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Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Case
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
TikTok's parent company, ByteDance, was launched in 2012 around a simple idea - helping users entertain themselves on their smartphones…
while on the Beijing Subway. In less than a decade, it had become one of the world's most valuable private companies, with investors confident that it could replicate a rapid ascent in China in country markets around the world. By May 2020, TikTok operated in 155 countries and, together with Douyin (its China app), it had engaged roughly a 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. TikTok had drawn the attention of competitors, regulators, and politicians, especially in the U.S., where commercial success was considered critical to ByteDance's long-term enterprise value. Both success and controversy raised a number of critical questions: What kind of platform was TikTok? How rapidly should TikTok's leadership attempt to validate and scale its monetization model outside of China? What effect would the COVID-19 pandemic have on TikTok's momentum and trajectory? Would TikTok become the first "Super App" with a global footprint? Or, if it moved too fast, did it run the risk of becoming "the next Vine" - a supernova that shone brightly only for a passing moment?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
In 2020, just after closing a $34 million Series B financing round, Dave Salvant and Songe LaRon consider how to…
adjust their business, Squire Technologies, to the new realities posed by the COVID-19 pandemic. Their barbershop technology, including tools to run a shop and a mobile app for customers was growing swiftly, but with nearly all barbershops shut down to prevent the spread of the disease and no revenue coming in, should they cut back, or take the opportunity to build up?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Industry and Background Note
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
In March 2020, as COVID-19 spreads rapidly across the U.S., Everlywell founder Julia Cheek considers how to respond as a…
small start-up specializing in at-home lab testing. After making dramatic budget cuts, she decides to pivot the organization to address the country's testing shortage. But after a hectic few weeks building capacity at her partner labs to 30,000 COVID daily tests, the U.S. Food and Drug Administration (FDA) releases a statement warning the public that it has not granted approval for at-home tests. Cheek must decide whether to return to her core business or persist in focusing her nascent organization on COVID-19 tests, an opportunity whose commercial merit is unclear.
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Case
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Y Combinator (YC) was a business startup accelerator based in Mountain View, California. Originally founded in Cambridge, Massachusetts, in 2005,…
by 2021, YC listed 2,830 companies amongst its alumni. More than 80% of these companies were still active, had been acquired, or had gone public in June 2021 (see Exhibit 1). By comparison, more than 80% of companies receiving traditional early-stage investment failed within 10 years. In 2021, YC's alumni included 125 companies valued at over $150 million and 25 worth over $1 billion. In total, YC's alumni had a combined valuation of over $300 billion. Its success had attracted many imitators, but YC had continued to innovate its business model over the years and was still the leader in its field. The challenge for Geoff Ralston, President of YC since May 2019, was what to do next to maintain this position. Should YC retain its focus on early-stage funding? Or, should it broaden its product and geographic scope like many of its imitators?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
By December 2020, the COVID-19 pandemic had swept across the globe, creating widespread disruption in all aspects of everyday life.…
Almost 90 million people had been infected and nearly two million had died from the disease. By this point in the pandemic-a year since the first rumors about the novel virus began, mask-wearing and social-distancing had become routine, and millions of people were working or studying from home. Grief and anxiety were widespread due to the loss of loved ones, financial hardships, and uncertainty about when the pandemic would recede. Meanwhile, the global economy was experiencing the worst crisis in decades, with a recovery that was slow, uncertain, and uneven. By the end of the year, it was clear that the economic crisis would not end until the virus was under control. To accomplish this, governments worldwide were relying on private companies to fast-track the development and distribution of COVID-19 vaccines, hoping for a return to normalcy in 2021.
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
The case follows President Linda Oubr (HBS MBA Class of 1984) as she seeks to move Whittier College towards a…
more diverse, equitable, and inclusive campus. In 2020, the student body of Whittier, a private liberal arts college in Los Angeles County, California, is slowly evolving to represent the growing diversity of the surrounding area. Roughly 70 percent of Whittier students are non-white, and 59 percent are female. The college's leadership, however, remains largely white and male. Oubr , who had spent most of previous career in business, was selected as the college's president in 2018 - the first black woman to serve in that role. Almost immediately upon stepping into the role, Oubre set her sights on diversifying the college's staff, administration, and board of trustees; in 2020, the racial reckoning that swept across the United States only heightened the urgency of her task. Oubr knows that sweeping change is needed at Whittier. But change, of course, is hard. How can she continue to push for diversity among faculty, staff, board members, and students? And how can she galvanize support among all of the college's many constituents?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
The case follows President Linda Oubr (HBS MBA Class of 1984) as she seeks to move Whittier College towards a…
more diverse, equitable, and inclusive campus. In 2020, the student body of Whittier, a private liberal arts college in Los Angeles County, California, is slowly evolving to represent the growing diversity of the surrounding area. Roughly 70 percent of Whittier students are non-white, and 59 percent are female. The college's leadership, however, remains largely white and male. Oubr , who had spent most of previous career in business, was selected as the college's president in 2018 - the first black woman to serve in that role. Almost immediately upon stepping into the role, Oubre set her sights on diversifying the college's staff, administration, and board of trustees; in 2020, the racial reckoning that swept across the United States only heightened the urgency of her task. Oubr knows that sweeping change is needed at Whittier. But change, of course, is hard. How can she continue to push for diversity among faculty, staff, board members, and students? And how can she galvanize support among all of the college's many constituents?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
The case follows President Linda Oubr (HBS MBA Class of 1984) as she seeks to move Whittier College towards a…
more diverse, equitable, and inclusive campus. In 2020, the student body of Whittier, a private liberal arts college in Los Angeles County, California, is slowly evolving to represent the growing diversity of the surrounding area. Roughly 70 percent of Whittier students are non-white, and 59 percent are female. The college's leadership, however, remains largely white and male. Oubr , who had spent most of previous career in business, was selected as the college's president in 2018 - the first black woman to serve in that role. Almost immediately upon stepping into the role, Oubre set her sights on diversifying the college's staff, administration, and board of trustees; in 2020, the racial reckoning that swept across the United States only heightened the urgency of her task. Oubr knows that sweeping change is needed at Whittier. But change, of course, is hard. How can she continue to push for diversity among faculty, staff, board members, and students? And how can she galvanize support among all of the college's many constituents?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Case
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
"In April 2019, Manoj Badale and Charles Mindenhall, co-founders of Blenheim Chalcot, were contemplating how they might go about developing…
their portfolio. Since founding the company as an internet consultancy called netdecisions in 1998, Badale and Mindenhall had transformed Blenheim Chalcot into the United Kingdom's "leading digital venture builder," having successfully built, and, in 15 instances, exited, 42 businesses across a number of sectors, including technology, financial services, sport, media, property, and education. In 2018, Blenheim Chalcot had portfolio sales of over 350 million and employed over 3,000 people. Unlike a traditional venture capital firm, Blenheim Chalcot was a "venture builder," often developing its own ideas then bringing in and supporting entrepreneurs with a range of services and support, and funding them in return for a majority equity stake (typically 80-90%). The idea was to increase the probability of success by allowing the entrepreneurs and their teams to spend less time fundraising and dealing with time consuming tasks, such as property, recruitment, legal set up, and gaining access to a client network. This enabled the entrepreneur to focus more on product and customers. The downside of this approach was that the growth of the group was somewhat constrained by the founders' own capital and their access to co-investment funds. As Badale and Mindenhall contemplated the future, they were asking themselves how they could best develop their ecosystem for building innovative businesses. In October 2018, they had opened an office in New York. They were also partnering with Imperial College London to open a 200,000 square-foot tech and innovation campus in early 2020. Should they continue on their current track? Or, should they be bolder, perhaps going public, adding new sectors, more businesses, bigger opportunities, and expanding into new geographic markets?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
This is an industry note on renewable energy-wind, solar, governmental incentives and storage. It covers the recent history of both…
the wind and solar industries, an extensive look at governmental policies in the United States, including the Green New Deal, and supply-demand-price developments in those sectors.
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
On December 5, 2018, Waymo LLC, a subsidiary of Alphabet Inc., launched the United States' first commercial driverless-car ride-hailing service…
(Waymo One), based in Phoenix, Arizona. As with other ride-hailing services such as Uber and Lyft, Waymo One riders downloaded an app onto their smartphones that allowed them to request pick-up and drop-off points. At launch, Waymo One was limited to an area of roughly 100 square miles, but few doubted that the service would soon be extended to more geographies. When asked where it would be launched next, CEO John Krafcik commented, "We're going to grow and be paced by the level of safety that the technology provides in each of the environments that we serve." Just how fast that pace would be was driven by a whole host of regulatory, technological, and competitive uncertainties. There was also the question of the ultimate role Waymo might play in the autonomous vehicle world. What should Waymo be aiming for?
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Case
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Discovery Ltd. is a South-African based insurance company. Started in the early 1990s, Discovery used behavioral economics and data collection…
to innovate in the health care insurance industry. Its founder Adrian Gore believed that the company's products needed to not only make money but have a positive impact on society. Using its Vitality Wellness program as its strategic lynchpin, Discovery expanded into other insurance areas and financial services products and also entered new markets abroad. In late 2014, Gore and his team had to decide how to further develop the company and prioritize among many growth opportunities.
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Case
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Industry and Background Note
Braille (Contracted), Electronic braille (Contracted), DAISY Audio (CD), DAISY Audio (Direct to Player), DAISY Audio (Zip), DAISY text (Direct to player), DAISY text (Zip), Word (Zip), ePub (Zip)
Business and economics
Synthetic audio, Automated braille
Supplement