched during the pandemic lockdown.

Harvard Business School professor David E. Bell explores how post-pandemic supply chain challenges continue to affect the foodservice distribution industry in his case, “US Foods: Driving Post-Pandemic Success?”

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Scaling a Fintech Startup for the Greater Goodhttps://hbr.org/podcast/2022/06/scaling-a-fintech-startup-for-the-greater-goodEsusu launched in 2018 with a rotational savings product and continued growing their fintech startup in late 2019 with Esusu Rent, a rent reporting tool that enables renters to improve their credit scores. In March 2020, co-founders Abbey Wemimo and Samir Goel were working to determine how best to scale Esusu to advance their mission of promoting financial inclusion in the U.S. Harvard Business School assistant professor Emily Williams discusses how the two co-founders decided how to allocate resources and scale their business.tag:audio.hbr.org,2016-09-16:cold-call.0178Tue, 28 Jun 2022 08:00:47 -0500Scaling a Fintech Startup for the Greater GoodfalseEsusu launched in 2018 with a rotational savings product and continued growing their fintech startup in late 2019 with Esusu Rent, a rent reporting tool that enables renters to improve their credit scores. In March 2020, co-founders Abbey Wemimo and Samir Goel were working to determine how best to scale Esusu to advance their mission of promoting financial inclusion in the U.S. Harvard Business School assistant professor Emily Williams discusses how the two co-founders decided how to allocate resources and scale their business.178full1208 Esusu launched in 2018 with a rotational savings product and continued growing their fintech startup in late 2019 with Esusu Rent, a rent reporting tool that enables renters to improve their credit scores. In March 2020, co-founders Abbey Wemimo and Samir Goel were working to determine how best to scale Esusu to advance their mission of promoting financial inclusion in the U.S.

Harvard Business School assistant professor Emily Williams discusses how the two co-founders decided how to allocate resources and scale their business in the case, “Esusu: Solving Homelessness Backwards.”

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What Does It Take to Close the Opportunity Gap in America’s Labor Market?https://hbr.org/podcast/2022/06/what-does-it-take-to-close-the-opportunity-gap-in-americas-labor-marketIn the wake of George Floyd’s killing and widespread protests for social justice in the United States, OneTen was formed by a coalition of 40 large companies to address the disparity in job opportunities for African-Americans without four-year college degrees. Their goal was to provide one million jobs in 10 years. But in order to do that, OneTen had to analyze the underlying problems and formulate recommendations for both system-level problems and those that manifest themselves at an organizational level.tag:audio.hbr.org,2016-09-16:cold-call.0177Tue, 14 Jun 2022 08:00:58 -0500What Does It Take to Close the Opportunity Gap in America’s Labor Market?falseIn the wake of George Floyd’s killing and widespread protests for social justice in the United States, OneTen was formed by a coalition of 40 large companies to address the disparity in job opportunities for African-Americans without four-year college degrees. Their goal was to provide one million jobs in 10 years. But in order to do that, OneTen had to analyze the underlying problems and formulate recommendations for both system-level problems and those that manifest themselves at an organizational level.177full1988 In the wake of George Floyd’s killing and widespread protests for social justice in the United States, OneTen was formed by a coalition of 40 large companies to address the disparity in job opportunities for African-Americans without four-year college degrees. Their goal was to provide one million jobs in 10 years. But in order to do that, OneTen had to analyze the underlying problems and formulate recommendations for both system-level problems and those that manifest themselves at an organizational level.

Professor Kash Rangan and OneTen CEO Maurice Jones discuss OneTen’s approach in the case, “OneTen: One Million Opportunities in Ten Years.”

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Corruption: New Insights for Fighting an Age-Old Business Problemhttps://hbr.org/podcast/2022/05/corruption-new-insights-for-fighting-an-age-old-business-problemCorruption is as old as humanity, with cases documented as far back as the Egyptian dynasties. While the World Bank estimates that international bribery exceeds $1.5 trillion annually, the larger and more subtle effects of corruption on economies and populations is incalculable. Harvard Business School professors Geoff Jones and Tarun Khanna explore how corruption uniquely affects business in emerging markets, and why it should be addressed by the public and private sectors.tag:audio.hbr.org,2016-09-16:cold-call.0176Tue, 31 May 2022 08:00:42 -0500Corruption: New Insights for Fighting an Age-Old Business ProblemfalseCorruption is as old as humanity, with cases documented as far back as the Egyptian dynasties. While the World Bank estimates that international bribery exceeds $1.5 trillion annually, the larger and more subtle effects of corruption on economies and populations is incalculable. Harvard Business School professors Geoff Jones and Tarun Khanna explore how corruption uniquely affects business in emerging markets, and why it should be addressed by the public and private sectors.176full1369 Corruption is as old as humanity, with cases documented as far back as the Egyptian dynasties. While the World Bank estimates that international bribery exceeds $1.5 trillion annually, the larger and more subtle effects of corruption on economies and populations is incalculable.

Harvard Business School professors Geoff Jones and Tarun Khanna explore how corruption uniquely affects business in emerging markets, and why it should be addressed by the public and private sectors in their case, “Corruption and Business in Emerging Markets,” and companion video interviews with more than 100 iconic entrepreneurs in emerging markets.

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Delivering a Personalized Shopping Experience with AIhttps://hbr.org/podcast/2022/05/delivering-a-personalized-shopping-experience-with-aiTHE YES, a shopping app for fashion brands, uses a sophisticated algorithm to create and deliver a personalized store for every shopper, based on her style preferences, size, and budget. After launching the app in 2020, the founders must decide whether to continue developing the algorithm to deliver on the company’s customer value proposition or to focus their resources on new customer acquisition, with the idea that more users on the app would improve the algorithm's performance.tag:audio.hbr.org,2016-09-16:cold-call.0175Tue, 17 May 2022 08:00:30 -0500Delivering a Personalized Shopping Experience with AIfalseTHE YES, a shopping app for fashion brands, uses a sophisticated algorithm to create and deliver a personalized store for every shopper, based on her style preferences, size, and budget. After launching the app in 2020, the founders must decide whether to continue developing the algorithm to deliver on the company’s customer value proposition or to focus their resources on new customer acquisition, with the idea that more users on the app would improve the algorithm's performance.175full2067 THE YES, a shopping app for fashion brands, uses a sophisticated algorithm to create and deliver a personalized store for every shopper, based on her style preferences, size, and budget. After launching the app in 2020, the founders must decide whether to continue developing the algorithm to deliver on the company’s customer value proposition or to focus their resources on new customer acquisition, with the idea that more users on the app would improve the algorithm’s performance.

Harvard Business School senior lecturer Jill Avery and THE YES co-founder and CEO Julie Bornstein to discuss this make-or-break dilemma in the case, THE YES: Reimagining the Future of e-Commerce with Artificial Intelligence (AI).

This episode was recorded live at Harvard Business School on March 30, 2022.

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Can a Social Entrepreneur End Homelessness in the U.S.?https://hbr.org/podcast/2022/05/can-a-social-entrepreneur-end-homelessness-in-the-u-sCommunity Solutions is a nonprofit founded in 2011 by Rosanne Haggerty, with the ambitious goal of ending chronic homelessness in America. After they were awarded a $100 million grant from the MacArthur Foundation, Haggerty and her team had to decide how to prioritize projects and spending to maximize the grant’s impact.tag:audio.hbr.org,2016-09-16:cold-call.0174Tue, 03 May 2022 08:00:54 -0500Can a Social Entrepreneur End Homelessness in the U.S.?falseCommunity Solutions is a nonprofit founded in 2011 by Rosanne Haggerty, with the ambitious goal of ending chronic homelessness in America. After they were awarded a $100 million grant from the MacArthur Foundation, Haggerty and her team had to decide how to prioritize projects and spending to maximize the grant’s impact.174full1590 Community Solutions is a nonprofit founded in 2011 by Rosanne Haggerty, with the ambitious goal of ending chronic homelessness in America. Its “Built for Zero” methodology takes a public health approach, helping communities across the U.S. use better data collection and outreach to improve government processes and piecemeal solutions.

In 2021, Community Solutions was awarded a $100 million grant from the MacArthur Foundation, and Haggerty and her team had to decide how to prioritize projects and spending to maximize the grant’s impact. For instance, should they continue to focus on unhoused veterans or expand their work to include families and youth in need of housing?

Harvard Business School senior lecturer Brian Trelstad discusses Haggerty’s approach in his case, Community Solutions.

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What Role Do Individual Leaders Play in Corporate Governance?https://hbr.org/podcast/2022/04/what-role-do-individual-leaders-play-in-corporate-governanceFrom 1997 to 2012, Scott Tucker built a nationwide network of payday lending businesses, becoming a pioneer in online lending along the way. But in 2012 federal prosecutors indicted Tucker on several criminal charges that he violated disclosure requirements. Harvard Business School associate professor Aiyesha Dey discusses the role of individual leaders in the corporate governance system, as well as their responsibility for creating a positive corporate culture that embodies ethics, self-restraint, and a commitment to serve.tag:audio.hbr.org,2016-09-16:cold-call.0173Tue, 19 Apr 2022 08:00:50 -0500What Role Do Individual Leaders Play in Corporate Governance?falseFrom 1997 to 2012, Scott Tucker built a nationwide network of payday lending businesses, becoming a pioneer in online lending along the way. But in 2012 federal prosecutors indicted Tucker on several criminal charges that he violated disclosure requirements. Harvard Business School associate professor Aiyesha Dey discusses the role of individual leaders in the corporate governance system, as well as their responsibility for creating a positive corporate culture that embodies ethics, self-restraint, and a commitment to serve.173full1280 From 1997 to 2012, Scott Tucker built a nationwide network of payday lending businesses, becoming a pioneer in online lending along the way. Many of his borrowers could not access credit from commercial banks and depended on payday loans as a financial lifeline to cope with emergency expenses. But in 2012 federal prosecutors indicted Tucker on several criminal charges that he violated disclosure requirements. He was later convicted on 14 charges, including racketeering, misleading disclosures, and fraud.

Harvard Business School associate professor Aiyesha Dey discusses how the case, “Scott Tucker: Race to the Top,” examines the role of individual leaders in the corporate governance system, as well as their responsibility for creating a positive corporate culture that embodies ethics, self-restraint, and a commitment to serve.

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Transforming Deloitte’s Approach to Consultinghttps://hbr.org/podcast/2022/04/transforming-deloittes-approach-to-consultingPixel helps facilitate open talent and crowdsourcing for Deloitte Consulting client engagements. But while some of Deloitte’s principals are avid users of Pixel’s services, uptake across the organization has been slow, and in some pockets has met with deep resistance. Balaji Bondili, head of Pixel, must decide how best to grow Deloitte Consulting’s use of on-demand talent, as consulting companies and their clients face transformative change.tag:audio.hbr.org,2016-09-16:cold-call.0172Tue, 05 Apr 2022 08:00:33 -0500Transforming Deloitte’s Approach to ConsultingfalsePixel helps facilitate open talent and crowdsourcing for Deloitte Consulting client engagements. But while some of Deloitte’s principals are avid users of Pixel’s services, uptake across the organization has been slow, and in some pockets has met with deep resistance. Balaji Bondili, head of Pixel, must decide how best to grow Deloitte Consulting’s use of on-demand talent, as consulting companies and their clients face transformative change.172full1341 Pixel, started in 2014, helps facilitate open talent and crowdsourcing for Deloitte Consulting client engagements, to access specific expertise, collaborate to develop new products and insights, and to design, build, and test new digital assets.

But while some of Deloitte’s principals are avid users of Pixel’s services, uptake across the organization has been slow, and in some pockets has met with deep resistance. Balaji Bondili, head of Pixel, must decide how best to grow Deloitte Consulting’s use of on-demand talent, as consulting companies and their clients face transformative change.

Harvard Business School professor Mike Tushman discusses Deloitte’s challenges in pursuing this new approach to consulting in his case, “Deloitte’s Pixel: Consulting with Open Talent.”

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How Etsy Found Its Purpose and Crafted a Turnaroundhttps://hbr.org/podcast/2022/03/how-etsy-found-its-purpose-and-crafted-a-turnaroundEtsy, the online seller of handmade goods, grew substantially but remained unprofitable in its first decade. But after it was almost bought out by private equity firms, a new CEO arrived with a mission to save the company financially and, in the process, save its soul. Harvard Business School professor Ranjay Gulati discusses CEO Josh Silverman’s purpose-driven turnaround at Etsy.tag:audio.hbr.org,2016-09-16:cold-call.0171Tue, 22 Mar 2022 08:00:32 -0500How Etsy Found Its Purpose and Crafted a TurnaroundfalseEtsy, the online seller of handmade goods, grew substantially but remained unprofitable in its first decade. But after it was almost bought out by private equity firms, a new CEO arrived with a mission to save the company financially and, in the process, save its soul. Harvard Business School professor Ranjay Gulati discusses CEO Josh Silverman’s purpose-driven turnaround at Etsy.171full1621 Etsy, the online seller of handmade goods, was founded in 2005 as an alternative to companies that sold mass-manufactured products. The company grew substantially but remained unprofitable under the leadership of two early CEOs.

Ten years later, Etsy went public and was forced into a new arena, where it was beholden to stakeholders who demanded financial success and accountability. Unable to contain costs, the company was almost bought out by private equity firms in 2017 – until CEO Josh Silverman arrived with a mission to save the company financially and, in the process, save its soul.

Harvard Business School professor Ranjay Gulati discusses the purpose-driven turnaround Silverman and his team led at Etsy – to make the company profitable and improve its social and environmental impact – in the case, “Etsy: Crafting a Turnaround to Save the Business and Its Soul.

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France Telecom: Corporate Restructuring and Employee Wellbeinghttps://hbr.org/podcast/2022/03/france-telecom-corporate-restructuring-and-employee-wellbeingThe France Telecom case series follows the evolution of the organization from a national telephone monopoly to a private company facing severe challenges. As increasing pressure mounted internally to make changes and 22,000 jobs were lost between 2006 and 2009, the culture at France Telecom shifted from one where employees were proud to work to one where the physical and mental wellbeing of some employees became increasingly fragile. Did corporate leaders push employees too far, creating unacceptable levels of stress and unhappiness? Editor’s note: This episode discusses suicide. If you or anyone you know is having thoughts of suicide, please use this list of suicide crisis lines around the world to seek help.tag:audio.hbr.org,2016-09-16:cold-call.0170Tue, 08 Mar 2022 08:00:25 -0500France Telecom: Corporate Restructuring and Employee WellbeingfalseThe France Telecom case series follows the evolution of the organization from a national telephone monopoly to a private company facing severe challenges. As increasing pressure mounted internally to make changes and 22,000 jobs were lost between 2006 and 2009, the culture at France Telecom shifted from one where employees were proud to work to one where the physical and mental wellbeing of some employees became increasingly fragile. Did corporate leaders push employees too far, creating unacceptable levels of stress and unhappiness? Editor’s note: This episode discusses suicide. If you or anyone you know is having thoughts of suicide, please use this list of suicide crisis lines around the world to seek help.170full1945 The France Telecom case series follows the evolution of the organization from a national telephone monopoly to a private company facing severe challenges. These included a lessening competitive advantage, with the advent of mobile carriers and competition from other countries, as well as a workforce that was much larger than needed and included many civil servants, making it difficult to reduce headcount.

As increasing pressure mounted internally to make changes and 22,000 jobs were lost between 2006 and 2009, the culture at France Telecom shifted from one where employees were proud to work to one where the physical and mental wellbeing of some employees became increasingly fragile. Did corporate leaders push employees too far, creating unacceptable levels of stress and unhappiness?

Harvard Business School professors Cynthia Montgomery and Ashley Whillans discuss some fundamental tensions between the pressures and benefits of capitalism, the responsibilities of management, and the day-to-day and long-term impacts on employee well-being in the case series, “France Telecom: A Difficult Restructuring.

This episode discusses suicide. If you or someone you know is having thoughts of suicide, please use the resources below to seek help.

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How to Scale a Startup Marketplace for Used Furniturehttps://hbr.org/podcast/2022/02/how-to-scale-a-startup-marketplace-for-used-furnitureAptDeco, a peer-to-peer marketplace for used furniture in the New York City area, was growing rapidly in the massive $120 billion furniture market, despite its complexity and high costs. Co-founders Reham Fagiri and Kalam Dennis were considering different options to scale the business, including converting sellers into buyers and vice versa, finding superusers to fuel the supply for their platform, expanding to new markets, and rebranding with a sustainability focus. What’s the best way for them to scale?tag:audio.hbr.org,2016-09-16:cold-call.0169Tue, 22 Feb 2022 08:00:23 -0500How to Scale a Startup Marketplace for Used FurniturefalseAptDeco, a peer-to-peer marketplace for used furniture in the New York City area, was growing rapidly in the massive $120 billion furniture market, despite its complexity and high costs. Co-founders Reham Fagiri and Kalam Dennis were considering different options to scale the business, including converting sellers into buyers and vice versa, finding superusers to fuel the supply for their platform, expanding to new markets, and rebranding with a sustainability focus. What’s the best way for them to scale?169full1474 AptDeco, a peer-to-peer marketplace for used furniture in the New York City area, was growing rapidly in the massive $120 billion furniture market, despite its complexity and high costs. Co-founders Reham Fagiri and Kalam Dennis were considering different options to scale the business, including converting sellers into buyers and vice versa, finding superusers to fuel the supply for their platform, expanding to new markets, and rebranding with a sustainability focus.

Harvard Business School associate professor Ayelet Israeli and AptDeco co-founder Kalam Dennis discuss the best way to scale the business in the case, “AptDeco: Circular Economy Furniture Marketplace.”

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How to Make Venture Capital Accessible for Black Founders: An Entrepreneur’s Dilemmahttps://hbr.org/podcast/2022/02/how-to-make-venture-capital-accessible-for-black-founders-an-entrepreneurs-dilemmaIn May of 2021, Kevin D. Johnson had just graduated from a rigorous Executive MBA program, and he needed to decide on his next career move. Johnson was the founder and CEO of a successful media company, but his career goals had shifted during business school. He wanted to use his talents to help other Black entrepreneurs access capital and provide opportunities to create intergenerational wealth. Johnson evaluated his four options: work full-time at an online platform dedicated to connecting Black founders with funding, join a BIPOC-focused venture capital ("VC") firm, pursue a job at an established VC firm, or continue scaling his media company. Which should he choose?tag:audio.hbr.org,2016-09-16:cold-call.0168Tue, 15 Feb 2022 08:00:27 -0500How to Make Venture Capital Accessible for Black Founders: An Entrepreneur’s DilemmafalseIn May of 2021, Kevin D. Johnson had just graduated from a rigorous Executive MBA program, and he needed to decide on his next career move. Johnson was the founder and CEO of a successful media company, but his career goals had shifted during business school. He wanted to use his talents to help other Black entrepreneurs access capital and provide opportunities to create intergenerational wealth. Johnson evaluated his four options: work full-time at an online platform dedicated to connecting Black founders with funding, join a BIPOC-focused venture capital ("VC") firm, pursue a job at an established VC firm, or continue scaling his media company. Which should he choose?168full1572 In May of 2021, Kevin D. Johnson had just graduated from a rigorous Executive MBA program, and he needed to decide on his next career move. Johnson was the founder and CEO of a successful media company, but his career goals had shifted during business school. He wanted to use his talents to help other Black entrepreneurs access capital and provide opportunities to create intergenerational wealth. Johnson evaluated his four options: work full-time at an online platform dedicated to connecting Black founders with funding, join a BIPOC-focused venture capital (“VC”) firm, pursue a job at an established VC firm, or continue scaling his media company.

Harvard Business School senior lecturer Jo Tango and Johnson discuss which option he should choose in the case, “Kevin D. Johnson: To Be a Venture Capitalist or an Operator.”

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What’s Next for Nigerian Production Studio EbonyLife Media?https://hbr.org/podcast/2022/02/whats-next-for-nigerian-production-studio-ebonylife-mediaAfter more than 20 years in the media industry in the UK and Nigeria, EbonyLife Media CEO Mo Abudu is considering several strategic changes for her media company’s future. Will her mission to tell authentic African stories to the world be advanced by distributing films and TV shows direct to customers? Or should EbonyLife instead distribute its content through third-party streaming services, like Netflix?tag:audio.hbr.org,2016-09-16:cold-call.0167Tue, 08 Feb 2022 08:00:08 -0500What’s Next for Nigerian Production Studio EbonyLife Media?falseAfter more than 20 years in the media industry in the UK and Nigeria, EbonyLife Media CEO Mo Abudu is considering several strategic changes for her media company’s future. Will her mission to tell authentic African stories to the world be advanced by distributing films and TV shows direct to customers? Or should EbonyLife instead distribute its content through third-party streaming services, like Netflix?167full1561 After more than 20 years in the media industry in the UK and Nigeria, EbonyLife Media CEO Mo Abudu is considering several strategic changes for her media company’s future. Will her mission to tell authentic African stories to the world be advanced by distributing films and TV shows direct to customers? Or should EbonyLife instead distribute its content through third-party streaming services, like Netflix?

Professor Andy Wu discusses Abudu’s plans for her company in his case, “EbonyLife Media.”

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Making Diverse Leadership a Priority at Whittier Collegehttps://hbr.org/podcast/2022/02/making-diverse-leadership-a-priority-at-whittier-collegeIn 2018, Linda Oubré was selected as the president of Whittier College in Los Angeles County – the first Black woman to serve in that role. The student body had been slowly evolving to represent the growing diversity of the surrounding area, but the college’s leadership remained largely white and male. Harvard Business School professor Debora Spar and Oubré discuss how she galvanized support among the college’s constituents, while working to diversify the college’s staff, administration, and board of trustees.tag:audio.hbr.org,2016-09-16:cold-call.0166Tue, 01 Feb 2022 08:00:48 -0500Making Diverse Leadership a Priority at Whittier CollegefalseIn 2018, Linda Oubré was selected as the president of Whittier College in Los Angeles County – the first Black woman to serve in that role. The student body had been slowly evolving to represent the growing diversity of the surrounding area, but the college’s leadership remained largely white and male. Harvard Business School professor Debora Spar and Oubré discuss how she galvanized support among the college’s constituents, while working to diversify the college’s staff, administration, and board of trustees.166full1858 In 2018, Linda Oubré was selected as the president of Whittier College in Los Angeles County – the first Black woman to serve in that role. The student body had been slowly evolving to represent the growing diversity of the surrounding area, but the college’s leadership remained largely white and male.

Oubré set her sights on diversifying the college’s staff, administration, and board of trustees. Harvard Business School professor Debora Spar and Oubré discuss how she galvanized support among the college’s constituents, while making hard changes in the case, “Linda Oubré at Whittier College.

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How Footwear Startup Allbirds Is Decarbonizing Fashionhttps://hbr.org/podcast/2022/01/how-footwear-startup-allbirds-is-decarbonizing-fashionIn 2021, the footwear startup Allbirds was extending its product range into apparel and expanding beyond its online store to open more retail stores around the world. Harvard Business School professor Mike Toffel and Allbirds co-founder and co-CEO Joey Zwillinger discuss the growing environmental impact of the fashion industry and how the company managed the tension between advancing its mission to decarbonize fashion and staying ahead of competitors.tag:audio.hbr.org,2016-09-16:cold-call.0165Tue, 25 Jan 2022 08:00:52 -0500How Footwear Startup Allbirds Is Decarbonizing FashionfalseIn 2021, the footwear startup Allbirds was extending its product range into apparel and expanding beyond its online store to open more retail stores around the world. Harvard Business School professor Mike Toffel and Allbirds co-founder and co-CEO Joey Zwillinger discuss the growing environmental impact of the fashion industry and how the company managed the tension between advancing its mission to decarbonize fashion and staying ahead of competitors.165full1909 In 2021, the footwear startup Allbirds was extending its product range into apparel and expanding beyond its online store to open more retail stores around the world. It was also freely sharing its know-how and material innovations with its competitors to try to scale its efforts to decarbonize fashion, by substituting natural materials for conventional petroleum-based materials and leather. But the company also had to find ways to remain differentiated, based on design and comfort.

Harvard Business School professor Mike Toffel and Allbirds co-founder and co-CEO Joey Zwillinger discuss the growing environmental impact of the fashion industry and how the company managed the tension between advancing its environmental mission and staying ahead of competitors in the case, Allbirds: Decarbonizing Fashion.

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Can Entrepreneurs and Governments Team Up to Solve Big Problems?https://hbr.org/podcast/2022/01/can-entrepreneurs-and-governments-team-up-to-solve-big-problemsHarvard Business School professor Mitch Weiss and Brandon Tseng, Shield AI’s CGO and co-founder, discuss the challenges entrepreneurs face when working with the public sector, and how investing in new ideas can enable entrepreneurs and governments to join forces to solve big problems.tag:audio.hbr.org,2016-09-16:cold-call.0164Tue, 11 Jan 2022 08:00:42 -0500Can Entrepreneurs and Governments Team Up to Solve Big Problems?falseHarvard Business School professor Mitch Weiss and Brandon Tseng, Shield AI’s CGO and co-founder, discuss the challenges entrepreneurs face when working with the public sector, and how investing in new ideas can enable entrepreneurs and governments to join forces to solve big problems.164full1342 In 2017, Shield AI’s quadcopter, with no pilot and no flight plan, could clear a building and outpace human warfighters by almost five minutes. It was evidence that autonomous robots could help protect civilian and service member lives. But was it also evidence that Shield AI—a startup barely two years past founding—could ask their newest potential customer, the US government, for a large contract for a system of coordinated, exploring robots? Or would it scare them away?

Harvard Business School professor Mitch Weiss and Brandon Tseng, Shield AI’s CGO and co-founder, discuss these and other challenges entrepreneurs face when working with the public sector, and how investing in new ideas can enable entrepreneurs and governments to join forces to solve big problems in the case, “Shield AI.

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How Japan’s Recruit Holdings Regained Trust after a Scandalhttps://hbr.org/podcast/2021/12/how-japans-recruit-holdings-regained-trust-after-a-scandalRecruit Holdings, an advertising media, staffing, and business support conglomerate was founded in Japan in 1960 by Hiromasa Ezoe. The company was built on the principle that the company should add value to society. But in 1988, Recruit hit rough waters when Ezoe sold 2.8 million shares in a subsidiary before it went public to 76 Japanese leaders in politics, business, and media. The "Recruit Scandal," as it was called, resulted in the resignation of Japan’s prime minister and his entire cabinet. Thirty years later, Recruit has become a global conglomerate, with $16 billion in sales in 2017. How did the company not only survive, but thrive after its insider trading scandal?tag:audio.hbr.org,2016-09-16:cold-call.0163Tue, 14 Dec 2021 08:01:35 -0500How Japan’s Recruit Holdings Regained Trust after a ScandalfalseRecruit Holdings, an advertising media, staffing, and business support conglomerate was founded in Japan in 1960 by Hiromasa Ezoe. The company was built on the principle that the company should add value to society. But in 1988, Recruit hit rough waters when Ezoe sold 2.8 million shares in a subsidiary before it went public to 76 Japanese leaders in politics, business, and media. The "Recruit Scandal," as it was called, resulted in the resignation of Japan’s prime minister and his entire cabinet. Thirty years later, Recruit has become a global conglomerate, with $16 billion in sales in 2017. How did the company not only survive, but thrive after its insider trading scandal?163full1426 Recruit Holdings, an advertising media, staffing, and business support conglomerate was founded in Japan in 1960 by Hiromasa Ezoe. The company was built on the principle that the company should add value to society. But in 1988, Recruit hit rough waters when Ezoe sold 2.8 million shares in a subsidiary before it went public to 76 Japanese leaders in politics, business, and media. The “Recruit Scandal,” as it was called, resulted in the resignation of Japan’s prime minister and his entire cabinet.

Thirty years later, Recruit has become a global conglomerate, with $16 billion in sales in 2017. How did the company not only survive, but thrive after its insider trading scandal? Harvard Business School professor Sandra Sucher examines how Recruit’s unique corporate culture helped to restore lost trust in her case, “Globalizing Japan’s Dream Machine: Recruit Holdings Co., Ltd.,” and her book, The Power of Trust.

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TikTok: Super App or Supernova?https://hbr.org/podcast/2021/11/tiktok-super-app-or-supernovaTikTok’s parent company, ByteDance, was launched in 2012 around the simple idea of helping users entertain themselves on their smartphones while on the Beijing Subway. By May 2020, TikTok operated in 155 countries and had roughly one billion monthly active users, placing it in the top ranks of digital platforms globally. But the app had drawn the attention of competitors, regulators, and politicians -- especially in the U.S., where commercial success was critical to its long-term enterprise value. Would TikTok become the first “Super App” with a global footprint, or did it run the risk of becoming a supernova that shone brightly only for a passing moment?tag:audio.hbr.org,2016-09-16:cold-call.0162Tue, 30 Nov 2021 08:01:00 -0500TikTok: Super App or Supernova?falseTikTok’s parent company, ByteDance, was launched in 2012 around the simple idea of helping users entertain themselves on their smartphones while on the Beijing Subway. By May 2020, TikTok operated in 155 countries and had roughly one billion monthly active users, placing it in the top ranks of digital platforms globally. But the app had drawn the attention of competitors, regulators, and politicians -- especially in the U.S., where commercial success was critical to its long-term enterprise value. Would TikTok become the first “Super App” with a global footprint, or did it run the risk of becoming a supernova that shone brightly only for a passing moment?162full1685 TikTok’s parent company, ByteDance, was launched in 2012 around the simple idea of helping users entertain themselves on their smartphones while on the Beijing Subway. By May 2020, TikTok operated in 155 countries and, together with Douyin (its China app), it had roughly one billion monthly active users, placing it in the top ranks of digital platforms globally.

Some industry experts argued that it was the first consumer app operating at scale where artificial intelligence (or AI) was the product. But TikTok had drawn the attention of competitors, regulators, and politicians — especially in the U.S., where commercial success was critical to its long-term enterprise value. With less than two percent of its global revenue generated in the U.S., should the company continue to drive growth there or focus on monetizing that audience by introducing revenue generating activities like advertising? Would TikTok become the first “Super App” with a global footprint or, if it moved too fast, did it run the risk of becoming a supernova that shone brightly only for a passing moment? Harvard Business School senior lecturer Jeffrey Rayport discusses these strategic challenges in his case, “TikTok in 2020: Super App or Supernova?”

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Can Mass General Brigham Diversify Its Community of Innovators?https://hbr.org/podcast/2021/11/can-massachusetts-general-brigham-diversify-its-community-of-innovatorsIn November 2019, Mass General Brigham (MGB) was the largest recipient of National Institutes of Health funding in the world. The Innovation Office, led by Chief Innovation Officer Chris Coburn, sought to capitalize on that funding – with the goal of commercializing research done at the hospital to generate revenue and improve patient care. But CEO Anne Klibanski and other key stakeholders had a serious concern: although women comprised approximately 40 percent of the medical researchers and physicians at MGB, the percentage of women participating in innovation activities lagged behind. Can the leadership team identify the main sources of the disparities and find the right strategy to expand and diversify MGB’s community of innovators?tag:audio.hbr.org,2016-09-16:cold-call.0161Tue, 16 Nov 2021 08:01:57 -0500Can Mass General Brigham Diversify Its Community of Innovators?falseIn November 2019, Mass General Brigham (MGB) was the largest recipient of National Institutes of Health funding in the world. The Innovation Office, led by Chief Innovation Officer Chris Coburn, sought to capitalize on that funding – with the goal of commercializing research done at the hospital to generate revenue and improve patient care. But CEO Anne Klibanski and other key stakeholders had a serious concern: although women comprised approximately 40 percent of the medical researchers and physicians at MGB, the percentage of women participating in innovation activities lagged behind. Can the leadership team identify the main sources of the disparities and find the right strategy to expand and diversify MGB’s community of innovators?161full1329 In November 2019, Mass General Brigham (MGB) was the largest recipient of National Institutes of Health funding in the world. The Innovation Office, led by Chief Innovation Officer Chris Coburn, sought to capitalize on that funding – with the goal of commercializing research done at the hospital to generate revenue and improve patient care. But CEO Anne Klibanski and other key stakeholders had a serious concern: although women comprised approximately 40 percent of the medical researchers and physicians at MGB, the percentage of women participating in innovation activities lagged behind.

Harvard Business School associate professor Katie Coffman, Coburn, and MGB’s managing director of administration and strategy Diana Schwartzstein discuss how they worked to identify the main sources of the disparities and find the right strategy to expand and diversify MGB’s community of innovators in the case, “Inclusive Innovation at Mass General Brigham.”

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Innovating in the Feminine Care Markethttps://hbr.org/podcast/2021/11/innovating-in-the-feminine-care-marketFounded in 2014, Thinx, Inc. makes absorbent underwear that can be worn during menstruation. But the feminine care market had seen virtually no innovation in half a century because of the taboo against discussing the topic of menstruation. As a result, the startup was competing against large incumbents like Procter & Gamble and Johnson & Johnson. Can CEO Maria Molland lead a marketing strategy that confronts those taboos in order to bring innovation to the feminine care market?tag:audio.hbr.org,2016-09-16:cold-call.0160Tue, 02 Nov 2021 08:00:57 -0500Innovating in the Feminine Care MarketfalseFounded in 2014, Thinx, Inc. makes absorbent underwear that can be worn during menstruation. But the feminine care market had seen virtually no innovation in half a century because of the taboo against discussing the topic of menstruation. As a result, the startup was competing against large incumbents like Procter & Gamble and Johnson & Johnson. Can CEO Maria Molland lead a marketing strategy that confronts those taboos in order to bring innovation to the feminine care market?160full1590 Founded in 2014, Thinx, Inc. makes absorbent underwear that can be worn during menstruation. But the feminine care market had seen virtually no innovation in half a century because of the taboo against discussing the topic of menstruation. As a result, the startup was competing against large incumbents like Procter & Gamble and Johnson & Johnson.

Assistant Professor Rembrand Koning examines these strategic marketing challenges and discusses the importance of removing taboos and biases in order to bring innovation to the feminine are market in his case, “Thinx, Inc.—Breaking Barriers in Feminine Care.”

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Should Global Beer Company Molson Coors Enter the Cannabis Beverages Business?https://hbr.org/podcast/2021/10/should-global-beer-company-molson-coors-enter-the-cannabis-beverages-businessIn early 2019, global beer company Molson Coors was exploring how to enter the cannabis beverages business. At the time, cannabis had not yet been legalized in Canada. Initially the company had planned to test a few products in a small geography in Canada to see if there might be a viable market opportunity. But the team charged with developing an entry strategy recommended a more aggressive move: pulling forward $65 million to build a facility in Canada to produce cannabis beverages and seize first-mover advantage. That sudden change in direction gave then-CEO Mark Hunter pause. Should he approve the request, or push the team back to the original, more conservative plan?tag:audio.hbr.org,2016-09-16:cold-call.0159Tue, 19 Oct 2021 08:00:02 -0500Should Global Beer Company Molson Coors Enter the Cannabis Beverages Business?falseIn early 2019, global beer company Molson Coors was exploring how to enter the cannabis beverages business. At the time, cannabis had not yet been legalized in Canada. Initially the company had planned to test a few products in a small geography in Canada to see if there might be a viable market opportunity. But the team charged with developing an entry strategy recommended a more aggressive move: pulling forward $65 million to build a facility in Canada to produce cannabis beverages and seize first-mover advantage. That sudden change in direction gave then-CEO Mark Hunter pause. Should he approve the request, or push the team back to the original, more conservative plan?159full1552 In early 2019, global beer company Molson Coors was exploring how to enter the cannabis beverages business. At the time, cannabis had not yet been legalized in Canada. Initially the company had planned to test a few products in a small geography in Canada to see if there might be a viable market opportunity. But the team charged with developing an entry strategy recommended a more aggressive move: pulling forward $65 million to build a facility in Canada to produce cannabis beverages and seize first-mover advantage. That sudden change in direction gave then-CEO Mark Hunter pause. Should he approve the request, or push the team back to the original, more conservative plan?

Harvard Business School senior lecturer Derek van Bever and Stephen P. Kaufman (MBA 1965) discuss balancing exploitation and exploration within one of the world’s top brewing companies in the case, “Beyond Beer: Brewing Innovation at Molson Coors.”

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How the Clean Network Changed the Future of Global Technology Competitionhttps://hbr.org/podcast/2021/10/how-the-clean-network-changed-the-future-of-global-technology-competitionThe Chinese telecom giant Huawei and other Chinese telecom firms, like ZTE, had been poised to lead the globe in 5G technology—until the U.S. State Department embarked on a global campaign to challenge the market dominance of Chinese firms with the Clean Network program. Did that initiative create a new era of multilateral, democratic governance of the internet, or a “splinternet” forcing participants to choose between the U.S. and China?tag:audio.hbr.org,2016-09-16:cold-call.0158Tue, 05 Oct 2021 09:00:02 -0500How the Clean Network Changed the Future of Global Technology CompetitionfalseThe Chinese telecom giant Huawei and other Chinese telecom firms, like ZTE, had been poised to lead the globe in 5G technology—until the U.S. State Department embarked on a global campaign to challenge the market dominance of Chinese firms with the Clean Network program. Did that initiative create a new era of multilateral, democratic governance of the internet, or a “splinternet” forcing participants to choose between the U.S. and China?158full1837 The Chinese telecom giant Huawei and other Chinese telecom firms, like ZTE, had been poised to lead the globe in 5G technology—until the U.S. State Department embarked on a global campaign to challenge the market dominance of Chinese firms with the Clean Network program.

The initiative, launched in 2020 and led by Under Secretary of State for Economic Affairs, Energy, and the Environment Keith Krach, united countries and companies around a commitment to abide by a set of shared principles in technology adoption, data privacy, and security practices. Is this a new era of multilateral, democratic governance of the internet, or a “splinternet” forcing participants to choose between the U.S. and China?

Krach (MBA 1981) and Harvard Business School Professor Meg Rithmire discuss how the Clean Network Program changed the competitive landscape for 5G in the case, “The Clean Network and the Future of Global Technology Competition.”

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Why JPMorgan Chase Is Committed to Improving Racial Equity in Bankinghttps://hbr.org/podcast/2021/09/why-jpmorgan-chase-is-committed-to-improving-racial-equity-in-bankingIn 2020, JPMorgan Chase & Co. announced a $30 billion “Commitment to Advance Racial Equity.” This included investments in housing, small businesses, and financial literacy across the U.S., as well as in diversity, equity, and inclusion initiatives within the bank. Harvard Business School professor emeritus Joe Bower and Alice Rodriguez, head of community impact, managing director at JPMorgan Chase, discuss the implementation of that commitment and how it aligns with the bank’s longer-term growth strategy.tag:audio.hbr.org,2016-09-16:cold-call.0157Tue, 21 Sep 2021 09:30:16 -0500Why JPMorgan Chase Is Committed to Improving Racial Equity in BankingfalseIn 2020, JPMorgan Chase & Co. announced a $30 billion “Commitment to Advance Racial Equity.” This included investments in housing, small businesses, and financial literacy across the U.S., as well as in diversity, equity, and inclusion initiatives within the bank. Harvard Business School professor emeritus Joe Bower and Alice Rodriguez, head of community impact, managing director at JPMorgan Chase, discuss the implementation of that commitment and how it aligns with the bank’s longer-term growth strategy.157full1604 In 2020, JPMorgan Chase & Co. announced a $30 billion “Commitment to Advance Racial Equity.” This included investments in housing, small businesses, and financial literacy across the U.S., as well as in diversity, equity, and inclusion initiatives within the bank.

Harvard Business School professor emeritus Joe Bower and case protagonist Alice Rodriguez, head of community impact, managing director at JPMorgan Chase, discuss the implementation of that commitment and how it aligns with the bank’s longer-term growth strategy in the case, JPMorgan Chase’s Path Forward.

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How to Lead through a Merger: US Airways and American Airlineshttps://hbr.org/podcast/2021/09/how-to-lead-through-a-merger-us-airways-and-american-airlinesIn February 2013, US Airways announced that it would merge with American Airlines to create the world’s largest airline. During the acquisition integration process, CEO Doug Parker had to determine how best to combine the two airlines’ core systems, operating processes, and leadership teams, as well as the appropriate scope and speed of strategic changes. Harvard Business School senior lecturer David Fubini discusses how Parker approached those decisions in the case, “Merging American Airlines and US Airways.”tag:audio.hbr.org,2016-09-16:cold-call.0156Tue, 07 Sep 2021 09:00:34 -0500How to Lead through a Merger: US Airways and American AirlinesfalseIn February 2013, US Airways announced that it would merge with American Airlines to create the world’s largest airline. During the acquisition integration process, CEO Doug Parker had to determine how best to combine the two airlines’ core systems, operating processes, and leadership teams, as well as the appropriate scope and speed of strategic changes. Harvard Business School senior lecturer David Fubini discusses how Parker approached those decisions in the case, “Merging American Airlines and US Airways.”156full1586 In February 2013, US Airways announced that it would merge with American Airlines to create the world’s largest airline. During the acquisition integration process, CEO Doug Parker had to determine how best to combine the two airlines’ core systems, operating processes, and leadership teams, as well as the appropriate scope and speed of strategic changes. Parker knew that his choices would send important signals to employees, customers, and competitors.

Harvard Business School senior lecturer David Fubini discusses how Parker approached those decisions in the case, Merging American Airlines and US Airways.

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Why Did Pet Concierge Startup Baroo Fail?https://hbr.org/podcast/2021/08/why-did-pet-concierge-startup-baroo-failIn August 2017, Baroo Pet Care founder and CEO Lindsay Hyde wanted to continue expanding her pet services startup to new cities. In addition to raising venture capital, she needed to consider her growth strategy. Should she continue focusing on the needs of her early adopters or start tailoring Baroo’s services to more mainstream customers? And how fast is too fast to grow? Hyde (MBA 2014) joins Harvard Business School entrepreneurship Professor Tom Eisenmann to discuss how an early false positive signal from investors set an unsustainable course for her startup.tag:audio.hbr.org,2016-09-16:cold-call.0155Tue, 24 Aug 2021 09:30:45 -0500Why Did Pet Concierge Startup Baroo Fail?falseIn August 2017, Baroo Pet Care founder and CEO Lindsay Hyde wanted to continue expanding her pet services startup to new cities. In addition to raising venture capital, she needed to consider her growth strategy. Should she continue focusing on the needs of her early adopters or start tailoring Baroo’s services to more mainstream customers? And how fast is too fast to grow? Hyde (MBA 2014) joins Harvard Business School entrepreneurship Professor Tom Eisenmann to discuss how an early false positive signal from investors set an unsustainable course for her startup.155full1717 In August 2017, Baroo Pet Care founder and CEO Lindsay Hyde wanted to continue expanding her pet services startup to new cities. In addition to raising venture capital, she needed to consider her growth strategy. Should she continue focusing on the needs of her early adopters or start tailoring Baroo’s services to more mainstream customers? And how fast is too fast to grow?

Hyde (MBA 2014) joins Harvard Business School entrepreneurship Professor Tom Eisenmann to discuss how an early false positive signal from investors set an unsustainable course for her startup in the case, Baroo: Pet Concierge, with additional lessons from Eisenmann’s 2021 book, Why Startups Fail: A New Roadmap for Entrepreneurial Success.

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The Science of Sales Conversations with Gong’s Amit Bendovhttps://hbr.org/podcast/2021/08/the-science-of-sales-conversations-with-gongs-amit-bendovGong’s business proposition is simple: provide software that automatically captures, understands, and analyzes written and spoken sales conversations to help sales teams sell more effectively. But can technology that leverages conversational insights make a measurable impact on a company's bottom line?tag:audio.hbr.org,2016-09-16:cold-call.0154Tue, 10 Aug 2021 09:30:46 -0500The Science of Sales Conversations with Gong’s Amit BendovfalseGong’s business proposition is simple: provide software that automatically captures, understands, and analyzes written and spoken sales conversations to help sales teams sell more effectively. But can technology that leverages conversational insights make a measurable impact on a company's bottom line?154full1647 Gong’s business proposition is simple: provide software that automatically captures, understands, and analyzes written and spoken sales conversations to help sales teams sell more effectively. But can technology that leverages conversational insights make a measurable impact on a company’s bottom line?

Harvard Business School associate professor Alison Wood Brooks and Gong CEO and co-founder Amit Bendov discuss what salespeople can learn from their own conversations and how Gong can defend against current and future competitors in the case, Gong: Resonating Conversational Insights.

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Mixing Sports and Money: Adidas and the Commercialization of the Olympicshttps://hbr.org/podcast/2021/07/mixing-sports-and-money-adidas-and-the-commercialization-of-the-olympicsHorst Dassler, the son of the founder of Adidas, cultivated relationships with athletes and national associations – with the aim of expanding his family’s sports apparel business. In doing so, he created the first sports sponsorships for the Olympics, and ultimately became a key force behind the commercialization of sports today. Harvard Business School professor Geoffrey Jones explores the pros and cons of the globalization and commercialization of sport in his case, spanning from the 1930s to the 1970s, “Horst Dassler, Adidas, and the Commercialization of Sport.”tag:audio.hbr.org,2016-09-16:cold-call.0153Tue, 27 Jul 2021 08:54:38 -0500Mixing Sports and Money: Adidas and the Commercialization of the OlympicsfalseHorst Dassler, the son of the founder of Adidas, cultivated relationships with athletes and national associations – with the aim of expanding his family’s sports apparel business. In doing so, he created the first sports sponsorships for the Olympics, and ultimately became a key force behind the commercialization of sports today. Harvard Business School professor Geoffrey Jones explores the pros and cons of the globalization and commercialization of sport in his case, spanning from the 1930s to the 1970s, “Horst Dassler, Adidas, and the Commercialization of Sport.”153full1406 Horst Dassler, the son of the founder of Adidas, cultivated relationships with athletes and national associations – with the aim of expanding his family’s sports apparel business. In doing so, he created the first sports sponsorships for the Olympics, and ultimately became a key force behind the commercialization of sports today.

Harvard Business School professor Geoffrey Jones explores the pros and cons of the globalization and commercialization of sport in his case, spanning from the 1930s to the 1970s, “Horst Dassler, Adidas, and the Commercialization of Sport.”

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Strategies for Underdogs: How Alibaba’s Taobao Beat eBay in Chinahttps://hbr.org/podcast/2021/07/strategies-for-underdogs-how-alibabas-taobao-beat-ebay-in-chinaIn 2007, Alibaba’s Taobao became China’s leading consumer e-commerce marketplace, displacing the once dominant eBay. How did underdog Taobao do it? And will it be able to find a way to monetize its marketplace and ensure future success? Harvard Business School professor Felix Oberholzer-Gee discusses his case, “Alibaba’s Taobao,” and related strategy lessons from his new book, Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance.tag:audio.hbr.org,2016-09-16:cold-call.0152Tue, 13 Jul 2021 08:51:12 -0500Strategies for Underdogs: How Alibaba’s Taobao Beat eBay in ChinafalseIn 2007, Alibaba’s Taobao became China’s leading consumer e-commerce marketplace, displacing the once dominant eBay. How did underdog Taobao do it? And will it be able to find a way to monetize its marketplace and ensure future success? Harvard Business School professor Felix Oberholzer-Gee discusses his case, “Alibaba’s Taobao,” and related strategy lessons from his new book, Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance.152full1786 In 2007, Alibaba’s Taobao became China’s leading consumer e-commerce marketplace, displacing the once dominant eBay. How did underdog Taobao do it? And will it be able to find a way to monetize its marketplace and ensure future success?

Harvard Business School professor Felix Oberholzer-Gee discusses his case, “Alibaba’s Taobao,” and related strategy lessons from his new book, Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance.

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Procter & Gamble’s Lean Innovation Transformationhttps://hbr.org/podcast/2021/06/procter-s-lean-innovation-transformationWhen Kathy Fish became Procter & Gamble’s Chief Research, Development & Innovation Officer in 2014, she was concerned that the world’s leading consumer packaged goods company had lost its capability to produce a steady stream of disruptive innovations. In addition, intensifying competition from direct-to-consumer companies convinced Fish that P&G needed to renew its value proposition to make all aspects of the consumer experience “irresistibly superior.” But making this change would require wholesale transformation from within. Can Fish bring lean innovation to scale at Procter & Gamble?tag:audio.hbr.org,2016-09-16:cold-call.0151Tue, 29 Jun 2021 09:01:56 -0500Procter & Gamble’s Lean Innovation TransformationfalseWhen Kathy Fish became Procter & Gamble’s Chief Research, Development & Innovation Officer in 2014, she was concerned that the world’s leading consumer packaged goods company had lost its capability to produce a steady stream of disruptive innovations. In addition, intensifying competition from direct-to-consumer companies convinced Fish that P&G needed to renew its value proposition to make all aspects of the consumer experience “irresistibly superior.” But making this change would require wholesale transformation from within. Can Fish bring lean innovation to scale at Procter & Gamble?151full1689 When Kathy Fish became Procter & Gamble’s Chief Research, Development & Innovation Officer in 2014, she was concerned that the world’s leading consumer packaged goods company had lost its capability to produce a steady stream of disruptive innovations. In addition, intensifying competition from direct-to-consumer companies convinced Fish that P&G needed to renew its value proposition to make all aspects of the consumer experience “irresistibly superior.” But making this change would require wholesale transformation from within. Can Fish bring lean innovation to scale at Procter & Gamble?

Harvard Business School assistant professor Emily Truelove discusses the challenges of bringing this established company back to an innovative mindset in her case, “Kathy Fish at Procter & Gamble: Navigating Industry Disruption by Disrupting from Within.

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IKEA Navigates the Future While Staying True to Its Culturehttps://hbr.org/podcast/2021/06/ikea-navigates-the-future-while-staying-true-to-its-cultureAfter years of success in providing quality furniture at affordable prices, Swedish furniture maker IKEA is challenged by the rise of online shopping and changing consumer behavior, plus the arrival of a new leader. The company's top executives know they must step out of their comfort zones and embrace new strategic initiatives to stay relevant. But which initiatives will best enable IKEA to evolve while staying true to the company’s core values?tag:audio.hbr.org,2016-09-16:cold-call.0150Tue, 15 Jun 2021 09:03:55 -0500IKEA Navigates the Future While Staying True to Its CulturefalseAfter years of success in providing quality furniture at affordable prices, Swedish furniture maker IKEA is challenged by the rise of online shopping and changing consumer behavior, plus the arrival of a new leader. The company's top executives know they must step out of their comfort zones and embrace new strategic initiatives to stay relevant. But which initiatives will best enable IKEA to evolve while staying true to the company’s core values?150full1364 After years of success in providing quality furniture at affordable prices, Swedish furniture maker IKEA is challenged by the rise of online shopping and changing consumer behavior, plus the arrival of a new leader. The company’s top executives know they had to step out of their comfort zones and embrace new strategic initiatives to stay relevant. But which initiatives will best enable IKEA to evolve while staying true to the company’s core values?

Harvard Business School professors Juan Alcacer and Cynthia Montgomery discuss navigating a new future while preserving the company’s culture and identity in their case, “What IKEA Do We Want?

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Running a Consumer Fintech Startup within Goldman Sachshttps://hbr.org/podcast/2021/06/running-a-consumer-fintech-startup-within-goldman-sachsMarcus by Goldman Sachs marked a dramatic shift for the 150-year-old financial institution, which historically had served only businesses and the wealthiest people. The fintech startup operated within Goldman Sachs, offering unsecured personal loans for the mass market, high-yield deposits, and a credit card in partnership with Apple. Harvard Business School associate professor Rory McDonald discusses the challenges of operating and expanding a startup within an established company.tag:audio.hbr.org,2016-09-16:cold-call.0149Tue, 01 Jun 2021 08:54:39 -0500Running a Consumer Fintech Startup within Goldman SachsfalseMarcus by Goldman Sachs marked a dramatic shift for the 150-year-old financial institution, which historically had served only businesses and the wealthiest people. The fintech startup operated within Goldman Sachs, offering unsecured personal loans for the mass market, high-yield deposits, and a credit card in partnership with Apple. Harvard Business School associate professor Rory McDonald discusses the challenges of operating and expanding a startup within an established company.149full1498 Marcus by Goldman Sachs marked a dramatic shift for the 150-year-old financial institution, which historically had served only businesses and the wealthiest people. The fintech startup operated within Goldman Sachs, offering unsecured personal loans for the mass market, high-yield deposits, and a credit card in partnership with Apple.

Harvard Business School associate professor Rory McDonald discusses the challenges of launching and operating a startup within an established company in his case, “Marcus by Goldman Sachs.”

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How Georgia State University Increased Graduation Rateshttps://hbr.org/podcast/2021/05/how-georgia-state-university-increased-graduation-ratesGeorgia State University was facing a growing "summer melt" problem, where nearly 20 percent of incoming students never actually enrolled. The university used a data-based approach to retain students of all racial, ethnic, and socioeconomic backgrounds and help them graduate. Harvard Business School professor Mike Toffel and Harvard University senior fellow Robin Mendelson discuss what the university learned about improving student success, while scaling its efforts to help other universities.tag:audio.hbr.org,2016-09-16:cold-call.0148Tue, 18 May 2021 08:51:06 -0500How Georgia State University Increased Graduation RatesfalseGeorgia State University was facing a growing "summer melt" problem, where nearly 20 percent of incoming students never actually enrolled. The university used a data-based approach to retain students of all racial, ethnic, and socioeconomic backgrounds and help them graduate. Harvard Business School professor Mike Toffel and Harvard University senior fellow Robin Mendelson discuss what the university learned about improving student success, while scaling its efforts to help other universities.148full1598 Georgia State University was facing a growing “summer melt” problem, where nearly 20 percent of incoming students never actually enrolled. The university used a data-based approach to retain students of all racial, ethnic, and socioeconomic backgrounds and help them graduate.

Harvard Business School professor Mike Toffel and senior fellow Robin Mendelson discuss what the university learned about improving student success, while scaling its efforts to help other universities, in their case, “Student Success at Georgia State University.”

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Reversing Brain Drain: Moving Talent to Middle Americahttps://hbr.org/podcast/2021/05/reversing-brain-drain-moving-talent-to-middle-americaAfter decades of brain drain in rural America, Tulsa Remote is working to attract a diverse group of remote workers to live in Tulsa, Oklahoma. Harvard Business School professor Prithwiraj “Raj” Choudhury discusses how the program gives workers the flexibility to move out of congested cities and explores the challenges in scaling this model throughout rural America and beyond.tag:audio.hbr.org,2016-09-16:cold-call.0147Tue, 04 May 2021 09:01:13 -0500Reversing Brain Drain: Moving Talent to Middle AmericafalseAfter decades of brain drain in rural America, Tulsa Remote is working to attract a diverse group of remote workers to live in Tulsa, Oklahoma. Harvard Business School professor Prithwiraj “Raj” Choudhury discusses how the program gives workers the flexibility to move out of congested cities and explores the challenges in scaling this model throughout rural America and beyond.147full1487 After decades of brain drain in rural America, Tulsa Remote is working to attract a diverse group of remote workers to live in Tulsa, Oklahoma. The program offers a $10,000 grant to remote workers and entrepreneurs living outside Oklahoma, who relocate to the state’s second largest city for one year – with the goal that they stay longer and truly engage in the community.

Harvard Business School professor Prithwiraj “Raj” Choudhury discusses how the Tulsa Remote model provides workers the flexibility to move out of congested cities and explores the challenges in scaling this model throughout rural America and beyond, in his case, “Tulsa Remote: Moving Talent to Middle America.”

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What Went Wrong with the Boeing 737 Max?https://hbr.org/podcast/2021/04/what-went-wrong-with-the-boeing-737-maxHow did the evolution of Boeing’s organization and management lead to two tragic plane crashes within six months, in which a total of 346 people died? Harvard Business School professor Bill George discusses the long roots that ultimately led to the crash of Lion Air flight 610 in October 2018 in Indonesia and the crash of Ethiopian Airlines flight 302 in March 2019 in Ethiopia. He discusses the role cost cutting, regulatory pressure, and CEO succession played in laying the foundation for these tragedies and examines how Boeing executives responded to the crises in his case “What Went Wrong with Boeing's 737 Max?”tag:audio.hbr.org,2016-09-16:cold-call.0146Tue, 20 Apr 2021 09:00:11 -0500What Went Wrong with the Boeing 737 Max?falseHow did the evolution of Boeing’s organization and management lead to two tragic plane crashes within six months, in which a total of 346 people died? Harvard Business School professor Bill George discusses the long roots that ultimately led to the crash of Lion Air flight 610 in October 2018 in Indonesia and the crash of Ethiopian Airlines flight 302 in March 2019 in Ethiopia. He discusses the role cost cutting, regulatory pressure, and CEO succession played in laying the foundation for these tragedies and examines how Boeing executives responded to the crises in his case “What Went Wrong with Boeing's 737 Max?”146full1198 How did the evolution of Boeing’s organization and management lead to two tragic plane crashes within six months, in which a total of 346 people died?

Harvard Business School professor Bill George discusses the long roots that ultimately led to the crash of Lion Air flight 610 in October 2018 in Indonesia and the crash of Ethiopian Airlines flight 302 in March 2019 in Ethiopia. He discusses the role cost cutting, regulatory pressure, and CEO succession played in laying the foundation for these tragedies and examines how Boeing executives responded to the crises in his case “What Went Wrong with Boeing’s 737 Max?

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Disrupting the Waste Management Industry with Technologyhttps://hbr.org/podcast/2021/04/disrupting-the-waste-management-industry-with-technologyRubicon began with a bold idea: create a cloud-based, full-service waste management platform providing efficient service anywhere in the U.S. Their mobile app did for waste management what Uber had done for taxi service. Five years after the case’s publication, Harvard Business School associate professor Shai Bernstein and Rubicon founder and CEO Nate Morris discuss how the software startup leveraged technology to disrupt the waste industry and other enduring lessons of professor Bill Sahlman’s case about Rubicon.tag:audio.hbr.org,2016-09-16:cold-call.0145Tue, 06 Apr 2021 08:58:04 -0500Disrupting the Waste Management Industry with TechnologyfalseRubicon began with a bold idea: create a cloud-based, full-service waste management platform providing efficient service anywhere in the U.S. Their mobile app did for waste management what Uber had done for taxi service. Five years after the case’s publication, Harvard Business School associate professor Shai Bernstein and Rubicon founder and CEO Nate Morris discuss how the software startup leveraged technology to disrupt the waste industry and other enduring lessons of professor Bill Sahlman’s case about Rubicon.145full1860 Rubicon began with a bold idea: create a cloud-based, full-service waste management platform providing efficient service anywhere in the U.S. Their mobile app did for waste management what Uber had done for taxi service.

Five years after the case’s publication, Harvard Business School associate professor Shai Bernstein and Rubicon founder and CEO Nate Morris discuss how the software startup leveraged technology to disrupt the waste industry and other enduring lessons of professor Bill Sahlman’s case about Rubicon.

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Managing Future Growth at an Innovative Workforce Education Start-uphttps://hbr.org/podcast/2021/03/managing-future-growth-at-an-innovative-workforce-education-start-upGuild Education is an education marketplace that connects employers and universities to provide employees with “education as a benefit.” The Denver-based company is transforming traditional tuition-assistance programs by facilitating direct payment by the employer to the academic institution and by supporting students with coaching and advising. Now CEO and co-founder Rachel Carlson must decide how to manage the company’s future growth. Should she focus on expanding Guild’s core education marketplace, or extend the business model to include the career placement market?tag:audio.hbr.org,2016-09-16:cold-call.0144Tue, 23 Mar 2021 08:42:52 -0500Managing Future Growth at an Innovative Workforce Education Start-upfalseGuild Education is an education marketplace that connects employers and universities to provide employees with “education as a benefit.” The Denver-based company is transforming traditional tuition-assistance programs by facilitating direct payment by the employer to the academic institution and by supporting students with coaching and advising. Now CEO and co-founder Rachel Carlson must decide how to manage the company’s future growth. Should she focus on expanding Guild’s core education marketplace, or extend the business model to include the career placement market?144full1697 Guild Education is an education marketplace that connects employers and universities to provide employees with “education as a benefit.” The Denver-based company is transforming traditional tuition-assistance programs by facilitating direct payment by the employer to the academic institution and by supporting students with coaching and advising. Now CEO and co-founder Rachel Carlson must decide how to manage the company’s future growth. Should she focus on expanding Guild’s core education marketplace, or extend the business model to include the career placement market?

Harvard Business School professor Bill Sahlman discusses this unique start-up and Carlson’s plans for its growth in his case, “Guild Education: Unlocking Opportunity for America’s Workforce.

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A Family Business at a Crossroads: Scaling and Successionhttps://hbr.org/podcast/2021/03/a-family-business-at-a-crossroads-scaling-and-successionIn 2000, Rohit Gera turned his family’s boutique real estate development firm in Pune, India, into a dynamic innovator in housing solutions for urban Indian families. Today Gera Developments stands at a crossroads, with Gera planning the end of his managerial career. How should the family think about scaling the business? And, should the company seek a successor to lead those efforts from inside or outside the family?tag:audio.hbr.org,2016-09-16:cold-call.0143Tue, 09 Mar 2021 08:23:19 -0500A Family Business at a Crossroads: Scaling and SuccessionfalseIn 2000, Rohit Gera turned his family’s boutique real estate development firm in Pune, India, into a dynamic innovator in housing solutions for urban Indian families. Today Gera Developments stands at a crossroads, with Gera planning the end of his managerial career. How should the family think about scaling the business? And, should the company seek a successor to lead those efforts from inside or outside the family?143full1628 In 2000, Rohit Gera turned his family’s boutique real estate development firm in Pune, India, into a dynamic innovator in housing solutions for urban Indian families. Today Gera Developments stands at a crossroads, with Gera planning the end of his managerial career. How should the family think about scaling the business? And, should the company seek a successor to lead those efforts from inside or outside the family?

Senior Lecturer Christina Wing and case protagonist Rohit Gera discuss the family business and the crucial decisions it faces in the case, “Gera Developments: Leadership at a Crossroads.”

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Can Historic Social Injustices be Addressed Through Reparations?https://hbr.org/podcast/2021/03/can-historic-social-injustices-be-addressed-through-reparationsSurvivors of the 1921 Tulsa Massacre and their descendants believe historic social injustices should be addressed through reparations. Harvard Business School professor Mihir Desai discusses the arguments for and against reparations in response to the Tulsa Massacre and, more broadly, to the effects of slavery and racist government policies in the U.S.tag:audio.hbr.org,2016-09-16:cold-call.0142Tue, 02 Mar 2021 07:53:13 -0500Can Historic Social Injustices be Addressed Through Reparations?falseSurvivors of the 1921 Tulsa Massacre and their descendants believe historic social injustices should be addressed through reparations. Harvard Business School professor Mihir Desai discusses the arguments for and against reparations in response to the Tulsa Massacre and, more broadly, to the effects of slavery and racist government policies in the U.S.142full1532 Survivors of the 1921 Tulsa Massacre and their descendants believe historic social injustices should be addressed through reparations.

Harvard Business School professor Mihir Desai discusses the arguments for and against reparations in response to the Tulsa Massacre and, more broadly, to the effects of slavery and racist government policies in the U.S. in his case, “The Tulsa Massacre and the Call for Reparations.”

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Examining Race and Mass Incarceration in the United Stateshttps://hbr.org/podcast/2021/02/examining-race-and-mass-incarceration-in-the-united-statesThe late 20th century saw dramatic growth in incarceration rates in the United States. Of the more than 2.3 million people in U.S. prisons, jails, and detention centers in 2020, 60 percent were Black or Latinx. Harvard Business School assistant professor Reshmaan Hussam probes the assumptions underlying the current prison system, with its huge racial disparities, and considers what could be done to address the crisis of the American criminal justice system.tag:audio.hbr.org,2016-09-16:cold-call.0141Tue, 23 Feb 2021 08:34:09 -0500Examining Race and Mass Incarceration in the United StatesfalseThe late 20th century saw dramatic growth in incarceration rates in the United States. Of the more than 2.3 million people in U.S. prisons, jails, and detention centers in 2020, 60 percent were Black or Latinx. Harvard Business School assistant professor Reshmaan Hussam probes the assumptions underlying the current prison system, with its huge racial disparities, and considers what could be done to address the crisis of the American criminal justice system.141full1599 The late 20th century saw dramatic growth in incarceration rates in the United States. Of the more than 2.3 million people in U.S. prisons, jails, and detention centers in 2020, 60 percent were Black or Latinx.

Harvard Business School assistant professor Reshmaan Hussam probes the assumptions underlying the current prison system, with its huge racial disparities, and considers what could be done to address the crisis of the American criminal justice system in her case, “Race and Mass Incarceration in the United States.”

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Fostering Authenticity and Employee Engagement at John Deerehttps://hbr.org/podcast/2021/02/fostering-authenticity-and-employee-engagement-at-john-deereAs the first Black female factory manager to lead a John Deere plant, Rosalind Fox must figure out how to build relationships with her staff, who are mostly white men. Harvard Business School senior lecturer Tony Mayo discusses the pressure on Fox to assimilate into the dominant culture, her decision to lean into her authentic self, and the deep connection between employee engagement and authenticity.tag:audio.hbr.org,2016-09-16:cold-call.0140Tue, 16 Feb 2021 08:12:02 -0500Fostering Authenticity and Employee Engagement at John DeerefalseAs the first Black female factory manager to lead a John Deere plant, Rosalind Fox must figure out how to build relationships with her staff, who are mostly white men. Harvard Business School senior lecturer Tony Mayo discusses the pressure on Fox to assimilate into the dominant culture, her decision to lean into her authentic self, and the deep connection between employee engagement and authenticity.140full1609 As the first Black female factory manager to lead a John Deere plant, Rosalind Fox must figure out how to build relationships with her staff, who are mostly white men.

Harvard Business School senior lecturer Tony Mayo discusses the pressure on Fox to assimilate into the dominant culture, her decision to lean into her authentic self, and the deep connection between employee engagement and authenticity in his case, “Rosalind Fox at John Deere.”

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Developing Resilience on the Path to Becoming a CEOhttps://hbr.org/podcast/2021/02/developing-resilience-on-the-path-to-becoming-a-ceoAs a Black female CEO, Shellye Archambeau is no stranger to adversity. Now she faces her most critical leadership decision. The software company she leads, MetricStream, is losing customers, hemorrhaging cash, and struggling to make payroll. Harvard Business School professor Tsedal Neeley discusses Archambeau’s leadership style and the importance of developing resilience, particularly when managing through a crisis.tag:audio.hbr.org,2016-09-16:cold-call.0139Tue, 09 Feb 2021 08:41:34 -0500Developing Resilience on the Path to Becoming a CEOfalseAs a Black female CEO, Shellye Archambeau is no stranger to adversity. Now she faces her most critical leadership decision. The software company she leads, MetricStream, is losing customers, hemorrhaging cash, and struggling to make payroll. Harvard Business School professor Tsedal Neeley discusses Archambeau’s leadership style and the importance of developing resilience, particularly when managing through a crisis.139full1781 As a Black female CEO, Shellye Archambeau is no stranger to adversity. Becoming a leader was her goal since high school, and she achieved it through decades of hard work and skillful decision making. Now she faces her most critical leadership decision. The software company she leads, MetricStream, is losing customers, hemorrhaging cash, and struggling to make payroll. Several board members are pressing to sell the company even at dismally low valuations. She and her board chairman need to decide and act swiftly.

Harvard Business School professor Tsedal Neeley discusses Archambeau’s leadership style and the importance of developing resilience, particularly when managing through a crisis, in her case, “Shellye Archambeau: Becoming a CEO.”

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Using Empathy and Curiosity to Overcome Differenceshttps://hbr.org/podcast/2021/02/using-empathy-and-curiosity-to-overcome-differencesBill Riddick, an African-American community leader and counselor, must find a way to bridge the divide between Black and white community leaders, who are on opposing sides of school integration in Durham, North Carolina, in 1971. Harvard Business School professors Francesca Gino and Jeffrey Huizinga discuss how empathy and curiosity can foster understanding in divisive situations.tag:audio.hbr.org,2016-09-16:cold-call.0138Tue, 02 Feb 2021 08:08:49 -0500Using Empathy and Curiosity to Overcome DifferencesfalseBill Riddick, an African-American community leader and counselor, must find a way to bridge the divide between Black and white community leaders, who are on opposing sides of school integration in Durham, North Carolina, in 1971. Harvard Business School professors Francesca Gino and Jeffrey Huizinga discuss how empathy and curiosity can foster understanding in divisive situations.138full1628 Bill Riddick, an African-American community leader and counselor, must find a way to bridge the divide between Black and white community leaders, who are on opposing sides of school integration in Durham, North Carolina, in 1971.

Harvard Business School professor Francesca Gino and senior researcher Jeffrey Huizinga explain how empathy and curiosity can foster understanding in divisive situations in their case, “Bill Riddick and the Durham S.O.S. Charrette.”

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Engaging Community to Create Proactive, Equitable Public Safetyhttps://hbr.org/podcast/2021/01/engaging-community-to-create-proactive-equitable-public-safetyMelvin Carter, the mayor of Saint Paul, Minnesota, swept into office in 2018, promising to improve equity. In his campaign, he had spoken from experience about what it felt like to be pulled over by police as a Black man. He wanted to create a new public safety framework that would be rooted in community. But then the COVID-19 pandemic wiped out much of the city’s budget and the May 2020 killing of George Floyd by a police officer in neighboring Minneapolis sparked calls to defund the police. How would Mayor Carter make these changes happen?tag:audio.hbr.org,2016-09-16:cold-call.0137Tue, 19 Jan 2021 09:07:41 -0500Engaging Community to Create Proactive, Equitable Public SafetyfalseMelvin Carter, the mayor of Saint Paul, Minnesota, swept into office in 2018, promising to improve equity. In his campaign, he had spoken from experience about what it felt like to be pulled over by police as a Black man. He wanted to create a new public safety framework that would be rooted in community. But then the COVID-19 pandemic wiped out much of the city’s budget and the May 2020 killing of George Floyd by a police officer in neighboring Minneapolis sparked calls to defund the police. How would Mayor Carter make these changes happen?137full1395 Melvin Carter, the mayor of Saint Paul, Minnesota, swept into office in 2018, promising to improve equity. In his campaign, he had spoken from experience about what it felt like to be pulled over by police as a Black man. He wanted to create a new public safety framework that would be rooted in community.

But then the COVID-19 pandemic wiped out much of the city’s budget and the May 2020 killing of George Floyd by a police officer in neighboring Minneapolis sparked calls to defund the police. How would Mayor Carter make these changes happen?

Harvard Business School professor Mitch Weiss discusses the challenges and rewards of “possibility government” in his case, “Community-First Public Safety.”

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Using Behavioral Science to Improve Well-Being for Social Workershttps://hbr.org/podcast/2021/01/using-behavioral-science-to-improve-well-being-for-social-workersFor family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible to use non-cash rewards and recognition to improve social workers’ well-being? Ashley Whillans describes the experience of Chief Executive Michael Sanders’ experience at the What Works Centre for Children’s Social Care.tag:audio.hbr.org,2016-09-16:cold-call.0136Tue, 05 Jan 2021 09:00:08 -0500Using Behavioral Science to Improve Well-Being for Social WorkersfalseFor family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible to use non-cash rewards and recognition to improve social workers’ well-being? Ashley Whillans describes the experience of Chief Executive Michael Sanders’ experience at the What Works Centre for Children’s Social Care.136full1557 For family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science?

Harvard Business School assistant professor Ashley Whillans describes the experience of Chief Executive Michael Sanders at the What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in the U.K. The conversation is based on Whillans’ case, “The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being.”

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Dove: Maintaining a Brand with Purposehttps://hbr.org/podcast/2020/12/dove-maintaining-a-brand-with-purposeUnilever’s Dove soap became a brand with purpose when it launched the “Campaign for Real Beauty” to combat media-driven stereotypes of female beauty. But now Dove is facing criticism about its other brands that contradict the Dove campaign, and struggling to determine the best allocation of funds between advertising and the educational programs that deliver social impact. Can Dove maintain both its market position and social impact in the future?tag:audio.hbr.org,2016-09-16:cold-call.0135Tue, 22 Dec 2020 09:00:04 -0500Dove: Maintaining a Brand with PurposefalseUnilever’s Dove soap became a brand with purpose when it launched the “Campaign for Real Beauty” to combat media-driven stereotypes of female beauty. But now Dove is facing criticism about its other brands that contradict the Dove campaign, and struggling to determine the best allocation of funds between advertising and the educational programs that deliver social impact. Can Dove maintain both its market position and social impact in the future?135full1427 Unilever’s Dove soap became a brand with purpose when it launched the “Campaign for Real Beauty” to combat media-driven stereotypes of female beauty. But now Dove is facing criticism about its other brands that contradict the Dove campaign, and struggling to determine the best allocation of funds between advertising and the educational programs that deliver social impact. Can Dove maintain both its market position and social impact in the future?

Harvard Business School Senior Lecturer, Mark Kramer discusses his case, “Dove and Real Beauty: Building a Brand with Purpose.”

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Uber’s Strategy for Global Successhttps://hbr.org/podcast/2020/12/ubers-strategy-for-global-successAs the transportation landscape evolves, can Uber adapt its business model to be successful in unique regional markets around the world? Alexander MacKay describes Uber’s global market strategy and responses by regulators and local competitors.tag:audio.hbr.org,2016-09-16:cold-call.0134Tue, 08 Dec 2020 09:07:41 -0500Uber’s Strategy for Global SuccessfalseAs the transportation landscape evolves, can Uber adapt its business model to be successful in unique regional markets around the world? Alexander MacKay describes Uber’s global market strategy and responses by regulators and local competitors.134full1697 As Uber entered unique regional markets around the world – from New York to Shanghai, it has adapted its business model to comply with regulations and compete locally. As the transportation landscape evolves, how can Uber adapt its business model to stay competitive in the long term?

Harvard Business School assistant professor Alexander MacKay describes Uber’s global market strategy and responses by regulators and local competitors in his case, “Uber: Competing Globally.”

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Evaluating Innovative Health Care Solutions for Obesityhttps://hbr.org/podcast/2020/11/evaluating-innovative-health-care-solutions-for-obesityFrom Weight Watchers to bariatric surgery, innovations for combatting obesity abound. But which will do the most good for society and yield the best business results? Harvard Business School professor Regina Herzlinger discusses how to evaluate health care innovations aimed at providing solutions for obesity in her case, “Fighting the Battle of the Bulge – Evaluating Innovations in Morbid Obesity Treatment.”tag:audio.hbr.org,2016-09-16:cold-call.0133Tue, 24 Nov 2020 09:05:37 -0500Evaluating Innovative Health Care Solutions for ObesityfalseFrom Weight Watchers to bariatric surgery, innovations for combatting obesity abound. But which will do the most good for society and yield the best business results? Harvard Business School professor Regina Herzlinger discusses how to evaluate health care innovations aimed at providing solutions for obesity in her case, “Fighting the Battle of the Bulge – Evaluating Innovations in Morbid Obesity Treatment.”133full1834 From Weight Watchers to bariatric surgery, innovations for combatting obesity abound. But which will do the most good for society and yield the best business results? Harvard Business School professor Regina Herzlinger discusses how to evaluate health care innovations aimed at providing solutions for obesity in her case, “Fighting the Battle of the Bulge – Evaluating Innovations in Morbid Obesity Treatment.”

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The Challenges of Commercializing Fertilityhttps://hbr.org/podcast/2020/11/the-challenges-of-commercializing-fertilityEntrepreneur Christy Jones is trying to create a new venture to help women preserve their eggs and postpone motherhood. But what would an egg-freezing service sell – and to whom?tag:audio.hbr.org,2016-09-16:cold-call.0132Tue, 10 Nov 2020 08:50:07 -0500The Challenges of Commercializing FertilityfalseEntrepreneur Christy Jones is trying to create a new venture to help women preserve their eggs and postpone motherhood. But what would an egg-freezing service sell – and to whom?132full1535 Entrepreneur Christy Jones is trying to create a new venture to help women preserve their eggs and postpone motherhood. But what would an egg-freezing service sell – and to whom?

Harvard Business School professor Debora Spar discusses the challenges of commercializing fertility in her case, “Extend Fertility: Conceiving the Market for Egg Preservation.”

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Growing a Manufacturing Company with a Social Missionhttps://hbr.org/podcast/2020/10/growing-a-manufacturing-company-with-a-social-missionNehemiah Manufacturing turned a social mission to hire convicted felons into a competitive advantage, with decreased turnover and higher staff loyalty. Harvard Business School professor Michael Chu discusses the challenges and opportunities of combining profit with social impact in his case, “Nehemiah Mfg. Co.: Providing a Second Chance.”tag:audio.hbr.org,2016-09-16:cold-call.0131Tue, 27 Oct 2020 08:59:43 -0500Growing a Manufacturing Company with a Social MissionfalseNehemiah Manufacturing turned a social mission to hire convicted felons into a competitive advantage, with decreased turnover and higher staff loyalty. Harvard Business School professor Michael Chu discusses the challenges and opportunities of combining profit with social impact in his case, “Nehemiah Mfg. Co.: Providing a Second Chance.”131full1392 Nehemiah Manufacturing, a Cincinnati, Ohio-based company that builds fast-moving consumer goods, turned a social mission to hire convicted felons into a competitive advantage, providing the company with decreased turnover and higher staff loyalty.

Harvard Business School professor Michael Chu discusses the challenges and opportunities of combining profit with social impact in his case, “Nehemiah Mfg. Co.: Providing a Second Chance.”

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Can Entrepreneurs Make Mobile Voting Easy and Secure?https://hbr.org/podcast/2020/10/can-entrepreneurs-make-mobile-voting-easy-and-secureMaking voting more accessible through technology could allow more people to take part in elections. But it also poses critical downsides, if the product fails or there are security failures. Harvard Business School professor Mitchell Weiss debates the risks, rewards, and business models for mobile voting in his case study on “Voatz.”tag:audio.hbr.org,2016-09-16:cold-call.0130Tue, 13 Oct 2020 09:15:41 -0500Can Entrepreneurs Make Mobile Voting Easy and Secure?falseMaking voting more accessible through technology could allow more people to take part in elections. But it also poses critical downsides, if the product fails or there are security failures. Harvard Business School professor Mitchell Weiss debates the risks, rewards, and business models for mobile voting in his case study on “Voatz.”130full1300 Making voting more accessible through technology could allow more people to take part in elections. But it also poses critical downsides, if the product fails (as in the 2020 Iowa Caucuses) or if there are security failures.

Harvard Business School professor Mitchell Weiss, an expert in public entrepreneurship, debates the risks, rewards, and business models for mobile voting in his case study on “Voatz.” The mobile voting app, created by entrepreneur Nimit Sawhney, turns mobile phones into voting booths, using blockchain technology.

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Employee Performance vs. Company Values: A Manager’s Dilemmahttps://hbr.org/podcast/2020/09/employee-performance-vs-company-values-a-managers-dilemmaAs we celebrate the five-year anniversary of Cold Call, we welcome a special guest, Harvard Business School Dean Nitin Nohria to discuss the classic case, “Rob Parson at Morgan Stanley.” The case poses a complex dilemma: should Morgan Stanley promote a high performer who lacks interpersonal skills and brushes off company values? More subtly, the case also encourages reflection about the accountability of managers in an employee’s performance.tag:audio.hbr.org,2016-09-16:cold-call.0129Tue, 29 Sep 2020 09:12:05 -0500Employee Performance vs. Company Values: A Manager’s DilemmafalseAs we celebrate the five-year anniversary of Cold Call, we welcome a special guest, Harvard Business School Dean Nitin Nohria to discuss the classic case, “Rob Parson at Morgan Stanley.” The case poses a complex dilemma: should Morgan Stanley promote a high performer who lacks interpersonal skills and brushes off company values? More subtly, the case also encourages reflection about the accountability of managers in an employee’s performance.129full1464 As we celebrate the five-year anniversary of Cold Call, we welcome a special guest, Harvard Business School Dean Nitin Nohria to discuss the classic case, “Rob Parson at Morgan Stanley.” The case poses a complex dilemma: should Morgan Stanley promote a high performer who lacks interpersonal skills and brushes off company values? More subtly, the case also encourages reflection about the accountability of managers in an employee’s performance.

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Is Happiness at Work Really Attainable?https://hbr.org/podcast/2020/09/is-happiness-at-work-really-attainableSimón Cohen, founder of Henco Logistics, transformed a small Mexican logistics company into a major player within the industry. Cohen credits the firm’s focus on employee happiness as the key ingredient to its success -- an approach he developed following a personal crisis. But can that approach endure through Henco’s rapid growth, leadership transition, and changing employee expectations?tag:audio.hbr.org,2016-09-16:cold-call.0128Tue, 15 Sep 2020 08:32:42 -0500Is Happiness at Work Really Attainable?falseSimón Cohen, founder of Henco Logistics, transformed a small Mexican logistics company into a major player within the industry. Cohen credits the firm’s focus on employee happiness as the key ingredient to its success -- an approach he developed following a personal crisis. But can that approach endure through Henco’s rapid growth, leadership transition, and changing employee expectations?128full1726 Simón Cohen, founder of Henco Logistics, transformed a small Mexican logistics company into a major player within the industry. Cohen credits the firm’s focus on employee happiness as the key ingredient to its success — an approach he developed following a personal crisis. Cohen and Harvard Business School professor Francesca Gino, author of the case about Henco, discuss whether or not that approach can endure through Henco’s rapid growth, leadership transition, and changing employee expectations.

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How to Launch a New Biosciences Product: Start Small or Dive in?https://hbr.org/podcast/2020/09/how-to-launch-a-new-biosciences-product-start-small-or-dive-inC16 Biosciences wants to replace palm oil, a major contributor to deforestation and climate change, with a lab-grown substitute. Should the synthetic biology startup start small in the personal care market or dive into booming lab-grown food market?tag:audio.hbr.org,2016-09-16:cold-call.0127Tue, 01 Sep 2020 09:00:55 -0500How to Launch a New Biosciences Product: Start Small or Dive in?falseC16 Biosciences wants to replace palm oil, a major contributor to deforestation and climate change, with a lab-grown substitute. Should the synthetic biology startup start small in the personal care market or dive into booming lab-grown food market?127full1301 C16 Biosciences wants to replace palm oil, a major contributor to deforestation and climate change, with a lab-grown substitute. But CEO Shara Ticku faces a tough decision in bringing the product to market. Should she start small, with the lower volume personal care market? Or should she dive right into the booming lab-grown food market, with an interested investor? Harvard Business School Senior Lecturer Jeff Bussgang discusses his case, “C16 Biosciences: Lab-Grown Palm Oil.”

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Testing New Contact Tracing Approaches in a Pandemichttps://hbr.org/podcast/2020/08/testing-new-contact-tracing-approaches-in-a-pandemicSingapore officials added a nationwide, Bluetooth-based contact tracing program called TraceTogether to their suite of Covid-19-fighting strategies, which already included human-led tracing. The new digital program’s success would rely on mitigating privacy issues. Would Singaporeans adopt TraceTogether? As Singapore’s government opened up the technology to the world, would you? Harvard Business School professor Mitch Weiss discusses his new case, “TraceTogether.”tag:audio.hbr.org,2016-09-16:cold-call.0126Tue, 18 Aug 2020 08:56:15 -0500Testing New Contact Tracing Approaches in a PandemicfalseSingapore officials added a nationwide, Bluetooth-based contact tracing program called TraceTogether to their suite of Covid-19-fighting strategies, which already included human-led tracing. The new digital program’s success would rely on mitigating privacy issues. Would Singaporeans adopt TraceTogether? As Singapore’s government opened up the technology to the world, would you? Harvard Business School professor Mitch Weiss discusses his new case, “TraceTogether.”126full732 Singapore officials added a nationwide, Bluetooth-based contact tracing program called TraceTogether to their suite of Covid-19-fighting strategies, which already included human-led tracing. The new digital program’s success would rely on mitigating privacy issues. Would Singaporeans adopt TraceTogether? As Singapore’s government opened up the technology to the world, would you? Harvard Business School professor Mitch Weiss discusses his new case, “TraceTogether.”

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Glossier Built a Cult Brand and a Digital Community, but What’s Next?https://hbr.org/podcast/2020/08/glossier-built-a-cult-brand-and-a-digital-community-but-whats-nextThe digital-first, direct-to-consumer beauty brand Glossier considers marketing strategies that move away from organic community support and toward influencer marketing and paid media. Harvard Business School professor Jill Avery discusses the debate in her case, “Glossier: Co-Creating a Cult Brand with a Digital Community.”tag:audio.hbr.org,2016-09-16:cold-call.0125Tue, 04 Aug 2020 08:45:41 -0500Glossier Built a Cult Brand and a Digital Community, but What’s Next?falseThe digital-first, direct-to-consumer beauty brand Glossier considers marketing strategies that move away from organic community support and toward influencer marketing and paid media. Harvard Business School professor Jill Avery discusses the debate in her case, “Glossier: Co-Creating a Cult Brand with a Digital Community.”125full1629 The digital-first, direct-to-consumer beauty brand Glossier considers marketing strategies that move away from organic community support and toward influencer marketing and paid media. But what does that mean for its loyal digital community?

Harvard Business School professor Jill Avery discusses the debate in her case, “Glossier: Co-Creating a Cult Brand with a Digital Community.”

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Starbucks Commits to Raising Awareness of Racial Biashttps://hbr.org/podcast/2020/07/starbucks-commits-to-raising-awareness-of-racial-biasAfter a highly publicized act of racial discrimination by a Starbucks employee against two African American men in one of its stores in 2018, the company closed its 8,000 U.S. coffee shops for a day of unconscious bias training. The company also revised store policies and employee training practices. Harvard Business School professors Francesca Gino and Katherine Coffman discuss what we can learn about unconscious bias in corporate culture from Starbucks’ reaction to that incident in their case, “Starbucks: Reaffirming Commitment to the Third Place Ideal.”tag:audio.hbr.org,2016-09-16:cold-call.0124Tue, 21 Jul 2020 09:18:23 -0500Starbucks Commits to Raising Awareness of Racial BiasfalseAfter a highly publicized act of racial discrimination by a Starbucks employee against two African American men in one of its stores in 2018, the company closed its 8,000 U.S. coffee shops for a day of unconscious bias training. The company also revised store policies and employee training practices. Harvard Business School professors Francesca Gino and Katherine Coffman discuss what we can learn about unconscious bias in corporate culture from Starbucks’ reaction to that incident in their case, “Starbucks: Reaffirming Commitment to the Third Place Ideal.”124full1723 After a highly publicized act of racial discrimination by a Starbucks employee against two African American men in one of its stores in 2018, the company closed its 8,000 U.S. coffee shops for a day of unconscious bias training. The company also revised store policies and employee training practices. Harvard Business School professors Francesca Gino and Katherine Coffman discuss what we can learn about unconscious bias in corporate culture from Starbucks’ reaction to that incident in their case, “Starbucks: Reaffirming Commitment to the Third Place Ideal.”

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SmileDirectClub Looks Beyond Direct-to-Consumer Marketinghttps://hbr.org/podcast/2020/07/smiledirectclub-looks-beyond-direct-to-consumer-marketingHarvard Business School professor Len Schlesinger and RSE Ventures Co-founder Matt Higgins discuss why direct-to-consumer channel businesses, like teledentistry company SmileDirectClub, must implement a strategy that moves them beyond DTC in order to thrive – and how to make that change. This episode is based on the Harvard Business School case, “SmileDirectClub: Better is Better.”tag:audio.hbr.org,2016-09-16:cold-call.0123Tue, 07 Jul 2020 08:47:21 -0500SmileDirectClub Looks Beyond Direct-to-Consumer MarketingfalseHarvard Business School professor Len Schlesinger and RSE Ventures Co-founder Matt Higgins discuss why direct-to-consumer channel businesses, like teledentistry company SmileDirectClub, must implement a strategy that moves them beyond DTC in order to thrive – and how to make that change. This episode is based on the Harvard Business School case, “SmileDirectClub: Better is Better.”123full1803 Harvard Business School professor Len Schlesinger and RSE Ventures Co-founder Matt Higgins discuss why direct-to-consumer channel businesses, like teledentistry company SmileDirectClub, must implement a strategy that moves them beyond DTC in order to thrive – and how to make that change. This episode is based on the Harvard Business School case, “SmileDirectClub: Better is Better.”

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Is It Time for Big Apple Circus to Fold the Tent?https://hbr.org/podcast/2020/06/is-it-time-for-big-apple-circus-to-fold-the-tentBy 2016, the Big Apple Circus had weathered many storms in its 38 seasons as one of the most well-known New York City nonprofits. But with ticket sales and charitable giving in steep decline, the future for this beloved circus and its Clown Care program is uncertain. Harvard Business School professor David Fubini discusses his case, “Big Apple Circus: Time to Fold the Tent?”tag:audio.hbr.org,2016-09-16:cold-call.0122Tue, 23 Jun 2020 08:00:47 -0500Is It Time for Big Apple Circus to Fold the Tent?falseBy 2016, the Big Apple Circus had weathered many storms in its 38 seasons as one of the most well-known New York City nonprofits. But with ticket sales and charitable giving in steep decline, the future for this beloved circus and its Clown Care program is uncertain. Harvard Business School professor David Fubini discusses his case, “Big Apple Circus: Time to Fold the Tent?”122full1096 By 2016, the Big Apple Circus had weathered many storms in its 38 seasons as one of the most well-known New York City nonprofits. But with ticket sales and charitable giving in steep decline, the future for this beloved circus and its Clown Care program is uncertain. Harvard Business School professor David Fubini discusses his case, “Big Apple Circus: Time to Fold the Tent?

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In a Pandemic, What’s the Best Strategy for the Global Vaccine Alliance?https://hbr.org/podcast/2020/06/in-a-pandemic-whats-the-best-strategy-for-the-global-vaccine-allianceHow should the vaccine alliance, Gavi, respond to the worldwide need for a vaccine for the Covid-19 pandemic? Harvard Business School professor Tarun Khanna discusses how experimentation, judicious risk taking, and entrepreneurship in finance and capital markets could enable the way forward and unlock the science in his case, “Gavi and Covid-19: Pandemic of the Century.”tag:audio.hbr.org,2016-09-16:cold-call.0121Tue, 09 Jun 2020 08:35:19 -0500In a Pandemic, What's the Best Strategy for the Global Vaccine Alliance?falseHow should the vaccine alliance, Gavi, respond to the worldwide need for a vaccine for the Covid-19 pandemic? Harvard Business School professor Tarun Khanna discusses how experimentation, judicious risk taking, and entrepreneurship in finance and capital markets could enable the way forward and unlock the science in his case, “Gavi and Covid-19: Pandemic of the Century.”121full1431 How should the vaccine alliance, Gavi, respond to the worldwide need for a vaccine for the Covid-19 pandemic? Harvard Business School professor Tarun Khanna discusses how experimentation, judicious risk taking, and entrepreneurship in finance and capital markets could enable the way forward and unlock the science in his case, “Gavi and Covid-19: Pandemic of the Century.”

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Can the “Cummings Way” Live on After the Founder Retires?https://hbr.org/podcast/2020/05/can-the-cummings-way-live-on-after-the-founder-retiresAfter 50 years at the helm of Cummings Properties, billionaire and philanthropist Bill Cummings is winding down his roles at both the family business and foundation that he built. How should the management team move the company forward? Harvard Business School professor Christina Wing and protagonist Bill Cummings discuss the case, “Bill Cummings: The Cummings Way.”tag:audio.hbr.org,2016-09-16:cold-call.0120Tue, 26 May 2020 09:03:40 -0500Can the “Cummings Way” Live on After the Founder Retires?falseAfter 50 years at the helm of Cummings Properties, billionaire and philanthropist Bill Cummings is winding down his roles at both the family business and foundation that he built. How should the management team move the company forward? Harvard Business School professor Christina Wing and protagonist Bill Cummings discuss the case, “Bill Cummings: The Cummings Way.”120full1810 After 50 years at the helm of Cummings Properties, billionaire and philanthropist Bill Cummings is winding down his roles at both the family business and foundation that he built. How should the management team move the company forward? Harvard Business School professor Christina Wing and protagonist Bill Cummings discuss the case, “Bill Cummings: The Cummings Way.”

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Autonomous Vehicles are Ready to Disrupt Society, Business, and Youhttps://hbr.org/podcast/2020/05/autonomous-vehicles-are-ready-to-disrupt-society-business-and-youThe rise of autonomous vehicles has enormous implications for business and society. Harvard Business School professors Bill Kerr and Elie Ofek explore the factors influencing development and commercialization, as well as future success and consumer adoption in their cases: “Autonomous Vehicles: The Rubber Hits the Road... but When?” and “Autonomous Vehicles: Smooth or Bumpy Ride Ahead?”tag:audio.hbr.org,2016-09-16:cold-call.0119Tue, 12 May 2020 08:06:14 -0500Autonomous Vehicles are Ready to Disrupt Society, Business, and YoufalseThe rise of autonomous vehicles has enormous implications for business and society. Harvard Business School professors Bill Kerr and Elie Ofek explore the factors influencing development and commercialization, as well as future success and consumer adoption in their cases: “Autonomous Vehicles: The Rubber Hits the Road... but When?” and “Autonomous Vehicles: Smooth or Bumpy Ride Ahead?”119full2176 The rise of autonomous vehicles has enormous implications for business and society. Harvard Business School professors Bill Kerr and Elie Ofek explore the factors influencing development and commercialization, as well as future success and consumer adoption in their cases: “Autonomous Vehicles: The Rubber Hits the Road… but When?” and “Autonomous Vehicles: Smooth or Bumpy Ride Ahead?

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Is the Healthiest Building in the World Worth the Rent?https://hbr.org/podcast/2020/04/is-the-healthiest-building-in-the-world-worth-the-rentHealthy buildings and superior air quality are increasingly important as people spend 90% of their lives indoors. Harvard professors John Macomber and Joseph Allen discuss their case, “A Tower for the People: 425 Park Avenue,” their new book, “Healthy Buildings,” and how their learnings extend to a post-COVID world.tag:audio.hbr.org,2016-09-16:cold-call.0118Tue, 28 Apr 2020 08:46:15 -0500Is the Healthiest Building in the World Worth the Rent?falseHealthy buildings and superior air quality are increasingly important as people spend 90% of their lives indoors. Harvard professors John Macomber and Joseph Allen discuss their case, “A Tower for the People: 425 Park Avenue,” their new book, “Healthy Buildings,” and how their learnings extend to a post-COVID world.118full1914 Healthy buildings and superior air quality are increasingly important as people spend 90% of their lives indoors. Harvard professors John Macomber and Joseph Allen discuss their case, “A Tower for the People: 425 Park Avenue,” their new book, “Healthy Buildings,” and how their learnings extend to a post-COVID world.

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Fortnite Was a Blockbuster for Epic Games, What’s the Encore?https://hbr.org/podcast/2020/04/fortnite-was-a-blockbuster-for-epic-games-whats-the-encoreIn the ever-changing video games industry, Epic Games, the maker of the incredibly popular Fortnite multi-player game, considers whether it could become a PC-games distribution platform. Harvard Business School’s Andy Wu discusses his case, “Epic Games.”tag:audio.hbr.org,2016-09-16:cold-call.0117Tue, 14 Apr 2020 09:04:15 -0500Fortnite Was a Blockbuster for Epic Games, What’s the Encore?falseIn the ever-changing video games industry, Epic Games, the maker of the incredibly popular Fortnite multi-player game, considers whether it could become a PC-games distribution platform. Harvard Business School’s Andy Wu discusses his case, “Epic Games.”117full1091 In the ever-changing video games industry, Epic Games, the maker of the incredibly popular Fortnite multi-player game, considers whether it could become a PC-games distribution platform. Harvard Business School’s Andy Wu discusses his case, “Epic Games.”

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Bringing the Case Method Onlinehttps://hbr.org/podcast/2020/04/bringing-the-case-method-onlineIn this special episode of Cold Call, Brian Kenny speaks with Harvard Business School professor Srikant Datar about how Harvard Business School brought 1,800 MBA students and 200 faculty online in under two weeks amid the Covid-19 pandemic. They discuss the challenges of scaling under pressure to maintain the highest level of participant-centered learning possible, the lessons learned, and how this crisis may change the way we teach and learn forever.tag:audio.hbr.org,2016-09-16:cold-call.0116bTue, 07 Apr 2020 08:42:01 -0500Bringing the Case Method OnlinefalseIn this special episode of Cold Call, Brian Kenny speaks with Harvard Business School professor Srikant Datar about how Harvard Business School brought 1,800 MBA students and 200 faculty online in under two weeks amid the Covid-19 pandemic. They discuss the challenges of scaling under pressure to maintain the highest level of participant-centered learning possible, the lessons learned, and how this crisis may change the way we teach and learn forever.bonus1401 In this special episode of Cold Call, Brian Kenny speaks with Harvard Business School professor Srikant Datar about how Harvard Business School brought 1,800 MBA students and 200 faculty online in under two weeks amid the Covid-19 pandemic. They discuss the challenges of scaling under pressure to maintain the highest level of participant-centered learning possible, the lessons learned, and how this crisis may change the way we teach and learn forever.

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Controlling the Emotion of Negotiationhttps://hbr.org/podcast/2020/03/controlling-the-emotion-of-negotiationTwo siblings, Thomas and Sally Campbell, are faced with selling their childhood home. They need to make several difficult decisions, all the while navigating their contentious relationship. Harvard Business School professor Leslie John discusses the importance of asking (and answering) the right questions when negotiating, particularly under emotional stress, in her case, “The Campbell Home.”tag:audio.hbr.org,2016-09-16:cold-call.0116Tue, 31 Mar 2020 11:28:05 -0500Controlling the Emotion of NegotiationfalseTwo siblings, Thomas and Sally Campbell, are faced with selling their childhood home. They need to make several difficult decisions, all the while navigating their contentious relationship. Harvard Business School professor Leslie John discusses the importance of asking (and answering) the right questions when negotiating, particularly under emotional stress, in her case, “The Campbell Home.”116full1552 Two siblings, Thomas and Sally Campbell, are faced with selling their childhood home. They need to make several difficult decisions, all the while navigating their contentious relationship. Harvard Business School professor Leslie John discusses the importance of asking (and answering) the right questions when negotiating, particularly under emotional stress, in her case, “The Campbell Home.”

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Is There a Winner in Huawei’s Digital Cold War with the U.S.?https://hbr.org/podcast/2020/03/is-there-a-winner-in-huaweis-digital-cold-war-with-the-u-sAgainst the backdrop of his case, “Huawei: A Global Tech Giant in the Crossfire of a Digital Cold War,” Harvard Business School professor Bill Kirby discusses Huawei’s entrepreneurial start, where the tech giant is headed in the future, U.S.-China relations, and the Chinese government’s response to the Coronavirus.tag:audio.hbr.org,2016-09-16:cold-call.0115Tue, 17 Mar 2020 09:25:46 -0500Is There a Winner in Huawei’s Digital Cold War with the U.S.?falseAgainst the backdrop of his case, “Huawei: A Global Tech Giant in the Crossfire of a Digital Cold War,” Harvard Business School professor Bill Kirby discusses Huawei’s entrepreneurial start, where the tech giant is headed in the future, U.S.-China relations, and the Chinese government’s response to the Coronavirus.115full1660 Against the backdrop of his case, “Huawei: A Global Tech Giant in the Crossfire of a Digital Cold War,” Harvard Business School professor Bill Kirby discusses Huawei’s entrepreneurial start, where the tech giant is headed in the future, U.S.-China relations, and the Chinese government’s response to the Coronavirus.

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Do Universities Need 2U to Create Digital Education?https://hbr.org/podcast/2020/03/do-universities-need-2u-to-create-digital-education2U, an online program management provider, believed it was the strongest partner to enable the digital transformation of universities by allowing them to offer a variety of courses to a new student profile. Harvard Business School professors Karim Lakhani and Marco Iansiti discuss the case, “2U: Higher Education Rewired,” and connections to concepts in their book, “Competing in the Age of AI.”tag:audio.hbr.org,2016-09-16:cold-call.0114Tue, 03 Mar 2020 08:37:27 -0500Do Universities Need 2U to Create Digital Education?false2U, an online program management provider, believed it was the strongest partner to enable the digital transformation of universities by allowing them to offer a variety of courses to a new student profile. Harvard Business School professors Karim Lakhani and Marco Iansiti discuss the case, “2U: Higher Education Rewired,” and connections to concepts in their book, “Competing in the Age of AI.”114full1880 2U, an online program management provider, believed it was the strongest partner to enable the digital transformation of universities by allowing them to offer a variety of courses to a new student profile. Harvard Business School professors Karim Lakhani and Marco Iansiti discuss the case, “2U: Higher Education Rewired,” and connections to concepts in their book, “Competing in the Age of AI.”

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Global Ocean Trust: Protecting the Blue Planet in New Wayshttps://hbr.org/podcast/2020/02/global-ocean-trust-protecting-the-blue-planet-in-new-waysFollowing a successful career in finance, Torsten Thiele has devoted himself full-time to the challenging cause of ocean conservation and stewardship. Harvard Business School professor Rosabeth Moss Kanter and Thiele discuss how changing the narrative is imperative when looking for ways to solve big problems.tag:audio.hbr.org,2016-09-16:cold-call.0113Tue, 18 Feb 2020 08:33:28 -0500Global Ocean Trust: Protecting the Blue Planet in New WaysfalseFollowing a successful career in finance, Torsten Thiele has devoted himself full-time to the challenging cause of ocean conservation and stewardship. Harvard Business School professor Rosabeth Moss Kanter and Thiele discuss how changing the narrative is imperative when looking for ways to solve big problems.113full1619 Following a successful career in finance, Torsten Thiele has devoted himself full-time to the challenging cause of ocean conservation and stewardship, which led him to start the Global Ocean Trust. Harvard Business School professor Rosabeth Moss Kanter discusses themes from her new book, “Think Outside the Building,” as she and Thiele explore how changing the narrative is imperative when looking for ways to solve big problems. This episode is based off of the case “Torsten Thiele and the Global Ocean Trust.”

HBR Presents is a network of podcasts curated by HBR editors, bringing you the best business ideas from the leading minds in management. The views and opinions expressed are solely those of the authors and do not necessarily reflect the official policy or position of Harvard Business Review or its affiliates.

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Why Backstage Capital Invests in “Underestimated” Entrepreneurshttps://hbr.org/podcast/2020/02/why-backstage-capital-invests-in-underestimated-entrepreneursHarvard Business School professor Laura Huang, whose new book “Edge” explores methods for turning adversity into professional advantage, is joined by Venture Capitalist Arlan Hamilton to discuss her strategy of backing entrepreneurs who have been ignored because of stereotypes, biases, and preconceptions.tag:audio.hbr.org,2016-09-16:cold-call.0112Tue, 04 Feb 2020 08:44:32 -0500Why Backstage Capital Invests in “Underestimated” EntrepreneursfalseHarvard Business School professor Laura Huang, whose new book “Edge” explores methods for turning adversity into professional advantage, is joined by Venture Capitalist Arlan Hamilton to discuss her strategy of backing entrepreneurs who have been ignored because of stereotypes, biases, and preconceptions.112full1839 Harvard Business School professor Laura Huang, whose new book “Edge” explores methods for turning adversity into professional advantage, is joined by Venture Capitalist Arlan Hamilton to discuss her strategy of backing entrepreneurs who have been ignored because of stereotypes, biases, and preconceptions. This episode is based off Huang and Sarah Mehta’s case, “Arlan Hamilton and Backstage Capital.”

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China-based Fuyao Glass Considers Manufacturing in the U.S.https://hbr.org/podcast/2020/01/china-based-fuyao-glass-considers-manufacturing-in-the-u-sNot many Chinese companies open manufacturing facilities in the U.S., but automotive glass maker Fuyao is considering just that. Harvard Business School professor Willy Shih examines factors that go into deciding where companies should locate production facilities in his case, “Fuyao Glass America: Sourcing Decision.”tag:audio.hbr.org,2016-09-16:cold-call.0111Tue, 21 Jan 2020 09:09:15 -0500China-based Fuyao Glass Considers Manufacturing in the U.S.falseNot many Chinese companies open manufacturing facilities in the U.S., but automotive glass maker Fuyao is considering just that. Harvard Business School professor Willy Shih examines factors that go into deciding where companies should locate production facilities in his case, “Fuyao Glass America: Sourcing Decision.”111full1461 Not many Chinese companies open manufacturing facilities in the U.S., but automotive glass maker Fuyao is considering just that. Harvard Business School professor Willy Shih examines the factors that go into deciding where companies should locate production facilities. The case, “Fuyao Glass America: Sourcing Decision,” focuses on the world’s second largest automotive glass producer as it expands from China into the U.S. and explores a core question facing managers who want to produce physical products for world markets. To meet a very aggressive cost target, management is faced with two options: fulfilling its contract with its new Ohio factory or its factory based out of Tianjin, China. Unlike the Ohio factory, the Chinese factory produces below the cost target, but it also incurs extensive shipping costs and requires a far greater amount of inventory holding.

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Can Capitalism Be Fixed by Making Companies More Just?https://hbr.org/podcast/2020/01/can-capitalism-be-fixed-by-making-companies-more-justHarvard Business School professors Ethan Rouen and Charlie Wang explore whether capitalism is broken and if JUST Capital's performance evaluation rubric and strategies for exerting influence are likely to be effective in improving corporate behavior. Their case is titled, “Measuring Impact at JUST Capital.”tag:audio.hbr.org,2016-09-16:cold-call.0110Tue, 07 Jan 2020 09:05:35 -0500Can Capitalism Be Fixed by Making Companies More Just?falseHarvard Business School professors Ethan Rouen and Charlie Wang explore whether capitalism is broken and if JUST Capital's performance evaluation rubric and strategies for exerting influence are likely to be effective in improving corporate behavior. Their case is titled, “Measuring Impact at JUST Capital.”110full1724 Harvard Business School professors Ethan Rouen and Charlie Wang explore whether capitalism is broken and if JUST Capital’s performance evaluation rubric and strategies for exerting influence are likely to be effective in improving corporate behavior. Their case is titled, “Measuring Impact at JUST Capital.”

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Under Pressure, OXXO Rethinks the Convenience Storehttps://hbr.org/podcast/2019/12/under-pressure-oxxo-rethinks-the-convenience-storeMexican convenience store chain OXXO dominated its market -- until its chief rival doubled in size almost overnight. Harvard Business School professor Tatiana Sandino discusses how CEO Eduardo Padilla responded by creating an agile organization based on a team culture and strong management systems.tag:audio.hbr.org,2016-09-16:cold-call.0109Tue, 17 Dec 2019 08:56:55 -0500Under Pressure, OXXO Rethinks the Convenience StorefalseMexican convenience store chain OXXO dominated its market -- until its chief rival doubled in size almost overnight. Harvard Business School professor Tatiana Sandino discusses how CEO Eduardo Padilla responded by creating an agile organization based on a team culture and strong management systems.109full1858 Mexican convenience store chain OXXO dominated its market — until its chief rival doubled in size almost overnight. Harvard Business School professor Tatiana Sandino discusses how CEO Eduardo Padilla responded by creating an agile organization based on a team culture and strong management systems in her case, “OXXO’s Turf War Against Extra.”

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Why CalSTRS Chooses to Engage with the Gun Industryhttps://hbr.org/podcast/2019/12/why-calstrs-chooses-to-engage-with-the-gun-industryShould large institutional investors divest or engage if they have an issue with a company? Harvard Business School professor Vikram Gandhi discusses why and how CalSTRS, the $200 billion pension plan for California public school teachers, chooses to engage with gun makers and retailers in California in his case, “CalSTRS Takes on Gun Violence.”tag:audio.hbr.org,2016-09-16:cold-call.0108Tue, 03 Dec 2019 09:09:12 -0500Why CalSTRS Chooses to Engage with the Gun IndustryfalseShould large institutional investors divest or engage if they have an issue with a company? Harvard Business School professor Vikram Gandhi discusses why and how CalSTRS, the $200 billion pension plan for California public school teachers, chooses to engage with gun makers and retailers in California in his case, “CalSTRS Takes on Gun Violence.”108full1667 Should large institutional investors divest or engage if they have an issue with a company? Harvard Business School professor Vikram Gandhi discusses why and how CalSTRS, the $200 billion pension plan for California public school teachers, chooses to engage with gun makers and retailers in California in his case, “CalSTRS Takes on Gun Violence.”

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Lessons from IBM in Nazi Germanyhttps://hbr.org/podcast/2019/11/lessons-from-ibm-in-nazi-germanyHarvard Business School professor Geoff Jones discusses his case, “Thomas J. Watson, IBM and Nazi Germany,” which explores the options and responsibilities of multinationals with investments in politically reprehensible regimes.tag:audio.hbr.org,2016-09-16:cold-call.0107Tue, 19 Nov 2019 09:07:59 -0500Lessons from IBM in Nazi GermanyfalseHarvard Business School professor Geoff Jones discusses his case, “Thomas J. Watson, IBM and Nazi Germany,” which explores the options and responsibilities of multinationals with investments in politically reprehensible regimes.107full1353 Harvard Business School professor Geoff Jones discusses his case, “Thomas J. Watson, IBM and Nazi Germany,” which explores the options and responsibilities of multinationals with investments in politically reprehensible regimes. The case considers the strategy of U.S.-owned IBM, then a manufacturer of punch cards, in Nazi Germany before 1937, and opens with IBM CEO Thomas J. Watson meeting Adolf Hitler in his capacity as President of the International Chamber of Commerce. IBM had acquired a German company in 1922 and, like other American companies, found itself operating after 1933 in a country whose government violently suppressed political dissent and engaged in intimidation and discrimination against Jews.

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Can the Robin Hood Army Grow with Zero Financial Resources?https://hbr.org/podcast/2019/11/can-the-robin-hood-army-grow-with-zero-financial-resourcesIn 2014, Neel Ghose (MBA 2019) created the Robin Hood Army, an entirely volunteer-based organization working to get surplus food to hungry people. Just four years later, they had served more than 9 million people in 103 cities around the world, all while maintaining their “golden rule” of being zero-funds. Harvard Business School’s Susanna Gallani and Ghose discuss the most pressing challenge facing the organization with its fast growth and no monetary assets: how to attract, retain, and motivate workers.tag:audio.hbr.org,2016-09-16:cold-call.0106Tue, 05 Nov 2019 08:51:32 -0500Can the Robin Hood Army Grow with Zero Financial Resources?falseIn 2014, Neel Ghose (MBA 2019) created the Robin Hood Army, an entirely volunteer-based organization working to get surplus food to hungry people. Just four years later, they had served more than 9 million people in 103 cities around the world, all while maintaining their “golden rule” of being zero-funds. Harvard Business School’s Susanna Gallani and Ghose discuss the most pressing challenge facing the organization with its fast growth and no monetary assets: how to attract, retain, and motivate workers.106full2083 In 2014, Neel Ghose (MBA 2019) created The Robin Hood Army, an organization entirely based on volunteer work that used food redistribution as a medium to bring out the best in humanity. By the end of 2018, the Robin Hood Army was present in twelve countries, was serving over 500,000 meals per month, and had helped more than 750 children enroll in public schools. All of it without raising a single rupee, in line with their “golden rule” of being a zero-funds organization. Harvard Business School’s Susanna Gallani and Ghose discuss the challenges and opportunities associated with fast growth and international expansion of a startup that operates with no monetary assets, including how to attract, retain, and motivate workers.

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Goldman Sachs’ $500 Million Bet on Small Businesseshttps://hbr.org/podcast/2019/10/goldman-sachs-500-million-bet-on-small-businessesLaunched in the midst of the financial crisis, Goldman Sachs' “10,000 Small Businesses” program provided business education and access to capital for small businesses across the United States. The company committed $500 million to fund the program and nine years later had graduated 7,300 participants, just shy of its goal. Harvard Business School professor Len Schlesinger discusses the success, impact, and future of the program.tag:audio.hbr.org,2016-09-16:cold-call.0105Tue, 15 Oct 2019 08:56:28 -0500Goldman Sachs’ $500 Million Bet on Small BusinessesfalseLaunched in the midst of the financial crisis, Goldman Sachs' “10,000 Small Businesses” program provided business education and access to capital for small businesses across the United States. The company committed $500 million to fund the program and nine years later had graduated 7,300 participants, just shy of its goal. Harvard Business School professor Len Schlesinger discusses the success, impact, and future of the program.105full1296 Launched in the midst of the financial crisis in 2009, Goldman Sachs’ “10,000 Small Businesses” program provided free business education, a network of support, and access to capital for small businesses across the United States. The company committed $500 million to fund the program and nine years later had graduated 7,300 participants, just shy of its goal. Harvard Business School professor Len Schlesinger discusses the success, impact, and future of the program in his case, “Goldman Sachs: The 10,000 Small Businesses Program.”

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Can Gimlet Turn a Podcast Network Into a Disruptive Platform?https://hbr.org/podcast/2019/10/can-gimlet-turn-a-podcast-network-into-a-disruptive-platformHarvard Business School professors John Deighton and Jeffrey Rayport discuss how two former public radio producers launch the Gimlet Media podcast network, entering the last frontier of digital media. How can they turn a content supplier into a disruptive platform?tag:audio.hbr.org,2016-09-16:cold-call.0104Tue, 01 Oct 2019 11:47:56 -0500Can Gimlet Turn a Podcast Network Into a Disruptive Platform?falseHarvard Business School professors John Deighton and Jeffrey Rayport discuss how two former public radio producers launch the Gimlet Media podcast network, entering the last frontier of digital media. How can they turn a content supplier into a disruptive platform?104full1584 Harvard Business School professors John Deighton and Jeffrey Rayport discuss their case, “Gimlet Media: A Podcasting Startup,” and how two former public radio producers launch a podcast network, entering the last frontier of digital media. Can they turn a content supplier into a disruptive platform?

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How a New Leader Broke Through a Culture of Accuse, Blame, and Criticizehttps://hbr.org/podcast/2019/09/how-a-new-leader-broke-through-a-culture-of-accuse-blame-and-criticizeChildren’s Hospital & Clinics COO Julie Morath sets out to change the culture there by instituting a policy of blameless reporting, which encourages employees to report anything that goes wrong or seems substandard without fear of reprisal for the act of reporting. Harvard Business School professor Amy Edmondson discusses getting an organization into the “High Performance Zone” by creating an environment of psychological safety and high accountability.tag:audio.hbr.org,2016-09-16:cold-call.0103Tue, 17 Sep 2019 09:51:25 -0500How a New Leader Broke Through a Culture of Accuse, Blame, and CriticizefalseChildren’s Hospital & Clinics COO Julie Morath sets out to change the culture there by instituting a policy of blameless reporting, which encourages employees to report anything that goes wrong or seems substandard without fear of reprisal for the act of reporting. Harvard Business School professor Amy Edmondson discusses getting an organization into the “High Performance Zone” by creating an environment of psychological safety and high accountability.103full1325 Children’s Hospital & Clinics COO Julie Morath sets out to change the culture there by instituting “Blameless Reporting,” a policy which mandates that employees report anything that goes wrong or seems substandard without fear of reprisal for the act of reporting. Harvard Business School professor Amy Edmondson discusses getting an organization into the “High Performance Zone” by creating an environment of psychological safety and high accountability in her case, “Children’s Hospital & Clinics.”

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At Booking.com, Innovation Means Constant Failurehttps://hbr.org/podcast/2019/09/at-booking-com-innovation-means-constant-failureHarvard Business School professor Stefan Thomke discusses how past experience and intuition can be misleading when attempting to launch an innovative new product, service, business model, or process. Instead, Booking.com and other innovative firms embrace a culture where testing, experimentation, and even failure are at the heart of what they do.tag:audio.hbr.org,2016-09-16:cold-call.0102Tue, 03 Sep 2019 10:00:27 -0500At Booking.com, Innovation Means Constant FailurefalseHarvard Business School professor Stefan Thomke discusses how past experience and intuition can be misleading when attempting to launch an innovative new product, service, business model, or process. Instead, Booking.com and other innovative firms embrace a culture where testing, experimentation, and even failure are at the heart of what they do.102full1551 Harvard Business School professor Stefan Thomke discusses how past experience and intuition can be misleading when attempting to launch an innovative new product, service, business model, or process in his case “Booking.com” (co-author: Daniela Beyersdorfer) and his new book, “Experimentation Works.” Instead, Booking.com and other innovative firms embrace a culture where testing, experimentation, and even failure are at the heart of what they do.

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Should a Pension Fund Try to Change the World?https://hbr.org/podcast/2019/08/should-a-pension-fund-try-to-change-the-worldHarvard Business School professors Rebecca Henderson and George Serafeim discuss the impact investing efforts of Hiro Mizuno, CIO of GPIF, Japan’s government pension fund. He says that improving corporate governance, increasing inclusion and gender diversity, and addressing climate change would expand Japan’s economy. But, should a pension fund try to change the world?tag:audio.hbr.org,2016-09-16:cold-call.0101Tue, 20 Aug 2019 09:30:35 -0500Should a Pension Fund Try to Change the World?falseHarvard Business School professors Rebecca Henderson and George Serafeim discuss the impact investing efforts of Hiro Mizuno, CIO of GPIF, Japan’s government pension fund. He says that improving corporate governance, increasing inclusion and gender diversity, and addressing climate change would expand Japan’s economy. But, should a pension fund try to change the world?101full1771 Harvard Business School professors Rebecca Henderson and George Serafeim discuss the efforts of Hiro Mizuno, CIO of GPIF, the Japanese Government Pension Investment Fund, one of the largest pools of capital in the world, to integrate Environmental, Social and Governance (ESG) issues into every aspect of GPIF’s portfolio. Mizuno believed the only way to meet his responsibilities to his beneficiaries was to improve the performance of the entire economy by improving corporate governance, increasing inclusion and gender diversity, and reducing environmental damage from climate change. But, would it be enough to change the world? Should a pension fund even try to change the world? Henderson and Serafeim discuss these questions and more in their case, “Should a Pension Fund Try to Change the World? Inside GPIF’s Embrace of ESG.”

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Super Bowl Ads Sell Products, but Do They Sell Brands?https://hbr.org/podcast/2019/08/super-bowl-ads-sell-products-but-do-they-sell-brandsMuch of the advertising purchased during the Super Bowl is about selling corporate brands rather than products. Harvard Business School professor Shelle Santana discusses her case, "Super Bowl Storytelling," (co-author: Jill Avery), regarding the art of storytelling on the world’s biggest television stage. Which stories win (or fumble) on game day?tag:audio.hbr.org,2016-09-16:cold-call.0100Tue, 06 Aug 2019 10:12:37 -0500Super Bowl Ads Sell Products, but Do They Sell Brands?falseMuch of the advertising purchased during the Super Bowl is about selling corporate brands rather than products. Harvard Business School professor Shelle Santana discusses her case, "Super Bowl Storytelling," (co-author: Jill Avery), regarding the art of storytelling on the world’s biggest television stage. Which stories win (or fumble) on game day?100full2006 Much of the advertising purchased during the Super Bowl is about selling corporate brands rather than products. Harvard Business School professor Shelle Santana discusses her case, “Super Bowl Storytelling,” (co-author: Jill Avery), regarding the art of storytelling on the world’s biggest television stage. Which stories win (or fumble) on game day?

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JUUL: Leading the Vaping Revolutionhttps://hbr.org/podcast/2019/07/juul-leading-the-vaping-revolutionIn his case, “JUUL and the Vaping Revolution,” Harvard Business School professor Mike Toffel discusses the controversy surrounding the exponential growth of JUUL vaping products in 2018, in particular the success of its e-cigarettes with teenage high school students who had never smoked.tag:audio.hbr.org,2016-09-16:cold-call.0099Tue, 16 Jul 2019 08:00:22 -0500JUUL: Leading the Vaping RevolutionfalseIn his case, “JUUL and the Vaping Revolution,” Harvard Business School professor Mike Toffel discusses the controversy surrounding the exponential growth of JUUL vaping products in 2018, in particular the success of its e-cigarettes with teenage high school students who had never smoked.99full1415 In his case, “JUUL and the Vaping Revolution” (co-authors: John Masko and Sarah Mehta), Harvard Business School professor Mike Toffel discusses the controversy surrounding the exponential growth of JUUL Labs in 2018, in particular the success of its e-cigarettes with teenage high school students who had never smoked. The company’s success had thrust it into the spotlight, with some advocacy groups and public policy makers speculating that the company had purposefully marketed its products to minors — an allegation JUUL Labs’s executives strongly denied. The company now faced an FDA probe and investigations by at least two state attorney generals. It needed a strategy to deal with its mounting regulatory and public relations problems.

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The Controversial History of United Fruithttps://hbr.org/podcast/2019/07/the-controversial-history-of-united-fruitHarvard Business School professor Geoffrey Jones discusses the overthrow of President Jacobo Arbenz of Guatemala in 1954 in a U.S.-backed coup in support of the United Fruit Co. (now Chiquita Brands International). Jones examines the impact and role of the company in the Guatemalan economy.tag:audio.hbr.org,2016-09-16:cold-call.0098Tue, 02 Jul 2019 12:00:09 -0500The Controversial History of United FruitfalseHarvard Business School professor Geoffrey Jones discusses the overthrow of President Jacobo Arbenz of Guatemala in 1954 in a U.S.-backed coup in support of the United Fruit Co. (now Chiquita Brands International). Jones examines the impact and role of the company in the Guatemalan economy.98full1206 Harvard Business School professor Geoffrey Jones, an expert in business history, discusses the overthrow of President Jacobo Arbenz of Guatemala in 1954 in a U.S.-backed coup in support of the United Fruit Co. (now Chiquita Brands International). Jones examines the impact and role of the company in the Guatemalan economy in his case, “The Octopus and the Generals: The United Fruit Company in Guatemala” (co-author: Marcelo Bucheli).

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In the Platform Economy, Upwork Searches for Better Matches in the Cloudhttps://hbr.org/podcast/2019/06/in-the-platform-economy-upwork-searches-for-better-matches-in-the-cloudStephane Kasriel, the CEO of Upwork, the leading platform for freelance labor, considers different pricing solutions and ways to improve the matching process as part of a business model redesign.tag:audio.hbr.org,2016-09-16:cold-call.0097Tue, 25 Jun 2019 10:22:33 -0500In the Platform Economy, Upwork Searches for Better Matches in the CloudfalseStephane Kasriel, the CEO of Upwork, the leading platform for freelance labor, considers different pricing solutions and ways to improve the matching process as part of a business model redesign.97full2880 Stephane Kasriel, the CEO of Upwork, the leading platform for freelance labor, considers different pricing solutions and ways to improve the matching process as part of a business model redesign. Harvard Business School professor David Yoffie discusses his case, “Upwork: Creating the Human Cloud” and is joined by Michael Cusumano of MIT Sloan School. Along with Annabelle Gawer, they co-authored the book, The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power.

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Can Khan Academy Scale to Educate Anyone, Anywhere?https://hbr.org/podcast/2019/06/can-khan-academy-scale-to-educate-anyone-anywhereKhan Academy is an online global education nonprofit launched by Sal Khan with the audacious mission to “provide a free world-class education for anyone, anywhere.” Harvard Business School professor Bill Sahlman discusses his case study of the company after Ginny Lee joins to help balance Khan’s aspirational vision with the short-term need for greater focus and prioritization.tag:audio.hbr.org,2016-09-16:cold-call.0096Tue, 18 Jun 2019 09:56:33 -0500Can Khan Academy Scale to Educate Anyone, Anywhere?falseKhan Academy is an online global education nonprofit launched by Sal Khan with the audacious mission to “provide a free world-class education for anyone, anywhere.” Harvard Business School professor Bill Sahlman discusses his case study of the company after Ginny Lee joins to help balance Khan’s aspirational vision with the short-term need for greater focus and prioritization.96full1762 Khan Academy is an online global education nonprofit launched in 2006 by Sal Khan with the mission to “provide a free world-class education for anyone, anywhere.” After a dozen years, expansion into 40 class subjects, and more than 15 million monthly visitors from 190 countries, Ginny Lee (formerly of Intuit), joins the company to help balance Sal Khan’s aspirational vision with the company’s short-term need for greater focus and prioritization. Harvard Business School professor Bill Sahlman discusses collaboration, balance, and tradeoffs in his case, “Khan Academy 2018.”

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Israel Turns 70: Does It Need a Rebrand?https://hbr.org/podcast/2019/06/israel-turns-70-does-it-need-a-rebrandIsrael turned 70 years old in May of 2018, but its brand image internationally was less than ideal. Market research revealed that many people associated Israel primarily with military conflict. Harvard Business School professor Elie Ofek discusses efforts to rebrand the country in his case, “Israel at 70: Is it Possible to (re)Brand a Country?”tag:audio.hbr.org,2016-09-16:cold-call.0095Tue, 04 Jun 2019 10:43:37 -0500Israel Turns 70: Does It Need a Rebrand?falseIsrael turned 70 years old in May of 2018, but its brand image internationally was less than ideal. Market research revealed that many people associated Israel primarily with military conflict. Harvard Business School professor Elie Ofek discusses efforts to rebrand the country in his case, “Israel at 70: Is it Possible to (re)Brand a Country?”95full1711 Israel celebrated its 70th anniversary in May of 2018, but its brand image internationally was less than ideal. Market research revealed that many people associated Israel only with military conflict. Harvard Business School professor Elie Ofek discusses efforts to rebrand the country, and whether these efforts to shift perceptions are starting to show success, in his case: “Israel at 70: Is it Possible to (re)Brand a Country?

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If the Key to Business Success Is Focus, Why Does Amazon Work?https://hbr.org/podcast/2019/05/if-the-key-to-business-success-is-focus-why-does-amazon-workHarvard Business School professor Sunil Gupta explores the infiltration of Amazon into dozens of industries including web services, grocery, online video streaming, content creation and, oh, did we mention physical bookstores? What’s the big plan? Is the company spread too thin, or poised for astronomical success? Gupta is the author of the case study, “Amazon 2019.”tag:audio.hbr.org,2016-09-16:cold-call.0094Tue, 21 May 2019 07:52:38 -0500If the Key to Business Success Is Focus, Why Does Amazon Work?falseHarvard Business School professor Sunil Gupta explores the infiltration of Amazon into dozens of industries including web services, grocery, online video streaming, content creation and, oh, did we mention physical bookstores? What’s the big plan? Is the company spread too thin, or poised for astronomical success? Gupta is the author of the case study, “Amazon 2019.”94full1253 Harvard Business School professor Sunil Gupta explores the infiltration of Amazon into dozens of industries including web services, grocery, online video streaming, content creation and, oh, did we mention physical bookstores? What’s the big plan? Is the company spread too thin, or poised for astronomical success? Learn more about this discussion in his case, “Amazon 2019.”

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Managers: Are You Prepared to Handle Religion in the Workplace?https://hbr.org/podcast/2019/05/managers-are-you-prepared-to-handle-religion-in-the-workplaceChallenges related to managing religion in the workplace are on the rise, as are religious discrimination claims and monetary settlements in the U.S. and around the world. Harvard Business School professor Derek van Bever discusses two examples in his case, “Managing Religion in the Workplace: Abercrombie & Fitch and Masterpiece Cakeshop.”tag:audio.hbr.org,2016-09-16:cold-call.0093Tue, 07 May 2019 07:49:04 -0500Managers: Are You Prepared to Handle Religion in the Workplace?falseChallenges related to managing religion in the workplace are on the rise, as are religious discrimination claims and monetary settlements in the U.S. and around the world. Harvard Business School professor Derek van Bever discusses two examples in his case, “Managing Religion in the Workplace: Abercrombie & Fitch and Masterpiece Cakeshop.”93full1010 Challenges related to managing religion in the workplace are on the rise, as are religious discrimination claims and monetary settlements, in the United States and around the world. Harvard Business School professor and director of the Forum for Growth & InnovationDerek van Bever discusses two examples that made their way to the U.S. Supreme Court in his case, “Managing Religion in the Workplace: Abercrombie & Fitch and Masterpiece Cakeshop.”

For listeners interested in more detail about these Supreme Court cases:

Editor’s note: This episode was updated May 21, 2019.

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Would You Live in a Smart City Where Government Controls Privacy?https://hbr.org/podcast/2019/04/would-you-live-in-a-smart-city-where-government-controls-privacyToronto is experimenting with smart city concepts envisioned by Google spin-off Sidewalk Labs. Harvard Business School professors Leslie John and Mitch Weiss discuss the tradeoffs of using technology to improve modern city life at potential costs to digital privacy from their case, “Sidewalk Labs: Privacy in a City Built from the Internet Up.” Is it worth it?tag:audio.hbr.org,2016-09-16:cold-call.0092Tue, 16 Apr 2019 10:17:55 -0500Would You Live in a Smart City Where Government Controls Privacy?falseToronto is experimenting with smart city concepts envisioned by Google spin-off Sidewalk Labs. Harvard Business School professors Leslie John and Mitch Weiss discuss the tradeoffs of using technology to improve modern city life at potential costs to digital privacy from their case, “Sidewalk Labs: Privacy in a City Built from the Internet Up.” Is it worth it?92full1448 Toronto is experimenting with smart city concepts envisioned by Google spin-off Sidewalk Labs. Harvard Business School professors Leslie John and Mitch Weiss discuss the tradeoffs of using technology to improve modern city life at potential costs to digital privacy from their case, “Sidewalk Labs: Privacy in a City Built from the Internet Up.” Is it worth it?

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Can Mark Zuckerberg Rebuild Trust in Facebook?https://hbr.org/podcast/2019/04/can-mark-zuckerberg-rebuild-trust-in-facebookFacebook CEO Mark Zuckerberg faced a crucible moment in 2018 after Cambridge Analytica accessed data from 87 million Facebook accounts. Harvard Business School professor Bill George discusses his case, “Facebook Confronts a Crisis of Trust,” including why Zuckerberg handled the crisis as he did, the role of companies in protecting privacy, and the pros and cons of regulation.tag:audio.hbr.org,2016-09-16:cold-call.0091Wed, 03 Apr 2019 09:14:26 -0500Can Mark Zuckerberg Rebuild Trust in Facebook?falseFacebook CEO Mark Zuckerberg faced a crucible moment in 2018 after Cambridge Analytica accessed data from 87 million Facebook accounts. Harvard Business School professor Bill George discusses his case, “Facebook Confronts a Crisis of Trust,” including why Zuckerberg handled the crisis as he did, the role of companies in protecting privacy, and the pros and cons of regulation.91full1172 Facebook CEO Mark Zuckerberg faced a “crucible moment,” a point in his life that would test him and potentially shape him as a leader, in March 2018 when it was discovered that Cambridge Analytica had accessed data from 87 million Facebook accounts. Harvard Business School professor, and former chairman and CEO of Medtronic, Bill George discusses his case, “Facebook Confronts a Crisis of Trust” — why Zuckerberg handled the crisis as he did, the importance of earning and keeping user trust, the role of companies in protecting privacy, and the pros and cons of regulation.

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Will Startup Fishbowl Become the Social Media App for Your Industry?https://hbr.org/podcast/2019/03/will-startup-fishbowl-become-the-social-media-app-for-your-industryFishbowl's founders have built a social media platform allowing professionals to connect anonymously and with candor within their companies and industry. But the app is still largely limited to the consulting industry. Can they extend the app into other sectors? What’s the winning business model? Will adding employers to the mix pay off or kill the value? Harvard Business School professor Leslie John discusses her case study exploring the boundaries of social media and personal privacy.c5c12d103dd645f49d7b2f7c8730b135Fri, 22 Mar 2019 09:32:34 -0500Will Startup Fishbowl Become the Social Media App for Your Industry?falseFishbowl's founders have built a social media platform allowing professionals to connect anonymously and with candor within their companies and industry. But the app is still largely limited to the consulting industry. Can they extend the app into other sectors? What’s the winning business model? Will adding employers to the mix pay off or kill the value? Harvard Business School professor Leslie John discusses her case study exploring the boundaries of social media and personal privacy.90full1191 Fishbowl’s founders have built a social media platform allowing professionals to connect anonymously and with candor within their companies and industry. But the app is still largely limited to the consulting industry. Can they extend the app into other sectors? What’s the winning business model? Will adding employers to the mix pay off or kill the value? Harvard Business School professor Leslie John discusses her case study exploring the boundaries of social media and personal privacy, entitled “Fishbowl.”

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How Helena Rubinstein Used Tall Tales to Turn Cosmetics into a Luxury Brandhttps://hbr.org/podcast/2019/03/how-helena-rubinstein-used-tall-tales-to-turn-cosmetics-into-a-luxury-brandHarvard Business School professor Geoff Jones examines the career of Helena Rubinstein, one of the trailblazing female entrepreneurs of the 20th century. Using guile, brilliant branding, and more than a few falsehoods, Rubinstein lifted cosmetics from an accessory item for prostitutes to a great luxury item during the Great Depression.6ec2cb08be014a8b8867989662383798Tue, 12 Mar 2019 11:15:41 -0500How Helena Rubinstein Used Tall Tales to Turn Cosmetics into a Luxury BrandfalseHarvard Business School professor Geoff Jones examines the career of Helena Rubinstein, one of the trailblazing female entrepreneurs of the 20th century. Using guile, brilliant branding, and more than a few falsehoods, Rubinstein lifted cosmetics from an accessory item for prostitutes to a great luxury item during the Great Depression.89full1449 Harvard Business School professor Geoff Jones discusses his case entitled “Helena Rubinstein, Making Up the Modern Woman,” which examines the career of Helena Rubinstein, one of the trailblazing female entrepreneurs of the 20th century. Using guile, brilliant branding, and more than a few falsehoods, Rubinstein lifted cosmetics from an accessory item for prostitutes to a great luxury item during the Great Depression.

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Pursuing Precision Medicine at Intermountain Healthcarehttps://hbr.org/podcast/2019/02/pursuing-precision-medicine-at-intermountain-healthcareWhat happens when Intermountain Healthcare invests resources in an innovative precision medicine unit to provide life-extending, genetically targeted therapies to late-stage cancer patients? Harvard Business School professors Richard Hamermesh and Kathy Giusti discuss the case and its connections to their work with the Kraft Precision Medicine Accelerator.8e0bc069891344698242124027be5f37Tue, 26 Feb 2019 11:11:13 -0500Pursuing Precision Medicine at Intermountain HealthcarefalseWhat happens when Intermountain Healthcare invests resources in an innovative precision medicine unit to provide life-extending, genetically targeted therapies to late-stage cancer patients? Harvard Business School professors Richard Hamermesh and Kathy Giusti discuss the case and its connections to their work with the Kraft Precision Medicine Accelerator.88full1564 What happens when Intermountain Healthcare invests resources in an innovative precision medicine unit to provide life-extending, genetically targeted therapies to late-stage cancer patients? Harvard Business School professors Richard Hamermesh and Kathy Giusti discuss their case — entitled “Intermountain Healthcare: Pursuing Precision Medicine” — and its connections to their work with the Kraft Precision Medicine Accelerator.

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The Delicious History of Hershey Chocolatehttps://hbr.org/podcast/2019/02/the-delicious-history-of-hershey-chocolateHave you ever wondered how Hershey chocolate came to be so popular? Harvard Business School professor Nancy Koehn discusses the life and vision of Milton Hershey, the entrepreneur and philanthropist behind the Hershey chocolate bar, the town of Hershey, Pennsylvania, and the Milton Hershey School.49aed467d0e94d638f6a20bc17f6880cWed, 13 Feb 2019 11:06:42 -0500The Delicious History of Hershey ChocolatefalseHave you ever wondered how Hershey chocolate came to be so popular? Harvard Business School professor Nancy Koehn discusses the life and vision of Milton Hershey, the entrepreneur and philanthropist behind the Hershey chocolate bar, the town of Hershey, Pennsylvania, and the Milton Hershey School.87full1556 Have you ever wondered how Hershey chocolate came to be so popular? Harvard Business School professor Nancy Koehn discusses her case entitled “Candy Land, the Utopian Vision of Milton Hershey,” which explores the life and vision of Milton Hershey, the entrepreneur and philanthropist behind the Hershey chocolate bar, the town of Hershey, Pennsylvania, and the Milton Hershey School.

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How Wegmans Became a Leader in Improving Food Safetyhttps://hbr.org/podcast/2019/01/how-wegmans-became-a-leader-in-improving-food-safetyHarvard Business School professor Ray Goldberg discusses how Wegmans CEO faced a food safety issue and then helped the industry determine how it could become more proactive in the future.541ff1bdf41140bcb7d386636a038549Tue, 29 Jan 2019 11:01:07 -0500How Wegmans Became a Leader in Improving Food SafetyfalseHarvard Business School professor Ray Goldberg discusses how Wegmans CEO faced a food safety issue and then helped the industry determine how it could become more proactive in the future.86full1003 Harvard Business School professor Ray Goldberg discusses his case study, “Wegmans and Listeria: Developing a Proactive Food Safety System for Produce” — how Wegmans CEO faced a food safety issue and then helped the industry determine how it could become more proactive in the future.

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Can Miguel McKelvey Build the “Culture Operating System” at WeWork?https://hbr.org/podcast/2019/01/can-miguel-mckelvey-build-the-culture-operating-system-at-weworkHow deeply does the culture of a startup matter? Can it be shaped? Harvard Business School professor Jeffrey Rayport discusses WeWork cofounder Miguel McKelvey’s innovative role in building a company culture to support rapid growth.5a193dfc91fb4c64aff4a835293c47afWed, 09 Jan 2019 10:56:21 -0500Can Miguel McKelvey Build the "Culture Operating System" at WeWork?falseHow deeply does the culture of a startup matter? Can it be shaped? Harvard Business School professor Jeffrey Rayport discusses WeWork cofounder Miguel McKelvey’s innovative role in building a company culture to support rapid growth.85full1571 How deeply does the culture of a startup matter? Can it be shaped? Harvard Business School professor Jeffrey Rayport discusses his case “WeWork” regarding cofounder Miguel McKelvey’s innovative role in building a company culture to support rapid growth.

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Using Fintech to Disrupt Eastern Bank from Withinhttps://hbr.org/podcast/2018/12/using-fintech-to-disrupt-eastern-bank-from-withinWas Eastern Labs a huge success or an expensive mistake? Eastern Bank CEO Bob Rivers innovates from within by partnering with fintech entrepreneur Dan O’Malley to launch a completely automated small business lending product. Harvard Business School professor Karen Mills discusses key questions from the case: Did Rivers have the right intrapreneurship model? Did he change the culture at Eastern? Did he make a mistake spinning off Numerated into a separate company?f9b0d1caf7e046ef99cf45b133c9f35bTue, 18 Dec 2018 10:46:41 -0500Using Fintech to Disrupt Eastern Bank from WithinfalseWas Eastern Labs a huge success or an expensive mistake? Eastern Bank CEO Bob Rivers innovates from within by partnering with fintech entrepreneur Dan O’Malley to launch a completely automated small business lending product. Harvard Business School professor Karen Mills discusses key questions from the case: Did Rivers have the right intrapreneurship model? Did he change the culture at Eastern? Did he make a mistake spinning off Numerated into a separate company?84full1102 Was Eastern Labs a huge success or an expensive mistake? Eastern Bank CEO Bob Rivers innovates from within by partnering with fintech entrepreneur Dan O’Malley to launch a completely automated small business lending product. Harvard Business School professor Karen Mills discusses key questions from her case, “Eastern Bank; Innovating Through Eastern Labs”: Did Rivers have the right intrapreneurship model? Did he change the culture at Eastern? Did he make a mistake spinning off Numerated into a separate company?

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Honda Created a Civic for Very Light Jets: How High Will it Fly?https://hbr.org/podcast/2018/12/honda-created-a-civic-for-very-light-jets-how-high-will-it-flyAfter thirty years of research and development, the HondaJet is now the top selling jet in the very light jet segment of the market. Harvard Business School professor Gary Pisano discusses how Honda Aircraft Corporation CEO Michimasa Fujino brings the jet to life, and must now decide on ways to grow the business.42c173138c714b44950f9b84e442be5bWed, 05 Dec 2018 10:41:51 -0500Honda Created a Civic for Very Light Jets: How High Will it Fly?falseAfter thirty years of research and development, the HondaJet is now the top selling jet in the very light jet segment of the market. Harvard Business School professor Gary Pisano discusses how Honda Aircraft Corporation CEO Michimasa Fujino brings the jet to life, and must now decide on ways to grow the business.83full1316 After thirty years of research and development, the HondaJet is now the top selling jet in the very light jet segment of the market. Harvard Business School professor Gary Pisano discusses his case study entitled, “Flying into the Future: HondaJet” — how Honda Aircraft Corporation CEO Michimasa Fujino brings the jet to life, and must now decide on ways to grow the business.

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Building a Nonprofit Marketplace System to Feed Americahttps://hbr.org/podcast/2018/11/building-a-nonprofit-marketplace-system-to-feed-americaFeeding America is the third largest nonprofit in America, managing a network of more than 200 food banks nationwide. Harvard Business School professor Scott Duke Kominers and University of Chicago professor Canice Prendergast discuss how the organization designed a marketplace that was efficient and fair for all participants.516283b83a594732a325cc4d11425936Mon, 19 Nov 2018 10:37:30 -0500Building a Nonprofit Marketplace System to Feed AmericafalseFeeding America is the third largest nonprofit in America, managing a network of more than 200 food banks nationwide. Harvard Business School professor Scott Duke Kominers and University of Chicago professor Canice Prendergast discuss how the organization designed a marketplace that was efficient and fair for all participants.82full1503 Feeding America is the third largest nonprofit in America, managing a network of more than 200 food banks nationwide. Harvard Business School professor Scott Duke Kominers and University of Chicago professor Canice Prendergast discuss Kominers’ case, “Feeding America (A)” — how the organization designed a marketplace that was efficient and fair for all participants.

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Could Big Data Replace the Creative Director at the Gap?https://hbr.org/podcast/2018/11/could-big-data-replace-the-creative-director-at-the-gapIs it time to throw out the creative director and rely on big data to predict what consumers want to wear next? Harvard Business School professor Ayelet Israeli discusses how Gap CEO Art Peck considers this bold idea to boost sales.7af65d58842741e189ae5624f129b122Wed, 07 Nov 2018 10:32:41 -0500Could Big Data Replace the Creative Director at the Gap?falseIs it time to throw out the creative director and rely on big data to predict what consumers want to wear next? Harvard Business School professor Ayelet Israeli discusses how Gap CEO Art Peck considers this bold idea to boost sales.81full1112 Is it time to throw out the creative director and rely on big data to predict what consumers want to wear next? Harvard Business School professor Ayelet Israeli discusses her case study, “Predicting Consumer Tastes With Big Data at Gap” — how Gap CEO Art Peck considers this bold idea to boost sales.

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Vodafone’s Innovative Approach to Advanced Technologieshttps://hbr.org/podcast/2018/10/vodafones-innovative-approach-to-advanced-technologiesHarvard Business School professor Bill Kerr discusses how Vodafone, one of the largest companies in the telecommunications space, incorporated technological advancements like big data, automation, and artificial intelligence to improve productivity while ensuring new opportunities were created for the next generation of workers.f9c70ba86afa4040827150766b2f8868Wed, 24 Oct 2018 10:28:14 -0500Vodafone's Innovative Approach to Advanced TechnologiesfalseHarvard Business School professor Bill Kerr discusses how Vodafone, one of the largest companies in the telecommunications space, incorporated technological advancements like big data, automation, and artificial intelligence to improve productivity while ensuring new opportunities were created for the next generation of workers.80full1401 Harvard Business School professor Bill Kerr discusses how Vodafone, one of the largest companies in the telecommunications space, incorporated technological advancements like big data, automation, and artificial intelligence to improve productivity while ensuring new opportunities were created for the next generation of workers. Kerr is the author of the case study, “Vodafone: Managing Advanced Technologies and Artificial Intelligence.”

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Baseball’s Billy Beane Shows Companies the Power of Datahttps://hbr.org/podcast/2018/10/baseballs-billy-beane-shows-companies-the-power-of-dataOakland Athletics General Manager Billy Beane brought a data driven and unconventional approach to winning baseball games. By setting strategy and articulating the metric to evaluate and acquire the players who would ultimately implement his strategy on the field, Beane’s sabermetrics approach brought about a cultural shift in baseball from the players and managers to coaches and scouts. Harvard Business School professor Srikant Datar discusses how strategy and metrics work hand-in-hand, and how Beane’s story provides companies with important lessons in data science.3c83c0fbdb8044d1ab9afaa612b0bec8Wed, 10 Oct 2018 10:23:31 -0500Baseball's Billy Beane Shows Companies the Power of DatafalseOakland Athletics General Manager Billy Beane brought a data driven and unconventional approach to winning baseball games. By setting strategy and articulating the metric to evaluate and acquire the players who would ultimately implement his strategy on the field, Beane’s sabermetrics approach brought about a cultural shift in baseball from the players and managers to coaches and scouts. Harvard Business School professor Srikant Datar discusses how strategy and metrics work hand-in-hand, and how Beane’s story provides companies with important lessons in data science.79full1005 Oakland Athletics General Manager Billy Beane brought a data driven and unconventional approach to winning baseball games. By setting strategy and articulating the metric to evaluate and acquire the players who would ultimately implement his strategy on the field, Beane’s sabermetrics approach brought about a cultural shift in baseball from the players and managers to coaches and scouts. Harvard Business School professor Srikant Datar discusses his case study entitled, “The Oakland Athletics: Strategy and Metrics for a Budget,” co-written with Caitlin N. Bowler about how strategy and metrics work hand-in-hand, and how Beane’s story provides companies with important lessons in data science.

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Did Entrepreneur Ernesto Tornquist Help or Hurt Argentina?https://hbr.org/podcast/2018/09/did-entrepreneur-ernesto-tornquist-help-or-hurt-argentinaHarvard Business School professor Geoffrey Jones examines the career of Ernesto Tornquist, a cosmopolitan financier considered to be the most significant entrepreneur in Argentina at the end of the 19th century. He created a diversified business group, linked to the political elite, integrating Argentina into the trading and financial networks of the first global economy. The case, "Ernesto Tornquist: Making a Fortune on the Pampas," provides an opportunity to understand why Argentina was such a successful economy at this time, and to debate whether its very success laid the basis for the country’s subsequent poor economic performance.907a8d78690d461ab9aed00a5f0fac20Wed, 19 Sep 2018 10:17:38 -0500Did Entrepreneur Ernesto Tornquist Help or Hurt Argentina?falseHarvard Business School professor Geoffrey Jones examines the career of Ernesto Tornquist, a cosmopolitan financier considered to be the most significant entrepreneur in Argentina at the end of the 19th century. He created a diversified business group, linked to the political elite, integrating Argentina into the trading and financial networks of the first global economy. The case, "Ernesto Tornquist: Making a Fortune on the Pampas," provides an opportunity to understand why Argentina was such a successful economy at this time, and to debate whether its very success laid the basis for the country’s subsequent poor economic performance.78full1375 Harvard Business School professor Geoffrey Jones examines the career of Ernesto Tornquist, a cosmopolitan financier considered to be the most significant entrepreneur in Argentina at the end of the 19th century. He created a diversified business group, linked to the political elite, integrating Argentina into the trading and financial networks of the first global economy. The case, “Ernesto Tornquist: Making a Fortune on the Pampas,” provides an opportunity to understand why Argentina was such a successful economy at this time, and to debate whether its very success laid the basis for the country’s subsequent poor economic performance.

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Should U.S. Companies Still Care About the Paris Climate Change Agreement?https://hbr.org/podcast/2018/09/should-u-s-companies-still-care-about-the-paris-climate-change-agreementAmerican President Donald Trump pulled out of the 2015 Paris agreement on climate change just over a year ago. What does that mean for the role of United States companies and business leaders in confronting climate change challenges? Harvard Business School professor Vincent Pons looks at the historical debate and what the road ahead looks like for the role of business in improving the environment.aa8c0123cc9d4143b4f62094448c27beWed, 05 Sep 2018 09:59:55 -0500Should U.S. Companies Still Care About the Paris Climate Change Agreement?falseAmerican President Donald Trump pulled out of the 2015 Paris agreement on climate change just over a year ago. What does that mean for the role of United States companies and business leaders in confronting climate change challenges? Harvard Business School professor Vincent Pons looks at the historical debate and what the road ahead looks like for the role of business in improving the environment.77full1119 American President Donald Trump pulled out of the 2015 Paris agreement on climate change just over a year ago. What does that mean for the role of United States companies and business leaders in confronting climate change challenges? Harvard Business School professor Vincent Pons looks at the historical debate and what the road ahead looks like for the role of business in improving the environment. Pons is the author of the case entitled “Climate Change: Paris and the Road Ahead.”

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Two Million Fake Accounts: Sales Misconduct at Wells Fargohttps://hbr.org/podcast/2018/08/two-million-fake-accounts-sales-misconduct-at-wells-fargoComing out of the financial crisis, Wells Fargo was one of the world’s largest and most successful banks, viewed as a role model in how to manage in times of crisis. The news of its sales misconduct -- opening more than 2 million fake accounts -- in 2016 rocked consumer confidence and inundated the news. Harvard Business School professor Suraj Srinivasan discusses how sales culture, leadership, board oversight, and risk management all played a role.d280793d06e44384b42199be50aef75eFri, 17 Aug 2018 09:52:19 -0500Two Million Fake Accounts: Sales Misconduct at Wells FargofalseComing out of the financial crisis, Wells Fargo was one of the world’s largest and most successful banks, viewed as a role model in how to manage in times of crisis. The news of its sales misconduct -- opening more than 2 million fake accounts -- in 2016 rocked consumer confidence and inundated the news. Harvard Business School professor Suraj Srinivasan discusses how sales culture, leadership, board oversight, and risk management all played a role.76full1456 Coming out of the financial crisis, Wells Fargo was one of the world’s largest and most successful banks, viewed as a role model in how to manage in times of crisis. The news of its sales misconduct — opening more than 2 million fake accounts — in 2016 rocked consumer confidence and inundated the news. Harvard Business School professor Suraj Srinivasan discusses his case titled “Sales Misconduct at Wells Fargo Community Bank” — how sales culture, leadership, board oversight, and risk management all played a role.

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The Transformation of Microsofthttps://hbr.org/podcast/2018/07/the-transformation-of-microsoftIn early 2015, Amy Hood, CFO of Microsoft, and the rest of the senior leadership team faced a set of fundamental choices. The firm had opportunities to serve customers in ways that would be associated with higher growth but lower margin. Harvard Business School professor Fritz Foley discusses how leaders faced these difficult decisions, and worked to get investors and employees on board.3998f34cf32f408fb9d3392bb2b7ac96Tue, 10 Jul 2018 09:48:19 -0500The Transformation of MicrosoftfalseIn early 2015, Amy Hood, CFO of Microsoft, and the rest of the senior leadership team faced a set of fundamental choices. The firm had opportunities to serve customers in ways that would be associated with higher growth but lower margin. Harvard Business School professor Fritz Foley discusses how leaders faced these difficult decisions, and worked to get investors and employees on board.75full1085 In early 2015, Amy Hood, CFO of Microsoft, and the rest of the senior leadership team faced a set of fundamental choices. The firm had opportunities to serve customers in ways that would be associated with higher growth but lower margin. Harvard Business School professor Fritz Foley discusses his case entitled “The Transformation of Microsoft” — how leaders faced these difficult decisions, and worked to get investors and employees on board.

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LA Philharmonic Shows the American Symphony Orchestra Isn’t Dead Yethttps://hbr.org/podcast/2018/06/la-philharmonic-shows-the-american-symphony-orchestra-isnt-dead-yetThe Los Angeles Philharmonic Orchestra faced real challenges, as all U.S. orchestras did: an aging subscriber base, disinterest from younger audiences, and development of a pipeline of donors for the future. Harvard Business School professor Rohit Deshpande discusses how protagonist Deborah Borda positioned the orchestra for continued success, building on healthy financials, a celebrity music director (Gustavo Dudamel), the beautiful Walt Disney Concert Hall, and the development of a youth orchestra.dcfc77c8aa3247ab8ff1d2577c204268Wed, 27 Jun 2018 09:43:21 -0500LA Philharmonic Shows the American Symphony Orchestra Isn't Dead YetfalseThe Los Angeles Philharmonic Orchestra faced real challenges, as all U.S. orchestras did: an aging subscriber base, disinterest from younger audiences, and development of a pipeline of donors for the future. Harvard Business School professor Rohit Deshpande discusses how protagonist Deborah Borda positioned the orchestra for continued success, building on healthy financials, a celebrity music director (Gustavo Dudamel), the beautiful Walt Disney Concert Hall, and the development of a youth orchestra.74full1347 The Los Angeles Philharmonic Orchestra faced real challenges, as all U.S. orchestras did: an aging subscriber base, disinterest from younger audiences, and development of a pipeline of donors for the future. Harvard Business School professor Rohit Deshpande discusses his case entitled “The Los Angeles Philharmonic Orchestra: Cultural Entrepreneurship” — how protagonist Deborah Borda positioned the orchestra for continued success, building on healthy financials, a celebrity music director (Gustavo Dudamel), the beautiful Walt Disney Concert Hall, and the development of a youth orchestra.

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How Chase Sapphire Made Credit Cool for Millennialshttps://hbr.org/podcast/2018/06/how-chase-sapphire-made-credit-cool-for-millennialsThe Chase Sapphire Reserve credit card was one of the hottest product launches in 2016 enthusiastically received by millennial consumers, a group that had previously eluded JPMorgan Chase and its competitors. Harvard Business School professor Shelle Santana discusses how protagonists Pam Codispoti and Eileen Serra shifted their focus to retaining customers attracted by the one-time signup bonus of 100,000 reward points and on acquiring new customers now that the bonus had been reduced.742d1b80eb9c4394900188685151ba4fWed, 13 Jun 2018 09:35:46 -0500How Chase Sapphire Made Credit Cool for MillennialsfalseThe Chase Sapphire Reserve credit card was one of the hottest product launches in 2016 enthusiastically received by millennial consumers, a group that had previously eluded JPMorgan Chase and its competitors. Harvard Business School professor Shelle Santana discusses how protagonists Pam Codispoti and Eileen Serra shifted their focus to retaining customers attracted by the one-time signup bonus of 100,000 reward points and on acquiring new customers now that the bonus had been reduced.73full1155 The Chase Sapphire Reserve credit card was one of the hottest product launches in 2016 enthusiastically received by millennial consumers, a group that had previously eluded JPMorgan Chase and its competitors. Harvard Business School professor Shelle Santana discusses her case, “Chase Sapphire: Creating a Millennial Cult Brand” — how protagonists Pam Codispoti and Eileen Serra shifted their focus to retaining customers attracted by the one-time signup bonus of 100,000 reward points and on acquiring new customers now that the bonus had been reduced.

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Careem: Riding the First Unicorn in the Middle Easthttps://hbr.org/podcast/2018/05/careem-riding-the-first-unicorn-in-the-middle-eastRide-hailing service Careem, the “Uber of the Middle East,” experienced expansion so dramatic that it monitored its growth target every 15 minutes. Was this a fabled startup unicorn? But doubling the size of the company every six months took its toll. Harvard Business School professor Shikhar Ghosh discusses how the founders approached a number of critical organizational and cultural issues to keep its 4 million customers satisfied.b8c6fee7879b4924b7b3cebc9efc2b5aTue, 29 May 2018 09:29:53 -0500Careem: Riding the First Unicorn in the Middle EastfalseRide-hailing service Careem, the “Uber of the Middle East,” experienced expansion so dramatic that it monitored its growth target every 15 minutes. Was this a fabled startup unicorn? But doubling the size of the company every six months took its toll. Harvard Business School professor Shikhar Ghosh discusses how the founders approached a number of critical organizational and cultural issues to keep its 4 million customers satisfied.72full1099 Ride-hailing service Careem, the “Uber of the Middle East,” experienced expansion so dramatic that it monitored its growth target every 15 minutes. Was this a fabled startup unicorn? But doubling the size of the company every six months took its toll. Harvard Business School professor Shikhar Ghosh discusses his case, “Careem: Raising a Unicorn” — how the founders approached a number of critical organizational and cultural issues to keep its 4 million customers satisfied.

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Candy Crush was a Blockbuster; Can King Digital Capitalize?https://hbr.org/podcast/2018/05/candy-crush-was-a-blockbuster-can-king-digital-capitalizeRiccardo Zacconi was the co-founder and CEO of King Digital Entertainment, the video game company that had quickly established itself as the world’s leading maker of casual games for mobile devices after the sensational success of its game “Candy Crush Saga.” He’s faced with the central question of whether and how to scale the company through an astronomical period of growth. Harvard Business School professor Jeffrey Rayport discusses whether a single creative studio can scale to manage a portfolio of almost 200 games, when one of them is the mammoth hit Candy Crush.1ba2e0a86cca5561dae260e77d507ec1Wed, 09 May 2018 09:25:12 -0500Candy Crush was a Blockbuster; Can King Digital Capitalize?falseRiccardo Zacconi was the co-founder and CEO of King Digital Entertainment, the video game company that had quickly established itself as the world’s leading maker of casual games for mobile devices after the sensational success of its game “Candy Crush Saga.” He’s faced with the central question of whether and how to scale the company through an astronomical period of growth. Harvard Business School professor Jeffrey Rayport discusses whether a single creative studio can scale to manage a portfolio of almost 200 games, when one of them is the mammoth hit Candy Crush.71full1093 Riccardo Zacconi was the co-founder and CEO of King Digital Entertainment, the video game company that had quickly established itself as the world’s leading maker of casual games for mobile devices after the sensational success of its game “Candy Crush Saga.” He’s faced with the central question of whether and how to scale the company through an astronomical period of growth. Harvard Business School professor Jeffrey Rayport discusses his case “King Digital Entertainment” — whether a single creative studio can scale to manage a portfolio of almost 200 games, when one of them is the mammoth hit Candy Crush.

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Why JPMorgan Chase is Investing Millions in Detroithttps://hbr.org/podcast/2018/04/why-jpmorgan-chase-is-investing-millions-in-detroitJPMorgan Chase is working with local economic- and workforce-development organizations, small businesses, philanthropies, and the mayor. The goal? To put in place a series of investments to help turn around the struggling city. Harvard Business School professor Joseph Bower and JPMorgan’s head of corporate responsibility, Peter Scher, discuss why businesses should create philanthropic programs of their own.2c2c9deb7aeb7400fa3a3b43e2138ffdWed, 25 Apr 2018 08:42:09 -0500Why JPMorgan Chase is Investing Millions in DetroitfalseJPMorgan Chase is working with local economic- and workforce-development organizations, small businesses, philanthropies, and the mayor. The goal? To put in place a series of investments to help turn around the struggling city. Harvard Business School professor Joseph Bower and JPMorgan’s head of corporate responsibility, Peter Scher, discuss why businesses should create philanthropic programs of their own.70full1005 JPMorgan Chase is working with local economic- and workforce-development organizations, small businesses, philanthropies, and the mayor. The goal? To put in place a series of investments to help turn around the struggling city. Harvard Business School professor Joseph Bower and JPMorgan’s head of corporate responsibility, Peter Scher, discuss why businesses should create philanthropic programs of their own. Bower is the author of the case study, “JPMorgan Chase: Invested in Detroit.”

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How a Coal Polluter Became a Renewable Energy Leaderhttps://hbr.org/podcast/2018/04/how-a-coal-polluter-became-a-renewable-energy-leaderEnel, Italy’s state-owned power company, was one of Europe’s largest coal users and polluters. Now it is recognized as a leader in renewable energy services. How did it engineer that monumental change? Harvard Business School professor Mark Kramer discusses how CEO Francesco Starace’s vision of sustainability drove innovation and fostered a completely new enterprise around developing and promoting renewable energy.60ed76ad813991fed9adefb9d8cfa62eTue, 03 Apr 2018 17:33:40 -0500How a Coal Polluter Became a Renewable Energy LeaderfalseEnel, Italy’s state-owned power company, was one of Europe’s largest coal users and polluters. Now it is recognized as a leader in renewable energy services. How did it engineer that monumental change? Harvard Business School professor Mark Kramer discusses how CEO Francesco Starace’s vision of sustainability drove innovation and fostered a completely new enterprise around developing and promoting renewable energy.69full1155 Enel, Italy’s state-owned power company, was one of Europe’s largest coal users and polluters. Now it is recognized as a leader in renewable energy services. How did it engineer that monumental change? Harvard Business School professor Mark Kramer discusses his case, “Enel: The Future of Energy,” — how CEO Francesco Starace’s vision of sustainability drove innovation and fostered a completely new enterprise around developing and promoting renewable energy.

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Trump’s Populism: What Business Leaders Need to Understandhttps://hbr.org/podcast/2018/03/trumps-populism-what-business-leaders-need-to-understandIn the 2016 United States presidential election, candidates from both major political parties used anti-establishment messaging to appeal to Americans, a theme that had been on the sidelines of U.S. political discourse for decades. Donald Trump, in particular, played into the rising anti-establishment sentiment, embracing a populist platform and emphasizing his position as a Washington outsider. Why did his message resonate with voters? Harvard Business School professor Rafael Di Tella discusses how many Americans felt betrayed by the educated “elite” view on globalization, and looked to Trump as a president who would put American workers and values first.6569b08f57c76d9aa0f80c7efc873eccWed, 21 Mar 2018 17:29:50 -0500Trump's Populism: What Business Leaders Need to UnderstandfalseIn the 2016 United States presidential election, candidates from both major political parties used anti-establishment messaging to appeal to Americans, a theme that had been on the sidelines of U.S. political discourse for decades. Donald Trump, in particular, played into the rising anti-establishment sentiment, embracing a populist platform and emphasizing his position as a Washington outsider. Why did his message resonate with voters? Harvard Business School professor Rafael Di Tella discusses how many Americans felt betrayed by the educated “elite” view on globalization, and looked to Trump as a president who would put American workers and values first.68full1007 In the 2016 United States presidential election, candidates from both major political parties used anti-establishment messaging to appeal to Americans, a theme that had been on the sidelines of U.S. political discourse for decades. Donald Trump, in particular, played into the rising anti-establishment sentiment, embracing a populist platform and emphasizing his position as a Washington outsider. Why did his message resonate with voters? Harvard Business School professor Rafael Di Tella discusses his case entitled “Populism in America: Fake News, Alternative Facts and Elite Betrayal in the Trump Era” — how many Americans felt betrayed by the educated “elite” view on globalization, and looked to Trump as a president who would put American workers and values first.

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Could a New Business Model Make Clinical Drug Trials More Accessible to Patients?https://hbr.org/podcast/2018/03/could-a-new-business-model-make-clinical-drug-trials-more-accessible-to-patientsDr. Brian Alexander at the Dana-Farber Cancer Center in Boston was in the process of launching a new type of clinical trial: an adaptive platform trial. Unlike the traditional randomized controlled trial, adaptive platform trials facilitate simultaneously studying multiple therapies for a given disease and have the potential to make clinical trials for new cancer drugs more efficient and accessible to patients. Developing questions around design, operations, and financing set the stage for this discussion with Harvard Business School professor Ariel Stern about her case: "Adaptive Platform Trials: The Clinical Trial of the Future?"42aafb85f2b4e02691b7a4fa17709e91Mon, 05 Mar 2018 17:25:01 -0500Could a New Business Model Make Clinical Drug Trials More Accessible to Patients?falseDr. Brian Alexander at the Dana-Farber Cancer Center in Boston was in the process of launching a new type of clinical trial: an adaptive platform trial. Unlike the traditional randomized controlled trial, adaptive platform trials facilitate simultaneously studying multiple therapies for a given disease and have the potential to make clinical trials for new cancer drugs more efficient and accessible to patients. Developing questions around design, operations, and financing set the stage for this discussion with Harvard Business School professor Ariel Stern about her case: "Adaptive Platform Trials: The Clinical Trial of the Future?"67full1277 Dr. Brian Alexander at the Dana-Farber Cancer Center in Boston was in the process of launching a new type of clinical trial: an adaptive platform trial. Unlike the traditional randomized controlled trial, adaptive platform trials facilitate simultaneously studying multiple therapies for a given disease and have the potential to make clinical trials for new cancer drugs more efficient and accessible to patients. Developing questions around design, operations, and financing set the stage for this discussion with Harvard Business School professor Ariel Stern about her case: “Adaptive Platform Trials: The Clinical Trial of the Future?”

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Black Business Leaders Series: John Rogers and the Importance of Hiring Minority-Owned Services Firmshttps://hbr.org/podcast/2018/02/black-business-leaders-series-john-rogers-and-the-importance-of-hiring-minority-owned-services-firmsThe African American CEO of a money management firm publicly criticizes the Fortune 500 for paying lip service to diversity. His board urges him to stop. What should he do? Harvard Business School professor Steven Rogers and protagonist John Rogers discuss a new case study about the risks of speaking up, and the importance of black empowerment in the investment sector.f83f1e297194d8a8f8e3d010e1d2c90bTue, 13 Feb 2018 17:20:16 -0500Black Business Leaders Series: John Rogers and the Importance of Hiring Minority-Owned Services FirmsfalseThe African American CEO of a money management firm publicly criticizes the Fortune 500 for paying lip service to diversity. His board urges him to stop. What should he do? Harvard Business School professor Steven Rogers and protagonist John Rogers discuss a new case study about the risks of speaking up, and the importance of black empowerment in the investment sector.66full1361 The African American CEO of a money management firm publicly criticizes the Fortune 500 for paying lip service to diversity. His board urges him to stop. What should he do? Harvard Business School professor Steven Rogers and protagonist John Rogers discuss Rogers’ new case, “John Rogers Jr. — Ariel Investments,” about the risks of speaking up, and the importance of black empowerment in the investment sector.

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Black Business Leaders Series: Oprah’s Path to Authentic Leadershiphttps://hbr.org/podcast/2018/01/black-business-leaders-series-oprahs-path-to-authentic-leadershipOprah Winfrey believes in sharing the experiences that led her to become the wealthiest woman in the entertainment industry and the first African American woman billionaire. Harvard Business School professor Bill George traces her growth from childhood, focusing on how and when she discovered her true voice and how that authenticity spurred her career success.715bdab16217694cb069c625741e527bWed, 31 Jan 2018 17:15:41 -0500Black Business Leaders Series: Oprah's Path to Authentic LeadershipfalseOprah Winfrey believes in sharing the experiences that led her to become the wealthiest woman in the entertainment industry and the first African American woman billionaire. Harvard Business School professor Bill George traces her growth from childhood, focusing on how and when she discovered her true voice and how that authenticity spurred her career success.65full764 Oprah Winfrey believes in sharing the experiences that led her to become the wealthiest woman in the entertainment industry and the first African American woman billionaire. Harvard Business School professor Bill George discusses his case “Oprah!” about her growth from childhood, focusing on how and when she discovered her true voice and how that authenticity spurred her career success.

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One Love: Managing a Movement Against Relationship Violencehttps://hbr.org/podcast/2018/01/one-love-managing-a-movement-against-relationship-violenceThe One Love Foundation is a group dedicated to the prevention of relationship violence through education. Harvard Business School professor Tom DeLong talks about the challenges CEO Katie Hood faces as the organization works to create a movement and then maintain momentum around community engagement, fundraising, and growth.eb802ec661b915ee3142ce2aa43ed343Tue, 23 Jan 2018 17:11:16 -0500One Love: Managing a Movement Against Relationship ViolencefalseThe One Love Foundation is a group dedicated to the prevention of relationship violence through education. Harvard Business School professor Tom DeLong talks about the challenges CEO Katie Hood faces as the organization works to create a movement and then maintain momentum around community engagement, fundraising, and growth.64full869 The One Love Foundation is a group dedicated to the prevention of relationship violence through education. Harvard Business School professor Tom DeLong talks about the challenges CEO Katie Hood faces as the organization works to create a movement and then maintain momentum around community engagement, fundraising, and growth. DeLong is the author of the case entitled “One Life; One Love.”

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Leadership Lessons from the Young Martin Luther King, Jr.https://hbr.org/podcast/2018/01/leadership-lessons-from-the-young-martin-luther-king-jrAs the Montgomery Bus Boycott starts, the young Martin Luther King, Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Harvard Business School professor Bill George discusses Dr. King’s early years and how they shaped his ability to respond with courage at his crucible moment -- and how leaders today can find the strength to do the same.6e16a38188924f67c959b3d379e29a1fThu, 11 Jan 2018 17:08:28 -0500Leadership Lessons from the Young Martin Luther King, Jr.falseAs the Montgomery Bus Boycott starts, the young Martin Luther King, Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Harvard Business School professor Bill George discusses Dr. King’s early years and how they shaped his ability to respond with courage at his crucible moment -- and how leaders today can find the strength to do the same.63full835 As the Montgomery Bus Boycott starts, the young Martin Luther King, Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Harvard Business School professor Bill George discusses his case entitled “Martin Luther King, Jr: A Young Minister Confronts the Challenges of Montgomery,” regarding Dr. King’s early years and how they shaped his ability to respond with courage at his crucible moment — and how leaders today can find the strength to do the same.

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How to Monetize Happinesshttps://hbr.org/podcast/2018/01/how-to-monetize-happinessInspired by research linking happiness and productivity, the Japanese multinational conglomerate Hitachi Ltd, invested in developing “people analytics” technologies like high-tech badges (so-called “happiness sensors”) to help companies monitor and increase employee happiness. Harvard Business School professor Ethan Bernstein discusses Hitachi’s next challenge -- how to find the right business model -- as well as the ethics of collecting and sharing employee happiness data and whether a happier workplace is truly a more productive one.6e4b0b8a0bb4a36ab3b82384d2ad81cdWed, 03 Jan 2018 17:04:14 -0500How to Monetize HappinessfalseInspired by research linking happiness and productivity, the Japanese multinational conglomerate Hitachi Ltd, invested in developing “people analytics” technologies like high-tech badges (so-called “happiness sensors”) to help companies monitor and increase employee happiness. Harvard Business School professor Ethan Bernstein discusses Hitachi’s next challenge -- how to find the right business model -- as well as the ethics of collecting and sharing employee happiness data and whether a happier workplace is truly a more productive one.62full843 Inspired by research linking happiness and productivity, the Japanese multinational conglomerate Hitachi Ltd, invested in developing “people analytics” technologies like high-tech badges (so-called “happiness sensors”) to help companies monitor and increase employee happiness. Harvard Business School professor Ethan Bernstein discusses his case entitled “Sensing (and Monetizing) Happiness at Hitachi” — how to find the right business model — as well as the ethics of collecting and sharing employee happiness data and whether a happier workplace is truly a more productive one.

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Does Time Pressure Hinder or Facilitate Creativity at Work?https://hbr.org/podcast/2017/12/does-time-pressure-hinder-or-facilitate-creativity-at-workHarvard Business School professor Teresa Amabile discusses how managers can create the ideal conditions for employee creativity and success based on her research in three industries, seven companies, and 26 creative project teams.0aacbf36740cdb9c7dacdd249d58eb01Mon, 04 Dec 2017 16:59:58 -0500Does Time Pressure Hinder or Facilitate Creativity at Work?falseHarvard Business School professor Teresa Amabile discusses how managers can create the ideal conditions for employee creativity and success based on her research in three industries, seven companies, and 26 creative project teams.61full1134 Harvard Business School professor Teresa Amabile discusses her case, “Creativity Under the Gun at Litmus Corporation” — how managers can create the ideal conditions for employee creativity and success based on her research in three industries, seven companies, and 26 creative project teams.

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Language and Globalization: The Mandate to Speak English at Rakutenhttps://hbr.org/podcast/2017/11/language-and-globalization-the-mandate-to-speak-english-at-rakutenJapan’s largest online retailer Rakuten is rapidly expanding into global markets. In order to ensure the success of the organization, but also to break down linguistic and cultural boundaries in Japanese society, CEO Hiroshi Mikitani mandates English proficiency within two years for all employees. Harvard Business School professor Tsedal Neeley discusses the thinking behind Mikitani’s mandate and why there’s such a strong connection between language and globalization.c6ad5421e9103f473889d10cb7e550e9Wed, 15 Nov 2017 16:41:59 -0500Language and Globalization: The Mandate to Speak English at RakutenfalseJapan’s largest online retailer Rakuten is rapidly expanding into global markets. In order to ensure the success of the organization, but also to break down linguistic and cultural boundaries in Japanese society, CEO Hiroshi Mikitani mandates English proficiency within two years for all employees. Harvard Business School professor Tsedal Neeley discusses the thinking behind Mikitani’s mandate and why there’s such a strong connection between language and globalization.60full1041 Japan’s largest online retailer Rakuten is rapidly expanding into global markets. In order to ensure the success of the organization, but also to break down linguistic and cultural boundaries in Japanese society, CEO Hiroshi Mikitani mandates English proficiency within two years for all employees. Harvard Business School professor Tsedal Neeley discusses her cases entitled “Language and Globalization: ‘Englishnization’ at Rakuten” — the thinking behind Mikitani’s mandate and why there’s such a strong connection between language and globalization.

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Could a Hackathon Help Solve the Heroin Crisis?https://hbr.org/podcast/2017/10/could-a-hackathon-help-solve-the-heroin-crisisWhat’s the value of crowdsourcing technological solutions to societal problems? Could a hackathon help solve the heroin crisis in Cincinnati, Ohio? Harvard Business School professor Mitch Weiss discusses the underlying skepticism and emerging realities that unfold during protagonist Annie Rittgers’ journey to organizing a successful hackathon in his case, "Hacking Heroin."bbb6cbb7f8ab5f3449e627740b586eebTue, 31 Oct 2017 16:35:19 -0500Could a Hackathon Help Solve the Heroin Crisis?falseWhat’s the value of crowdsourcing technological solutions to societal problems? Could a hackathon help solve the heroin crisis in Cincinnati, Ohio? Harvard Business School professor Mitch Weiss discusses the underlying skepticism and emerging realities that unfold during protagonist Annie Rittgers’ journey to organizing a successful hackathon in his case, "Hacking Heroin."59full877 What’s the value of crowdsourcing technological solutions to societal problems? Could a hackathon help solve the heroin crisis in Cincinnati, Ohio? Harvard Business School professor Mitch Weiss discusses the underlying skepticism and emerging realities that unfold during protagonist Annie Rittgers’ journey to organizing a successful hackathon in his case, “Hacking Heroin.”

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Telemundo: The Fastest Growing TV Network in the United Stateshttps://hbr.org/podcast/2017/10/telemundo-the-fastest-growing-tv-network-in-the-united-statesWith about 54 million Hispanics in the U.S. who have an estimated buying power of 2.3 trillion dollars, it’s no wonder Telemundo is the fastest growing television network here. But as the traditional broadcast market as a whole continues to shrink, Telemundo chairman Cesar Conde grapples with how to redefine Hispanic television to capture millennials consuming media on digital devices. Harvard Business School professor Henry McGee discusses how digitalization and globalization are reshaping the entire media industry, including Telemundo, right now.5016da700738862c32e445f49ff1961bWed, 11 Oct 2017 16:30:39 -0500Telemundo: The Fastest Growing TV Network in the United StatesfalseWith about 54 million Hispanics in the U.S. who have an estimated buying power of 2.3 trillion dollars, it’s no wonder Telemundo is the fastest growing television network here. But as the traditional broadcast market as a whole continues to shrink, Telemundo chairman Cesar Conde grapples with how to redefine Hispanic television to capture millennials consuming media on digital devices. Harvard Business School professor Henry McGee discusses how digitalization and globalization are reshaping the entire media industry, including Telemundo, right now.58full1125 With about 54 million Hispanics in the U.S. who have an estimated buying power of 2.3 trillion dollars, it’s no wonder Telemundo is the fastest growing television network here. But as the traditional broadcast market as a whole continues to shrink, Telemundo chairman Cesar Conde grapples with how to redefine Hispanic television to capture millennials consuming media on digital devices. Harvard Business School professor Henry McGee discusses his case entitled “NBCUniversal Telemundo: Transforming Latino Television” — how digitalization and globalization are reshaping the entire media industry, including Telemundo, right now.

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How to Promote Home Delivery of Prescription Drugs? Give Employees a “Nudge”https://hbr.org/podcast/2017/10/how-to-promote-home-delivery-of-prescription-drugs-give-employees-a-nudgeBob Nease, chief scientist at Express Scripts, wants to promote home delivery of prescription drugs by mail -- a process proven to lower error rates, increase cost savings, and improve medication adherence. But, if switching to home delivery is beneficial to most employees, why don’t more of them do it? Harvard Business School professor John Beshears describes how using choice architecture, or nudging people, can guide employees to making wiser decisions while still respecting their autonomy.ba2fc81f1e7ef7c069efb36dd4fdb9a2Tue, 03 Oct 2017 16:25:49 -0500How to Promote Home Delivery of Prescription Drugs? Give Employees a "Nudge"falseBob Nease, chief scientist at Express Scripts, wants to promote home delivery of prescription drugs by mail -- a process proven to lower error rates, increase cost savings, and improve medication adherence. But, if switching to home delivery is beneficial to most employees, why don’t more of them do it? Harvard Business School professor John Beshears describes how using choice architecture, or nudging people, can guide employees to making wiser decisions while still respecting their autonomy.57full1097 Bob Nease, chief scientist at Express Scripts, wants to promote home delivery of prescription drugs by mail — a process proven to lower error rates, increase cost savings, and improve medication adherence. But, if switching to home delivery is beneficial to most employees, why don’t more of them do it? Harvard Business School professor John Beshears describes his case entitled “Express Scripts: Promoting Prescription Drug Home Delivery” — how using choice architecture, or nudging people, can guide employees to making wiser decisions while still respecting their autonomy.

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State Street’s SHE: Investing in Women Leadershttps://hbr.org/podcast/2017/09/state-streets-she-investing-in-women-leadersFinancial returns are important, but for many companies, using capital to influence positive outcomes is just as important. Enter impact investing and the example of State Street’s SHE, a gender diversity index ETF designed to track U.S. companies leading their industry in placing women on boards of directors and in senior leadership positions. Harvard Business School professor Vikram Gandhi discusses the importance of investing for impact and the potential for influence on corporate America.08a09e7cc0e5b437a978118b88013c35Tue, 19 Sep 2017 16:21:41 -0500State Street's SHE: Investing in Women LeadersfalseFinancial returns are important, but for many companies, using capital to influence positive outcomes is just as important. Enter impact investing and the example of State Street’s SHE, a gender diversity index ETF designed to track U.S. companies leading their industry in placing women on boards of directors and in senior leadership positions. Harvard Business School professor Vikram Gandhi discusses the importance of investing for impact and the potential for influence on corporate America.56full881 Financial returns are important, but for many companies, using capital to influence positive outcomes is just as important. Enter impact investing and the example of State Street’s SHE, a gender diversity index ETF designed to track U.S. companies leading their industry in placing women on boards of directors and in senior leadership positions. Harvard Business School professor Vikram Gandhi discusses his case entitled “State Street—The Development and Growth of SHE” — the importance of investing for impact and the potential for influence on corporate America.

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Faber-Castell Doubles Down on the Pencilhttps://hbr.org/podcast/2017/09/faber-castell-doubles-down-on-the-pencilFaber-Castell is a 255-year-old company that makes pencils. How does an established company like this think about innovation, particularly if and when to adopt a new technology? Harvard Business School professor Ryan Raffaelli’s research looks at established companies that produce beloved products and how they manage technological shifts in their industry and in the world. This case explores Faber-Castell’s “companion for life” strategy and its bet to double down on the pencil.69332018b426be094a8cffaeec8d4a3aTue, 05 Sep 2017 16:17:34 -0500Faber-Castell Doubles Down on the PencilfalseFaber-Castell is a 255-year-old company that makes pencils. How does an established company like this think about innovation, particularly if and when to adopt a new technology? Harvard Business School professor Ryan Raffaelli’s research looks at established companies that produce beloved products and how they manage technological shifts in their industry and in the world. This case explores Faber-Castell’s “companion for life” strategy and its bet to double down on the pencil.55full944 Faber-Castell is a 255-year-old company that makes pencils. How does an established company like this think about innovation, particularly if and when to adopt a new technology? Harvard Business School professor Ryan Raffaelli’s research looks at established companies that produce beloved products and how they manage technological shifts in their industry and in the world. This case — entitled “Faber-Castell” — explores Faber-Castell’s “companion for life” strategy and its bet to double down on the pencil.

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Does Le Pliage Help or Hurt the Longchamp Luxury Brand?https://hbr.org/podcast/2017/08/does-le-pliage-help-or-hurt-the-longchamp-luxury-brandLongchamp’s Le Pliage is one of the fashion world’s most successful products, a cultural icon across the globe. But managing the low priced, nylon handbag is challenging as Longchamp tries to move its brand upmarket into higher priced, luxury leather goods. Harvard Business School professor Jill Avery discusses the balancing act of cherishing the heritage of an established brand against the need to look forward and grow in the face of a rapidly changing industry.a7d8195fc8de55f3e106a70bc1be6bb7Tue, 22 Aug 2017 16:13:29 -0500Does Le Pliage Help or Hurt the Longchamp Luxury Brand?falseLongchamp’s Le Pliage is one of the fashion world’s most successful products, a cultural icon across the globe. But managing the low priced, nylon handbag is challenging as Longchamp tries to move its brand upmarket into higher priced, luxury leather goods. Harvard Business School professor Jill Avery discusses the balancing act of cherishing the heritage of an established brand against the need to look forward and grow in the face of a rapidly changing industry.54full1127 Longchamp’s Le Pliage is one of the fashion world’s most successful products, a cultural icon across the globe. But managing the low priced, nylon handbag is challenging as Longchamp tries to move its brand upmarket into higher priced, luxury leather goods. Harvard Business School professor Jill Avery discusses her case, “Longchamp” regarding the balancing act of cherishing the heritage of an established brand against the need to look forward and grow in the face of a rapidly changing industry.

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Pal’s Sudden Service: Taking Fast Food to the Next Levelhttps://hbr.org/podcast/2017/08/pals-sudden-service-taking-fast-food-to-the-next-levelPal's Sudden Service has developed a unique operating model and organizational culture in the fast food restaurant business. With an emphasis on process control, zero errors, and extensive employee training and engagement, Pal's has been able to achieve excellent performance in an extremely competitive industry. Harvard Business School professor Gary Pisano discusses the company’s strategic challenge of deciding how much to grow and whether its organization model will scale.55079f0cd3b8e7b730906807ff0027ebTue, 08 Aug 2017 16:09:16 -0500Pal's Sudden Service: Taking Fast Food to the Next LevelfalsePal's Sudden Service has developed a unique operating model and organizational culture in the fast food restaurant business. With an emphasis on process control, zero errors, and extensive employee training and engagement, Pal's has been able to achieve excellent performance in an extremely competitive industry. Harvard Business School professor Gary Pisano discusses the company’s strategic challenge of deciding how much to grow and whether its organization model will scale.53full1099 Pal’s Sudden Service has developed a unique operating model and organizational culture in the fast food restaurant business. With an emphasis on process control, zero errors, and extensive employee training and engagement, Pal’s has been able to achieve excellent performance in an extremely competitive industry. Harvard Business School professor Gary Pisano discusses his case entitled “Pal’s Sudden Service: Scaling an Organizational Model to Drive Growth” — the company’s strategic challenge of deciding how much to grow and whether its organization model will scale.

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From Don Draper to Big Data: The Revolution in Advertisinghttps://hbr.org/podcast/2017/07/from-don-draper-to-big-data-the-revolution-in-advertisingAdvertising in the digital age bears little resemblance to the "Mad Men" depiction -- the Don Drapers of advertising have been replaced by big data and the people who work with it. Harvard Business School professor John Deighton, the author of the case, "WPP: From Mad Men to Math Men (and Women)," and Sir Martin Sorrell, founder and group chief executive of WPP and the protagonist in the case, discuss how WPP has been successful in the new advertising world order where algorithms and robots rule.fb1a495cea35f451c3b3b0e94ce39aa8Fri, 21 Jul 2017 15:26:23 -0500From Don Draper to Big Data: The Revolution in AdvertisingfalseAdvertising in the digital age bears little resemblance to the "Mad Men" depiction -- the Don Drapers of advertising have been replaced by big data and the people who work with it. Harvard Business School professor John Deighton, the author of the case, "WPP: From Mad Men to Math Men (and Women)," and Sir Martin Sorrell, founder and group chief executive of WPP and the protagonist in the case, discuss how WPP has been successful in the new advertising world order where algorithms and robots rule.52full1399 Advertising in the digital age bears little resemblance to the “Mad Men” depiction — the Don Drapers of advertising have been replaced by big data and the people who work with it. Harvard Business School professor John Deighton, the author of the case, “WPP: From Mad Men to Math Men (and Women),” and Sir Martin Sorrell, founder and group chief executive of WPP and the protagonist in the case, discuss how WPP has been successful in the new advertising world order where algorithms and robots rule.

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ShotSpotter: A Gunfire Detection Business Looks for a New Markethttps://hbr.org/podcast/2017/06/shotspotter-a-gunfire-detection-business-looks-for-a-new-marketShotSpotter provides gunfire detection sensors to cities across the United States. CEO Ralph Clark is interested in taking the company beyond the business-to-government sales model and into new services. Could his company provide a service to colleges and schools concerned with mass shootings? Could the technology be adapted for indoor applications like shopping malls and movie theaters? Or even citywide deployment through smart cities to detect gunfire during terrorist attacks. Harvard Business School professor Mitch Weiss discusses how moving from one business model to another is difficult, and how successful companies make the transition.5f0dba8cdab056360eb6726c4efa5078Mon, 19 Jun 2017 15:21:24 -0500ShotSpotter: A Gunfire Detection Business Looks for a New MarketfalseShotSpotter provides gunfire detection sensors to cities across the United States. CEO Ralph Clark is interested in taking the company beyond the business-to-government sales model and into new services. Could his company provide a service to colleges and schools concerned with mass shootings? Could the technology be adapted for indoor applications like shopping malls and movie theaters? Or even citywide deployment through smart cities to detect gunfire during terrorist attacks. Harvard Business School professor Mitch Weiss discusses how moving from one business model to another is difficult, and how successful companies make the transition.51full992 ShotSpotter provides gunfire detection sensors to cities across the United States. CEO Ralph Clark is interested in taking the company beyond the business-to-government sales model and into new services. Could his company provide a service to colleges and schools concerned with mass shootings? Could the technology be adapted for indoor applications like shopping malls and movie theaters? Or even citywide deployment through smart cities to detect gunfire during terrorist attacks. Harvard Business School professor Mitch Weiss discusses his cases entitled “ShotSpotter” — how moving from one business model to another is difficult, and how successful companies make the transition.

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Building India’s First $100 Billion Companyhttps://hbr.org/podcast/2017/05/building-indias-first-100-billion-companyIt’s a common challenge for almost every startup: how much and how fast to grow. But Vijay Shekhar Sharma, founder of the Indian mobile payments and commerce platform Paytm, knows that he wants to take his company to $100 billion and replicate its model in other emerging markets. Harvard Business School professor Sunil Gupta discusses how reaching Sharma’s lofty goal won’t be about technology and finding new solutions, but rather all about finding new use cases for existing solutions.66de26f557b6e8c79485b6e4d2789b7cTue, 30 May 2017 15:17:23 -0500Building India's First $100 Billion CompanyfalseIt’s a common challenge for almost every startup: how much and how fast to grow. But Vijay Shekhar Sharma, founder of the Indian mobile payments and commerce platform Paytm, knows that he wants to take his company to $100 billion and replicate its model in other emerging markets. Harvard Business School professor Sunil Gupta discusses how reaching Sharma’s lofty goal won’t be about technology and finding new solutions, but rather all about finding new use cases for existing solutions.50full843 It’s a common challenge for almost every startup: how much and how fast to grow. But Vijay Shekhar Sharma, founder of the Indian mobile payments and commerce platform Paytm, knows that he wants to take his company to $100 billion and replicate its model in other emerging markets. Harvard Business School professor Sunil Gupta discusses his case “Paytm: Building a Payments Network” — how reaching Sharma’s lofty goal won’t be about technology and finding new solutions, but rather all about finding new use cases for existing solutions.

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Reversing the Losing Streak on Sesame Streethttps://hbr.org/podcast/2017/05/reversing-the-losing-streak-on-sesame-streetWhen CEO Jeffrey Dunn took over Sesame Street in 2014 and made a licensing arrangement with HBO, many people were skeptical this would take the program in the right direction. But with a new mission to, “Make kids smarter, stronger, and kinder,” and a lot more innovation, it seems the opposite is in the works. Harvard Business School professor Rosabeth Moss Kanter, who wrote the case with Harvard Business School professor Ryan L. Raffaelli, talks about reversing a losing streak with new partnerships and in the process determining how to answer foundational questions like, “Who are we if we make this deal?”37a8b17c419b18c471ba387073450997Tue, 16 May 2017 14:51:22 -0500Reversing the Losing Streak on Sesame StreetfalseWhen CEO Jeffrey Dunn took over Sesame Street in 2014 and made a licensing arrangement with HBO, many people were skeptical this would take the program in the right direction. But with a new mission to, “Make kids smarter, stronger, and kinder,” and a lot more innovation, it seems the opposite is in the works. Harvard Business School professor Rosabeth Moss Kanter, who wrote the case with Harvard Business School professor Ryan L. Raffaelli, talks about reversing a losing streak with new partnerships and in the process determining how to answer foundational questions like, “Who are we if we make this deal?”49full1115 When CEO Jeffrey Dunn took over Sesame Street in 2014 and made a licensing arrangement with HBO, many people were skeptical this would take the program in the right direction. But with a new mission to, “Make kids smarter, stronger, and kinder,” and a lot more innovation, it seems the opposite is in the works. Harvard Business School professor Rosabeth Moss Kanter, who wrote the case entitled “Sesame Workshop: Bringing Big Bird Back to Health” with Harvard Business School professor Ryan L. Raffaelli, talks about reversing a losing streak with new partnerships and in the process determining how to answer foundational questions like, “Who are we if we make this deal?”

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Leading Your Team to the Top of Mt. Everesthttps://hbr.org/podcast/2017/05/leading-your-team-to-the-top-of-mt-everestWhat does it take to successfully lead a team to the top of the highest peak in the world? First-year students find out as they participate together in, "Everest: A Leadership and Team Simulation." Harvard Business School professor Amy Edmondson talks about the choice to use Mt. Everest as the backdrop for this academic exercise, designing the simulation, and what students learn about teamwork along their way “up the mountain.”92628f0bf3cd987d34f1fb31aada2246Tue, 02 May 2017 14:46:43 -0500Leading Your Team to the Top of Mt. EverestfalseWhat does it take to successfully lead a team to the top of the highest peak in the world? First-year students find out as they participate together in, "Everest: A Leadership and Team Simulation." Harvard Business School professor Amy Edmondson talks about the choice to use Mt. Everest as the backdrop for this academic exercise, designing the simulation, and what students learn about teamwork along their way “up the mountain.”48full657 What does it take to successfully lead a team to the top of the highest peak in the world? First-year students find out as they participate together in, “Everest: A Leadership and Team Simulation.” Harvard Business School professor Amy Edmondson talks about the choice to use Mt. Everest as the backdrop for this academic exercise, designing the simulation, and what students learn about teamwork along their way “up the mountain.”

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Making Health Insurance Consumers Actually Likehttps://hbr.org/podcast/2017/04/making-health-insurance-consumers-actually-likeHealth insurance that consumers like? Doesn’t sound possible, but South African company Vitality is doing just that. By focusing on consumer-driven health insurance ideas like paying customers to take care of themselves, Vitality has expanded to the UK and China. Harvard Business School professor Regina Herzlinger discusses why this idea of paying for self-care has the potential to improve health care in the United States as well.01fd4a21fc3b8d5506def9f223f60cc5Tue, 18 Apr 2017 14:42:29 -0500Making Health Insurance Consumers Actually LikefalseHealth insurance that consumers like? Doesn’t sound possible, but South African company Vitality is doing just that. By focusing on consumer-driven health insurance ideas like paying customers to take care of themselves, Vitality has expanded to the UK and China. Harvard Business School professor Regina Herzlinger discusses why this idea of paying for self-care has the potential to improve health care in the United States as well.47full936 Health insurance that consumers like? Doesn’t sound possible, but South African company Vitality is doing just that. By focusing on consumer-driven health insurance ideas like paying customers to take care of themselves, Vitality has expanded to the UK and China. Harvard Business School professor Regina Herzlinger discusses her case entitled “The Vitality Group: Paying for Self-Care” — why this idea of paying for self-care has the potential to improve health care in the United States as well.

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Why German Businesses Support, Train, and Hire Syrian Refugeeshttps://hbr.org/podcast/2017/04/why-german-businesses-support-train-and-hire-syrian-refugeesGermany took in a million Syrian refugees in 2015, buoyed by the knowledge that these people could contribute strongly to the country’s economy. But has it worked out as successfully as hoped? Harvard Business School professor Rebecca Henderson discusses what it takes to integrate a huge number of new people, and the role business can play.a1f3881bdedacb76144834e64346f0cdTue, 04 Apr 2017 14:37:52 -0500Why German Businesses Support, Train, and Hire Syrian RefugeesfalseGermany took in a million Syrian refugees in 2015, buoyed by the knowledge that these people could contribute strongly to the country’s economy. But has it worked out as successfully as hoped? Harvard Business School professor Rebecca Henderson discusses what it takes to integrate a huge number of new people, and the role business can play.46full984 Germany took in a million Syrian refugees in 2015, buoyed by the knowledge that these people could contribute strongly to the country’s economy. But has it worked out as successfully as hoped? Harvard Business School professor Rebecca Henderson discusses her case study, “German Business and the Syrian Refugee Crisis” — what it takes to integrate a huge number of new people, and the role business can play.

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Cost-cutting Leads to Turbulence in the Airline Industryhttps://hbr.org/podcast/2017/03/cost-cutting-leads-to-turbulence-in-the-airline-industryIs it possible to retain brand value after cutting costs and services dramatically just to stay alive? The airline industry has struggled with this question for decades in the face of economic downturns, changes in market structure, and shifting clientele. Harvard Business School professor Susanna Gallani discusses one of the central lessons from her case study (co-authored with Harvard Business School professor Eva Labro), "RegionFly: Cutting Costs in the Airline Industry," that encompasses any company in any industry: the long-term focus for any leadership team has to be on not just survival, but figuring out how to come back from a rough patch to regain and even exceed market position.821c09781bfc85297957b9d0c919edddTue, 21 Mar 2017 14:33:16 -0500Cost-cutting Leads to Turbulence in the Airline IndustryfalseIs it possible to retain brand value after cutting costs and services dramatically just to stay alive? The airline industry has struggled with this question for decades in the face of economic downturns, changes in market structure, and shifting clientele. Harvard Business School professor Susanna Gallani discusses one of the central lessons from her case study (co-authored with Harvard Business School professor Eva Labro), "RegionFly: Cutting Costs in the Airline Industry," that encompasses any company in any industry: the long-term focus for any leadership team has to be on not just survival, but figuring out how to come back from a rough patch to regain and even exceed market position.45full938 Is it possible to retain brand value after cutting costs and services dramatically just to stay alive? The airline industry has struggled with this question for decades in the face of economic downturns, changes in market structure, and shifting clientele. Harvard Business School professor Susanna Gallani discusses one of the central lessons from her case study (co-authored with Harvard Business School professor Eva Labro), “RegionFly: Cutting Costs in the Airline Industry,” that encompasses any company in any industry: the long-term focus for any leadership team has to be on not just survival, but figuring out how to come back from a rough patch to regain and even exceed market position.

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IDEO Is Changing the Way Managers Think About Thinkinghttps://hbr.org/podcast/2017/03/ideo-is-changing-the-way-managers-think-about-thinkingIDEO’s human-centered design thinking is a systematic process used to help create new products and services. And, the best part? They are open about the process and how to adopt it. Harvard Business School professor Ryan Buell explores this process through the example of Cineplanet, the leading movie cinema chain in Peru. The company hired IDEO to help them determine how to better align their operating model with the needs of its customers. Like Buell, this case may change the way you think about thinking.a3e42dd7dc7c9e0ebe1f3ee3ac0d8bb5Fri, 03 Mar 2017 14:27:49 -0500IDEO Is Changing the Way Managers Think About ThinkingfalseIDEO’s human-centered design thinking is a systematic process used to help create new products and services. And, the best part? They are open about the process and how to adopt it. Harvard Business School professor Ryan Buell explores this process through the example of Cineplanet, the leading movie cinema chain in Peru. The company hired IDEO to help them determine how to better align their operating model with the needs of its customers. Like Buell, this case may change the way you think about thinking.44full1082 IDEO’s human-centered design thinking is a systematic process used to help create new products and services. And, the best part? They are open about the process and how to adopt it. Harvard Business School professor Ryan Buell explores this process through the example of Cineplanet, the leading movie cinema chain in Peru. The company hired IDEO to help them determine how to better align their operating model with the needs of its customers. Like Buell, this case, entitled “IDEO: Human-Centered Service Design,” may change the way you think about thinking.

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Black Business Leaders Series: Franklin Leonard, “Black List” Mastermindhttps://hbr.org/podcast/2017/02/black-business-leaders-series-franklin-leonard-black-list-mastermindUsing crowdsourcing to develop an annual list of Hollywood’s hottest unproduced screenplays, Harvard graduate Franklin Leonard took the negative term “black list” and turned it into a coveted place to be. Three films that once appeared on his Black List are nominated for a Best Picture Oscar this year. Harvard Business School professor Henry McGee, the former president of HBO Home Entertainment, explores a fascinating case about navigating the Hollywood film industry, reclaiming blackness as a positive, and taking success to the next level.d5fb21f95032c93bfe1bf9489991c275Wed, 22 Feb 2017 14:23:40 -0500Black Business Leaders Series: Franklin Leonard, "Black List" MastermindfalseUsing crowdsourcing to develop an annual list of Hollywood’s hottest unproduced screenplays, Harvard graduate Franklin Leonard took the negative term “black list” and turned it into a coveted place to be. Three films that once appeared on his Black List are nominated for a Best Picture Oscar this year. Harvard Business School professor Henry McGee, the former president of HBO Home Entertainment, explores a fascinating case about navigating the Hollywood film industry, reclaiming blackness as a positive, and taking success to the next level.43full1354 Using crowdsourcing to develop an annual list of Hollywood’s hottest unproduced screenplays, Harvard graduate Franklin Leonard took the negative term “black list” and turned it into a coveted place to be. Three films that once appeared on his Black List are nominated for a Best Picture Oscar this year. Harvard Business School professor Henry McGee, the former president of HBO Home Entertainment, discusses his case, “The Black List,” which explores a fascinating case about navigating the Hollywood film industry, reclaiming blackness as a positive, and taking success to the next level.

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Black Business Leaders Series: A Remarkable Legacy of Firsts, Maggie Lena Walkerhttps://hbr.org/podcast/2017/02/black-business-leaders-series-a-remarkable-legacy-of-firsts-maggie-lena-walkerGrowing up in the heart of the Confederacy, Maggie Lena Walker started work as a laundress at age nine. At the urging of her mother and mentors, she turned to education, and used it to propel her life forward -- graduating high school at 16, working as a teacher, and learning accounting. Those experiences, coupled with her strong work ethic, culminated in Walker rising to lead the Independent Order of St. Luke and found several other businesses, all of which created jobs and opportunities for many women and blacks where there had been none before. Harvard Business School professor Tony Mayo discusses Walker’s remarkable legacy of firsts, and the courage and strength it took for her to forge a path forward for herself and those she served.2c31da6b517bddf7b17744a54c0875abWed, 15 Feb 2017 14:22:29 -0500Black Business Leaders Series: A Remarkable Legacy of Firsts, Maggie Lena WalkerfalseGrowing up in the heart of the Confederacy, Maggie Lena Walker started work as a laundress at age nine. At the urging of her mother and mentors, she turned to education, and used it to propel her life forward -- graduating high school at 16, working as a teacher, and learning accounting. Those experiences, coupled with her strong work ethic, culminated in Walker rising to lead the Independent Order of St. Luke and found several other businesses, all of which created jobs and opportunities for many women and blacks where there had been none before. Harvard Business School professor Tony Mayo discusses Walker’s remarkable legacy of firsts, and the courage and strength it took for her to forge a path forward for herself and those she served.42full1631 Growing up in the heart of the Confederacy, Maggie Lena Walker started work as a laundress at age nine. At the urging of her mother and mentors, she turned to education, and used it to propel her life forward — graduating high school at 16, working as a teacher, and learning accounting. Those experiences, coupled with her strong work ethic, culminated in Walker rising to lead the Independent Order of St. Luke and found several other businesses, all of which created jobs and opportunities for many women and blacks where there had been none before. Harvard Business School professor Tony Mayo discusses his case, “Maggie Lena Walker and the Independent Order of St. Luke” regarding Walker’s remarkable legacy of firsts, and the courage and strength it took for her to forge a path forward for herself and those she served.

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Black Business Leaders Series: Putting Diversity to Workhttps://hbr.org/podcast/2017/01/black-business-leaders-series-putting-diversity-to-workIn theory, most companies would love to diversify their workforce. In practice, hiring specifically to increase diversity can cause a variety of cultural problems within an organization. Harvard Business School professor Robin Ely discusses two of her cases that train a critical lens on race-based and race-blind hiring, and some of the best practices firms can employ to achieve a well-balanced staff.4b4ff0391be85f8bd348faddfd5d319fThu, 26 Jan 2017 09:00:04 -0500Black Business Leaders Series: Putting Diversity to WorkfalseIn theory, most companies would love to diversify their workforce. In practice, hiring specifically to increase diversity can cause a variety of cultural problems within an organization. Harvard Business School professor Robin Ely discusses two of her cases that train a critical lens on race-based and race-blind hiring, and some of the best practices firms can employ to achieve a well-balanced staff.41full1146 In theory, most companies would love to diversify their workforce. In practice, hiring specifically to increase diversity can cause a variety of cultural problems within an organization. Harvard Business School professor Robin Ely discusses two of her cases — “Managing Diversity at Spencer Owens & Co.” and “Managing Diversity at Cityside Financial Services” — that train a critical lens on race-based and race-blind hiring, and some of the best practices firms can employ to achieve a well-balanced staff.

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Black Business Leaders Series: The Entrepreneurship Behind Ebony Magazinehttps://hbr.org/podcast/2017/01/black-business-leaders-series-the-entrepreneurship-behind-ebony-magazineFor more than seven decades, Ebony Magazine has chronicled the most important African-American issues, personalities, and interests of its time, including operating essentially as the journal of record for the Civil Rights Movement. But along with most other media companies, the publication faced stark challenges if it was to survive in the rapidly changing media landscape of 2015. Harvard Business School professor Steve Rogers discusses Ebony Magazine’s storied history, including its founder’s awareness of disruption theory fifty years ahead of time, and what the company has long meant for the black community.43966e38d64ab324c29f7786224feb8dThu, 26 Jan 2017 08:00:39 -0500Black Business Leaders Series: The Entrepreneurship Behind Ebony MagazinefalseFor more than seven decades, Ebony Magazine has chronicled the most important African-American issues, personalities, and interests of its time, including operating essentially as the journal of record for the Civil Rights Movement. But along with most other media companies, the publication faced stark challenges if it was to survive in the rapidly changing media landscape of 2015. Harvard Business School professor Steve Rogers discusses Ebony Magazine’s storied history, including its founder’s awareness of disruption theory fifty years ahead of time, and what the company has long meant for the black community.40full1071 For more than seven decades, Ebony Magazine has chronicled the most important African-American issues, personalities, and interests of its time, including operating essentially as the journal of record for the Civil Rights Movement. But along with most other media companies, the publication faced stark challenges if it was to survive in the rapidly changing media landscape of 2015. Harvard Business School professor Steve Rogers discusses his case “Ebony Magazine” about Ebony Magazine’s storied history, including its founder’s awareness of disruption theory fifty years ahead of time, and what the company has long meant for the black community.

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Can Wynton Marsalis and Lincoln Center Save Jazz Music?https://hbr.org/podcast/2017/01/can-wynton-marsalis-and-lincoln-center-save-jazz-musicResearch says that people imprint on music in their dating years, and carry those tastes with them through the rest of their lives. Lately, this has spelled trouble for jazz music, which is failing to attract new and younger fans in a competitive musical landscape. With its listenership in steep decline, jazz legend Wynton Marsalis is looking to rebrand the genre and engineer its comeback, with the help of Harvard Business School professor Rohit Deshpande.4dc3132115a7c2fe6a4895254fb67596Wed, 18 Jan 2017 13:47:49 -0500Can Wynton Marsalis and Lincoln Center Save Jazz Music?falseResearch says that people imprint on music in their dating years, and carry those tastes with them through the rest of their lives. Lately, this has spelled trouble for jazz music, which is failing to attract new and younger fans in a competitive musical landscape. With its listenership in steep decline, jazz legend Wynton Marsalis is looking to rebrand the genre and engineer its comeback, with the help of Harvard Business School professor Rohit Deshpande.39full946 Research says that people imprint on music in their dating years, and carry those tastes with them through the rest of their lives. Lately, this has spelled trouble for jazz music, which is failing to attract new and younger fans in a competitive musical landscape. With its listenership in steep decline, jazz legend Wynton Marsalis is looking to rebrand the genre and engineer its comeback, with the help of Harvard Business School professor Rohit Deshpande, author of the case, “Wynton Marsalis and Jazz at Lincoln Center.”

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The American Food Paradox: Growing Obese and Going Hungryhttps://hbr.org/podcast/2017/01/the-american-food-paradox-growing-obese-and-going-hungryOne third of the U.S. population is obese, even as 50 million Americans often struggle to find enough to eat. And all that in a country where 40% of the food made and purchased each year is thrown away, and in which food needs are expected to more than double over the next few decades. Harvard Business School professor Jose Alvarez discusses how the former president of Trader Joe’s is boiling these difficult problems down into one elegant solution in a pilot store in Dorchester, Massachusetts, and blazing a trail toward sustainability in the process.5c0c7929711c822225d2aac62b88e208Tue, 03 Jan 2017 13:44:01 -0500The American Food Paradox: Growing Obese and Going HungryfalseOne third of the U.S. population is obese, even as 50 million Americans often struggle to find enough to eat. And all that in a country where 40% of the food made and purchased each year is thrown away, and in which food needs are expected to more than double over the next few decades. Harvard Business School professor Jose Alvarez discusses how the former president of Trader Joe’s is boiling these difficult problems down into one elegant solution in a pilot store in Dorchester, Massachusetts, and blazing a trail toward sustainability in the process.38full1283 One third of the U.S. population is obese, even as 50 million Americans often struggle to find enough to eat. And all that in a country where 40% of the food made and purchased each year is thrown away, and in which food needs are expected to more than double over the next few decades. Harvard Business School professor Jose Alvarez discusses his case entitled “Doug Rauch: Solving the American Food Paradox” — how the former president of Trader Joe’s is boiling these difficult problems down into one elegant solution in a pilot store in Dorchester, Massachusetts, and blazing a trail toward sustainability in the process.

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Target’s Expensive Cybersecurity Mistakehttps://hbr.org/podcast/2016/12/targets-expensive-cybersecurity-mistakeThere is a joke in the cybersecurity community that there are two kinds of companies: those that know they’ve been hacked, and those that haven’t found out yet. The Target Corporation learned this the hard way during the busy holiday season of 2013, when 110 million customers’ information was compromised. Harvard Business School professor Suraj Srinivasan explores one of the largest cyber breaches in history, analyzing why failures happen, who should be held accountable, and how preventing them is both a technical problem and a matter of organizational design.912845e37ba7b3a95965b0059395159dTue, 20 Dec 2016 13:39:51 -0500Target's Expensive Cybersecurity MistakefalseThere is a joke in the cybersecurity community that there are two kinds of companies: those that know they’ve been hacked, and those that haven’t found out yet. The Target Corporation learned this the hard way during the busy holiday season of 2013, when 110 million customers’ information was compromised. Harvard Business School professor Suraj Srinivasan explores one of the largest cyber breaches in history, analyzing why failures happen, who should be held accountable, and how preventing them is both a technical problem and a matter of organizational design.37full1384 There is a joke in the cybersecurity community that there are two kinds of companies: those that know they’ve been hacked, and those that haven’t found out yet. The Target Corporation learned this the hard way during the busy holiday season of 2013, when 110 million customers’ information was compromised. Harvard Business School professor Suraj Srinivasan discusses his case entitled “Cyber Breach at Target,” which explores one of the largest cyber breaches in history, analyzing why failures happen, who should be held accountable, and how preventing them is both a technical problem and a matter of organizational design.

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How Wayfair Built a Furniture Brand from Scratchhttps://hbr.org/podcast/2016/12/how-wayfair-built-a-furniture-brand-from-scratchWayfair has been around since the early days of ecommerce. But where it now exists as a single, popular brand, it was once an unaffiliated collection of 240 websites selling very different things. Harvard Business School professor Thales Teixeira takes listeners on a journey through the rise of internet sales and search engine marketing, and into the minds of the company’s executives as they built an online furniture giant from scratch.7e595b14ac2871d31cc97b46111e3453Wed, 07 Dec 2016 13:36:32 -0500How Wayfair Built a Furniture Brand from ScratchfalseWayfair has been around since the early days of ecommerce. But where it now exists as a single, popular brand, it was once an unaffiliated collection of 240 websites selling very different things. Harvard Business School professor Thales Teixeira takes listeners on a journey through the rise of internet sales and search engine marketing, and into the minds of the company’s executives as they built an online furniture giant from scratch.36full1347 Wayfair has been around since the early days of ecommerce. But where it now exists as a single, popular brand, it was once an unaffiliated collection of 240 websites selling very different things. Harvard Business School professor Thales Teixeira takes listeners on a journey through the rise of internet sales and search engine marketing, and into the minds of the company’s executives as they built an online furniture giant from scratch. Teixeira is the author of the case entitled “Building an e-Commerce Brand at Wayfair.”

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Digital Change: Lessons from the Newspaper Industryhttps://hbr.org/podcast/2016/11/digital-change-lessons-from-the-newspaper-industryOn the internet, content may be king, but connecting users is the key to building an empire. The Norwegian media giant Schibsted learned this lesson the hard way, and then used it to thrive in an online news market where many others have failed. Through the lens of his new book, The Content Trap, Harvard Business School professor Bharat Anand discusses Schibsted’s resounding success, how bringing users together drives revenue, and the importance of media companies adopting a “digital-first” approach.8cadba5e7a5573b6b1e8f7842eb84fdbFri, 18 Nov 2016 13:31:20 -0500Digital Change: Lessons from the Newspaper IndustryfalseOn the internet, content may be king, but connecting users is the key to building an empire. The Norwegian media giant Schibsted learned this lesson the hard way, and then used it to thrive in an online news market where many others have failed. Through the lens of his new book, The Content Trap, Harvard Business School professor Bharat Anand discusses Schibsted’s resounding success, how bringing users together drives revenue, and the importance of media companies adopting a “digital-first” approach.35full1371 On the internet, content may be king, but connecting users is the key to building an empire. The Norwegian media giant Schibsted learned this lesson the hard way, and then used it to thrive in an online news market where many others have failed. Through the lens of his new book, The Content Trap, Harvard Business School professor Bharat Anand discusses his case entitled, “Schibsted,” regarding Schibsted’s resounding success, how bringing users together drives revenue, and the importance of media companies adopting a “digital-first” approach.

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Building Affordable Health Care in Paradisehttps://hbr.org/podcast/2016/11/building-affordable-health-care-in-paradiseBy some accounts, only 5-6% of people around the world get the cardiac treatment they need to survive. The rest perish. This statistic highlights the stark need for affordable, quality health care that can be delivered at scale, and a solution to that staggering problem has sprung up in, of all places, the Cayman Islands. Harvard Business School professor Tarun Khanna explains how a new hospital with a revolutionary cost structure and service model is making a name for itself on an island better known for bright sunshine and sandy beaches.3fd39b7ff49c89c4c6912baf9763b35aMon, 14 Nov 2016 15:38:26 -0500Building Affordable Health Care in ParadisefalseBy some accounts, only 5-6% of people around the world get the cardiac treatment they need to survive. The rest perish. This statistic highlights the stark need for affordable, quality health care that can be delivered at scale, and a solution to that staggering problem has sprung up in, of all places, the Cayman Islands. Harvard Business School professor Tarun Khanna explains how a new hospital with a revolutionary cost structure and service model is making a name for itself on an island better known for bright sunshine and sandy beaches.34full860 By some accounts, only 5-6% of people around the world get the cardiac treatment they need to survive. The rest perish. This statistic highlights the stark need for affordable, quality health care that can be delivered at scale, and a solution to that staggering problem has sprung up in, of all places, the Cayman Islands. Harvard Business School professor Tarun Khanna discusses his case “Health City Cayman Islands” — how a new hospital with a revolutionary cost structure and service model is making a name for itself on an island better known for bright sunshine and sandy beaches.

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Managing in the Real World: How to Make Gray-Area Decisionshttps://hbr.org/podcast/2016/11/managing-in-the-real-world-how-to-make-gray-area-decisionsAn unfortunate but necessary part of a manager’s job is having to let underperforming employees go. Knowing when and how to take that step with the company’s, the employee’s, and your own best interests in mind is a difficult task. Harvard Business School professor Joe Badaracco discusses the best ways to make hard decisions and deliver bad news, pulling from his case “Two Tough Calls” and his new book, "Managing in the Gray."06f9394912ed6664acca4b1acbb729e7Thu, 03 Nov 2016 13:22:40 -0500Managing in the Real World: How to Make Gray-Area DecisionsfalseAn unfortunate but necessary part of a manager’s job is having to let underperforming employees go. Knowing when and how to take that step with the company’s, the employee’s, and your own best interests in mind is a difficult task. Harvard Business School professor Joe Badaracco discusses the best ways to make hard decisions and deliver bad news, pulling from his case “Two Tough Calls” and his new book, "Managing in the Gray."33full815 An unfortunate but necessary part of a manager’s job is having to let underperforming employees go. Knowing when and how to take that step with the company’s, the employee’s, and your own best interests in mind is a difficult task. Harvard Business School professor Joe Badaracco discusses the best ways to make hard decisions and deliver bad news, pulling from his case “Two Tough Calls” and his new book, Managing in the Gray.

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The Crash and the Fix of HealthCare.govhttps://hbr.org/podcast/2016/11/the-crash-and-the-fix-of-healthcare-govThe Affordable Care Act, or Obamacare for short, had three goals: make health insurance available, required, and affordable for everyone. There was just one problem -- the launch of the HealthCare.gov website was a complete and utter failure. Harvard Business School professor Len Schlesinger delves into the enormous challenges involved with building, launching, and fixing HealthCare.gov, and how those administrative trials and triumphs are instructive for any managerial setting.c25e6c8ca9b6739f584e5052be132f6dTue, 01 Nov 2016 15:38:27 -0500The Crash and the Fix of HealthCare.govfalseThe Affordable Care Act, or Obamacare for short, had three goals: make health insurance available, required, and affordable for everyone. There was just one problem -- the launch of the HealthCare.gov website was a complete and utter failure. Harvard Business School professor Len Schlesinger delves into the enormous challenges involved with building, launching, and fixing HealthCare.gov, and how those administrative trials and triumphs are instructive for any managerial setting.32full1204 The Affordable Care Act, or Obamacare for short, had three goals: make health insurance available, required, and affordable for everyone. There was just one problem — the launch of the HealthCare.gov website was a complete and utter failure. Harvard Business School professor Len Schlesinger delves into the enormous challenges involved with building, launching, and fixing HealthCare.gov, and how those administrative trials and triumphs are instructive for any managerial setting. Schlesinger is the author of the case entitled “HealthCare.gov: The Crash and the Fix.”

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Oktoberfest: Making Money Off of Traditionhttps://hbr.org/podcast/2016/10/oktoberfest-making-money-off-of-traditionOktoberfest began as a raucous wedding celebration in Germany more than 200 years ago and has since grown into a worldwide phenomenon. Munich, alone, hosts some 6.4 million guests (who consume almost 8 million liters of beer) during the festival each year. Harvard Business School professor Juan Alcacer discusses how the Oktoberfest brand has been transplanted around the globe, whether copycat festivals help or hurt its reputation, and to what extent its original hosts could or should be profit-motivated.6cfcbcd4e7cdb92b2b8cbdd4886fa1b4Tue, 04 Oct 2016 13:15:59 -0500Oktoberfest: Making Money Off of TraditionfalseOktoberfest began as a raucous wedding celebration in Germany more than 200 years ago and has since grown into a worldwide phenomenon. Munich, alone, hosts some 6.4 million guests (who consume almost 8 million liters of beer) during the festival each year. Harvard Business School professor Juan Alcacer discusses how the Oktoberfest brand has been transplanted around the globe, whether copycat festivals help or hurt its reputation, and to what extent its original hosts could or should be profit-motivated.31full904 Oktoberfest began as a raucous wedding celebration in Germany more than 200 years ago and has since grown into a worldwide phenomenon. Munich, alone, hosts some 6.4 million guests (who consume almost 8 million liters of beer) during the festival each year. Harvard Business School professor Juan Alcacer discusses his case entitled “The Munich Oktoberfest: From Local Tradition to Global Capitalism” — how the Oktoberfest brand has been transplanted around the globe, whether copycat festivals help or hurt its reputation, and to what extent its original hosts could or should be profit-motivated.

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Innovation Under Constraint: Constructing a Turnaround at Legohttps://hbr.org/podcast/2016/10/innovation-under-constraint-constructing-a-turnaround-at-legoLego has been helping children piece together dreams and build their imaginations for decades, and has become one of the world’s most popular toys and most powerful brands in the process. But the company known for great directions lost its own in the 1990s and has stood on the brink of bankruptcy a few times since. Harvard Business School professor Jan Rivkin takes listeners behind the brick and into the minds of Lego’s leadership as they tackle digital disruption, how to innovate while remaining true to their core product and mission, and engineer an impressive 2004 turnaround that positions the company for huge future success.be79ca3f8cc12b15fef46aa785139186Tue, 04 Oct 2016 12:54:44 -0500Innovation Under Constraint: Constructing a Turnaround at LegofalseLego has been helping children piece together dreams and build their imaginations for decades, and has become one of the world’s most popular toys and most powerful brands in the process. But the company known for great directions lost its own in the 1990s and has stood on the brink of bankruptcy a few times since. Harvard Business School professor Jan Rivkin takes listeners behind the brick and into the minds of Lego’s leadership as they tackle digital disruption, how to innovate while remaining true to their core product and mission, and engineer an impressive 2004 turnaround that positions the company for huge future success.30full915 Lego has been helping children piece together dreams and build their imaginations for decades, and has become one of the world’s most popular toys and most powerful brands in the process. But the company known for great directions lost its own in the 1990s and has stood on the brink of bankruptcy a few times since. Harvard Business School professor Jan Rivkin takes listeners behind the brick and into the minds of Lego’s leadership as they tackle digital disruption, how to innovate while remaining true to their core product and mission, and engineer an impressive 2004 turnaround that positions the company for huge future success. Rivkin is the author of the case study entitled “Lego: The Crisis.”

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Netflix Wins Big by Betting on “House of Cards”https://hbr.org/podcast/2016/10/netflix-wins-big-by-betting-on-house-of-cardsBefore “House of Cards” was an internationally-renowned and critically acclaimed hit series, it was a total shot in the dark. Luckily for the small film studio behind it, Netflix saw it as a shot worth taking. Harvard Business School professor Anita Elberse discusses how the Emmy award-winning show flipped the script on standard television series production, brought binge-watching into the mainstream, and ushered in a whole new era of must-see programming.c24b06128681dcd03bd66be80116abbbTue, 04 Oct 2016 12:51:17 -0500Netflix Wins Big by Betting on "House of Cards"falseBefore “House of Cards” was an internationally-renowned and critically acclaimed hit series, it was a total shot in the dark. Luckily for the small film studio behind it, Netflix saw it as a shot worth taking. Harvard Business School professor Anita Elberse discusses how the Emmy award-winning show flipped the script on standard television series production, brought binge-watching into the mainstream, and ushered in a whole new era of must-see programming.29full794 Before “House of Cards” was an internationally-renowned and critically acclaimed hit series, it was a total shot in the dark. Luckily for the small film studio behind it, Netflix saw it as a shot worth taking. Harvard Business School professor Anita Elberse discusses her case entitled “MRC’s House of Cards” — how the Emmy award-winning show flipped the script on standard television series production, brought binge-watching into the mainstream, and ushered in a whole new era of must-see programming.

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Behind Apple’s Tax Situation, an Unprecedented Financial Policyhttps://hbr.org/podcast/2016/10/behind-apples-tax-situation-an-unprecedented-financial-policyMost people know Apple as one of the richest and most successful companies in the world, but it wasn’t always that way. In 1997, the company suffered a near-death experience that caused it to completely reimagine itself. The result was a new line of products and a totally unique financial model that has since led to unprecedented success. Harvard Business School professor Mihir Desai explains the genius of the financial wiring behind the inventors of the Genius Bar.c3f870aac38fc7efb6f8c20887791d79Tue, 04 Oct 2016 12:00:40 -0500Behind Apple's Tax Situation, an Unprecedented Financial PolicyfalseMost people know Apple as one of the richest and most successful companies in the world, but it wasn’t always that way. In 1997, the company suffered a near-death experience that caused it to completely reimagine itself. The result was a new line of products and a totally unique financial model that has since led to unprecedented success. Harvard Business School professor Mihir Desai explains the genius of the financial wiring behind the inventors of the Genius Bar.28full858 Most people know Apple as one of the richest and most successful companies in the world, but it wasn’t always that way. In 1997, the company suffered a near-death experience that caused it to completely reimagine itself. The result was a new line of products and a totally unique financial model that has since led to unprecedented success. Harvard Business School professor Mihir Desai explains his case, “Financial Policy at Apple, 2013” — the genius of the financial wiring behind the inventors of the Genius Bar.

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What Building a “Jeopardy!” Robot Taught IBM About Innovationhttps://hbr.org/podcast/2016/10/what-building-a-jeopardy-robot-taught-ibm-about-innovationIt’s a good bet that winning a game show isn’t often on the list of top priorities at large companies. So how was it that building a robot to do just that became a prime focus at IBM? Harvard Business School professor Willy Shih discusses how building Watson, a deep question answering machine, reinvigorated a stalled research and development team, taught IBM a ton about communication and product development, and led to a hotly contested “Jeopardy!” match on the Harvard Business School campus.fda6d62ef8b63621237cf52c48619efeTue, 04 Oct 2016 11:55:19 -0500What Building a "Jeopardy!" Robot Taught IBM About InnovationfalseIt’s a good bet that winning a game show isn’t often on the list of top priorities at large companies. So how was it that building a robot to do just that became a prime focus at IBM? Harvard Business School professor Willy Shih discusses how building Watson, a deep question answering machine, reinvigorated a stalled research and development team, taught IBM a ton about communication and product development, and led to a hotly contested “Jeopardy!” match on the Harvard Business School campus.27full980 It’s a good bet that winning a game show isn’t often on the list of top priorities at large companies. So how was it that building a robot to do just that became a prime focus at IBM? Harvard Business School professor Willy Shih discusses how building Watson, a deep question answering machine, reinvigorated a stalled research and development team, taught IBM a ton about communication and product development, and led to a hotly contested “Jeopardy!” match on the Harvard Business School campus. Shih is the author of the case study, “Building Watson: Not So Elementary, My Dear.”

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Why College Rankings Keep Deans Awake at Nighthttps://hbr.org/podcast/2016/10/why-college-rankings-keep-deans-awake-at-nightCollege represents one of the biggest decisions and investments many consumers will ever make. But can they really trust the rankings available to help them choose? Harvard Business School professor Bill Kirby unpacks the complex world of university rankings, including what “world-class” actually means, what rankings don’t take into account, and how schools are learning to game an imperfect system.956a3512b56031fa802bf50310564d27Tue, 04 Oct 2016 11:05:22 -0500Why College Rankings Keep Deans Awake at NightfalseCollege represents one of the biggest decisions and investments many consumers will ever make. But can they really trust the rankings available to help them choose? Harvard Business School professor Bill Kirby unpacks the complex world of university rankings, including what “world-class” actually means, what rankings don’t take into account, and how schools are learning to game an imperfect system.26full852 College represents one of the biggest decisions and investments many consumers will ever make. But can they really trust the rankings available to help them choose? Harvard Business School professor Bill Kirby unpacks the complex world of university rankings, including what “world-class” actually means, what rankings don’t take into account, and how schools are learning to game an imperfect system. Kirby is the author of the case study, “World-class Universities: Rankings and Reputation in Higher Education.”

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How Modest Investors Can Still Bet Bighttps://hbr.org/podcast/2016/10/how-modest-investors-can-still-bet-bigA novel idea: give loyal customers a chance to buy shares in a company they love. That’s the premise behind LOYAL3, which uses the democratizing power of technology to give average investors better access to IPOs. Harvard Business School professor Luis Viceira discusses this novel mission, the huge new market it creates, and the delicate balance of being disruptive but only when necessary.a08eb07524522e91e4014903a534567fTue, 04 Oct 2016 11:01:02 -0500How Modest Investors Can Still Bet BigfalseA novel idea: give loyal customers a chance to buy shares in a company they love. That’s the premise behind LOYAL3, which uses the democratizing power of technology to give average investors better access to IPOs. Harvard Business School professor Luis Viceira discusses this novel mission, the huge new market it creates, and the delicate balance of being disruptive but only when necessary.25full773 A novel idea: give loyal customers a chance to buy shares in a company they love. That’s the premise behind LOYAL3, which uses the democratizing power of technology to give average investors better access to IPOs. Harvard Business School professor Luis Viceira discusses his case entitled “LOYAL3: Own What You Love” — this novel mission, the huge new market it creates, and the delicate balance of being disruptive but only when necessary.

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How to Fix a Broken Global Teamhttps://hbr.org/podcast/2016/10/how-to-fix-a-broken-global-teamIncreasingly, almost every team is a global team in some capacity. This presents a difficult challenge for managers everywhere, and especially for high-potential leaders who want to take their careers to the next level: how do you bring together a team whose members are geographically and culturally dispersed? Harvard Business School professor Tsedal Neeley discusses her case of a real-life executive charged with corralling a hugely diverse, underperforming group and leading it back to success on a global scale.efefb63e2d81705d718fc2ec6ddba4bdTue, 04 Oct 2016 10:32:00 -0500How to Fix a Broken Global TeamfalseIncreasingly, almost every team is a global team in some capacity. This presents a difficult challenge for managers everywhere, and especially for high-potential leaders who want to take their careers to the next level: how do you bring together a team whose members are geographically and culturally dispersed? Harvard Business School professor Tsedal Neeley discusses her case of a real-life executive charged with corralling a hugely diverse, underperforming group and leading it back to success on a global scale.24full828 Increasingly, almost every team is a global team in some capacity. This presents a difficult challenge for managers everywhere, and especially for high-potential leaders who want to take their careers to the next level: how do you bring together a team whose members are geographically and culturally dispersed? Harvard Business School professor Tsedal Neeley discusses her case — entitled “Building a Global Team: Tariq Khan at Tek” — of a real-life executive charged with corralling a hugely diverse, underperforming group and leading it back to success on a global scale.

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Who Makes the Eyes for Driverless Cars?https://hbr.org/podcast/2016/10/who-makes-the-eyes-for-driverless-carsThough Google has become the U.S. face of the driverless car movement, other global companies have been developing similar technology for more than a decade. Mobileye is one of them, with a $10 billion valuation and a huge head start in a potentially enormous market. Harvard Business School professor David Yoffie discusses why a company many have never heard of will be a lynchpin in the future of self-driving automobiles.2fb068ad42a8976641077e22d8d21462Tue, 04 Oct 2016 10:26:46 -0500Who Makes the Eyes for Driverless Cars?falseThough Google has become the U.S. face of the driverless car movement, other global companies have been developing similar technology for more than a decade. Mobileye is one of them, with a $10 billion valuation and a huge head start in a potentially enormous market. Harvard Business School professor David Yoffie discusses why a company many have never heard of will be a lynchpin in the future of self-driving automobiles.23full751 Though Google has become the U.S. face of the driverless car movement, other global companies have been developing similar technology for more than a decade. Mobileye is one of them, with a $10 billion valuation and a huge head start in a potentially enormous market. Harvard Business School professor David Yoffie discusses why a company many have never heard of will be a lynchpin in the future of self-driving automobiles. Yoffie is the author of the case study, “Mobileye, The Future of Driverless Cars.”

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Hold Onto Your Complexity: Bringing Multiple Identities to Workhttps://hbr.org/podcast/2016/10/hold-onto-your-complexity-bringing-multiple-identities-to-workCarla Ann Harris has blazed trails and excelled at institutions like Harvard and Morgan Stanley. But doing so has required her to strike a careful balance between her professional image and her personal passions. Harvard Business School professor Lakshmi Ramarajan discusses her inspiring success and the importance of managing perceptions to achieve greatness.e8dc411db2c930646da889117c355bfaTue, 04 Oct 2016 10:21:09 -0500Hold Onto Your Complexity: Bringing Multiple Identities to WorkfalseCarla Ann Harris has blazed trails and excelled at institutions like Harvard and Morgan Stanley. But doing so has required her to strike a careful balance between her professional image and her personal passions. Harvard Business School professor Lakshmi Ramarajan discusses her inspiring success and the importance of managing perceptions to achieve greatness.22full864 Carla Ann Harris has blazed trails and excelled at institutions like Harvard and Morgan Stanley. But doing so has required her to strike a careful balance between her professional image and her personal passions. Harvard Business School professor Lakshmi Ramarajan discusses her case, “Carla Ann Harris at Morgan Stanley,” about Harris’ inspiring success and the importance of managing perceptions to achieve greatness.

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A Better World Through Brewinghttps://hbr.org/podcast/2016/10/a-better-world-through-brewingSince brewing is a marketing-driven business, finding ways to differentiate a beverage from its competition is crucial. Heineken’s chief marketing officer took a novel approach: take the complicated processes of production and distribution and make them interesting and important to the consumer. Harvard Business School professor Forest Reinhardt explains how a big, sophisticated company used small details, from trucking routes to the color of refrigerators, to put its commitment to the environment to work on its behalf.3b033bc6842bcafe0b99a6ecabee54dbTue, 04 Oct 2016 10:16:55 -0500A Better World Through BrewingfalseSince brewing is a marketing-driven business, finding ways to differentiate a beverage from its competition is crucial. Heineken’s chief marketing officer took a novel approach: take the complicated processes of production and distribution and make them interesting and important to the consumer. Harvard Business School professor Forest Reinhardt explains how a big, sophisticated company used small details, from trucking routes to the color of refrigerators, to put its commitment to the environment to work on its behalf.21full537 Since brewing is a marketing-driven business, finding ways to differentiate a beverage from its competition is crucial. Heineken’s chief marketing officer took a novel approach: take the complicated processes of production and distribution and make them interesting and important to the consumer. Harvard Business School professor Forest Reinhardt explains his case study, “Heineken: Brewing a Better World” — how a big, sophisticated company used small details, from trucking routes to the color of refrigerators, to put its commitment to the environment to work on its behalf.

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Who Owns Space?https://hbr.org/podcast/2016/10/who-owns-spaceEntrepreneurs like Elon Musk and Jeff Bezos are tapping into their vast personal wealth to make commercial space travel a reality. In the process, they're revitalizing a listless national space program. Harvard Business School professor Matthew Weinzierl discusses his new case on New Space, and how public-private partnerships are becoming the building blocks for the hottest new startup sector.9dab77cc710b115e69f47a170f833749Tue, 04 Oct 2016 10:11:50 -0500Who Owns Space?falseEntrepreneurs like Elon Musk and Jeff Bezos are tapping into their vast personal wealth to make commercial space travel a reality. In the process, they're revitalizing a listless national space program. Harvard Business School professor Matthew Weinzierl discusses his new case on New Space, and how public-private partnerships are becoming the building blocks for the hottest new startup sector.20full920 Entrepreneurs like Elon Musk and Jeff Bezos are tapping into their vast personal wealth to make commercial space travel a reality. In the process, they’re revitalizing a listless national space program. Harvard Business School professor Matthew Weinzierl discusses his new case entitled “Blue Origin, NASA, and New Space,” and how public-private partnerships are becoming the building blocks for the hottest new startup sector.

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The Real Cost of Ignoring Mental Health in the Workplacehttps://hbr.org/podcast/2016/10/the-real-cost-of-ignoring-mental-health-in-the-workplaceThe statistics are startling: about one-third of American workers suffer from chronic work stress; $27 billion worth of work days are lost to mental health-related absences each year. Harvard Business School professor John Quelch discusses his case on the state of mental health in the U.S. workplace, and why even though companies are better than ever about providing services to their workers, the stigma attached to mental health leaves a lot of work yet to be done.c1e599b1c4cad25031580962d613a49bTue, 04 Oct 2016 09:53:33 -0500The Real Cost of Ignoring Mental Health in the WorkplacefalseThe statistics are startling: about one-third of American workers suffer from chronic work stress; $27 billion worth of work days are lost to mental health-related absences each year. Harvard Business School professor John Quelch discusses his case on the state of mental health in the U.S. workplace, and why even though companies are better than ever about providing services to their workers, the stigma attached to mental health leaves a lot of work yet to be done.19full735 The statistics are startling: about one-third of American workers suffer from chronic work stress; $27 billion worth of work days are lost to mental health-related absences each year. Harvard Business School professor John Quelch discusses his case — entitled “Mental Health in the American Workplace” — on the state of mental health in the U.S. workplace, and why even though companies are better than ever about providing services to their workers, the stigma attached to mental health leaves a lot of work yet to be done.

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Walmart: Changing the World for Better or Worse?https://hbr.org/podcast/2016/10/walmart-changing-the-world-for-better-or-worseCan big companies fix big problems? Are they responsible for doing so? As the third-largest employer in the world, any move Walmart makes reverberates around the globe. Yet despite its many successes and innovations, particularly in terms of sustainability, the company often faces criticism for its business practices. Harvard Business School professor Rebecca Henderson discusses what she calls the paradigmatic case: how Walmart takes huge risks, makes great strides, and demonstrates how companies are one of the few instruments humanity has for changing the world at scale, for better or for worse.1e4f66dc664e73a305cf620aff27d203Tue, 04 Oct 2016 09:48:43 -0500Walmart: Changing the World for Better or Worse?falseCan big companies fix big problems? Are they responsible for doing so? As the third-largest employer in the world, any move Walmart makes reverberates around the globe. Yet despite its many successes and innovations, particularly in terms of sustainability, the company often faces criticism for its business practices. Harvard Business School professor Rebecca Henderson discusses what she calls the paradigmatic case: how Walmart takes huge risks, makes great strides, and demonstrates how companies are one of the few instruments humanity has for changing the world at scale, for better or for worse.18full910 Can big companies fix big problems? Are they responsible for doing so? As the third-largest employer in the world, any move Walmart makes reverberates around the globe. Yet despite its many successes and innovations, particularly in terms of sustainability, the company often faces criticism for its business practices. Harvard Business School professor Rebecca Henderson discusses what she calls the paradigmatic case: how Walmart takes huge risks, makes great strides, and demonstrates how companies are one of the few instruments humanity has for changing the world at scale, for better or for worse. Henderson is the author of the case study, “Greening Wal-Mart: Progress and Controversy.”

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The Key to Keeping Resolutions? Betting Against Yourselfhttps://hbr.org/podcast/2016/09/the-key-to-keeping-resolutions-betting-against-yourselfIt’s been a few months since many of us made New Year’s resolutions. Have you stuck with yours? Harvard Business School professor Leslie John studies how to help people change bad habits (and reinforce good ones) by looking at what makes them tick. Here, she discusses stickK, an application that motivates people by forcing them to put skin in the game of self-improvement.d8fc58d1c6acb4e33a56f203bb3eb220Mon, 19 Sep 2016 09:44:09 -0500The Key to Keeping Resolutions? Betting Against YourselffalseIt’s been a few months since many of us made New Year’s resolutions. Have you stuck with yours? Harvard Business School professor Leslie John studies how to help people change bad habits (and reinforce good ones) by looking at what makes them tick. Here, she discusses stickK, an application that motivates people by forcing them to put skin in the game of self-improvement.17full741 It’s been a few months since many of us made New Year’s resolutions. Have you stuck with yours? Harvard Business School professor Leslie John studies how to help people change bad habits (and reinforce good ones) by looking at what makes them tick. Here, she discusses stickK, an application that motivates people by forcing them to put skin in the game of self-improvement. John is the author of the case entitled, “Making stickK Stick: The Business of Behavioral Economics.”

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A Map of Economic Renewal Begins in Mainehttps://hbr.org/podcast/2016/09/a-map-of-economic-renewal-begins-in-maineMaine has had one of the worst state economies in the country the last few years. But something special is happening there of late that could change the face of job creation in the future. Harvard Business School professor Karen Mills, the former administrator of the U.S. Small Business Administration under President Obama, explains her new case on the Maine Food Cluster Project, including the role catalytic philanthropy and cluster initiatives can play in reenergizing struggling business sectors.b1eb02c30df2a04084786b88f52c60e6Mon, 19 Sep 2016 09:37:10 -0500A Map of Economic Renewal Begins in MainefalseMaine has had one of the worst state economies in the country the last few years. But something special is happening there of late that could change the face of job creation in the future. Harvard Business School professor Karen Mills, the former administrator of the U.S. Small Business Administration under President Obama, explains her new case on the Maine Food Cluster Project, including the role catalytic philanthropy and cluster initiatives can play in reenergizing struggling business sectors.16full545 Maine has had one of the worst state economies in the country the last few years. But something special is happening there of late that could change the face of job creation in the future. Harvard Business School professor Karen Mills, the former administrator of the U.S. Small Business Administration under President Obama, explains her new case, “The Maine Food Cluster Project,” including the role catalytic philanthropy and cluster initiatives can play in reenergizing struggling business sectors.

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The Team Sport of Scaling a Businesshttps://hbr.org/podcast/2016/09/the-team-sport-of-scaling-a-businessFor entrepreneurs, size and scale don’t have to come at the cost of agility. Fabricio Bloisi, a 21-year-old Brazilian college graduate, proved that with his company Movile. Harvard Business School professor Lynda Applegate discusses how, with the right blend of talent, ambition, and teamwork, a company can become an international powerhouse and still remain nimble and true to its roots.8efefe19043559c5aebf6654cbfde11cMon, 19 Sep 2016 09:30:41 -0500The Team Sport of Scaling a BusinessfalseFor entrepreneurs, size and scale don’t have to come at the cost of agility. Fabricio Bloisi, a 21-year-old Brazilian college graduate, proved that with his company Movile. Harvard Business School professor Lynda Applegate discusses how, with the right blend of talent, ambition, and teamwork, a company can become an international powerhouse and still remain nimble and true to its roots.15full593 For entrepreneurs, size and scale don’t have to come at the cost of agility. Fabricio Bloisi, a 21-year-old Brazilian college graduate, proved that with his company Movile. Harvard Business School professor Lynda Applegate discusses how, with the right blend of talent, ambition, and teamwork, a company can become an international powerhouse and still remain nimble and true to its roots. Applegate is the author of the case study, “Movile: Building a Global Technology Company.”

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For the Hotel Business, it’s TripAdvisor or Busthttps://hbr.org/podcast/2016/09/for-the-hotel-business-its-tripadvisor-or-bustResearch says that 85% of people will make a purchase after reading online reviews about a product or service. This has had huge implications for the hotel industry and helps explain why TripAdvisor, a massive repository of user-generated reviews, was the most-visited travel website in the world in 2013. Harvard Business School professor Thales Teixeira discusses TripAdvisor’s staggering success, how the company has forced an entire industry to change the way it considers (and purposefully influences) the online review process, and how consumers navigate that sea of reviews.bdfc09c1e978b3ddde18573c632e622aMon, 19 Sep 2016 09:25:08 -0500For the Hotel Business, it's TripAdvisor or BustfalseResearch says that 85% of people will make a purchase after reading online reviews about a product or service. This has had huge implications for the hotel industry and helps explain why TripAdvisor, a massive repository of user-generated reviews, was the most-visited travel website in the world in 2013. Harvard Business School professor Thales Teixeira discusses TripAdvisor’s staggering success, how the company has forced an entire industry to change the way it considers (and purposefully influences) the online review process, and how consumers navigate that sea of reviews.14full788 Research says that 85% of people will make a purchase after reading online reviews about a product or service. This has had huge implications for the hotel industry and helps explain why TripAdvisor, a massive repository of user-generated reviews, was the most-visited travel website in the world in 2013. Harvard Business School professor Thales Teixeira discusses his case study, “Managing Online Reviews at TripAdvisor,” regarding TripAdvisor’s staggering success, how the company has forced an entire industry to change the way it considers (and purposefully influences) the online review process, and how consumers navigate that sea of reviews.

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The Amazing Life of One of America’s Earliest Black Female Entrepreneurshttps://hbr.org/podcast/2016/09/the-amazing-life-of-one-of-americas-earliest-black-female-entrepreneursThough not everyone may know her name, Madam C.J. Walker helped invent what have become staples of our modern country and economy: national sales forces, corporate social responsibility, and, yes, even basic haircare. Orphaned at age 8, married at 14, and widowed at 20 with a daughter to raise, Walker went on to become a millionaire entrepreneur in the Deep South at the turn of the century, against all odds. Harvard Business School professor Nancy Koehn describes Walker’s inspiring real life story of making good on her own unique American dream.53daaa78e58d0f10e0de352033d4a45eMon, 19 Sep 2016 09:17:55 -0500The Amazing Life of One of America's Earliest Black Female EntrepreneursfalseThough not everyone may know her name, Madam C.J. Walker helped invent what have become staples of our modern country and economy: national sales forces, corporate social responsibility, and, yes, even basic haircare. Orphaned at age 8, married at 14, and widowed at 20 with a daughter to raise, Walker went on to become a millionaire entrepreneur in the Deep South at the turn of the century, against all odds. Harvard Business School professor Nancy Koehn describes Walker’s inspiring real life story of making good on her own unique American dream.13full1029 Though not everyone may know her name, Madam C.J. Walker helped invent what have become staples of our modern country and economy: national sales forces, corporate social responsibility, and, yes, even basic haircare. Orphaned at age 8, married at 14, and widowed at 20 with a daughter to raise, Walker went on to become a millionaire entrepreneur in the Deep South at the turn of the century, against all odds. Harvard Business School professor Nancy Koehn describes Walker’s inspiring real life story of making good on her own unique American dream. Koehn is the author of the case study, “Madam C.J. Walker: Entrepreneur, Leader, and Philanthropist.”

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The Space Shuttle Columbia’s Final Missionhttps://hbr.org/podcast/2016/09/the-space-shuttle-columbias-final-missionNo organization wants to fail. But even for the best and the brightest, failure is inevitable, and occasionally that failure can be catastrophic. Harvard Business School professor Amy Edmondson describes her experience writing and teaching a case on the Columbia space shuttle’s final mission, including the organizational challenges within NASA that contributed to it, and the lessons that can be taken from the tragedy.14313ed61399878c364801785eb5439dMon, 19 Sep 2016 09:12:57 -0500The Space Shuttle Columbia's Final MissionfalseNo organization wants to fail. But even for the best and the brightest, failure is inevitable, and occasionally that failure can be catastrophic. Harvard Business School professor Amy Edmondson describes her experience writing and teaching a case on the Columbia space shuttle’s final mission, including the organizational challenges within NASA that contributed to it, and the lessons that can be taken from the tragedy.12full760 No organization wants to fail. But even for the best and the brightest, failure is inevitable, and occasionally that failure can be catastrophic. Harvard Business School professor Amy Edmondson describes her experience writing and teaching a case on the Columbia space shuttle’s final mission, including the organizational challenges within NASA that contributed to it, and the lessons that can be taken from the tragedy. Edmondson is the author of the case study, “Columbia’s Final Mission.”

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The Power of Presence at the Podiumhttps://hbr.org/podcast/2016/09/the-power-of-presence-at-the-podiumRunning for office requires a lot of public speaking. But often, it’s what candidates aren’t saying that can make or break their campaigns. Take the case of Dan Silver, an experienced congressional candidate who leaves voters cold despite his eminent qualifications. With the help of KNP Communications, Silver is forced to watch himself at the podium and makes some profound discoveries. Harvard Business School professor Amy Cuddy delves into this fascinating case and the importance of body language, believing in your own story, and how to put your best self forward.73b1ce3cab8105d38dc2efb2e61e3693Mon, 19 Sep 2016 09:06:00 -0500The Power of Presence at the PodiumfalseRunning for office requires a lot of public speaking. But often, it’s what candidates aren’t saying that can make or break their campaigns. Take the case of Dan Silver, an experienced congressional candidate who leaves voters cold despite his eminent qualifications. With the help of KNP Communications, Silver is forced to watch himself at the podium and makes some profound discoveries. Harvard Business School professor Amy Cuddy delves into this fascinating case and the importance of body language, believing in your own story, and how to put your best self forward.11full744 Running for office requires a lot of public speaking. But often, it’s what candidates aren’t saying that can make or break their campaigns. Take the case of Dan Silver, an experienced congressional candidate who leaves voters cold despite his eminent qualifications. With the help of KNP Communications, Silver is forced to watch himself at the podium and makes some profound discoveries. Harvard Business School professor Amy Cuddy delves into this fascinating case — entitled “Congressional Candidate Dan Silver and KNP Communications” — and the importance of body language, believing in your own story, and how to put your best self forward.

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A Microchip in Your Medicinehttps://hbr.org/podcast/2016/09/a-microchip-in-your-medicineDigitally-enabled prescription medication may sound futuristic. Thanks to Proteus, the future is now. The company has developed the technology to place microchips inside prescription pills, allowing doctors to retrieve real-time updates on everything from dosing, to vital signs, to the efficacy of different medications. However, regulating and marketing such ground-breaking technology is almost as complicated as the medical conditions it can help cure. Harvard Business School professor Richard Hamermesh unpacks the challenges of changing the world of medicine.43d26079817c2edcacd07caf9f52de90Mon, 19 Sep 2016 08:37:19 -0500A Microchip in Your MedicinefalseDigitally-enabled prescription medication may sound futuristic. Thanks to Proteus, the future is now. The company has developed the technology to place microchips inside prescription pills, allowing doctors to retrieve real-time updates on everything from dosing, to vital signs, to the efficacy of different medications. However, regulating and marketing such ground-breaking technology is almost as complicated as the medical conditions it can help cure. Harvard Business School professor Richard Hamermesh unpacks the challenges of changing the world of medicine.10full695 Digitally-enabled prescription medication may sound futuristic. Thanks to Proteus, the future is now. The company has developed the technology to place microchips inside prescription pills, allowing doctors to retrieve real-time updates on everything from dosing, to vital signs, to the efficacy of different medications. However, regulating and marketing such ground-breaking technology is almost as complicated as the medical conditions it can help cure. Harvard Business School professor Richard Hamermesh unpacks his case study, “Proteus Biomedical: Making Pigs Fly” — the challenges of changing the world of medicine.

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Designing a Great Communityhttps://hbr.org/podcast/2016/09/designing-a-great-communityHow do you manage a community, grow it, and sustain it? Threadless has done it since 2007 by crowdsourcing its T-shirt designs and selling the best ones. Harvard Business School professor Karim Lakhani talks about the challenges, exciting moments, and ultimate dilemma in the case: When do you grow the community vs. when do you go national and make the big money? Many companies consider how to bring elements of community into their companies. Learn more about this fascinating journey from Lakhani's case, “Threadless: The Business of Community.”cf9e1d701ece15375ab67a73fe385b50Mon, 19 Sep 2016 08:26:20 -0500Designing a Great CommunityfalseHow do you manage a community, grow it, and sustain it? Threadless has done it since 2007 by crowdsourcing its T-shirt designs and selling the best ones. Harvard Business School professor Karim Lakhani talks about the challenges, exciting moments, and ultimate dilemma in the case: When do you grow the community vs. when do you go national and make the big money? Many companies consider how to bring elements of community into their companies. Learn more about this fascinating journey from Lakhani's case, “Threadless: The Business of Community.”9full692 How do you manage a community, grow it, and sustain it? Threadless has done it since 2007 by crowdsourcing its T-shirt designs and selling the best ones. Harvard Business School professor <strong>Karim Lakhani</strong> talks about the challenges, exciting moments, and ultimate dilemma in the case: When do you grow the community vs. when do you go national and make the big money? Many companies consider how to bring elements of community into their companies. Learn more about this fascinating journey from Lakhani’s case, “Threadless: The Business of Community.”

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Planning Change: Lessons from the World of Retailhttps://hbr.org/podcast/2016/09/planning-change-lessons-from-the-world-of-retailRon Johnson's career path has featured stops at some of the world’s largest and most innovative retailers, including Target, Apple, and J.C. Penney. At each stop, Johnson learned invaluable lessons, like how to build on success, how to keep growing as an individual, and how to embrace missteps. Harvard Business School professor Das Narayandas examines Johnson’s career trajectory and discusses the importance of personal accountability and creative planning in the rapidly-changing world of retail.66d4fda76a022b77bb2fddc34d4f9031Mon, 19 Sep 2016 08:25:44 -0500Planning Change: Lessons from the World of RetailfalseRon Johnson's career path has featured stops at some of the world’s largest and most innovative retailers, including Target, Apple, and J.C. Penney. At each stop, Johnson learned invaluable lessons, like how to build on success, how to keep growing as an individual, and how to embrace missteps. Harvard Business School professor Das Narayandas examines Johnson’s career trajectory and discusses the importance of personal accountability and creative planning in the rapidly-changing world of retail.8full723 Ron Johnson’s career path has featured stops at some of the world’s largest and most innovative retailers, including Target, Apple, and J.C. Penney. At each stop, Johnson learned invaluable lessons, like how to build on success, how to keep growing as an individual, and how to embrace missteps. Harvard Business School professor Das Narayandas examines Johnson’s career trajectory and discusses the importance of personal accountability and creative planning in the rapidly-changing world of retail. Narayandas is the author of the case entitled “Ron Johnson: Retail at Target, Apple, and J.C. Penney.”

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Leadership from Belowhttps://hbr.org/podcast/2016/09/leadership-from-belowHarvard Business School professor Rohit Deshpande discusses lessons for leaders from the heroic and selfless acts of the Taj Palace staff during the 26/11 terror attacks in Mumbai.7d0004445a057d035df1d2a6bd17af67Mon, 19 Sep 2016 08:23:19 -0500Leadership from BelowfalseHarvard Business School professor Rohit Deshpande discusses lessons for leaders from the heroic and selfless acts of the Taj Palace staff during the 26/11 terror attacks in Mumbai.7full695 Harvard Business School professor Rohit Deshpande discusses lessons for leaders from the heroic and selfless acts of the Taj Palace staff during the 26/11 terror attacks in Mumbai. Deshpande is the author of the case study entitled “Terror at the Taj Bombay: Customer-Centric Leadership.”

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A Hard Sell: Bringing Cultured Beef to Markethttps://hbr.org/podcast/2016/09/a-hard-sell-bringing-cultured-beef-to-marketIn the hundred-plus years since journalist Upton Sinclair shined a light on the deplorable conditions in the U.S. meat packing industry in his groundbreaking exposé, "The Jungle," per capita meat consumption for Americans has increased 63%. Can the world continue to feed its growing meat-eating population? New technologies have the potential to revolutionize the meat industry by growing tissue culture beef… but, how do you market against the “yuck" factor? Harvard Business School professor Jose Alvarez aims to answer these questions.14d8ae8b01083a751692a3ec90724bd3Mon, 19 Sep 2016 08:17:32 -0500A Hard Sell: Bringing Cultured Beef to MarketfalseIn the hundred-plus years since journalist Upton Sinclair shined a light on the deplorable conditions in the U.S. meat packing industry in his groundbreaking exposé, "The Jungle," per capita meat consumption for Americans has increased 63%. Can the world continue to feed its growing meat-eating population? New technologies have the potential to revolutionize the meat industry by growing tissue culture beef… but, how do you market against the “yuck" factor? Harvard Business School professor Jose Alvarez aims to answer these questions.6full758 In the hundred-plus years since journalist Upton Sinclair shined a light on the deplorable conditions in the U.S. meat packing industry in his groundbreaking exposé, The Jungle, per capita meat consumption for Americans has increased 63%. Can the world continue to feed its growing meat-eating population? New technologies have the potential to revolutionize the meat industry by growing tissue culture beef… but, how do you market against the “yuck” factor? Harvard Business School professor Jose Alvarez discusses his case study, “Disrupting the Meat Industry: Tissue Culture Beef.”

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The Long Run: The Impact of Brain Injuries on the NFLhttps://hbr.org/podcast/2016/09/the-long-run-the-impact-of-brain-injuries-on-the-nflToday’s NFL is fast-paced and hard-hitting. Though players are well-compensated, many wonder about the long-term cost of those violent collisions on the athletes, the league, and culture at large. Harvard Business School professor Richard Hamermesh discusses those implications and his case “The National Football League and Brain Injuries."9b469dbaaccd51e2d4e3f841fb6ca051Mon, 19 Sep 2016 08:16:41 -0500The Long Run: The Impact of Brain Injuries on the NFLfalseToday’s NFL is fast-paced and hard-hitting. Though players are well-compensated, many wonder about the long-term cost of those violent collisions on the athletes, the league, and culture at large. Harvard Business School professor Richard Hamermesh discusses those implications and his case “The National Football League and Brain Injuries."5full715 Today’s NFL is fast-paced and hard-hitting. Though players are well-compensated, many wonder about the long-term cost of those violent collisions on the athletes, the league, and culture at large. Harvard Business School professor Richard Hamermesh discusses those implications and his case “The National Football League and Brain Injuries.”

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Bringing “Moneyball” to the NBAhttps://hbr.org/podcast/2016/09/bringing-moneyball-to-the-nbaAre people better off as a result of your presence? Harvard Business School professor Frances Frei discusses leadership lessons from basketball, the ultimate team sport.fabc68ff9ff2a0a8277c2f72ddd644beMon, 19 Sep 2016 08:15:22 -0500Bringing "Moneyball" to the NBAfalseAre people better off as a result of your presence? Harvard Business School professor Frances Frei discusses leadership lessons from basketball, the ultimate team sport.4full626 Are people better off as a result of your presence? Harvard Business School professor Frances Frei discusses her case “Discovering Hidden Gems: The Story of Daryl Morey, Shane Battier, and the Houston Rockets” — leadership lessons from basketball, the ultimate team sport.

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Making the Case for a New Kind of Classroomhttps://hbr.org/podcast/2016/09/making-the-case-for-a-new-kind-of-classroomThere are no grade levels, no official start times, and teachers get stock options. Is AltSchool the school of the future? Harvard Business School professor John Kim discusses his case.252a4c46c3b64636eacc8e7a6d8fad3bMon, 19 Sep 2016 08:14:49 -0500Making the Case for a New Kind of ClassroomfalseThere are no grade levels, no official start times, and teachers get stock options. Is AltSchool the school of the future? Harvard Business School professor John Kim discusses his case.3full561 There are no grade levels, no official start times, and teachers get stock options. Is AltSchool the school of the future? Harvard Business School professor John Kim discusses his case entitled “AltSchool: School Reimagined.”

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Dangerous Mines: Saving Lives Through Leadershiphttps://hbr.org/podcast/2016/09/dangerous-mines-saving-lives-through-leadershipCynthia Carroll's breathtaking story about taking decisive action in the face of a complex and dangerous situation. Harvard Business School professor Gautam Mukunda discusses his case.c2e9288abda0cb59db77c86565e9f71dFri, 16 Sep 2016 18:10:05 -0500Dangerous Mines: Saving Lives Through LeadershipfalseCynthia Carroll's breathtaking story about taking decisive action in the face of a complex and dangerous situation. Harvard Business School professor Gautam Mukunda discusses his case.2full720 Cynthia Carroll’s breathtaking story about taking decisive action in the face of a complex and dangerous situation. Harvard Business School professor Gautam Mukunda discusses his case entitled, “Cynthia Carroll at Anglo American.”

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Cold Calling Stella McCartneyhttps://hbr.org/podcast/2016/09/cold-calling-stella-mccartneyWith her unique leadership style and innovative approach to green fashion, Stella McCartney shows that a luxury brand can be sustainable. Harvard Business School professor Anat Keinan discusses her case.ea2244e31e9ca000a4628834abc2fb4eFri, 16 Sep 2016 18:04:44 -0500Cold Calling Stella McCartneyfalseWith her unique leadership style and innovative approach to green fashion, Stella McCartney shows that a luxury brand can be sustainable. Harvard Business School professor Anat Keinan discusses her case.1full520 With her unique leadership style and innovative approach to green fashion, Stella McCartney shows that a luxury brand can be sustainable. Harvard Business School professor Anat Keinan discusses her case, entitled “Stella McCartney.”

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Cold Call Introductionhttps://hbr.org/podcast/2016/09/cold-call-introductionHost Brian Kenny introduces Cold Call, the official podcast of the Harvard Business School. Cold Call distills the Business School’s legendary case studies into podcast form. The podcast airs every two weeks and features HBS faculty discussing cases they’ve written and the lessons they impart.e64a5b982f5449dc0bc44827322233bdFri, 16 Sep 2016 17:30:39 -0500Cold Call IntroductionfalseHost Brian Kenny introduces Cold Call, the official podcast of the Harvard Business School. Cold Call distills the Business School’s legendary case studies into podcast form. The podcast airs every two weeks and features HBS faculty discussing cases they’ve written and the lessons they impart.trailer24 Host Brian Kenny introduces Cold Call, the official podcast of the Harvard Business School. Cold Call distills the Business School’s legendary case studies into podcast form. The podcast airs every two weeks and features HBS faculty discussing cases they’ve written and the lessons they impart.

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