Stanford Graduate School of Business (USA)
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Health Leads (A): Expansion Decisions for a Health Care Nonprofit
Sorensen J; Schifrin D; Hettrich KCase SGSB-SM192A-EStrategyThe (A) case presents a 2009 critical expansion decision for health care nonprofit Health Leads: whether to expand rapidly while it had momentum, strong advocates, very high demand for its services, and funder support for growth; or whether to postpone rapid expansion and continue working on its model and further prove the company’s value to hospitals and clinics. Founded by Rebecca Onie (2009 MacArthur “Genius Grant” Fellow), Health Leads addre...Starting at €8.20
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Good Ventures: The Power of Informed Decisions
Laura Arrillaga-Andreessen, Sarah MurrayCase SGSB-SI124-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn 2010, Cari Tuna quit her job at the Wall Street Journal to work full-time on developing a giving strategy for herself and her husband—Facebook co-founder Dustin Moskovitz. In May 2011, the couple created the philanthropic foundation Good Ventures. Tuna made transparency and knowledge sharing core components of the foundation; creating a blog to report on the foundation’s activities and learnings. Good Ventures co-funded projects so that the...Starting at €8.20
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Palantir Philanthropy Engineering: Software to Improve Lives
Laura Arrillaga-Andreessen, Sarah MurrayCase SGSB-SI125-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeBy 2014, Palantir Technologies, a fast growing Silicon Valley company with global impact at the heart of its mission, had spent several years donating the same software to nonprofits that it sold to commercial customers to help solve some of the world’s most pressing problems. It had consolidated these philanthropic activities in 2011, when Jason Payne, a long-time software engineer at the company, made an internal transition to found the compan...Starting at €8.20
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Health Leads (B): Enyering the "Proof Period"
Sorensen J; Schifrin D; Hettrich KCase SGSB-SM192B-EStrategy“Health Leads (B): Entering the ‘Proof Period’” presents the decisions the health care nonprofit made in 2009 - 2010 about its expansion options, and the success it had in raising millions of dollars in 2011-2012 to support that strategy. The (B) case picks up where “Health Leads (A): Expansion Decisions for a Health Care Nonprofit” left off in January 2009, with the organization entering a strategic planning process. During the 18-month process,...Starting at €5.74
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Good Ventures: The Power of Informed Decisions - Teaching Note
Laura Arrillaga-Andreessen, Sarah MurrayTeaching Note SGSB-SI124TN-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn 2010, Cari Tuna quit her job at the Wall Street Journal to work full-time on developing a giving strategy for herself and her husband—Facebook co-founder Dustin Moskovitz. In May 2011, the couple created the philanthropic foundation Good Ventures. Tuna made transparency and knowledge sharing core components of the foundation; creating a blog to report on the foundation’s activities and learnings. Good Ventures co-funded projects so that the...Starting at €0.00
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Palantir Philanthropy Engineering: Software to Improve Lives - Teaching Note
Laura Arrillaga-Andreessen, Sarah MurrayTeaching Note SGSB-SI125TN-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeBy 2014, Palantir Technologies, a fast growing Silicon Valley company with global impact at the heart of its mission, had spent several years donating the same software to nonprofits that it sold to commercial customers to help solve some of the world’s most pressing problems. It had consolidated these philanthropic activities in 2011, when Jason Payne, a long-time software engineer at the company, made an internal transition to found the compan...Starting at €0.00
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Dealing with a Toxic Boss (A)
Bradford, DCase SGSB-OB85A-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €8.20
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Dealing with a Toxic Boss (A) - (C) - Teaching note
Bradford, DTeaching Note SGSB-OB85TN-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €0.00
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Dealing with a Toxic Boss
Bradford, DCase SGSB-OB85-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €8.20
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Dealing with a Toxic Boss (B)
Bradford, DCase SGSB-OB85B-EInnovation and ChangeThis case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company’s market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his...Starting at €5.74