The Spatial Monitoring and Reporting Tool (SMART) was created by a coalition of conservation organizations to take historical data and create geospatial mapping tools that enable more efficient deployment of park rangers to prevent poaching. SMART had demonstrated significant improvements in patrol coverage, with some observed reductions in poaching. Then a new analytic tool, the Protection Assistant for Wildlife Security (PAWS), was created to use artificial intelligence (AI) and machine learning (ML) to try to predict where poachers would be likely to strike. Jonathan Palmer, Executive Director of Conservation Technology for the Wildlife Conservation Society, already had a good data analytics tool to help park rangers manage their patrols. Would adding an AI- and ML-based tool improve outcomes or introduce new problems?

Muhammad Ali, born Cassius Marcellus Clay Jr, rose from a poor family in segregated Louisville, Kentucky to international fame, winning three heavyweight boxing titles and becoming a civil rights leader and role model for millions of people around the world. How did he do it? Harvard Business School professor Robert Simons discusses how Ali made decisions throughout his life and career to leave a lasting impact on the world.

In 2013, soon after the U.S. Securities and Exchange Commission (SEC) had started a massive whistleblowing program with the potential for large monetary rewards, two employees of a U.S. bank’s asset management business debated whether to blow the whistle on their employer after completing an internal review that revealed undisclosed conflicts of interest. Should they escalate the issue internally or report their findings to the U.S. Securities and Exchange Commission? Harvard Business School associate professor Jonas Heese discusses the potential risks and rewards of whistleblowing.

For years, Airbnb gave hosts discretion to accept or reject a guest after seeing little more than a name and a picture, believing that eliminating anonymity was the best way for the company to build trust. But after research provided evidence that Black hosts received less in rent than hosts of other races and showed signs of discrimination against guests with African American sounding names, the company had to decide what changes to make. Should they change the design of the platform to reduce discrimination? And what’s the best way to measure the success of any changes?

In February 2022, Russia invaded Ukraine, and multinational companies began pulling out of Russia, in response. At Switzerland-based Nestlé, chief executive Mark Schneider had a difficult decision to make. Nestlé had a long tradition of neutrality that enabled it to operate in countries regardless of their political systems and human rights policies. But more recently the company had embraced Michael Porter’s “shared value” paradigm, which argues that companies have a responsibility to improve the business community and the health of their communities. What should Schneider do?