If a smartphone company asked you to do something incredibly unexpected, they would exclusively urge you to maintain your phone. In this episode of Decisions at the Fulcrum, we look at Fairphone, a Dutch smartphone company that developed its brand around repairability, modular design, replaceable parts, and a subtle disruptive premise: a device does not have to be treated as disposable when the battery dies, the camera wears out, or the crowd begins muttering about the upcoming model. The Fairphone case doesn't represent a mere fantasy. It's an bona fide device found in many European countries.

The current episode focuses thought on the practice of repairability as product advantage and communication strategy. Fairphone invites customers to look at their devices as a maintainable. The component parts can accessed and replaced by users, allowing them to keep it longer than many learned was feasible. Batteries, cameras, displays, and spare components become indications of autonomy and consistency.

In this episode, I go to Amsterdam, where the idea was advanced, and read about diffusions of innovation to understand the case.

Adoption is measured by perceived benefits, compatibility with established routines, complexity, trial, and observability. A changeable battery seems reasonable until you have to purchase the item, locate a tool, read the manuals, and then decide whether the repair is feasible. Fairphone exemplifies how innovation occurs as upkeep that's gradual, and, perhaps more a valuable decision to hold onto.

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World War II is frequently taught within a clear framework: democracy defeated fascism, justice accompanied victory, and the conflict ended with surrender and trials. However, the history of the Asia-Pacific battlefield confuses the story being given. In this episode of Decisions at the Fulcrum, I talk with Jenny Chan, Director of Pacific Atrocities Education, about stories that are still underrepresented in public discourse, including the history of Unit 731, biological warfare, occupation, survivor accounts, and post-war accountability practices.

Our conversation delves into how Cold War fears influenced what justice meant after the war. We explore why certain perpetrators were tried but others were granted immunity, and how data obtained through human experiments became part of national intelligence reasoning. We also explore the pedagogical challenge of conveying difficult histories rather than reducing it to simplistic nationalist or political perspective.

This episode explores how institutions, educators, archivists, and political interests influence which atrocities enter public memory. Our conversation moves then to her work developing Pacific Atrocities Education's archives, lesson materials, publications, exhibits, and public engagement initiatives.

Learn more about Pacific Atrocities Education:

Website: https://www.pacificatrocities.org/

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What happens to a package after you are finished with it? A bottle, a cardboard sleeve, a mailer, a charger box: all of these seem minor independently, until we enter the maze of bins, collection systems, producer obligations, recycling markets, municipal capacity, and public behavior.

In this episode of Decisions at the Fulcrum, I visit Sweden 🇸🇪 to look at the Extended Producer Responsibility system. It's a case showing how "ordinary" objects require extraordinary decision-making occasions.

Today's guide is morphological analysis, a method developed by Swiss astrophysicist Fritz Zwicky and then adapted by Tom Ritchey and others for complex policy and organizational decision-making.

Rather than rushing toward an answer, morphological analysis needs decision makers to first map the field: identify the parameters, list possible conditions, and try out combinations to see which can genuinely hold together. It is a method for uncertainty, structure, and creative problem-solving.

Through Sweden's producer-responsibility planning, I examine waste and recycling as a conundrum of distributed responsibility. Producers, consumers, municipalities, recyclers, regulators, and markets all make what happens after the product is used. Morphological analysis is the best fit for intricate decision instances like this one because it addresses a better (and harder) question: what future/s are we assuming, and do all the pieces of a strategy seem coherent together?

Relevant Show Links:

https://www.swemorph.com/pdf/gma.pdf 

https://www.oneplanetnetwork.org/knowledge-centre/policies/extended-producer-responsibility-sweden 

Note:

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In this episode, I look at two management-leadership approaches while visiting the grocery store. Beneath the florescent lights, right next to the bakery display, and between the BOGO beverages and cart return, I want to test one often cited framework in an applied setting. 

Using the managerial grid developed by Blake and Mouton, this episode compares and contrasts "country club management" with "team management." In this episode, we see country club management (reframed in the episode as affiliative avoidance management), a type of leadership that prioritizes fostering a sense of community and camaraderie above making tough decisions on things like standards, adaptability, and responsibility.

The episode ruminates about management leadership across three regional grocery chains.

Warmth, tradition, prepared meals, and Sunday closure at Ukrop's, a cherished Richmond grocer, show the boundaries and strength of these things. Employee ownership, low-cost discipline, self-bagging, and WinCo Foods' reluctance to take credit cards demonstrate a more austere kind of caring. Then, H-E-B puts the premise to the test by demonstrating how emergency response, store hours, purchasing limitations, supply chain coordination, and catastrophe readiness can translate into real-world action.

Part 2 shifts from the Macondo well to the public narrative explaining the crisis . The crisis split into two halves as soon as oil started to flow across the Gulf: communicative and industrial.  How the well collapsed became as important as making sense of what sort of crisis was unfolding. Was the Deepwater Horizon catastrophe a rare occurrence, a technical malfunction, a safety culture failing, proof of a more serious issue with deepwater expansion? Every answer presented a distinct interpretation of accountability. Each of them gave the impression that certain solutions were vital and others were incidental. Each one gave institutional actors the option to maintain, modify, or give up on a specific description of their own expertise. I examine how plausibility shifts following a tragedy using sensemaking, responsibility, and crisis communication theory. People can act more confidently during an emergency if they have plausible justifications. Those same explanations then turn into official statements, which have to face examination from devastated families, affected populations, news outlets, scientific experts, judicial officials, and policymakers. Finally, I look at Weick's notion of resilience, as well as improvisation, virtual role systems, wisdom, and conversation useful skills to move forward.  If you enjoy these episodes, please subscribe and share. Thank you for listening.   Show note: “Press Conference examples” are scripted and do not represent historical events. The “announcements” audio is thus for representation of concepts only.   

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In the first part of our Deepwater Horizon episode, I delve into the disaster prior to its emergence as a public narrative. I start by recalling the Exxon Valdez incident, then transition to the Gulf of Mexico, where offshore drilling has ventured into deeper waters, navigating more intricate technical landscapes and grappling with a challenging interplay between expertise and uncertainty. On April 20, 2010, the Deepwater Horizon rig had been working in around 5,000 feet of water above the Macondo well, which was situated about 50 miles southeast of Venice, Louisiana. The current episode centers on Karl Weick’s concept of the “cosmology episode”: a pivotal occurrence when people's ordered understanding of reality starts to collapse,  compelling them to make decisions amid the uncertainty. In high-risk environments, risk factors often hide in the obscurity, seldom revealing themselves with adequate visibility. Part 1 explores the dynamics at play when experts are compelled to interpret situations under pressure, relying on incomplete information and established disaster frameworks. Part 2 will transition from the rig to the public. I look at their legitimate efforts to stop the leak, how BP’s messaging shifted notably throughout the crisis, image restoration efforts, accountability procedures, and the enduring repercussions of the oil spill.

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Coffee is a bean, a stimulant, and a social routine. It is also a global commodity that becomes meaningful only when people give it rituals, tools, prices, places, and habits. In this episode of Decisions at the Fulcrum, I explore Vietnamese coffee culture and Starbucks’ careful entry into Vietnam. I begin with the phin filter, condensed milk, coconut coffee, egg coffee, robusta beans, and the everyday café practices that make Vietnamese coffee far more than a beverage category. Coffee in Vietnam is historical and agricultural, sensorial and social.  I move to look at Starbucks decision making when they opened their first stores in Vietnam by first by going backward to the year 2000 in Australia, a contrast case.  Deciding to open a store in Vietnam in 2013, Starbucks took a careful decision-making strategy as a globally recognizable brand gradually learning to become locally legible within a much larger and vibrant Vietnamese coffee world. Along the way, this episode considers phin filters, robusta growing conditions, local café life, store design, menu adaptation, cultural competence, and the difference between being recognizable and being meaningful.

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In this episode of Decisions at the Fulcrum, I explore the neon logic of today's supermarket aisle, where food has become a continuous commentary on societal unease.

Nestlé's Vital Pursuit, aimed at those who use GLP-1 drugs, seems to be another neat health launch: fewer portions, extra this, more of that buzzword, and happy-sounding reassurance on the container. This episode investigates how a food corporation tries to make up a new kind of eater and how a clinical change in appetite motivated a commercial category with its own scripts, signals, and assumptions.

Nestlé unveiled Vital Pursuit in May 2024 as a range of food designed to help GLP-1 users, and Reuters reported in June 2024 that the corporation was carefully marketing the items, stressing protein, fiber, and minerals while avoiding direct medicine names on packaging. NBC's TODAY also mentioned the launch date of May 22, 2024.

Sensemaking and sensegiving form the basis of the analytical framework here. I use Maitlis and Christianson's description of sensemaking as an organizational process for interpreting ambiguous events, as well as Gioia and Chittipeddi's classic definition of sensegiving as an endeavor to alter how others see strategic change.

Nestlé is contributing to a narrative of what people ostensibly need and what "appropriate" eating entails under circumstances of appetite suppression.

In other words, this is also a narrative about interpretation, the heuristics of packaging, and frozen food telling customers how to comprehend themselves when they don't want to count calories anymore but need distinctive nutrients nonetheless.

Show Notes & Sources

Danneels, E. (2003). Tight–loose coupling with customers: The enactment of customer orientation. Strategic Management Journal, 24(6), 559–576. https://doi.org/10.1002/smj.319

DiNapoli, J. (2024, June 20). Food companies wade carefully into weight-loss waters. Reuters.

Durban, D.A. (2026, January 14). Food companies are targeting users of weight-loss drugs with ‘GLP-1 Friendly’ labels. Associated Press

Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448. https://doi.org/10.1002/smj.4250120604

Maitlis, S., & Christianson, M. K. (2014). Sensemaking in organizations: Taking stock and moving forward. The Academy of Management Annals, 8(1), 57–125. https://doi.org/10.5465/19416520.2014.873177

TODAY. (2024, May 22). Nestle to launch meals designed for weight loss medication users [Video]. YouTube.

Fair use note

This episode includes archival audio of broadcasts and brand materials for purposes of criticism, comment, and analysis.

In the United States, fair use is evaluated case by case under Section 107 and depends on the specific circumstances and the four statutory factors.

In this interview episode of Decisions at the Fulcrum, Dr. William Hoffman speaks with founder and CEO of Mightylicious Carolyn Haeler about the decisions that emerge when necessity, taste, and enjoying food are immediate and abrupt. What began with a celiac diagnosis became Mightylicious, a quest to make the best gluten-free cookie consumers ever tasted. 

Carolyn Haeler reflects on her path from finance to food, a peculiar challenge of formulating a cookie that tastes better without wheat flour, and a realization that gluten-free baking had been framed as a managed compromise rather than an indulgence. What a cookie ought to be!

We talk about the effort and strategy behind finding clean ingredients that won't reduce gluten-free treats to flatbread. Today, you can find her very own cookies and specialized flour at a wide range of retail grocery sellers (links below).

This is a story about a cookie that delivers on taste and texture without gluten.🍪

From diagnosis to formulation to shelf placement, Carolyn Haeler’s story offers a case study in how meaningful reinvention often begins with a serious inquiry: why shouldn't this be the best cookie I ever tasted?

Tasty Purchase Options!

Mightylicious.com Homepage

Amazon Store - Mightylicious 

In this episode of Decisions at the Fulcrum, we trace Slice from its 1984 debut inside Pepsi’s lemon-lime strategy to its slow disappearance from the American soda aisle. We begin in the fluorescent chill of the cola wars, where Pepsi decides that Teem no longer has enough force in the market and launches Slice with a sharper promise. It would have fruit and offer a contemporary vocab for soda.

From there, we follow the brand through its early success, its increasingly unstable identity in the 1990s, and it faded out by the mid-to-late 2000s with Pepsi waving bye and introducing new products like Sierra Mist. 

Goodbye Slice? Not exactly. What changed between the 2000s and the 2020s?

A great deal! U.S. Americans drank more bottled water than soda by 2016, sparkling water had a long moment, the ingredients changed, and carbonation adapted during the period!

By 2018, the Slice trademark had been revived as a sparkling water brand built around organic fruit juice. In May 2024 Suja Life had acquired the name and prepared it for another reinvention inside a functional soda market, another new cooler!

Using a framework of retro branding with updated utility, this episode asks why some dormant brands become culturally relevant again while others remain shelf ghosts. Slice turns out to be an especially revealing case because Pepsi did not bring it back. Later owners purchased a name that still carried brightness, fruit, and recognition, then translated that memory into new beverage forms for new consumer anxieties. This is a story about strategic timing, category change, and the strange durability of emotionally legible brands.

Fair use note

This episode includes archival audio of advertising and brand materials for purposes of criticism, comment, and analysis.

In the United States, fair use is evaluated case by case under Section 107 and depends on the specific circumstances and the four statutory factors.

References for show notes

Cattaneo, E., & Guerini, C. (2012). Assessing the revival potential of brands from the past: How relevant is nostalgia in retro branding strategies? Journal of Brand Management, 19(8), 680–687. https://doi.org/10.1057/bm.2012.16.

Vengattil, M. Americans drank more bottled water than soda in 2016. Reuters.

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