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Lea Block has tried to initiate digital transformation at Seuzach AG, a large global provider of medical devices for the health care industry. As marketing director, she has identified major shifts in German health care that demand that Seuzach changes its ways of approaching customers. Instead of targeting the specific needs of doctors in hospitals, Seuzach should rather address the new decision makers: the CEOs, CFOs, or CIOs of hospitals, who have a different buying logic. Seuzach should also leap into the future players in the industry through the application of digital innovations which allow for data driven, cloud-based digital services and business models that integrate data across the whole product range. In Seuzach's matrix organization (global product responsibility, supported by regional sales) Lea wants to convince the heads of marketing for the different product businesses to change. She seems to be able to quickly convince her colleagues of what she calls 'digital C-level marketing.' However, as soon as work is supposed to start, she realizes that commitments were less strong than she assumed. A few weeks later, Lea is clearly told that there will be no support for her. The short case study is set when Lea realizes the failure of her digital transformation initiative. This case is an update of the case Anna Frisch at Aesch AG: Initiating lateral change, a sanitized case that was set in 2007, in response to demands from students to have more up-to-date case as a basis for classroom discussions. As compared to the original case, this case provides an update of the developments in the German healthcare sector and puts stronger emphasis on the technology-related aspects of the proposed changes.

This case follows Nwanneoma "Neena" Ngondai and her work on the proposed FasTracks program.

Spreadsheet Supplement for Case UV8844

Successful implementation is essential for achieving policymakers' goals and must be considered during both design and delivery. The mission of this monograph is to provide you with a framework and set of tools to achieve success. The starting point is a four-step framework for developing effective implementation plans: Architect, Pilot, Scale, Improve. A set of tools that support each of the framework stages are then profiled. Tools for change management and project management are also provided. HKS Case 2216.0

In July 2016, Di Yang and Grace Guo of the leading Chinese private equity group CPE faced a dilemma-a happy dilemma, but a challenge nonetheless. CPE's investment in the waste-to-energy firm SUS Environment had proved to be exceedingly successful. This success had triggered a question, which they needed to address in a recommendation to the investment committee of the private equity group. One possibility would be to view this investment as an "early win," and to begin the process of liquidating their equity stake. This would provide an inconvertible signal to the limited partners of the success of the fund. Alternatively, they could invest more in the company. If the next five years were as successful for SUS Environmental as the last two, this step could lead to a tremendous return. How should CPE resolve this question?

In early 2019, the founders of Anomalie, an online direct-to-consumer provider of bridal gowns, have just agreed to an $13.6 million Series A investment from a Silicon Valley VC. They are considering three major initiatives as they move forward. (1) To scale their very successful organic acquisition process that already engages 25% of the brides-to-be in an active discussion, (2) to automate their largely manual offering that allows the bride to design her own dress, or (3) to invest heavily in technology to support their unique strategy of buying direct from the factories in Suzhou, China bypassing both the distribution and retail channels.

In April 2020, Yuno Learning Global Private Limited, an entrepreneurial venture that offered online training for International English Language Testing System examinations, wanted to optimize its digital marketing and increase the number of prospects who subscribed to the company's program. The founder and chief executive officer had to decide among multiple marketing channels and funnels to choose the option that maximized value for the marketing effort, and he had to make that decision in the midst of the COVID-19 pandemic, when all businesses were being affected by the move to online interaction.

SATS Ltd., an airline service provider headquartered in Singapore, was the largest air cargo terminal operator at Singapore's Changi Airport. As a key player in the Asia-Pacific region, it had built its reputation as one of the top air cargo terminal operators in the world. With meticulous strategic planning, it had developed technological capabilities to navigate through many challenges and stay ahead of its competitors. In 2019, multiple challenges were arising from the external factors that had transformed the nature of the global air cargo value chain. An impending labour crisis, coupled with changing customer expectations and the threat of substitutes, meant that the company faced a fresh set of challenges. To fight these challenges, it had to decide whether to further develop its automation capabilities or to focus on driving digitalization within its operations to improve its operational efficiency.

In May 2019, a Vietnam-based entrepreneur was wondering which strategy would work best to sell nipa honey, the first product launched by his nipa palm products company, Viet Nam Nipa Development Company Limited (Viet Nipa). The product was launched in February 2019 and the entrepreneur had been selling the nipa honey at trade fairs, through partnerships with three popular resorts in his home district, and on a sales platform on Viet Nipa's Facebook page. He was reaching out to grocery retailers in Vietnam with sale propositions, but to no avail. Should the entrepreneur continue to pursue business-to-consumer (B2C) distribution or leverage his company's operational and manufacturing capabilities to shift to a business-to-business (B2B) operation? What was his target market and how should he tailor Viet Nipa's marketing strategy and tactics to these consumers? Should he also consider taking nipa honey to the international market?

MUNICH, GERMANY, JANUARY 2019. Bastian Nominacher pondered how much Celonis had changed from its start in 2011, when he and his two co-founders were coding in a crammed 15-square-meter room in his flat. Reaching unicorn valuation felt "like driving a car at 250 kilometers per hour while changing the wheels," he liked to say. It had been quite a ride. The journey had entailed sending a thousand hand-written letters to leads, dropping in (uninvited) to a fancy golf club to pitch Celonis to an enterprise resource planning (ERP) tycoon, bootstrapping without external funding for seven years, despite the prevailing view that technology startups should aim to scale as fast as possible ... and a few even less glamorous activities that sounded quite surreal today. Graduating into the unicorn club had attracted the attention of prospects, current clients and competitors alike. The surge in leads required not only growing the sales team but also tightening the ties with SAP's sales team. Current clients were asking for increasingly complex projects requiring tighter integration with their information systems; hence, Celonis' younger management team had to pitch to more senior executives. Finally, the focus on scaling prompted Celonis to undergo a technological shift towards a cloud-based platform model and Celonis launched the Intelligent Business Cloud in October 2018. Was that not too much for the client base? Would the company culture survive the fast growth? And would the founders' leadership team survive the transformation?

To prosper in dynamic times, businesses need to change their approach to rule-making and adherence. To transition to creating dynamic rules "rules that are built to change through collaboration, experimentation, and learning" leaders must help spread the correct mindset throughout their organizations. There are three specific steps that leaders should take to facilitate that shift: Increase employee involvement in rule-making, embrace rapid experimentation, and enact rule audits.

Quarterly earnings calls present an opportunity for businesses to share how their long-term financial performance is tied to environmental, social, and governance (ESG) issues. They can overcome obstacles to discussing ESG in these calls by laying the groundwork for interest in ESG, adapting the call schedule, explaining and reporting on the return on ESG investment, developing cross-functional collaborations, and staging the call as theater.

In 2019, Nike and other brands were accused by the media, human rights advocates and organizations, and members of the U.S. government of potentially having supply chain ties to human rights violations of the Uyghur people in Xinjiang, China. Nike had spent decades investing in improving its supply chain reputation, building trusted partner relationships with suppliers, and taking bold steps to publicly act as a leader in corporate responsibility. But now the company was again being forced to respond to an accusation of failing to uphold human rights due to alleged forced labor. Were any of Nike's long-standing manufacturing partners willingly or unwillingly employing slave labor or using raw materials obtained through slave labor? Nike had oversight of its suppliers to adhere to the International Labor Organization standards, but how much influence did the company have over the Chinese government to follow them? If the accusations were true, should Nike leave China as a supply base and market?

This case examines the 2018 decision by the Shanghai International Energy Exchange (INE) to introduce a futures contract on a type of crude oil widely used in Asia, in the hope that it would not only facilitate price discovery but also become an Asian benchmark for crude oil prices and encourage the use of the renminbi or Chinese yuan in international commerce. Accordingly, the futures contract was denominated in renminbi; specified market participants could make or take delivery of crude oil in various ports in mainland China; and the INE crude oil futures market was open to foreign traders from the outset. The almost-immediate success of the INE crude oil futures contract was the first significant challenge to the dominance of Brent North Sea Crude and West Texas Intermediate crude oil futures contracts as benchmarks. Yet, five years later, the Shanghai crude oil futures contract price was still not the benchmark price for crude oil in Asia. What might be done to help achieve that objective? This case provides a vehicle for discussing spot and derivative energy markets, benchmarks, and government policy objectives. It also highlights the role of market microstructure in creating successful financial innovations. The case is designed for use at McIntire in an upper-level undergraduate course, "Financial Trading." It would also be suitable in an introductory finance course or a specialized financial markets and institutions course.

A family health crisis, difficulties making urgent medical appointments, and inefficient doctor-patient communications had convinced two tech entrepreneurs that Saudi Arabia's health care system was ripe for a digital intervention. Digital health technologies had focused primarily on health care providers, leaving patients in Saudi Arabia largely on the sidelines-was telehealth, and real-time patient communication tools, the next big digital revolution for the 33 million people in the Kingdom? And could this model expand to other Middle East countries and beyond? This case study describes the founding of Cura in 2016 and the cofounders' exploration of various telemedicine models and problem-solving efforts as challenges arose. The case concludes with a discussion of the impact of the COVID-19 pandemic on the company.

Founded in 1885, Crayola has since established itself as US-based iconic brand with a wide array of quality products and deep connections with consumers, retailers, and licensing and business partners. By March 2020, Crayola had achieved category leadership and was outselling the majority of its competitors. It was on trend with new products and online content for educators, parents, and children-all with the goal of inspiring creativity among children. Crayola had also created strong relationships with and earned the respect of retailers, who had come to value the role Crayola played in their business, especially during the two most important retail seasons: back-to-school and Christmas. At the beginning of the second quarter of 2020, Crayola had to make some critical decisions. The rapid spread of the COVID-19 virus across the United States had led to business and school closures across the country (and the world), as well as personal physical restrictions. Crayola needed to immediately focus on three key areas: maintaining company culture, collaborating with partners to preserve the volume of back-to-school revenue, and ensuring a strong supply chain to meet consumers' needs. These three actions would ensure that Crayola could take advantage of key opportunities and continue creating strong and sustainable relationships with educators, parents, and children.

In recent years, India had experienced a digital revolution, emerging as a forerunner in cashless payments and, in the process, dramatically raising the level of financial inclusion in the country. The National Payments Corporation of India (NPCI), established in 2008 with the mandate to improve national payment systems, became a global gold standard for facilitating innovative financial technology (fintech) solutions. NPCI was created as a not-for-profit "coopetitive" organization, initiated by India's central bank, the Reserve Bank of India, but owned by a consortium of India's leading banks and largely run independently. While NPCI's success in devising an open innovation platform had led to a new competitive playing field, it had also raised the question of whether or not its original coopetitive organizational design was still suitable for sustaining the flow of fintech innovations.

In 2017, the chief executive officer (CEO) and chief financial officer (CFO) of Swiss-based BauZentral, a privately owned family business, faced a restructuring challenge. BauZentral produced and sold electrical systems, plumbing systems, and smart security and energy solutions. In 2014, when the current CEO took over from his father, the company needed to address the growth associated with its successful international acquisition strategy. However, the firm's historical structure maintained tight family control, which needed to change to address the realities of the international expansion. The CEO and CFO recognized that the firm had too many different regions with different market conditions, products, and competitive environments to be effectively run from the head office. The CEO and CFO planned to use the family constitution and the firm's financial targets as criteria to devise a governance system to align the interests of management with the interests of the family owners. Their aim was to restructure the organization to achieve the firm's goal of becoming a global supplier while also respecting the family's values. What type of new governance and compensation structure should they design for the firm?

The Sunshine Foundation of Canada (Sunshine) was a national, Canadian-focused, self-funded charity established in 1987 and headquartered in London, Ontario. In the second half of 2020, the chief executive officer (CEO) and president was deciding how to create an effective email template that would serve the larger organization as the first point of contact for potential donors. Sunshine's relationships and donor pipeline were the organization's lifeline, and with strong competition in the non-profit milieu, the CEO knew securing funds in the individual-giving category would be difficult. How could she outline Sunshine's differences and highlight why the prospective client would be interested in becoming a donor? How could she convert these prospects into new Sunshine donors?

Following the 2008 China milk scandal, Chinese infant milk formula products were regarded as unsafe, and Chinese consumers were preferring to pay high prices for the products of foreign brands. As one of the few companies not involved in the milk scandal, China Feihe Limited (Feihe) was able to maintain steady growth in product sales in the medium- and low-end market, but it did not have a differentiation advantage over foreign brands; therefore, its sales results in the high-end market were poor. In 2015, Feihe carried out a strategic transformation and repositioned its brand proposition, which led to increased customer value. The company also launched a new product series, which allowed it to create a competitive advantage. In 2019, Feihe was listed on the Hong Kong Stock Exchange. However, other brands started to imitate Feihe in developing products that were suitable for Chinese babies, which made investors doubt whether or not Feihe could maintain its competitive advantage. What action should Feihe take to maintain its competitive advantage and its position in the market?