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Four diverse women entrepreneurs launched their ventures in a thriving entrepreneurial ecosystem that was part of a shift to a creative technology-driven economy for Miami. Although Miami was rated the #1 U.S. city for startups in 2017, the region contained structural barriers and cultural biases unfriendly to women and people of color, including lack of access to capital and relationships. The case highlights women founders'backgrounds and experiences with an ed-tech startup, a coding school and events for Black entrepreneurs; an incubator for green businesses with a Black leadership focus; and an accelerator for social impact ventures that also runs social media campaigns for problems such as climate change. The women CEOs reveal the barriers they faced, how they overcame them, and how they attempt to enrich the ecosystem for other women and people of color. This case raises the question of what must be in place for cities to take advantage of the innovation and job-creating potential of a wider population of entrepreneurs and gain the benefits of diversity, and for women founders to thrive.

Become more confident at work.You need confidence to inspire trust, communicate effectively, and succeed in your organization. But self-doubt and nerves can undermine your ability to act decisively and persuade others. What can you do to push past these insecurities?This book explains how you can use emotional intelligence to become more confident at work. You'll learn how to correct what is holding you back, how to overcome imposter syndrome, and when feeling too self-assured can actually backfire.This volume includes the work of:Tomas Chamorro-PremuzicRosabeth Moss KanterAmy Jen SuPeter BregmanHow to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

By the middle of the 1990s, Miami's reputation was changing. An influx of Spanish-speaking immigrants and major investments in the airport and seaport had changed the image of a sleepy southern city to the de facto business center of Latin America, a center for commerce connecting the Americas. But going into the millennium, Miami and South Florida were still known primarily as seasonal tourist destinations, with all the economic and occupational challenges that entailed. Then, between 2000 and 2010, an activist Miami mayor, Manny Diaz, and a handful of civic leaders including foundation heads, undertook investments that began a significant transformation, improving Miami's economy and quality of life, making residents feel that it was more than a region for tourists. The question in 2011 was what needed to be done to further the transformation, especially in light of fears about what new technology would mean for jobs. What should be the theme or main focus? Who should lead change? This case series begins with data on the situation in 2000, discusses progress between 2000 and 2010, and identifies a possible new regional initiative that is just an idea in 2011. Is it the right direction? And what would it take to have impact on Miami's future?

In 2018, CEO Lowell McAdam led efforts to transform Verizon through digital innovation, media acquisitions and integration, and changes to the company culture. He sought to manage change at the company as growth in traditional areas slowed, and position it as a leader in a 5G world.

In 2018, City Year was a 30 year old nonprofit that recruited and organized teams of young-adult'volunteers'(corps teams) to provide a year of citizen service. It had 3,100 corps members serving in 327 schools located in 28 U.S. cities. In its early decades, City Year provided a variety of services to a variety of organizations in need. Over its most recent decade, City Year had pivoted to having all corps members serve in low-income public schools to keep students on track to graduation in an effort to reduce the nation's high school dropout rate. City Year also worked with partners to help schools transform themselves to better meet the needs of low-income students, and worked with policy makers and elected officials to promote the value of national citizen service. In 2012, City Year launched a Long Term Impact strategy (LTI) aimed at making a substantial improvement in high school graduation rates. The LTI required City Year to transform itself over time to create an organization capable of delivering its ambitious impact strategy. The case explores City Year's history and its efforts to align its organization with its strategy. In March 2018, City Year CEO Michael Brown must examine the state of his organization and its strategy to determine next steps to achieving its LTI goals.

Sandra Brown, a middle manager at a biotech company who has led internal and external movements for change over the last few years, faces a decision. Whether to continue to work for change at the company, or move on to pursue new opportunities elsewhere, where her new ideas and innovative approach might be better received.

Sandra Brown, a middle manager at a biotech company who has led internal and external movements for change over the last few years, faces a decision. Whether to continue to work for change at the company, or move on to pursue new opportunities elsewhere, where her new ideas and innovative approach might be better received.

As a middle manager at a biotechnology company, Sandra Brown harnessed digital tools and social media to engage others and build campaigns for change in the company. This case follows her career at the company, and describes the challenges she faced as a change agent, working to promote gender equality within the company, and a new drug developed to fight cancer externally.

CEO Zhang Ruimin must plan how to accelerate the growth of self-managed micro-enterprises. Platforms were Haier's business platforms operating in five major sectors: white goods transformation, investment and incubation, financial holdings, real estate, and cultural industry. Platform owners incubated micro-enterprises on their platforms with the resources Haier had, but they were not the supervisors of micro-enterprises. His goal was to tear down the walls between the organization, shortening the time the company took to respond to users'needs, with the ultimate goal of'zero distance'between employees and users. Haier had engaged in a series of organizational changes since 2005, the most recent of which started in 2012. His latest experimentation was turning Haier into a platform for entrepreneurship. Employees and those outside Haier could set up micro-enterprises on Haier's platforms. Zhang thought Haier was on the right track, but the model had to prove itself in practice. He set a timetable: the micro-enterprises must reach the tipping point by September 20, 2018, which meant the micro-enterprise would have become a platform to which all resource providers would flock and stay loyal. There was no precedent of transformation like this anywhere. Would Haier succeed? What could Haier do to push the micro-enterprises to get to the tipping point?

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

For all its diversity, the Miami region remained deeply segregated, with significant income disparities and a disconnect between the tech startup world and poor communities. In 2012, soon after Miami Program Director Matt Haggman conceived of the Knight Foundation's effort to boost Miami's entrepreneurial ecosystem, CEO Alberto Ibarg en discussed with him that there was another Miami out there that the proposed initiative should be touching. In some communities, gentrification was driving residents out, while other communities were simply left out.

To solve today's problems and build tomorrow's economy and community'will take a generational turnover of leadership,'one millennial entrepreneur said in mid 2017. It might also take a shift of culture and expectations. What differentiated the rising entrepreneurial generation was not just youth but an innovative mindset, manifested throughout the efforts to change Miami. They were not stuck within the traditional structures or established institutions; they were willing to'think outside the building.'A set of common modes showed up in the emerging entrepreneurial ecosystem whether founding tech ventures or rebuilding community.

In 2017, the Miami-Ft. Lauderdale metropolitan area was ranked first in the nation for startup activity. It had been number one in 2013 based on 2012 date and remained in the top three for subsequent years. The intentional shaping of an entrepreneurial ecosystem was well underway, facilitated by a range of incubators and accelerators that supported new ventures as well as an entrepreneurial culture and a new set of community connections.

By the middle of the 1990s, Miami's reputation was changing. An influx of Spanish-speaking immigrants and major investments in the airport and seaport had changed the image of a sleepy southern city to the de facto business center of Latin America, a center for commerce connecting the Americas. But going into the millennium, Miami and South Florida were still known primarily as seasonal tourist destinations, with all the economic and occupational challenges that entailed. Then, between 2000 and 2010, an activist Miami mayor, Manny Diaz, and a handful of civic leaders including foundation heads, undertook investments that began a significant transformation, improving Miami's economy and quality of life, making residents feel that it was more than a region for tourists. The question in 2011 was what needed to be done to further the transformation, especially in light of fears about what new technology would mean for jobs. What should be the theme or main focus? Who should lead change? This case series begins with data on the situation in 2000, discusses progress between 2000 and 2010, and identifies a possible new regional initiative that is just an idea in 2011. Is it the right direction? And what would it take to have impact on Miami's future?

Syllabus for Managing Change 2018 EC Course.

Louis (Lou) Gossett Jr.'s exemplary life included a groundbreaking career in entertainment and a bold and audacious goal to erase racism. From the Broadway stage to television and the movie screen, Gossett earned major accolades in his field, notably becoming the first African American man to win an Oscar (Academy Award) for Best Supporting Actor for his moving portrayal as Sergeant Emil Foley in An Officer and a Gentleman in 1982. Despite his accomplished Hollywood career, as an African-American male he was subjected to constant discrimination in the industry and in society. Amidst the duality of success and distress in his life, Gossett forged a meaningful life path, marked by resilience and perseverance. In 2006, his desire to make an even greater impact led him to create the Eracism Foundation. Eracism was defined as'the removal from existence of the belief that one race, one culture, one people is superior to another.'

Robert (Bob) A. McDonald just completed his service as the 8th United States Secretary of Veterans Affairs (VA), successfully leading the beginnings of a transformation for one of the nation's most scrutinized departments. Reflecting back, McDonald looked to the lessons he learned as a West Point Cadet, Army Officer, Chief Executive Officer at The Procter & Gamble Company (P&G), and Secretary of the VA to drive his approach to transitioning into the next challenge in his career.

In late 2016, Bridj was expanding its digital platform to help address urban mobility problems faced by cities across the country and the world. Its founder and CEO, Matt George, weighed up several possible strategies for growth as he aimed to responsibly build the company. George continued to engage with key stakeholders, and had decided to work in partnerships with Kansas City and Ford to expand Bridj's reach to the midwest. This B case on Bridj allows for a discussion of the company's new options given its public-private partnership with Kansas City, and provides additional examples of how George's strategy to engage with key stakeholders has helped Bridj to grow.

To transform IBM for the next technology wave, Ginni Rometty, who became CEO in 2012, led divestment of declining businesses, made acquisitions in digital innovation and cloud computing, formed partnerships with former competitors such as Apple and tech startups, and invested in internally developed cognitive computing/AI platform Watson, a big bet directed at applications for healthcare, education, and cybersecurity. Revenues declined, criticism grew, and challenges of change remained. Watson businesses were new, unproven, and required change in nearly every aspect of legacy operations and culture. To increase speed and agility, Rometty used methods such as online Think Academy, design thinking, and startup contests. In mid-2016, questions remained about the pace and magnitude of change, the scale-up and profitability of Watson, and Rometty's leadership of change. What was left to do?

CEO David Kenny led the transformation of the Weather Company from a television business to a Big Data technology company from 2012 until 2016, when IBM acquired its digital assets. This case discusses major decisions taken by Kenny starting in 2014 as he sought to reorient the company amidst changes in media, digital, and mobile technologies. Kenny balances promoting new stream digital business growth with managing difficult legacy television industry realities. He faces key strategic decisions about whether to integrate businesses or separate them completely; whether to pursue business partners, and if so, what those partners should look like; and whether IBM, a large, established technology company, is the right partner for Weather Company. Finally, how would Weather Company's fast, innovative culture fit in at giant IBM?

Syllabus for Managing Change 2017 EC Course.

Having built Publicis Groupe through acquisitions maintained as separate brands, CEO Maurice L vy wanted to transform the advertising and marketing firm to an integrated digitally-ready enterprise to address industry changes. In early 2016, following a reorganization, he faced questions of how to change the culture and use digital capabilities more effectively than competitors. L vy turned to millennials within the Groupe and technology entrepreneurs outside the Groupe for innovations in order to create platforms for clients rather than simply react to existing social media platforms. As he increasingly focused on a new generation, questions remained about who would succeed this CEO of 31 years.

Bridj, a Boston startup that provides Big Data-powered,'pop-up'bus routes that responded to transportation demand, has been in operation for a little over a year and has recently launched service in Washington, D.C., its second market. Despite media acclaim and positive relations with a wide range of stakeholders, Bridj faces challenges controlling costs, driving adoption, and improving its technology.

By 2015, technological innovations-the smartphone and the advanced data connectivity that enabled it-created new opportunities for people to move around cities quickly and conveniently without owning a car, via car-sharing services like Zipcar or new ride-sharing services. Uber, a five-year-old startup, enabled users to order private rides via a smartphone app. In mid-2015, the company had achieved pre-IPO market valuation of $50 billion, with operations in 311 cities in 58 countries. Despite its scale and success, Uber often found itself embroiled in controversy, with resistance from a broad range of unhappy stakeholders-regulators, competitors, drivers, and even some customers and partners-across the U.S. and the world. Could Uber continue on this route?

In 2015, the Chairman and CEO of Verizon Communications reflects on his four years leading the company and considers strategic repositioning for the future. Meanwhile, a rising leader within the organization, Marni Walden, leads change with a new, company-wide product development organization. Walden's group holds promise but must overcome cultural, structural, and technical barriers to innovating in a giant telecom. In the midst of change, executives debate the wisdom of Verizon's push into developing products and services that leverage its dominance in connectivity. Should Verizon go'above the network'?

Technological innovation is considered a competitive strength for America, but the nation does not score as high in deploying its technology. U.S. transportation systems are in need of repair and renewal, and the sector is at the cusp of a technological revolution. The Information Superhighway could reinvent the highway-and airways, railroads, vehicles, and more-by making aspects of the system'smarter'and more connected, cost-effective, fuel-efficient, safer, and more convenient for consumers, businesses, and communities. This paper discusses five trends in for technology-enabled transportation innovation: connected vehicles; connected roads; big data analytics in air transportation; Intelligent Transportation Systems; and innovation in information infrastructure.

The U.S. air transportation system flies high on some indicators, mostly involving capacity to take to the air, but lands low on others, mostly involving ground facilities and processes. This note provides an overview of the history and current state of air transportation in the U.S., covering industry costs; types of airlines, including passenger and cargo (e.g., Delta, Southwest, Alaska, and Frontier); airport issues; and the role of technology. It reviews some opportunities for innovation that will solve the pain points and bottlenecks facing the system and outlines high-priority policy areas. It becomes clear that individual airlines have often been managed back to health and focus on innovation, but the overall system itself and its governmental connections need attention, including the desire for NextGen air traffic control and revisiting Open Skies agreements.

This overview describes how the United States funds and finances infrastructure investment to maintain its economic competitiveness. It considers the roles of taxpayers, users, government allocators and lenders, and private investors in the infrastructure funding system and shows that there are creative tools that can be used. It focuses on five major areas: the problematic state of fuel taxes; the increasing promise of user fees; innovations in debt financing; the challenges of privatization; and the promise (and challenges) of public-private partnerships, with particular attention to a model project in Miami, the Port Tunnel. The overview concludes with a call for cross-sector coalitions to develop strategies with long-term impact goals and short-term visible improvements for users.

In the 20th century, automobiles and airlines pushed rail into the background as an often-troubled and neglected mode. After a review of the long history of rail in the U.S., this paper examines the situation in the 21st century, including the rail market structure, and discusses key players like BNSF, CSX, and Norfolk Southern. Today, by most measures, freight rail is doing better than ever, while passenger rail faces significant challenges-though it is clear that numerous pain points and bottlenecks interfere with optimal use of rail to move both people and goods. This note offers a structured way of thinking through the issues facing rail transportation and discusses three recent freight rail infrastructure projects that hold promise for the future: the National Gateway, the Keystone Corridor, and the CREATE decongestion project in Chicago.

New CEO David Kenny transformed The Weather Company in less than two years from a primary identity as a cable television channel to a multi-platform digital company innovating in the uses of weather data. He assesses progress and considers strategic choices and organizational challenges ahead. He created a new narrative for the company in the era of Big Data, putting science at the center (great forecasts) and stressing services, stories (the ability to communicate the data to users), and safety (preparation for severe weather, including using social media). Now he has questions about how much to invest in the declining but still important television business; how to build and hold audiences beyond severe weather events, when audiences spike; how to stay ahead of growth of digital platforms, especially mobile, when current partners (such as Google) could easily turn into competitors; and how to build organizational capabilities, culture, and talent to be ready for ongoing and future change, including global growth. Kenny grapples with a number of strategic tensions: between innovations and the traditional business, between global and local, and about increased partnering or proprietary advantages. He must continue to lead and develop the team to support a vision that is still unfolding.

It is impossible to discuss national competitiveness without considering cities and the regions they anchor. Cities are transportation hubs, centers of commercial exchange, and the locus of lives. They thrive by the ways they connect to the world. Demographic changes in recent years-such as the decreasing popularity of cars and increasing urban populations-have implications for 21st century transportation and infrastructure. This is apparent in the case of Chicago, a global city in the vanguard of change. This paper focuses on five major 21st century transportation and infrastructure projects in Chicago: rail decongestion; airport modernization; mass transit modernization; a complete streets plan; and an infrastructure trust as a financing innovation. It also discusses leadership by Mayor Rahm Emanuel to create an integrated strategy that includes technology and education, and how he executes on it.

Syllabus for Managing Change 2016 EC Course

Compilation of articles looking at merger integration strategies:'business marriages.'Problems of culture, management style, and business goals are revealed.

Monique Leroux led a major transformation, overcoming resistance, at a large Canadian financial cooperative based in Quebec that competed with top Canadian banks. Leroux was elected in 2008 as Chairman, President, and CEO of Desjardins Group. In order to compete effectively in a demanding and changing financial services industry and survive the global financial crisis, Desjardins needed to integrate, consolidate, and determine how to preserve traditional values while preparing for the future and emerging as a less provincial financial group. In 2012 she reflected on the change efforts and the opportunities and challenges ahead.

Internationally recognized Brazilian Nizan Guanaes, co-founder of Grupo ABC, a rapidly growing global advertising firm ranked 18th in 2011, had aspirations to be in the top 10 by 2015. Grupo ABC thrived by identifying national (Brazilian) challenges and incorporating them in creative messages. Guanaes steered the group toward thinking big while acting locally, tackling societal challenges and building partnerships, as he entered the world stage; serving as an informal ambassador for Brazil; playing important roles in international forums as the Clinton Global Initiative, UNESCO, and the Cannes Lions Advertising Festival. Guanaes needed to determine the best growth strategy, how to seize opportunities, and/or how to adapt to meet his ambitious goal.