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.”

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.”

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.

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.

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.

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.

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.”

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.

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.“

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?“