The Move LiveCase creates an engaging scenario in which the Learner tackles the challenge of managing a team member who seems to be underperforming.

This case explores digital disruption in the music industry using the example of Canadian blockchain start-up Beatdapp. Charting the history of technological disruption, the case examines the difficult nature of competitive positioning and go-to-market strategy of a sector reluctant to embrace technology.

The case follows Mina Radharkrishnan’s career as a product manager and product executive in various digital environments. She launches her own start-up in 2016 and reflects on the lessons she has primarily learned at Uber, and earlier on at Google, Goldman Sachs, and ModCloth.

The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.

Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.

After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.

How can an organization help its employees’ creativity thrive? When Rokey Zhang and Ricky Xu founded Eico in 2004, no one could predict the scale of China’s mobile and e-commerce revolution. Fourteen years later, they have ridden that wave of change to play a key role in designing some of the most influential and popular digital services in China. But it has not been easy.

After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them.