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This case is about Wingtech, a China-based mobile phone and intelligent devices manufacturer. Early in 2019, Wingtech CEO Xuezheng Zhang faced one of the biggest challenges of his career. Founded only 13 years earlier, Wingtech was one of the world’s top producers of high-tech consumer products. But Wingtech didn’t produce its products’ key component: microchips. Instead, the vast majority of chips were imported from American and European manufacturers. Facing growing hostility from an increasingly anti-China U.S., and the very real possibility of crippling disruptions to the microchip supply chain, Wingtech had just completed the purchase of highly regarded Netherlands-based chip manufacturer Nexperia for USD3.6 billion. Now Zhang faced a daunting set of highly consequential new questions. To what extent should he try to integrate the two geographically and culturally distinct companies? How could he convince Nexperia’s highly competent leader, who had been unenthusiastic about the deal, to stay? Zhang had seen great success as an entrepreneur. How should he lead as the CEO of a global high-tech firm?

In late January 2020, Fuqing city officials approached Bin Lin, CEO of diaper manufacturer DaddyBaby, with a request that came straight from China's central government: In the face of the COVID-19 crisis, could Lin refit his manufacturing facilities to make 800,000 masks a day? And could he do so within two weeks? The local province had a severe mask shortage, and the region's largest diaper maker had declined to help. From an ethical standpoint, Lin wanted to agree to the government's requestbut he found himself grappling with a number of concerns. In the short term, there was the cost entailed by the proposed changes and the health risks to his workers. In the longer term, what would the shift mean for the business he and his family had worked so hard to build? Lin had invested in state-of-the-art manufacturing facilities, and the DaddyBaby brand was associated with innovative, high-quality products. China's booming diaper market was the biggest in the world and was fiercely competitive, especially at the high end. Beyond China, the company had established a solid presence in South Korea and Thailand as well. Would suddenly switching to mask manufacturing help or hurt his core business? What should he tell the city officials? Excerpt Mar. 23, 2021 Time for a Change: Chinese Diaper-Maker DaddyBaby Faces COVID-19 (A) New Year, New Era? Bin Lin, the 51-year-old founder and CEO of Chinese diaper manufacturer DaddyBaby, was at home with his family. As evening fell on the city of Fuqing, Lin looked out the window into the chilly dusk. It was January 27, 2020, the second day of the two-week Chinese Lunar New Year holiday. Across the country, families were gathered for festive meals, gift giving, and entertainment. It was a time to celebrate the hopes for a new year, enjoy China's rich cultural traditions, and make plans for the future. . . .

Cognitive deficits after spontaneous intracerebral haemorrhage (ICH) are common and result in functional impairment, but few studies have examined deficits across cognitive domains in the subacute phase. This study aims to describe the cognitive profile following acute ICH and explore how cerebral amyloid angiopathy (CAA) may impact performance. We retrospectively reviewed 187 consecutive patients with ICH (mean age 58.9 years, 55.6% male) with available imaging and neuropsychological data (median 12 days after stroke). In our cohort, 84% (n = 158) were impaired in at least one cognitive domain and 65% (n = 122) in two or more domains. Deficits in non-verbal IQ (76.6%), information processing speed (62.4%) and executive functions (58.1%) were most common. Patients with lobar ICH (n = 92) had more deficits in naming and visual perception than those with non-lobar ICH, but not in adjusted analyses. Patients with probable CAA (n = 21) had more deficits in verbal IQ, visual perception and executive functions than those without probable CAA; in adjusted analyses, probable CAA predicted impairment in verbal IQ (OR 38.6, 95% CI 3.2 to 465.4, p = 0.004) and executive function (OR 3.4, 95% CI 1.0 to 11.7, p = 0.050). We conclude that cognitive deficits following ICH are common across domains, and that those with CAA appear to have a different cognitive profile. Replication of this work in larger cohorts will be important for confirming and further quantifying these observations.