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Data for the case came from public sources, including legal proceedings, court filings and Securities and Exchange Commission filings. The authors perused hundreds of court documents and identified 28 that were most relevant to this case. The authors also used press interviews with the women highlighted in the case. The authors have no relationship with the company and no one from the company has reviewed the information presented in this case. As the case is drawn from sworn legal testimonies, interviews and related documents in the public domain, the authors did not have to seek approval for publication.

Pinterest touted itself as “the nicest place on the Internet.” It had an almost 80% female user base and purported to have an inclusive culture that embraced diversity. However, in June 2020, in the wake of the Black Lives Matter protests, two former female employees of color violated their non-disclosure agreements (NDAs) to publicly accuse Pinterest of racial and gender discrimination. In August 2020, Pinterest’s former Chief Operating Officer, Francoise Brougher, filed a lawsuit charging the company with gender discrimination, retaliation and wrongful termination, and authored a public blog post titled, The Pinterest Paradox: Cupcakes and Toxicity, detailing her own experience with the company’s discriminatory culture. Three days later 236 of Pinterest’s 2,545 employees staged a virtual walkout and 445 employees signed a petition in an attempt to change Pinterest’s policies and culture. The case provides a brief overview of Pinterest, including its mission, values and organizational culture, and details several incidents and complaints by female and minority employees. The case questions whether employee complaints are a relatively narrow issue involving disgruntled former employees who did not fit at the organization or a much broader issue involving discrimination and managerial neglect in creating and maintaining a nondiscriminatory, inclusive culture. Students are encouraged to evaluate the situation in which Co-Founder, Board Chair and Chief Executive Officer, Ben Silbermann finds himself, evaluate the actions taken and decide if Silbermann should take any additional actions to address the discrimination claims and ensure a positive culture for all employees.

This case is appropriate for graduate and advanced undergraduate level courses in organizational behavior, human resource management and business law or any course where discrimination and workplace culture are discussed.

Data for the case came from public sources, including legal proceedings, court filings, company press releases and Securities and Exchange Commission filings.

In June 2020, former Pinterest employees made public charges of gender and racial discrimination. Despite changes implemented by the company, several Pinterest shareholders filed derivative lawsuits charging the company with breach of fiduciary duty, waste of corporate assets, abuse of control and violating federal securities laws. The case provides an overview of the company’s management, board and stock structures, as well as information on the shareholders who sued the company and their concerns. The case raises substantial questions about management’s and board member’s responsibilities in corporate governance, illustrates how stock structures can be used to impede governance and suggests ways to evaluate activist shareholders.

This case is appropriate for graduate, advanced undergraduate or executive education courses in strategy, corporate governance or strategic human resources that discuss corporate governance, fiduciary responsibilities, designing workplace culture or management responses to shareholders. Instructors can apply two sets of theories and frameworks to this case: theories of corporate governance and Hirschman’s (1970) exit, voice or loyalty framework in the context of shareholder activism.

This case is based on secondary information and data about the Goldman Sachs One Million Black Women initiative and youth entrepreneurship programs from press releases, news articles and websites. The protagonist has been disguised. This case has been classroom-tested in a core MBA course in both face-to-face and online delivery methods.

In March 2021, Goldman Sachs launched its One Million Black Women initiative which expanded its inclusive growth goals to support Black women entrepreneurs who were under-represented and under-resourced. This initiative is one of Goldman Sachs’s sponsored programs that aid existing entrepreneurs. This program would invest $10bn over the next decade to advance racial equity, promote entrepreneurial activity and increase and economic opportunities for these highly motivated and resilient Black women. With the buzz from this initiative, Johnnetta who was a Black female manager at a financial services competitor of Goldman Sachs conceived another approach to groom and grow future generations of women of color entrepreneurs. Her idea was to implement youth entrepreneurship programs in middle schools in states with high populations of students of color. Based on a psychological theory of entrepreneurship approach, these students would learn about entrepreneurship and gain hands-on experience with starting and operating a business. The program was called “Planting 1000 Seeds of Entrepreneurs” to develop a pipeline of savvy, well-prepared future women of color entrepreneurs. Johnnetta’s dilemma was whether to pitch this new youth entrepreneurship program as an employee at her employer as a diversity, equity and inclusion (DEI) initiative or start this program as an entrepreneur of a nonprofit in which she would have sole autonomy to administer this program. This case will enable students to develop ideas into a compelling business pitch while sparking debate about approaches to foster DEI initiatives that will have impactful economic benefits for women of color entrepreneurs.

This case is best suited for upper-level undergraduate or graduate students taking business administration courses in management, entrepreneurship, women studies or other courses that cover topics or modules related to DEI initiatives involving women in business.

This case study is built from secondary data such as news articles, regulations and videos. Several drafts of the case study with a teaching note were tested in the classroom setting and shared in a case writing conference. The case was revised based on feedback from students and roundtable discussions from the conference.

Mrs Hsu, the Deputy Director of the National Taxation Bureau’s Nantou County Branch in Taiwan, faced a dilemma in June 2021. One of her employees, Mrs Chiang, had requested to return to work after taking several years of parental leave since August 2017. This long absence had put a strain on colleagues, who either had to cover for her or work with temporary replacements. While Mrs Chiang’s actions were legal and protected by her government employee role, her decision to take another leave immediately after receiving a COVID-19 vaccine raised eyebrows. Her peers accused her of using her frontline worker status to gain early vaccine access and other work benefits. Mrs Hsu, upon reviewing Mrs Chiang’s employment history, pondered her next steps concerning Mrs Chiang’s new leave request.

This case would be appropriate for a course in Human Resource Management, Organizational Behavior or Gender, Family and Work, especially with the topic of Employment Rights/Legal Protections (in HR), and/or Justice and Ethics (in OB).

The learning outcomes of this case study are to identify the role of non-governmental organizations (NGOs) in social upliftment of developing countries, understand the functioning of NGOs, understand the challenges faced by the NGOs in day-to-day operations and discuss the probable solutions for the same, appreciate the role of leader and leadership in an NGO, study the working style of NGO leaders, appreciate the importance of having a formal organizational structure for these informal organizations (NGOs) to ensure the sustainability of their ventures and design a sustainable organization structure having a proper succession plan for the NGOs.

The case study is about one NGO – Mahesh Foundation – located in a small town named Belagavi, nestled in the state of Karnataka, India. Mahesh Foundation worked towards the upliftment of poor children infected with HIV. Today, fighting against all odds, Mahesh Foundation is a safe shelter home for 45 HIV-infected children in the age group of 6–18 years and has reached more than 2,000 beneficiaries from the time of its inception (2008). In addition, Mahesh Foundation also provides skill-based education to the HIV-infected, slum and underprivileged children. The foundation also supported the livelihood of underprivileged women and till date has supported more than 1,500 needy women. Mr Mahesh Jadhav, the founder member of Mahesh Foundation, has been successful in overcoming different challenges faced by the NGO, may it be the requirement for funds or shelters or social agitation. However, Jadhav was worried about the succession planning of his organisation. Mahesh Foundation, being run as a one-man show, Jadhav was bothered about its sustainability after him. The case study therefore highlights and discusses the importance of having a formal organization structure for such informal organizations, thereby having a proper succession plan to ensure their perpetual existence.

This case study is best taught as part of a graduate and postgraduate Business Administration (BBA/MBA) programme, Management Development Programme or Executive MBA Programme.

Teaching notes are available for educators only.

CSS 11: Strategy.

The learning outcomes of this case study are to understand and apply the PESTLE framework with a special focus on sociocultural nuances of a conservative society, appreciate the role of innovation and effective leadership in the success of entrepreneurial ventures, understand the bricolage theory to critically evaluate the role of entrepreneurs as agents of social change and develop monetization strategies for digital start-ups and recommend strategies that would help social enterprises to strike the right balance between their social aspirations and commercial goals.

In March 2020, Kanwal Ahmed, founder of the much-lauded Facebook group Soul Sisters Pakistan (SSP), was posed with a critical situation. SSP’s first face-to-face member meetup, which had been hyped up by Pakistanis residing in Canada for months, had to be called off due to the advent of COVID-19. What worried Ahmed was not just the immediate impact of the postponement; rather, she was more concerned about how her social enterprise would sustain in the longer run. The new normal had changed the way businesses operated; tried and tested revenue generation strategies of SSP would neither be feasible in a COVID-stricken world nor reap the same results. Ahmed knew that her social enterprise could have a far-reaching impact in a pandemic-stricken world. However, she was unsure about how to monetize her business model so as to ensure steady revenue generation streams that would keep the enterprise afloat. Ahmed knew that the clock was ticking, and she had to act quickly and think of ways to ensure SSP’s long-term sustenance.

This case study is suitable for undergraduate students enrolled in courses of entrepreneurship and strategy.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case was written using information and data from secondary sources. It describes real people and the situations experienced by them. It does not use any fictitious names, scenarios or organizations.

The case study “Melanie Perkins: Poised to Redesign Canva from Tech Unicorn to Tech Giant?” describes the entrepreneurship journey of Melanie Perkins (she) (Perkins), the CEO of Australia-based tech unicorn and graphic design company, Canva Pty Ltd. (Canva). The case starts with a brief look into Perkins’ background and documents her entrepreneurial spirit, which, at the age of 19, led her to identify a hitherto unserved market (yearbooks) in the graphic design industry and offer an online design system through her venture, Fusion Books (Fusion). Fusion was completely bootstrapped and became a runaway success within five years. That encouraged her to envision setting up a one-stop-shop design site that would make design accessible to everyone.

However, when she tried to raise funds, Perkins encountered multiple rejections from venture capitalists. She persevered and continually refined her strategy. Eventually, she managed to raise venture capital funding and establish her design startup, Canva, in 2013. Canva then went on to disrupt the graphic design industry. The case describes in detail the reasons for Canva’s success, which went on to be one of the few profitable unicorn start-ups. The case also throws light on how Perkins used Canva as a tool to change society with her two-step plan. Despite its market success, Canva faced heavy competition in the design and publishing space from well-established players. Can Perkins challenge the competition and ultimately make Canva a software giant in the future?

The case is intended for use in teaching the subjects “Entrepreneurship Development,” “Business Strategy,” “Leadership Skills and Change Management” and “Positive Psychology for Managers” in both graduate and post-graduate programs.

The case study can be used for the course of entrepreneurship and is appropriate for postgraduate students. Discussion would be the most appropriate method for teaching this case study. Through Nutan’s words, students could gain a first-hand glimpse into the transformative journey of a rural woman entrepreneur.

In 2018, Nutan Jha embarked on a remarkable journey by establishing Nutan Creations, a micro-enterprise situated in Kharrak village, Jhanjharpur, Bihar (India). This case study aims to achieve multiple objectives: understanding the operational obstacles confronted by a rural woman entrepreneur, acknowledging the inseparable connection between business and social issues in rural contexts, moreover shedding light on the intersection of gender, entrepreneurship and cultural preservation through traditional Madhubani painting art form products. This distinctive combination brings a fresh perspective to the research, offering unique insights into the challenges and triumphs experienced by rural women entrepreneurs. The findings of this case study exemplify the intricate interplay between business and social concerns in rural areas, portraying an inspiring depiction of how determination, adaptability and robust support networks can conquer hurdles and foster transformative changes.

The case study has been designed for the students of business administration and entrepreneurship who have completed their elementary model on marketing comprehend. The students should need to understand the concept of entrepreneurship and the basics of digital marketing strategy to ensure effective learning.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The interviews took an approximate time ranging from 90 to 120 min. They were recorded and transcribed. A thematic analysis was undertaken to identify the most relevant themes for the case. The secondary sources used included various websites, scholarly and trade journals, as well as specific databases, such as Statista.

The case exposes students in multiple disciplines to the challenges created by the COVID-19 crisis at Yale School of Medicine (YSM). It describes its remarkable effects on organizational and community members as they struggled to reimagine more inclusive and supportive spaces. As one of the most severe crises humanity has ever witnessed, COVID-19 exacerbated the existing struggles of the underrepresented communities, creating a double pandemic. It has also amplified inequities among marginalized groups including black, indigenous and people of color; women; immigrants; lesbian, gay, bisexual, transgender, queer/questioning; people with different abilities; working parents; single parents; religious minorities; and people with low income. When COVID-19 hit in 2020, Yale University School of Medicine (YSM), like other pioneering schools in the field of health care, doubled their efforts to face both the public health crisis and the substantial social turmoil (racial tensions after the death of George Floyd, food insecurity, vaccine resistance, social inequalities, etc.). Professor Marietta Vazquez, MD, who was the first Latina to be named Associate Dean for Medical Students Diversity at YSM, launched with Dr Latimore (Chief Diversity Officer) and her other colleagues many strategic initiatives aiming at improving the diversity, equity and inclusion of organizational and community members.

The case is an invitation to graduate students and students in executive education programs to reflect on the grand challenges leaders faced at YSM as well as in other institutions across the nation and the globe. It is also a call to reimagine ways leaders can accelerate the pace of change in their organizational ecosystems.

This case was written for use in graduate-level courses, including executive education dealing with Diversity, Equity, Inclusion and Belonging, Leadership and Change, Health-Care Equity/Policy, Health Sciences, Human Resource Management, Organizational Behavior, Crisis Management, Sustainability, Business and Society, Social Issues in Management, Strategy, etc. Faculty members can easily adapt the case to fit the content of the course they teach, the students’ context as well as the specific learning outcomes to be achieved.

Emami is facing the heat from activist-consumers as well as its competitors. Competitors have renamed their cosmetic products by dropping the controversial word ‘fair.’ This was in response to the Black Lives Movement that erupted in the United States in May 2020. However, the movement against fairness is somewhat muted in India and is mostly occurring amongst urban, highly educated, younger cohort who are unlikely to be the users of the product anyway. The significant consumer base yearns for fairness and is willing to spend money on products which help them achieve the same. In such a scenario, how should Emami respond to competitor actions and consumer-activist pressure?

The case provides an opportunity to discuss the significance of the brand name, role of advertising and gender stereotypes.