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.

Yes—Heineken’s CEO search is best understood as a corporate governance decision, not just a management transition. The central issue is whether the board should preserve its tradition of promoting insiders or appoint an external CEO in response to investor pressure for change. That makes the story especially relevant for boards thinking about succession planning, leadership evaluation, and how governance should respond when long-standing company norms collide with shareholder