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The pandemic has not wholly derailed DEI as much as feared. The insights from the DEI officers of globally active companies demonstrate optimism and inspiration for those designing DEI strategies in 2022.

Traditional luxury goods companies have treated digital as a channel. But they’re now starting to treat it as a marketplace in its own right, thanks largely to Blockchain technology, which has delivered the Non-Fungible Token. Today, the key ingredients of luxury – rarity, exclusivity, and cost — can also apply to virtual products, as companies like Balenciaga, Louis Vuitton, and Gucci have realized.

This book is a comprehensive introductory text for academics and management practitioners interested in making first steps in teaching executive education courses. This book helps understand the landscape of executive education, be aware of it key stakeholders and their expectations, and define the first step for entering the field. The book guides the experts in thinking how to turn their knowledge into valuable learning opportunities for executives. It provides information about program and session design and peculiarities of delivering sessions for executive audiences. The book helps envisage possible challenging situations in the classroom, and supports the reader in making use of program evaluations. The book also invites the reader to think about expanding their executive education experience into becoming an academic director - an intellectual leader of an executive course. The book will also be helpful to people entering the field in administrative roles.

© 2025 The Author(s). Journal of Occupational and Organizational Psychology published by John Wiley & Sons Ltd on behalf of The British Psychological Society.

In a dynamically evolving market, Trumpf, a company renowned for high-quality machine tools, faces significant challenges, including increasing competition and changing customer needs and expectations. Marcella Montelatici, head of the sales division, is tasked with addressing these challenges to ensure the company remains competitive. Of course, the market for machine tools has grown, especially in China, but competition has also intensified. So, market participants are under pressure to lower prices. Additionally, customers are increasingly seeking comprehensive machining solutions in place of standalone equipment.
Trumpf has responded to the current go-to-market challenges by diversifying its product portfolio to introduce more machine variants. The business has also expanded its footprint in lower-priced segments through its acquisition of JFY in eastern China’s Jiangsu province. However, the organization still faces certain internal challenges when it comes to leveraging these new opportunities, and this is particularly felt in the company’s sales division. Lack of proactive customer engagement is a key issue, as is the under-utilization of digital tools. Plus, there are inefficiencies in collaboration between the Trumpf headquarters and subsidiaries. While the company has added several innovative products to its basket of offerings, it is missing opportunities to upsell them to its existing customers, and this is not the least of the company leadership’s worries.
Marcella recognizes the need for significant organizational changes to address these challenges and align the sales division with evolving market demands. The case invites participants to develop strategies based on the facts presented in it to help Trumpf reorient its B2B sales approach with a view to boosting revenue and driving market shares.

How can the selection of innovation projects be designed to reduce false positives and false negatives? Prior research has provided theoretical insights into organizing to reduce errors, yet we know little about how organizations adapt selection over time and the effects of this on selection outcomes. Drawing from qualitative data from 126 interviews conducted over several years, we explore how an accelerator evolved through three selection regimes for high-stakes funding decisions, focusing on the organizational changes and their underlying reasons. We then analyze quantitative data from all 3,580 submissions they received, assessing false positives and false negatives across these regimes. Our findings reveal a persistent occurrence of both types of errors, with relatively small differences across the regimes despite deliberate efforts to enhance the process. In the final regime, which increased submission quality by emphasizing applicant track record and adding additional layers of screening, evaluators surprisingly became more prone to making selection errors. This finding stands net of accounting for (1) differences in the pool of submissions, (2) differences in treatment effects through training and resources provided, (3) learning, and (4) market evolution. By combining qualitative and quantitative data, we explain this through two mechanisms: (1) mean reversion in combination with increased emphasis on applicant track record and (2) within-type adverse selection enabled by a more stringent selection process. The study reveals that evolving an organization’s selection regime may require adjustments across multiple aspects, resulting in unintended consequences.

© 2025, INFORMS