Cold Call

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. 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.

For 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?

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?

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?

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.

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?

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?

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?

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. 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?

Asset 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?

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?

In 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.

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. 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?

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 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?

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. 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.

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.

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 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.

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.

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.