What would you have recommended Sesame to do, and why?


For example, should it have considered other alternatives, rather than the HBO deal? 

Should it have approached its relationship with PBS differently? 


Did the deal with HBO affect Sesame’s organizational identity? If s​‌‍‍‍‌‍‍‍‌‍‍‍‌‌‌‌‌‌‍‍​o, how? 


What do you think about Sesame’s structural reorganization, in terms of its timing and its operational and cultural implications? And what about the staffing changes?


How did Dunn’s other actions affect the culture at Sesame?


• At the end of the case, what would you recommend for Sesame, in terms of dealing with potential opportunities and challenges moving forward? 


How can organizational identity (“who we are”) enable or inhibit an organization’s ability to redefine its strategy (“what we do”)?