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Epilogue for Case A00355

The case ONE2ID B.V., Growth Challenge explores the challenges a small company faces when the founder controls every aspect of the firm. Over the past eight years, the firm has grown from a whiteboard strategy exercise conducted with the firm's founder and his investors to a company with a manufacturing plant, direct sales in the Benelux and Germany, and some initial distribution in other parts of Europe. Strategic choices made during the startup phase require reexamination as the founder struggles with balancing competing demands on his time and the challenges of "letting go" of some of his decision-making authority. While the firm has been very profitable with little debt and a sound business model, continued growth has challenged the company due to a lack of management staff capable of taking on greater responsibility. The firm has concentrated its growth focus on the Benelux countries. Unless the company expands into other European markets, ONE2ID growth will be limited. Anton Damen, the founder, must decide how to structure the company for additional growth as he determines what role he will assume in 2021.

Cybercrime and cybersecurity are like two sides of the same coin: They are opposites but cannot exist without each other. Their mutual relation generates a myriad of ethical issues, ranging from minor to vital. The rapid development of technology will surely involve even more ethical concerns, like the infamous example of a fitness tracking company allegedly paying $10 million worth of ransom. Every cybersecurity solution, tool, or practice has to be ethical by design if it is to protect people and their rights. To identify the ethical issues that cybersecurity/cybercrime might bring about in the future, we conducted the first broad and comprehensive horizon-scanning study since the COVID-19 pandemic arose. As we began this project, nobody had the slightest idea that the coming months would bring the COVID-19 pandemic, and that the reality we had known was about to change dramatically. As it soon became apparent, the deadly coronavirus brought completely new cybersecurity/cybercrime ethical dilemmas to light, and some of the ones known before were transformed or shifted. This article presents the results of our horizon-scanning study concerning the ethical dilemmas that emerged amid the COVID-19 pandemic.

South Korea has been evaluated as a country that is responding well to COVID-19. The Government of the Republic of Korea discloses where, when, and by which means of transportation people confirmed to have the virus have visited. Although disclosure of movement has contributed to flattening the curve and providing timely medical service, concerns about privacy infringement have also been raised. This article determines what factors influence privacy risk tolerance, looking specifically at threat severity, vulnerability, response efficacy, and response cost. We also provide implications for the preparation of better countermeasures for the government to implement.

When the pandemic struck and teaching went online worldwide, universities had to make pressing decisions that balanced cybersecurity against other factors, including health and safety, usability, and cost. One such challenge Indiana University (IU) faced was how to accommodate the secure telecommunications needs of 130,000 faculty, staff, and students who would now be teaching, learning, doing research, and working from home. Some universities reflexively promoted virtual private network (VPN) use for all activities. Such an approach would have been unsustainable at IU, however, owing both to the licenses and resources needed for the sheer number of users and to the high-throughput applications on which they rely. Perhaps even worse, it would have increased the chances that the VPN would be unavailable during a critical incident or other situation in which secure communications must be guaranteed. Instead, IU launched an awareness campaign demonstrating exactly when VPN use is and isn't needed. In addition, network staff employed a VPN feature called split tunneling to reduce the load. This article discusses the advantages and disadvantages of this approach and how IU made the decision to balance both sides of the risk equation to ensure the continued advancement of its mission throughout the pandemic.

Misleading information is an emerging cyber risk. It includes misinformation, disinformation, and fake news. Digital transformation and COVID-19 have exacerbated it. While there has been much discussion about the effects of misinformation, disinformation, and fake news on the political process, the consequences of misleading information on businesses have been far less and, it can be argued, insufficiently examined. The article offers a primer on misleading information and cyber risks aimed at business executives and leaders across an array of industries, organizations, and nations. Misleading information can have a profound effect on business. I analyze different misleading information types and identify associated cyber risks to help businesses think about these emerging threats. I examine in general the cyber risk posed by misleading information on business, and I explore in more detail the impact on healthcare, media, financial markets, and elections and geopolitical risks. Finally, I offer a set of practical recommendations for organizations to respond to these new challenges and to manage risks.

Global institutions face costly infrastructure disruption from cyberthreats such as ransomware attacks. The global threat of ransomware attacks has continued to increase over time. Although it is important to conduct a cost benefit evaluation and to weigh the risks prior to engaging, a new emerging option of dealing with ransomware attacks should be considered. I outline an interdisciplinary approach to cybernegotiation combining features of online dispute resolution and terrorist hostage theory. In this novel cyber-based dispute system design, the Wade and seek method is the application of traditional hostage negotiation theory used to help businesses mitigate the costs of ransomware attacks.

Internet of Medical Things (IoMT) technology remains in early stages of adoption, but advancements and breakthroughs are quickly moving this process forward. There is a critical need for cybersecurity to be a priority in the development of these new tools, alongside design and utility. Given the rapid pace and potential magnitude of the coming advancements in IoMT, if privacy and security risks are neglected, a significant crisis could emerge in the form of more frequent cybersecurity breaches. This article examines the market opportunities and risks associated with IoMT and outlines a plan for proactively mitigating concerns and providing a platform to foster growth, to modify attitudes and behaviors, and to continue to build consumer confidence in the overall health system without sacrificing security.

LenDenClub (LDC) was a primarily online platform operated by Innofin Solutions Pvt. Ltd. in the peer-to-peer lending industry in India. To offer differentiated products in a growing segment, LDC decided to focus on the untapped segment of low-salary earners. However, it was risky to serve this segment; borrowers had little credit history but often required loans immediately for emergency expenditures, and these borrowers had limited repayment capacity, so it was challenging for LDC to remain profitable. LDC responded by developing a new product based specifically on the targeted segment's needs that allowed LDC to give small loans to more borrowers while achieving the lowest default rates. In June 2020, with preliminary testing done, LDC needed to refine InstaMoney's features to achieve the best version of the product and obtain the best performance of InstaMoney in terms of conversions and the lowest default rates.

Student spreadsheet to accompany product W25400.

Following a weekend strategy retreat in October 2018, the vice-chair and group CEO of Kuwait-headquartered mobile telecommunications company Zain, was proud of the company's performance over the previous year. Zain Group had much to celebrate, having blazed a trail in advancing women's empowerment and inclusion in the workplace-a double challenge in a technology industry that was also based in a region heavily influenced by traditional gender values. Its strategy included the launch of the Women Empowerment Network initiative (WE Initiative) in November 2017, a strategic master plan aimed at achieving gender equality, empowering women, and advancing women's careers at Zain. However, a great deal of progress remained, and new challenges were emerging. The company had put significant emphasis and resources toward women's empowerment and development, leaving some of the male colleagues feeling overlooked and left out. As well, other groups, such as people with disabilities and younger generations, also had barriers to overcome. How could the company continue its efforts to support women while also being inclusive and considering the needs of all its employees?

The elections for India's 294-seat West Bengal (Bengal) Legislative Assembly were due to be held sometime in April-May 2021. The All India Trinamool Congress (TMC), which had been in power in the state since 2011, faced a tough challenge from the Bharatiya Janata Party (BJP), which had been in power in the Central Government of India since 2014. The TMC and its political rivals in Bengal faced unprecedented social and political divisions among voters in 2021. To add to the TMC's problems, at least half a dozen TMC stalwarts and many more local leaders had shifted to the BJP in the previous three months. In the run-up to the election, politicians across party lines used emotive issues such as religion, gender, and language to woo undecided voters. The TMC needed to devise a marketing strategy to gain a sustainable competitive advantage. Winning the maximum possible number of votes was the only item on the agenda.

In the past 20 years, Liu Pengkai greatly stimulated employees' initiative and creativity through practical application of a set of unique and flexible management by heart (hereinafter referred to as "MBH") models by different means in specific tasks, which facilitated the enterprise's sound development. MBH model enabled employees to turn ideas into concrete actions and make achievements. It also guided employees to always remind themselves to do things with the right mindset in their work and life, and jointly build a harmonious development environment. When Heisonglin was first taken over by Liu, "11 workers, with an output value of over a hundred thousand yuan, two reaction kettles and more than a million yuan in debt" Heisonglin developed from the beginning of Liu's term from small to a large professional domestic manufacturer of adhesives, with total annual assets value growth rate of 20%, cooperation with many Fortune Global 500 enterprises and renowned enterprises at home and abroad as well as "Jiangsu Famous Brand" products. Liu's MBH model enabled Heisonglin to develop gradually, but such management model mainly relied on the wisdom and emotional intelligence of Liu from the perspective of the current management status of Heisonglin. Accompanied with the continuous development of the company, the number of the company's employees gradually increased, and an increasing number of new employees of the post-90s generation joined the company, which made it impossible for him to engage in all those specific tasks in the future. Meanwhile, Heisonglin's business scale constantly expanded to gradually cover customers throughout the country, which made it hard for him to serve each customer in person.

Given this industrial configuration, how can Sunriver Tea Co. Ltd. ("Sunriver Tea") make business breakthroughs and gain competitive advantage? In order to create differentiation, Sunriver Tea established the value proposition of "Small Place of Origin, Sunriver Tea". It attempted to create high-quality and differentiated tea products through the concept of "small place of origin". It also chose multi-category management to buildscale, rather than focusing on only one category, black tea. Challenges encountered by Sunriver Tea in implementing its strategy: First, in the tea planting process, Sunriver Tea restructured the supplier's value chain and tried to obtain high-quality tea garden resources through large investment. However, due to the difficulty in establishing agricultural products as high quality, it is difficult to reflect the value of high-quality tea from a high-quality place of origin by focusing on differentiated products based on place of origin. In the tea production process, Sunriver Tea restructured its internal value chain through automated and intelligent manufacturing, improving production efficiency and guaranteeing stability. However, Sunriver Tea's cost-reduction advantage is not obvious, due to low public awareness of the value of tea culture and its traditional handicraft, and the existence of many farmers and workshops in the market competing with one another. Second, the value was mainly delivered through CCTV advertising targeted at a broad range of customers, but it did not seem to have a strong impact on consumer awareness. In terms of sales, Sunriver Tea still chose traditional direct retail as the main channel as it was a start-up brand, and it was expensive to promote via e-commerce. Consumers were slow to recognize the cultural value delivered behind the "small place of origin".

Wahl Clipper Ningbo Ltd. is a wholly owned company of Wahl Group, a century-old American enterprise, in China. Owing to a crisis in 2008, Wahl (Ningbo) was on the verge of bankruptcy. Qian Moxing was appointed as a general manager at the time of the crisis. In line with the proverbial saying 'new broom sweeps clean', 'A new person makes many changes'. Qian was enlightened with traditional Chinese culture. Therefore, he motivated employees to learn traditional Chinese culture. In addition, the introduction of management reforms to encourage 'working and living happily for common development' resulted in tremendous changes within a few years. This reform led the US-based headquarters to adjust the strategic positioning of Wahl (Ningbo): from a manufacturer to an enterprise integrating independent R&D, production, and sales and from a producer of middle and low-end products for overseas households to a manufacturer of high-end products for Chinese hair salons. Strategic transformation meant opportunities as well as challenges. Though the company's current corporate culture and human resource management aligned with the goals of a happy enterprise, it failed to meet the goals of sales and R&D. Accordingly, this article highlights ways through which Wahl (Ningbo) can enhance the current corporate culture and human resource management to adapt to the new strategic positioning.

Heilongjiang Feihe Dairy Co., Ltd. (Feihe) was located in Qiqihar City, a medium-sized city in Heilongjiang Province, northeastern China. Situated in the golden milk source zone at 47 degrees north latitude, the city had been producing powdered milk products and sold them to domestic consumers for 58 years. However, the 2008 melamine incident (MLM) almost wiped out local brands in the domestic infant formula market and left a vacancy for foreign brands to fill. In a further blow to domestic brands, a fierce price war started as Chinese companies all attempted to regain market share. MLM nearly destroyed consumer confidence in domestic brands across-the-board. In 2015, Feihe realized it needed to create a new brand image that resonated with Chinese mothers if it was going to emerge from the mire. In 2015, Feihe redirected its strategy towards building a domestic infant formula brand that most suited the nutritional needs of Chinese babies. By upgrading its technology and production capability and adjusting its promotional tactics, Feihe was able to grow into an industry leader. In 2020, Feihe's chairperson Leng Youbin was thinking of Feihe's future. Feihe's past win reassured him that Feihe should continue its mission of creating more value for customers. However, there were several paths to that goal. He asked himself whether he should customize the production of infant formula to cater to the needs of each individual baby and reach for higher premium, or, should he choose the low-hanging fruit of adding more product lines so that Feihe could leverage its current reputation to realize higher market growth?

In 2019, Bestore Co. Ltd. went public on the mainboard of China's Shanghai Stock Exchange. With the mission of bringing Chinese delicacies to the world, the RMB 6 billion-revenue company proposed an ambitious revenue goal of RMB 100 billion with the new financial resources acquired from the public offering. Bestore expanded from its base market, Wuhan city, in central China to southern and eastern parts of the country. It opened flagship stores on China's key e-commerce platforms with online revenue equal to offline. It continuously upgraded its brick-and-mortar stores and outlets to project a high-end brand image. These physical stores were also fulfillment centers for orders taken from online food ordering platforms. Maintaining an online-offline balanced revenue structure expanded the customer base and increased the brand awareness for Bestore, but also posed many unique challenges for its Board and executives.

Rick Klau left Google to become California's chief technology innovation officer in the midst of the COVID-19 crisis. In this installment of MIT Sloan Management Review's Leading With Impact series, Klau discusses transitioning from the private sector to the public sector, using OKRs to set and meet organizational goals, and embracing an experimental mindset to rapidly launch a digital vaccine record system for the most populous state in the country.

Innovating under time pressure can be extremely difficult. Traditional brainstorming to generate ideas often leads teams to curtail open ideation and narrow their focus to a single design approach too quickly. The authors report on a study in which teams that used rapid prototyping tools to explore diverse possibilities during the ideation phase completed a design challenge more successfully than teams using the conventional approach.