Rob Rosenstein, the co-founder of Agoda.com, had a difficult task ahead of him. Agoda had been acquired by a global online travel giant - the Priceline group in 2007. The terms of the acquisition were based on a three year earn-out period following which Priceline would pay Agoda the bulk of the acquisition pay-out. However, by 2008, Agoda was in dire need to improve its revenue figures, and the Priceline Group's board was pessimistic of Agoda's chances of hitting its earn-out targets. The general assumption was that the Asia based start-up's assets would be gobbled up and integrated into the group as part of its much larger and profitable western brand. Rosenstein, however, believed in the strengths of his company - a venture he had co-founded with Michael Kenny in 2005 in Singapore. Agoda.com was one of the first online travel platforms in Asia to build its business globally and attract travellers from all parts of the world. By the late 2000's however, Agoda had lost its dominance in Asia, with the emergence of global players in the market and rising competition from Chinese online travel agencies (OTA's). Other challenges like technology disruption, a fragmented and diversified Asian market, unstable political environment in Thailand (Agoda's largest office was in Bangkok at the time) and difficulty in attracting the right talent, obstructed its growth path as well. In December 2009, heightened concerns over the future of Agoda prompted Rosenstein to sit with his team and formulate a strategy to enable Agoda to hit its earn-out targets within the stipulated three year period ending in 2010. How could Agoda grow its business and revenue? How could it improve on its marketing strategy, further build its supply and attract more consumers to make bookings on its website? How could Rosenstein make the acquisition work?

The case describes the efforts of Group Audit at DBS Bank Singapore to enhance the value of services it offers to the organisation by adopting various methodologies that would make Internal Audit (IA) more effective. The case specifically focuses on Agile Auditing practices that was implemented on a pilot basis in 2016 as a part of Group Audit's Future of Auditing initiative, which was aimed at making IA productive, proactive, predictive and preventive. It demonstrates how introducing agile practices to IA can help overcome the limitations of traditional auditing practices, and also assesses the additional benefits of agile auditing. It also discusses the strategy used by the Internal Audit team to gain stakeholder engagement and support to implement agile auditing within the organisation and examines the tools used by the team to assist in executing agile auditing. It elaborates on the SCRUM framework adopted by the team and the technology enablers that enabled the DBS internal audit team to execute their pilot Internal Audit projects successfully. Finally, the case highlights the advantages that agile auditing brought for DBS Group audit, and provides insight into how an agile approach to auditing can be successfully adopted in an organisation with minimal disruption within the existing team setup.

In late 2016, the entrepreneurial founder of Mental and Natural Company, a digital multimedia company in China, wanted to have ready access to China's best multimedia talent and expertise, but without burdening the company with an excessive number of employees. The entrepreneur and his team were developing a cloud-based multimedia crowdsourcing and collaboration platform, which would allow the company to quickly and easily crowdsource the needed freelance talent from around China. Yet, even before the platform was fully up and running, a new growth opportunity presented three possible options for the company to pursue. The entrepreneur and his team had just three weeks to decide on which option best fit the company's existing business model, made best use of its resources, and was the best choice to secure the company's future.

It was September 28, 2015 when Murray Sawchuck, an award-winning magician and headline performer in Las Vegas received an e-mail from Seth Leach, a young, but accomplished creator of viral videos based in Denver, Colorado. Leach felt strongly that Sawchuck’s talent for magic and comedy had great social media potential and that a meaningful collaboration could be developed between them. An initial test video was recorded and was an instant viral success with more than 100 million views across all social media platforms. Sawchuck could not decide if it was just luck or whether there really was a success formula for creating viral videos that was reliable and replicable. He also was unsure just how to leverage his brand as an entertainer through these videos such that there would be tangible value created from them.

Cotopaxi, an innovative outdoor gear business targeting millennials, focuses on profit and social impact. This registered benefit corporation was formed by Davis Smith who coalesced his experiences as a Wharton MBA student along with professional knowledge from an unpaid internship in Peru and his previous e-commerce startups in the US and Brazil. Cotopaxi's social cause is fighting global poverty; their target is to donate 10% of their profits but as a new capital-intensive business they give 2% of their revenue. Their income streams are mainly direct to consumer sales along with corporate sales and a special experience based event-Questival. Their direct to consumer model lowers costs compared to competitors and allows Cotopaxi to offer lower prices, but they face a challenge in positioning their products as high quality.

This note contains some tips and best practices that drive effective nonprofit boards. The note will also examine the key responsibilities of nonprofit boards, and identify gaps in the effectiveness of these boards.

In January 2017, a Canadian farmer and entrepreneur faced a challenging decision about the future of his two businesses: a farming operation and a trucking operation. After the hectic 2016 farming and trucking season, he began to compare his 2016 and 2015 financial statements for the farming business, Meakin Farms Inc., and the trucking business, Meakin Industrial Ag Corp. While both organizations remained viable, he wondered what he should do for 2017 and beyond, given the unique structure of the businesses and the vast uncertainty of the agricultural industry. Should he pursue an expansion, a contraction, or should he maintain the current levels of business? He needed to identify a strategic direction that would balance the size and scope of his businesses while accounting for environmental risks.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 1 reviews the literature to highlight the nature of entrepreneurship, as well as the differences between market-driven and technology-driven entrepreneurship. This review facilitates the development of guidelines that can increase the success of technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 2 presents guidelines for understanding the traits and behaviors of technological entrepreneurs.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 3 considers challenges associated with the creation and management of entrepreneurial enterprises.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 4 examines the nature of opportunity recognition in regard to idea generation and development activity within the technological venture.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 5 focuses on how perceiving and understanding changes in the macroenvironment can lead to the recognition and subsequent development of technological opportunities.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 6 examines the nature of the competencies required to engage successfully in technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 7 argues that the initial launch of entrepreneurial products and services occurs because of intuition rather than logic-based strategy. It thus examines how emergent strategies can be created, developed, and evolved through market experience.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 8 examines the unique organizational processes involved in managing technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Because success in radical innovation usually involves the acquisition of new knowledge, Chapter 9 identifies guidelines for acquiring and using such knowledge during the entrepreneurship process.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 10 identifies guidelines for how to exploit technological entrepreneurship to develop and expand opportunities in the service sector.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 11 identifies guidelines for how to exploit technological entrepreneurship to develop and expand opportunities in the health-care sector.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 12 discusses how recent advances in science and technology offer new opportunities for technological entrepreneurship in diverse industries such as global warming, agriculture, health care, the internet of things, artificial intelligence, and wearable technology.