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This case provides four examples of organizations with very different business strategies: Walmart, Starbucks, Harvard Business School, and Google. To support their varying strategies, each of these organizations requires a specific configuration to provide the most value to their primary customer. Configurations examined include the Low Price, Local Value Creation, Global Standard of Excellence, Dedicated Service Relationship and the Expert Knowledge designs. Students are asked to analyze the configurations used in each of these examples and then to apply the analyses to a company with which they are familiar.

The widespread cheating scandal that rocked the Atlanta public school system in 2010 and 2011 illustrates how high-stakes performance pressure, without sufficient risk controls, can drive dangerous behavior. After becoming superintendent of the low-income and academically struggling Atlanta, Georgia school system in 1999, Beverly Hall implemented new measurement systems—many of them derived from business best practices—to motivate and evaluate the performance of teachers and principals. Educators whose students performed well on standardized tests received bonuses and public recognition; educators whose students fell short received reprimands, warnings, and eventually termination. With so much riding on 'meeting the numbers,' teachers and principals began taking drastic steps, including collaborating to change students' test answers while intimidating colleagues who threatened to expose the deception. As Atlanta students' (fabricated) test scores soared, leaders in business and politics praised Beverly Hall's data-driven approach for transforming a lagging school system into a model of success.