In 2020, Atlassian committed to a fully distributed model, allowing employees to work from anywhere, permanently. While many tech peers later reversed course on remote work, Atlassian optimized its approach, developing data-driven routines, rethinking office spaces, and reshaping team rituals for its 12,000 employees in 13 countries.

By 2024, these practices had moved beyond HR policy to become central to the company’s strategy. Lessons from Atlassian’s internal experiments began to shape its collaboration software, turning its workforce into an innovation lab. But selling these practices to enterprise customers posed a new challenge: unlike Atlassian’s traditional self-serve model, distributed work transformation required hands-on support, strategic advising, and cultural change, capabilities the company had not previously built into its go-to-market approach.

Harvard Business School Associate Professor Ashley Whillans joins host Brian Kenny to discuss the case “Designing the Future of Work: Atlassian’s Distributed Work Practices” and the questions Atlassian’s leaders face: how to scale what works without losing flexibility, how tightly to integrate practices into products, and how to guide customers through a distributed work transformation that requires more than software alone.

When Happi Co. CEO Sam Rockwell partnered with Snoop Dogg and his son, Cordell Broadus, to launch Dr. Bombay Ice Cream, the team set out to disrupt a stagnant market with innovative flavors and culturally resonant branding. By combining Happi Co.’s operational expertise with Snoop Dogg’s global influence, the brand quickly secured placement in 80% of U.S. national grocery retailers and projected $20 million in first-year sales.

Now, as Rockwell considers strategic next steps for marketing, fundraising, and diversification into new markets, he must also navigate the complexities of a creator-led brand. That includes balancing roles and responsibilities while keeping the company nimble and culturally relevant to reach its goals.

Rockwell and Harvard Business School professor Bill Kerr join host Brian Kenny to discuss Kerr’s HBS case “Dr. Bombay Ice Cream,” which explores the creation, growth, and strategic decisions behind a lifestyle brand fueled by bold ideas and storytelling.

Shake Shack started in 2001 as a hot dog cart in New York City’s Madison Square Park. It’s now a global fast-casual restaurant chain renowned for both quality and hospitality. In 2024, following a rapid rollout of digital tools like kiosks and mobile ordering, Chief Growth Officer Stephanie So found herself asking, had Shake Shack built a model that could truly scale, or one that still needed work?

That question came during a leadership transition and amid ambitious plans for growth. Digital orders were up, and average check sizes were higher, but the shift also raised new challenges. Would automation undermine the guest experience or change what it meant to work at Shake Shack? Could personalization and operational efficiency coexist with the company’s hallmark hospitality ethos?

Harvard Business School professor Chris Stanton joins So and host Brian Kenny to discuss the case “Shake Shack’s Playbook for the Digital Era.” Together, they explore what it means to scale hospitality in a tech-driven industry and how Shake Shack is balancing brand values, digital adoption, and the evolving role of its frontline team.

During a busy travel season, digital travel platform Booking.com wanted to try an experiment that would mean changing the site’s landing page. The CEO at the time, Gillian Tans, made the decision to lean into the company’s “test everything” culture—even if it meant failure.

In this episode from 2019, Harvard Business School Professor Stefan Thomke and host Brian Kenny discuss how past experience and intuition can be misleading when attempting to launch an innovative new product, service, business model, or process. Instead, Booking.com and other innovative firms embrace a culture where testing, experimentation, and even failure are at the heart of what they do.

As you plan your summer travels, enjoy this episode about cultivating an experimental mindset with insights from the case Booking.com and Professor Thomke’s book Experimentation Works.

Ming Min Hui, executive director of Boston Ballet, is unique in her field. As a young, Asian American woman with a Harvard Business School MBA and a background in finance, she has focused her tenure on ensuring the ballet company stays true to its art form and simultaneously relevant to its times.

Hui had worked for eight years at Boston Ballet as chief of staff and chief financial officer before taking the helm. Now leading one of the foremost ballet companies in the United States, she confronted evolving demographics, shifting audience habits, and an increasingly challenging financial environment.

Harvard Business School Assistant Professor Edward Chang and Hui join host Brian Kenny to discuss the case Ming Min Hui at Boston Ballet. They explore how she balances the past, present, and future—and how these lessons translate from this nonprofit arts organization to any company, anywhere.

Bill Wilson was an incredibly entrepreneurial young man with tremendous potential. He was also a drunk who had hit rock bottom. Then an epiphany led him to enduring sobriety.

With his personal drive and fellowship with former drinking buddies, Wilson built a social movement and worldwide organization. Founded in 1935, Alcoholics Anonymous has helped millions of “friends of Bill” recover from alcohol addiction.

In this episode of Cold Call, Harvard Business School Professor Robert Simons joins host Brian Kenny to discuss the case, Bill Wilson: Changing the World. They explore how Wilson navigated life’s choices, transformed his life and those of others, and left a lasting impact on the world.

Keurig Green Mountain (KGM) created a new category of consumer products, becoming a household name in at-home coffee brewing in North America. But by the early 2010s, the public company had lost momentum and suffered a series of product missteps, negative media scrutiny, and ongoing challenges to its partner relationships.

In late 2015, the company was acquired by JAB Holding Company. The new CEO Bob Gamgort led efforts to turn the newly private company around by strengthening partnerships, upping productivity, and reducing costs. In 2017, the company was then able to focus on new growth.

Gamgort had to decide the best strategy from four major options: take the company public again through an IPO; set out for greater global expansion; combine with another coffee business to become a larger player in North American coffee; or diversify beyond coffee through a “pure play beverage” strategy. Harvard Business School’s Senior Lecturer David Fubini and Research Associate Patrick Sanguineti join host Brian Kenny to discuss these options from their case, “Keurig: A Return to Growth.”

The 2023 movie Barbie and its accompanying marketing blitz incited a worldwide craze. Suddenly Barbie was everywhere, a celebrated icon reinstated at the forefront of cultural conversation.

This flourishing of goodwill stood in contrast to decades of criticism of the Barbie brand. Although proponents had celebrated Barbie for her promise to “inspire the limitless potential in every girl,” detractors felt that the doll promoted a narrow beauty standard and perpetuated gender stereotypes.

In this episode of Cold Call, Harvard Business School Professor Elie Ofek and coauthor and doctoral student Ryann Noe join host Brian Kenny to discuss the case “Barbie: Reviving a Cultural Icon at Mattel.” They explore how Mattel planned to sustain the Barbie brand’s positive momentum and replicate the doll’s success across other toy brands in the company’s portfolio.

Launched in 2011, Duolingo grew into the most downloaded education app in the world. By late 2024, it boasted 100 million monthly active users, 8 million paid subscribers, and a market capitalization approaching $15 billion. The success stemmed from a gamified approach to learning, use of adaptive AI technology, and alignment of incentives: maintaining a streak on the app not only helped users master a language but also drove subscription growth and reduced costs.

Duolingo had focused almost exclusively on language learning. But the company recognized the enormous potential of Gen AI to power innovative products, such as conversational language practice. Severin Hacker, Co-Founder and Chief Technology Officer, envisioned a future in which AI would transform the app into an educational ecosystem that covered many subjects beyond language, allowing the company to tap into the $56 billion edtech market.

Duolingo had recently started to explore this direction by adding new subjects, such as math and music. HBS Senior Lecturer Jeffrey Rayport and coauthor Nicole Keller join host Brian Kenny to discuss the case “Duolingo: On a Streak” and the long-term benefits and risks of this diversification strategy.

In 1948, Elia Nuqul fled his hometown in Palestine with his family to Jordan. The refugee overcame many hardships and started a trading business in 1952. Nuqul Group subsequently grew into one of Jordan’s largest family businesses. Its flagship company, Fine Hygienic Holding (FHH), was a leader in hygienic paper products across the Middle East and North Africa.

Nuqul died in 2022. In March 2023, his son Ghassan Nuqul, the chairman of FHH, was at a crossroads. He and his three siblings had decided to split the Group’s assets among themselves so that each branch of the family could forge its own path. They were in discussions to finalize the details of the agreement.

In this episode, Ghassan Nuqul and Harvard Business School Senior Lecturer Christina Wing join host Brian Kenny. They discuss what it means to continue a family business into future generations, what determines legacy, and how business decisions affect family ties in the case “Ghassan Nuqul and the Nuqul Group: Preserving a Father’s Legacy.”