First Look

Abstract—Fintech, Small Business & the American Dream describes the needs of small businesses for capital and demonstrates how technology—novel data sources, artificial intelligence, machine learning—will transform the small business lending market. This market has been plagued by frictions: it is hard for a lender to determine which small businesses are creditworthy, and it is difficult for business owners to understand their own cash flow and prospects. Now the fintech innovation cycle is at an inflection point—new streams of data have the power to illuminate the opaque nature of a small business’s finances. The playing field is wide open, with technology companies like Amazon and Square, new fintech entrepreneurs, and banks—small and large—vying for a position. Fintech, Small Business & the American Dream grapples with the broad significance of small business to the economy, the historical role of credit markets, the dynamics of innovation cycles, and the policy implications for regulation.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55884

Abstract—Understanding why employees go the extra mile at work is a key problem for many organizations. We conduct a field experiment at a medical organization to study motivations for employees to submit project proposals for organizational improvement. In total, we analyze 1,237 employees, 118 proposals, and quality evaluations for more than 12,000 evaluator-proposal pairs. The analysis shows that solicitations offering a personal reward for top submissions boost participation rates without affecting submission quality. We show that this is due to workers partially internalizing the positive effects of their submissions on the other individuals in the workplace. We also find that offering employees project funding to implement their own proposals potentially backfires, undermining participation. And solicitations emphasizing mission-oriented goals, like improving patient care, are sensitive to the solicited person’s gender, with women responding more than men. These results shed light on the factors that drive employees’ engagement in organizational tasks, beyond regular duties, and provide insights on how to design incentives to foster contributions to public goods inside organizations.

Publisher's link: http://www.hbs.edu/faculty/Pages/item.aspx?num=55936

Abstract—In their commentary, Wilson & Stolarz-Fantino argue that specific design features of our research mean that it cannot have policy implications and that researchers “need to consider profit maximization in menu design or studies are likely to suggest ill-informed implementations.” In this reply, we respond to the specific critiques of our work with empirical data and conceptual arguments. We agree with Wilson and Stolarz-Fantino that researchers seeking to understand a policy’s influence on consumers should test predictions about which strategies firms will likely use when implementing a policy. Research, however, that demonstrates the effectiveness (or lack thereof) of an intervention even without perfectly predicting a firm’s response still has enormous value for setting policy.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55959

Abstract—This chapter examines international business in emerging markets over the long run. It shows how the strategies of Western multinationals evolved over time. In the first era of globalization in the 19th century, Western firms sought access to resources, and they faced little political risk due to Western imperialism. The main risks were logistical due to infrastructure and technological inadequacies. During the Great Reversal between 1929 and 1979, the main challenges faced by Western multinationals were political, as they faced widespread host government hostility and expropriation. In the contemporary global economy, political risk partially declined with the spread of liberalization, although the management of relations with host governments remained a challenge, notably in China. The growth of local competitors and a resurgence in local consumer sensitivities obliged multinationals to incorporate local relevance into global brands.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55958

Abstract—This study examines how influential institutional leaders in the Swiss watch industry responded to its precipitous decline after the introduction of quartz technology. Whereas prior work often portrays institutional entrepreneurs and guardians as holding opposing views of institutional change, we reveal how the complementarity and ongoing interactions between each set of actors served as a valuable resource for industry resilience and adaptation. Our primary data comprise 136 qualitative interviews with industry executives, collectors, auction house operators, and other actors who played active roles as either institutional entrepreneurs or guardians in shaping the revitalization of the industry. We find these entrepreneurs and guardians initially espoused alternative strategic visions but that their ongoing interactions over time provided technical and symbolic resources needed to feed the resilience of the industry. Such exchanges were facilitated through an eventual recognition of shared superordinate values, as well as mechanisms of tradition cultivation and conservation. Our findings offer contributions to research on institutional leadership, strategic contradiction, and industry evolution.

Abstract—The normative principle of benefit-based taxation has exerted substantial influence on many areas of public finance, but it has been largely set aside in the modern theoretical approach to optimal income taxation, where welfarist objectives dominate. A prerequisite for that gap to close is the clarification of what benefit-based income taxation would mean, specifically in a first-best setting. This paper seeks to provide clear, accessible descriptions and novel graphical representations of four major approaches to first-best benefit-based taxation; explain how these approaches relate to each other; and apply them within the Classical Benefit-Based framework for optimal income taxation of Smith (1776).

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In late 2010, Michael Tsamaz was appointed CEO and Chairman of Greek telecommunications company OTE. OTE still exhibited many traits of a large incumbent organization, with high personnel costs, crippling bureaucracy, lack of customer-centricity, a dull brand, and eroding profitability. Tsamaz was taking over the reins at a time of deep economic crisis in Greece, which would impact the options available to him to transform the company.

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In December 2017, Marc Freed-Finnegan and Jonathan Wall, the co-founders of retail technology company Index, had to discuss the company’s direction as they entered 2018. Five years earlier, Freed-Finnegan and Wall had founded Index after observing the technological advantages that Amazon and other online retailers had over brick-and-mortar retailers. Index’s first product was a customer database tool that allowed brick-and-mortar retailers to collect customer contact information (e.g., email addresses) at the time of checkout. Index soon added automated marketing tools and payment/security tools (e.g., encryption) to its product portfolio. However, selling to large retail chains had proved challenging—many stakeholders were involved in the buying decision, creating a long sales process, and some retailers did not understand why they should trust a small, young company with their payment security. By late 2017, Index had made some changes to reduce the average sales cycle, but there was still room for improvement. Now, Index was preparing to launch a new product, Index Connect, that would essentially allow retailers to pool customer contact data and be more competitive with Amazon. Participants must evaluate whether Index was taking the right approach to sales and marketing and consider how the company could position Index Connect to be a success.

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Dr. Vera Cordeiro founded the NGO Associação Saúde Criança in 1991 to try to help poor families break the cycle of poverty and illness in Brazil. She and her team of employees and volunteers developed a holistic methodology to address the multidimensional sources of poverty based on the pillars of health, housing, citizenship, income, and education. After introducing the seeds of this approach, the case examines the evolution of the organization’s attempts to grow its social impact in Brazil and beyond—including a loose network of sister organizations, social franchising, licensing agreements, and government adoption.

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Each individual who enters an organization will, at some point, leave. And yet most future leaders spend significantly more effort learning about recruiting than departures, despite the sensitivity and challenges associated with the latter. This note is intended to help address that imbalance. This note provides a roadmap for managers and employees to follow when instituting or facing layoffs. It aims to help managers consider the broader implications that should be taken into account when conducting layoffs, including how to structure and execute them effectively; how to minimize the negative impact on laid-off employees, “surviving” employees, the firm’s reputation, and the community; and what alternatives any firm contemplating layoffs should consider.

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From the outside, DISCO—a Japan-based manufacturer of precision tools for semiconductor production devices—appeared to be a rather ordinary company that had achieved rather extraordinary success: it had simultaneously achieved 70% global market share, had lifted its profitability from 15% to 30% over the past seven years, and was consistently selected as a "Best Workplace" in Japan. The secret to DISCO’s success, according to CEO Kazuma Sekiya, lies in its truly individualized management of human capital, which they called the P-Will (Personal Will) system. P-Will was a proprietary managerial accounting system based on Will, a currency that enabled internal market transactions. At DISCO, every hour of labor and every good was associated with a price in Will. Employees were expected to act like independent business owners; they used the P-Will system to manage their own revenue contributions and business expenses in Will. Four times a year, the balances of individual P-Will accounts were converted to real currency and paid out as bonuses. In the last couple of years, about 10 companies, including other companies in the semiconductor industry, had visited Sekiya wanting to replicate DISCO’s enviable success and introduce the P-Will system at their companies. However, none of these companies had actually implemented it. Seeing off another guest who had visited DISCO, Sekiya asked himself: Why don’t other companies adopt the P-Will system? What were the conditions under which P-Will would work—and not work?

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The case focuses on an Israeli startup that provides actionable air pollution data and forecasts. The company has over 50 enterprise customers and its tool reached a million people daily in 67 countries. The co-founders wrestle with which markets and customers to focus on given resource constraints. Should they focus on the current top segments and cease marketing and customization efforts for other verticals or market the venture's product broadly? How should it price its product for different uses in different markets?

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Microsoft recognized the urgency for a change in its business model from the traditional “Windows first” strategy, with its reliance mainly on the sales of on-premises licensed software. Thus, the company began to shift its strategy to an “AI/cloud first” strategy to capture the growing area of digital transformation. In accordance with the shift in strategy, Microsoft needed to come up with a viable go-to-market plan that would align its new commercial strategy with sales, partners, products and services, and customers to drive long-term growth without hurting current revenue or profits. The case provides detailed contents to discuss the challenges involved in transforming the sales strategy of a well-established firm.

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In May 2018, the De Beers Group shocked the diamond industry when it announced it was launching a new fashion jewelry brand of laboratory-grown (synthetic) diamonds. The reaction was swift as people sought to understand the company’s motivations: was it a “huge gamble” or a “Machiavellian masterstroke”? What was the objective of the new product launch, would it succeed, and how would this new business affect the Group’s core business of selling natural (mined) diamonds? This case is intended to be used in conjunction with and to follow a related HBS case: “The De Beers Group: Exploring the Diamond Reselling Opportunity” (HBS no. 717-430).

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In April 2018, the De Beers Group launched a pilot project called GemFair to create a new supply of ethically and environmentally sourced diamonds from artisanal and small-scale mines (ASM) in Sierra Leone. Whether this project would yield a meaningful supply of rough diamonds for De Beers, improve its ability to track diamonds accurately from African mines to consumers around the world, and simultaneously improve both the working conditions in mines and the prices received by local miners remained to be seen. This case is intended to be used in conjunction with and to follow another HBS case: “The De Beers Group: Exploring the Diamond Reselling Opportunity” (HBS no. 717-430).

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Daniel van Binsbergen, Lexoo’s CEO, and web developer Chris O’Sullivan, CTO, had set up Lexoo, a UK legal marketplace, to help small and medium enterprises (SME) find legal advice at low prices. Lexoo had recently invested in a new vertical focused on larger companies. The latter had more repeated business and the value of their jobs was higher. Lexoo could become their “go-to” place across a broad range of legal needs. Nevertheless, they also required a more personalized approach. Van Binsbergen hesitated whether Lexoo should increase its focus on the new vertical or not.

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In 2014, Neel Ghose and a handful of friends spent one evening distributing excess food they had collected from local restaurants to the less fortunate people living under the Hauz Khas flyover in South Delhi. Four years later, this initiative had developed into 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 2019, 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. This case explores the challenges and opportunities associated with fast growth and international expansion of a start-up organization that operates with no monetary assets. The discussion of this case offers the opportunity to explore factors related to attraction, retention, and motivation of talent in organizations.

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In 2017, both Flipkart and Amazon claimed leadership position in India's recently concluded key annual festive season sale, but it was too early to declare victory. Amazon continues to invest heavily in India. Competition from newer players is increasing. Media reports hint that Reliance Industries, a large Indian conglomerate, is planning to extend its e-commerce offering beyond fashion to electronics, mobile phones, and even groceries. As the battle for India's lucrative e-commerce market gains pace, experts wonder—who will win? Is India a winner-takes-all market, or is there space for more than one player?

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In the fall of 2018, Hiro Mizuno, the Chief Investment Officer (CIO) of GPIF, the Japanese Government Pension Fund, was reflecting on his efforts to integrate Environmental, Social and Governance (ESG) issues into every aspect of GPIF’s portfolio. His efforts ranged from constructing new stock market indices based on ESG data, changing the compensation and incentives of active investment managers and passive funds, pushing for more corporate sustainability reporting and integrated reporting, and establishing collaborations with other asset owners to drive systems level change. He was convinced that the only way to meet his responsibilities to his beneficiaries was to improve the performance of the entire economy through a focus on improving corporate governance, increasing inclusion in the workplace and gender diversity and reducing environmental damage and progress towards tackling climate change. The early results from his efforts were promising, but was there more he could do?

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DayTwo is a young Israeli startup that applies research on the gut microbiome and machine learning algorithms to deliver personalized nutritional recommendations to its users in order to minimize blood sugar spikes after meals. After a first year of trial rollout in Israel, CEO Lihi Segal and her team are devising a global go-to-market plan for the firm. The team is considering several target markets, ranging from people with diabetes to professional athletes, and distribution strategies including selling direct to consumers or through partnerships with healthcare professionals or insurance companies. Their choices are important because they will affect DayTwo's costs, pricing, positioning, distribution channels, marketing efforts, and product development.

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By the time Dan Doctoroff, CEO of Sidewalk Labs, began hosting a Reddit “Ask Me Anything” session in January 2018, he had only nine months remaining to convince the people of Toronto, their government representatives, and presumably his parent company Alphabet, Inc., that Sidewalk Labs’ plan to construct “the first truly 21st-century city” on the Canadian city’s waterfront was a sound one. Along with much excitement and optimism, strains of concern had emerged since Doctoroff and partners first announced their intentions for a city “built from the internet up” in Toronto’s Quayside district. As Doctoroff prepared for yet another milestone in a year of planning and community engagement, it was almost certain that of the many questions headed his way, digital privacy would be among them.

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This case examines the role of Cisco led by John Chambers in facilitating web filtering in China. It begins by tracing the origins of Cisco as a pioneer of networking equipment. John Chambers, who had worked as a sales manager at IBM and Wang Laboratories, joined Cisco in 1991 and became CEO in 1995. The company expanded rapidly thereafter, acquiring many firms and growing globally, including in China, where it virtually created the internet. The case explores how the firm facilitated surveillance and monitoring of the internet under the Golden Shield project launched in 2000, and in 2004 served as a key participant in the CN2 upgrade that greatly enhanced official capability to filter content online. The case ends in 2007 with Chambers announcing further capital expenditure in China but facing growing criticism by U.S. Congress and others for Cisco's human rights record. At the same time, Cisco faced a powerful domestic competitor in China, Huawei, that had grown rapidly by investing in innovation even as Cisco pursued a share buy-back campaign after experiencing a sharp fall in its share price following the end of the Dot-com bubble. The case provides a vehicle for exploring the ethical and human rights responsibilities of corporations in the technology sector, as well as the impact of the internet on democracy.

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No abstract available.

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Following a full takeover of Darden Restaurant’s Board of Directors, Darden COO Gene Lee is weighing an offer to become interim CEO.

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No abstract available.

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This teaching module provides a theoretical perspective and selection of cases exploring how growing, multiunit organizations can incorporate flexibility into their management control systems. It examines organizations that have authorized their dispersed units to make input and process decisions, organizations that have enabled only managers in a few units to experiment with different inputs and outputs, and organizations that have invested in data-analytic technologies to drive experiments and make decisions more centrally. The note highlights important tradeoffs in achieving control and maintaining flexibility across multiple units. It describes how some companies mitigate some of these tradeoffs by strategically choosing ways of incorporating flexibility to enable adaptation at a local level, focusing on results, and creating feedback and learning mechanisms.

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No abstract available.

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No abstract available.

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Supplements the (A) case.

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In October 2007, Tarek Sakka and Fouad Dajani launched Ajeej Capital, the first independent investment advisory in the MENA region. Fittingly named ajeej, an Arabic word that translates to “growth and propagation in a chaotic setting,” the firm’s AUM grew from $20 million to $1 billion before its 10th anniversary despite a deep-cutting global financial crisis, market turmoil driven by the Arab Spring, and years of weak oil prices. Leveraging deep local knowledge, strong relations in the region, and a “PE investment approach in public equity markets,” Ajeej had outperformed its benchmark regional stock indices and attracted investing capital from large institutional investors around the world. The case follows the investment methodology of Ajeej Capital’s investment fund, the Ajeej MENA Fund, through the turmoil of Ajeej’s first decade. The case then focuses in on September 2016, with Sakka and Dajani facing a historic hurdle: Saudi Arabia, the largest economy in the region, had just announced their first ever public-sector pay cuts, triggered by the Vision 2030 agenda. Ajeej, with 50% of its portfolio invested in Saudi companies, had to decide how to position its investment portfolio to successfully navigate a period of structural change in the region.

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No abstract available.

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New approach to accelerating the development of innovation through corporate venturing by creating partnerships between startup venture and established corporations through the launch of the Global Sports Venture Studios created by R/GA Ventures and the Los Angeles Dodgers.

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