Strategic Decisions

Genesco’s proxy fight with the Radoff–Jumana Group tested whether an activist playbook—stake-building, governance pressure, capital allocation criticism, and board nominees—could beat a turnaround story. Shareholders chose Genesco’s Footwear First strategy, but now the company must prove the vote of confidence was deserved.

What investors, directors, executives, and MBA students can learn from one of the most fascinating corporate strategy stories in modern communications. Executive Summary In June 2026, DISH DBS Corporation filed for Chapter 11 bankruptcy protection while its parent company, EchoStar Corporation, remained outside bankruptcy. EchoStar stated that its brands, customers, operations, and employees would continue operating normally. [cases.ra.kroll.com], [hbs.edu] At first glance, t

GameStop’s attempt to acquire eBay is less a strategic move and more a test of corporate governance under pressure. At stake is not just whether the deal can work—but whether the board is enforcing the kind of discipline, risk control, and independent judgment that prevents ambition from becoming exposure.

For fifteen years, Comcast bet that owning both content and distribution would win. This week, it began unwinding that bet. The split of NBCUniversal doesn’t just reshape one company—it rewrites the logic of the entire media industry.

Tim McHugh’s $167 million compensation package reflects a growing shift toward equity-heavy executive pay. The idea is simple: tie leadership wealth to long-term shareholder returns. The reality is more complicated—because stock performance doesn’t always reflect management skill, and incentives at this scale can reshape behavior, valuation, and risk.

Allbirds’ dramatic shift from footwear to AI infrastructure sent its stock soaring—but the real story isn’t the pivot itself. It’s whether the company can execute in a highly competitive market, and whether gaps between narrative and reality could expose it to shareholder lawsuits.

Ericsson’s CEO exit isn’t a disruption story—it’s a control story. Börje Ekholm is stepping down after stabilizing the company, handing it to a successor built for execution in the AI era. In capital-intensive industries, timing like this is not accidental. It’s discipline.

Fox is buying Roku to do more than expand its streaming reach—it’s buying the system that decides what millions of people watch. That shift could reshape the balance of power in television.

Starbucks Japan’s IPO highlights important questions in corporate strategy, strategic options, and capital allocation. The case shows how boards and executives can evaluate growth, ownership structure, market positioning, and long-term value creation.

H.B. Fuller’s pursuit of Advanced Medical Solutions Group, or AMS, is not just an acquisition story. It is a corporate governance story about board oversight, leverage, and capital allocation discipline. Reuters reported that H.B. Fuller submitted an all-cash proposal on April 30, 2026, and had until June 18, 2026, under U.K. takeover rules to make a firm offer or walk away. Ancora says the move conflicts with a deleveraging-first posture. H.B. Fuller says disciplined M&A and