Value Creation

DGB Investment says Ethan Allen is an undervalued brand trapped by stagnation. Management argues the company is executing a successful long-term strategy. Investors must decide which vision defines the future.

For most of the internet era, customer data was valuable because it helped companies understand consumers. In the AI era, work data may become equally valuable because it captures how humans create knowledge, make decisions, and solve problems.

GameStop's reported decision to reconsider its $56 billion eBay acquisition may be the most important governance development in the story so far. As Ryan Cohen explores alternatives to a full takeover, the debate has shifted from financing a massive acquisition to a more fundamental question: Does GameStop need to own eBay to create value? The answer could become a case study in disciplined capital allocation.

Amgen's cyberattack involving stolen patient health information raises critical questions about healthcare cybersecurity, unauthorized access, cloud security, AI governance, and AI-driven threats (AI-DT). This article explores what happened, how similar breaches have affected companies like Novo Nordisk and Change Healthcare, and what healthcare organizations can do to better protect sensitive data.

P&G is returning to a familiar governance model: one person serving as both Chairman and CEO, supported by a Lead Independent Director and a board rich in CEO and CFO experience. The real question is whether Joseph Jimenez and the independent directors can do more than oversee Shailesh Jejurikar. They must also add value.

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.

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.

Citigroup’s tokenized private shares platform uses blockchain and digital depositary receipts to expand access to private markets, offering a new model for investing in private companies before IPO.

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.