Cold Call

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. USA: 1-800-273-8255 (CHAT) S. Crisis text line: 741741 text HOME United Kingdom: 116 123 Trans Lifeline: 877-565-8860 List of suicide crisis lines around the world (Wikipedia) National Suicide Prevention Lifeline 

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.”

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.”

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.”

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.”

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.

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.”

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.

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?”

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.”