Rituals Cosmetics: Building the world’s leading well-being brand in Asia

In the newly revised second edition of Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others and Raise Performance, clinical psychologist, distinguished leadership professor, and veteran hostage negotiator George Kohlrieser com...

NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of...

Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in bil...

Consumer preferences are increasingly favoring brands with a strong local identity. The reasons for this trend include environmental concerns and challenges in our fast-paced, interconnected world. Global crises -- such as the COVID-19 pandemic, c...

In an era where management innovation is the driving force behind business success, few companies exemplify transformation as vividly as Haier. From its modest beginnings in Qingdao, China as a refrigerator manufacturer, Haier has grown into a glo...

More than 80% of purchases are made by women. But reaching, interacting with, and converting female consumers is a challenge for most companies. You can get through the maze of marketing to women by using these four guidelines.

This case sets up the context for how the global, IT company SAP transformed a grassroots mindfulness program into a formal offering. Using the situation of a skeptical participant as its starting point, it recounts the story of how Peter Bostelma...

This case picks up the story in 2014 and describes how Bostelmann and SAP spread and deepened the roots of the grassroots program over the span of a decade.

Here is a brief look at some of the top questions businesses should consider as they navigate this new era of industrial policy.

Say no to command and control and give employees time to experiment and learn to embrace failure.