Sri Sabari Engimech Private Limited (SSEPL), a firm founded in 2001, provided contract-based staff for the operations and maintenance (O&M) of plant and machinery (P&M), mainly in the petrochemical sector. The founder reaped profits from the first month onward. In 2008, his son took over SSEPL as director of operations and expanded the company’s services and clientele to increase profits. In 2019, the company encountered loss for the first time because of, among other reasons, malpractice by its former CEO, the ex-CEO starting his own O&M outfit and taking with him some of SSEPL’s employees, the entry of new players into the market, and the 2019 novel coronavirus pandemic. However, SSEPL managed to bounce back with low profit margins the following year, leading the director of operations to contemplate the way forward for the company.
Pursuing decarbonization goals can feel like a frustratingly slow marathon with hidden curves. But leaders can learn by observing printer's running on the same track they are. The fast-paced decarbonization effort by the sustainability team of the 2024 Paris Olympics and Paralympics is illuminating. As they raced to reduce greenhouse gas emissions by half compared with recent Games, the team had to learn on the fly. Here are key takeaways for organizations on their own sustainability journeys.
The case is set in April 2023, five years since Leow Ban Tat, CEO of Aquaculture Centre of Excellence Pte Ltd (ACE), founded the Singapore-based seafood start-up with the objective to rear healthy fish sustainably and help Singapore improve its food security and self-sufficiency. ACE's fish farm 'Eco-Ark' was an innovative floating closed container system. It was based on Leow's patented technologies - a combination of offshore, marine, and recirculating aquaculture technologies - which helped keep its fish safe from pollutants, pathogens and variations in oxygen and temperature in the sea water, besides minimising the fish farm's carbon footprint. With a hatchery and a processing facility added on board within a year of Eco-Ark starting its operations, ACE offered a fully traceable and integrated value chain from locally sourced eggs to ready-to-use products and one of the shortest fish food production miles in aquaculture. Going forward, Leow planned to undertake egg production as well, to have full control over ACE's supply chain. He also planned to increase ACE's footprint by launching more Eco-Arks in Singapore and internationally, and licensing Eco-Ark's innovative and unique technology to other farms. However, despite healthier and sustainable offerings, the market demand for ACE's products had remained lower than hoped for, largely because of its price premium over cheaper fish imports. Although supported by the Singapore government in its endeavours, the company struggled to cover its expenses and keep afloat. Fully committed to the sustainability vision, Leow believed that his breakthrough design and process would be transformational in the future. However, he wondered how long the company would be able to sustain its operations given the sluggish sales and aggressive competition. What could be done?
Many executives are under pressure to develop successful data center strategies that work for their organization, according to industry-specific criteria. While data centers have been in use for decades and began as largely in-house centers for proprietary data, they have evolved. In the 2020s, they are more likely to be remote facilities or networks of facilities owned by cloud service providers housing virtualized infrastructure for the shared use of multiple companies and customers. This note offers an overview of the types of data centers, including enterprise, cloud, and colocation; a brief history of data centers; and data center statistics, including especially costs and energy efficiency. With the rise of artificial intelligence, the Internet of Things, and edge computing, among other innovations, data centers are in high demand and evolving to meet it. This note includes video of Jim Miller, a tech industry executive and an expert in the field, discussing hyperscalers, the early days and evolution of data centers, and what's involved in scaling a data center. Along with related notes, this technical note is updated regularly in response to changes in the technology and industry. At the Darden School of Business, it is taught in an MBA course on "Digital Operations."
When they are posed with two intriguing offers on the fund-raising television show Shark Tank India, the co-founders of Menstrupedia Technologies Pvt. Ltd. (Menstrupedia), Aditi Gupta and Tuhin Paul, are faced with a tough decision. Should they forgo the social brand they have built over several years to pursue the seemingly smart business decision of becoming a sanitary napkin producer, or should they scale up their comic business despite so many competitors in the menstrual awareness landscape, or should they do both? Menstrupedia Comic is an educational comic book about menstruation for adolescents created by Gupta and Paul in 2009. Its aim is to shatter deep-rooted, widespread menstruation myths. Although Menstrupedia has started out as a comic book producer, the company's social impact has been enormous, with Gupta having been recognized for her social outreach efforts by organizations such as Forbes Media limited liability company and British Broadcasting Corporation. By 2022, the co-founders seek to grow their impact, and the need to scale up Menstrupedia propels them to appear on Shark Tank India. Two "Sharks" (members of a panel of potential investors) each offer them a different avenue for growth. The first Shark is in agreement with the co-founders' vision of social change and growth, while the other suggests that they diversify their business by manufacturing and selling sanitary napkins, an immensely profitable endeavour, while using their comics as a complementary product.
Nathan Seidle, the chief executive officer (CEO) of SparkFun Electronics (SparkFun), was contemplating stepping down from his role. Based in Colorado, SparkFun was founded in Boulder in 2003 and had grown to generate an annual revenue of US$32 million with 146 employees. SparkFun's commitment to open-source principles had shaped its business model, facilitating a mutually beneficial and collaborative relationship between the company and its users, with community contributions driving rapid innovation and product development. As Seidle stepped down from his CEO role, would SparkFun remain open source?
The "Carbon Credit Negotiation" explores the negotiation between Eclipse Climate, a European carbon trading firm, and Alpha Air, a Denver-based airline. It focuses on Eclipse Climate's efforts to sell carbon credits to Alpha Air as part of their strategy to achieve net-zero emissions. As businesses work to reduce their carbon footprint, there are other emerging strategies to offset emissions using carbon credits. It is becoming increasingly strategic for large companies to purchase carbon credits through a carbon broker that manages complex carbon projects and organizes them into investment portfolios as carbon credits in one-ton increments. These portfolios can be organized by the amount and complexity of technology used for carbon capture; typically either Nature-Based Solutions (NBS) or Technology-Based Solutions (TBS). The negotiation looks at the complexities of carbon markets and the strategies used in carbon credit trading, highlighting the challenges and opportunities in achieving environmental sustainability goals in corporate settings.
The "Carbon Credit Negotiation" explores the negotiation between Eclipse Climate, a European carbon trading firm, and Alpha Air, a Denver-based airline. It focuses on Eclipse Climate's efforts to sell carbon credits to Alpha Air as part of their strategy to achieve net-zero emissions. As businesses work to reduce their carbon footprint, there are other emerging strategies to offset emissions using carbon credits. It is becoming increasingly strategic for large companies to purchase carbon credits through a carbon broker that manages complex carbon projects and organizes them into investment portfolios as carbon credits in one-ton increments. These portfolios can be organized by the amount and complexity of technology used for carbon capture; typically either Nature-Based Solutions (NBS) or Technology-Based Solutions (TBS). The negotiation looks at the complexities of carbon markets and the strategies used in carbon credit trading, highlighting the challenges and opportunities in achieving environmental sustainability goals in corporate settings.
The "Carbon Credit Negotiation" explores the negotiation between Eclipse Climate, a European carbon trading firm, and Alpha Air, a Denver-based airline. It focuses on Eclipse Climate's efforts to sell carbon credits to Alpha Air as part of their strategy to achieve net-zero emissions. As businesses work to reduce their carbon footprint, there are other emerging strategies to offset emissions using carbon credits. It is becoming increasingly strategic for large companies to purchase carbon credits through a carbon broker that manages complex carbon projects and organizes them into investment portfolios as carbon credits in one-ton increments. These portfolios can be organized by the amount and complexity of technology used for carbon capture; typically either Nature-Based Solutions (NBS) or Technology-Based Solutions (TBS). The negotiation looks at the complexities of carbon markets and the strategies used in carbon credit trading, highlighting the challenges and opportunities in achieving environmental sustainability goals in corporate settings.
It was March 2024, and Uiwang Inland Container Depot (ICD) in South Korea was bustling with activity as cargo trains arrived at the depot, unloading containers filled with goods from around the country. Trucks were lined up at the depot, waiting to transport the containers to their final destinations, while workers hurriedly unloaded and stacked containers, ensuring efficient movement of goods through the bustling ICD. Sarah Kim was a seasoned logistics expert with a passion for optimising container logistics operations. Having worked in the logistics industry for over a decade, Sarah had a deep understanding of the complexities involved in managing an ICD in January 2024, she had started working at Terminal 2 of Uiwang ICD, in Gyeonggi Province, South Korea. Her expertise laid in designing innovative data analytics solutions to enhance operational efficiency and resource utilisation in logistics hubs. But could she use existing information and data to build efficient solutions at the Uiwang ICD?It was March 2024, and Uiwang Inland Container Depot (ICD) in South Korea was bustling with activity as cargo trains arrived at the depot, unloading containers filled with goods from around the country. Trucks were lined up at the depot, waiting to transport the containers to their final destinations, while workers hurriedly unloaded and stacked containers, ensuring efficient movement of goods through the bustling ICD. Sarah Kim was a seasoned logistics expert with a passion for optimising container logistics operations. Having worked in the logistics industry for over a decade, Sarah had a deep understanding of the complexities involved in managing an ICD in January 2024, she had started working at Terminal 2 of Uiwang ICD, in Gyeonggi Province, South Korea. Her expertise laid in designing innovative data analytics solutions to enhance operational efficiency and resource utilisation in logistics hubs. But could she use existing information and data to build efficient solutions at the Uiwang ICD?
Nathan Seidle, the chief executive officer (CEO) of SparkFun Electronics (SparkFun), was contemplating stepping down from his role. Based in Colorado, SparkFun was founded in Boulder in 2003 and had grown to generate an annual revenue of US$32 million with 146 employees. SparkFun’s commitment to open-source principles had shaped its business model, facilitating a mutually beneficial and collaborative relationship between the company and its users, with community contributions driving rapid innovation and product development. As Seidle stepped down from his CEO role, would SparkFun remain open source?
When they are posed with two intriguing offers on the fund-raising television show Shark Tank India, the co-founders of Menstrupedia Technologies Pvt. Ltd. (Menstrupedia), Aditi Gupta and Tuhin Paul, are faced with a tough decision. Should they forgo the social brand they have built over several years to pursue the seemingly smart business decision of becoming a sanitary napkin producer, or should they scale up their comic business despite so many competitors in the menstrual awareness landscape, or should they do both? Menstrupedia Comic is an educational comic book about menstruation for adolescents created by Gupta and Paul in 2009. Its aim is to shatter deep-rooted, widespread menstruation myths. Although Menstrupedia has started out as a comic book producer, the company’s social impact has been enormous, with Gupta having been recognized for her social outreach efforts by organizations such as Forbes Media limited liability company and British Broadcasting Corporation. By 2022, the co-founders seek to grow their impact, and the need to scale up Menstrupedia propels them to appear on Shark Tank India. Two “Sharks” (members of a panel of potential investors) each offer them a different avenue for growth. The first Shark is in agreement with the co-founders’ vision of social change and growth, while the other suggests that they diversify their business by manufacturing and selling sanitary napkins, an immensely profitable endeavour, while using their comics as a complementary product.
Caesars Entertainment was a large casino operator in the United States that had been purchased in a 2008 leveraged buyout by Apollo and TPG. In January 2015, Caesars Entertainment Operating Company (CEOC), its largest subsidiary, filed for Chapter 11. This set up a battle between the company and a set of large, distressed investors. At issue was not only how to restructure the business and reduce Caesars' debt, but also multiple lawsuits alleging that the company had damaged creditors in their quest to preserve equity value. Of particular focus were a series of transactions that took place during 2013 and 2014 to sell assets from one subsidiary to another and to eliminate a valuable parent guarantee that had been granted to CEOC creditors. This case provides a good example of a variety of "defensive maneuvers" employed by companies and their private equity sponsors to protect a troubled investment.
In February 2024, Wendy’s CEO Kirk Tanner announced that the company planned to test dynamic pricing at select US locations sometime in 2025. However, the company’s announcement generated a significant negative public reaction, to such an extent that Wendy’s felt compelled to offer US$1 burgers as part of a special “March Madness” promotion. As the company looked toward 2025, how should Wendy’s CEO Kirk Tanner plan to implement dynamic pricing in its stores?
The case focuses on the required financing for a new building for Wabanaki Maple, founded by Jolene Johnson and located in Tobique, New Brunswick, Canada. Johnson had to prepare financial information in advance of a meeting with an economic development officer from the Atlantic Canada Opportunities Agency (ACOA) from which she was seeking a loan. ACOA had unique lending programs with more favourable terms (e.g., interest-free, non-repayable loans) for Indigenous businesses. To prepare for the meeting, Johnson had to evaluate the impact of Wabanaki Maple’s production capacity, as it could limit sales growth potential in the near future; assess changes in customer type (e.g., boutique store, big-box retailers) including the impact of cultural priorities and awareness; determine improvements in inventory management; and assess the firm’s ability to pay for financing while generating profits.
In February 2024, Wendy's CEO Kirk Tanner announced that the company planned to test dynamic pricing at select US locations sometime in 2025. However, the company's announcement generated a significant negative public reaction, to such an extent that Wendy's felt compelled to offer US$1 burgers as part of a special "March Madness" promotion. As the company looked toward 2025, how should Wendy's CEO Kirk Tanner plan to implement dynamic pricing in its stores?
The case focuses on the required financing for a new building for Wabanaki Maple, founded by Jolene Johnson and located in Tobique, New Brunswick, Canada. Johnson had to prepare financial information in advance of a meeting with an economic development officer from the Atlantic Canada Opportunities Agency (ACOA) from which she was seeking a loan. ACOA had unique lending programs with more favourable terms (e.g., interest-free, non-repayable loans) for Indigenous businesses. To prepare for the meeting, Johnson had to evaluate the impact of Wabanaki Maple's production capacity, as it could limit sales growth potential in the near future; assess changes in customer type (e.g., boutique store, big-box retailers) including the impact of cultural priorities and awareness; determine improvements in inventory management; and assess the firm's ability to pay for financing while generating profits.
Leaders often resist engaging employees in strategic planning because they fear losing control or speed. A participative approach takes more time and is more complicated. However, if you exclude employees from strategic planning, you may hinder strategy adoption and leave valuable input behind. We need a new strategic planning playbook that actively loops in employees. This article examines four keys to doing this well, using real-world examples.