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In 1998, Jill Medvedow was hired as the director of Boston’s Institute of Contemporary Art. Her mandate was to reinvent a museum that had no permanent collection, drew a mere 25,000 visitors a year, and had few members and almost no money. This case demonstrates how Medvedow was able to rebuild (lit...

Exposes students to concrete operational challenges in healthcare delivery. Illustrates both the application and the potential benefits of quantitative process analysis and process reengineering in this environment.

Discusses where a firm making solar panels has competitive advantage by looking at its costs and customers’ willingness to pay. Investigates whether such an advantage can be maintained in the face of substantial market shifts. Illustrates the complexity of the energy industry, particularly PV solar ...

Set in 2009, and based on interviews with and publications by MIT Sloan Professors Simon Johnson and Andrew Lo, this note describes the “why” and “how” behind the global financial crisis that hit in 2008 as well as the short-term and long-range solutions being publicly advocated by Johnson and Lo.

The World Climate Simulation is a group role playing simulation of the international climate change negotiations. This exercise provides participants the chance to explore the risks of climate change and the challenges of negotiating international agreements to reduce greenhouse gas (GHG) emissions....

The Climate Action Simulation is a group role playing simulation where participants test out a mix of policies and strategies that could address climate change. In a large group setting, participants play business, civil society, and government leaders representing different sectors that have conven...

In January 2015, after several stints at the U.S. Department of State and a New York communications consultancy, Medora Brown packed her bags and moved to Kenya to pursue a passion for social enterprise. She had been accepted as a communications fellow at Sanergy, a company providing modern sanitati...

The explosion and sinking of the Deepwater Horizon oil rig on April 20, 2010, resulted from a series of events and decisions involving employees of BP and its contractors. While there does not appear to be one clear culprit or reason that led to the disaster, the case explores issues of organization...