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On January 10, 2020, Samira Ahmed, a British Asian woman, won a landmark gender discrimination case against the British Broadcasting Corporation (BBC). Ahmed's emphatic victory was a major setback for the BBC, which had been facing accusations of inequities since 2017, after it released the salary details of its top earners and a gender pay gap report showing major disparities in the way men and women were paid. Tony Hall, the BBC's director general, had pledged to close the gender pay gap by 2020 or sooner, assuring that work was already underway. Was Hall heading in the right direction to crack down on gender inequality? What could Hall do to be at the forefront of change on gender equality?

In 2018, the chairman and managing director of Teckwah Industrial Corporation Ltd. (Teckwah), sat in his office, looking back on the company's journey. Starting in Singapore as a humble producer of plain packaging boxes, Teckwah had evolved to become a multinational company providing a full suite of supply chain management solutions for international clients. As the second-generation custodian, the chairman and managing director first joined in 1979 and had been steering the company through various stages of development, including diversifying its business offerings, undertaking an initial public offering, and eventually expanding overseas. However, Teckwah still faced growth challenges. The chairman and managing director was considering his retirement and the possibility of taking a lesser role in the company's daily operations. With Teckwah's 50th anniversary near at hand, he pondered the dual challenges of business transformation and leadership succession.

The United States has had many problems coping with the coronavirus. A critical and underappreciated problem is bad data: Without good data, planners can't plan, epidemiologists can't model, policy makers can't make policy, and citizens don't trust what they're told. The U.S. needs a robust program, with professional management of the data supply chain, to develop trustworthy data about pandemics and other public health crises.

Public-listed Matex International Ltd, a Singapore-based specialty chemicals and dye manufacturer, was committed to spending up to 10% of its revenue on research and development (R&D), particularly in the area of developing cutting-edge dyes and dyeing processes that were more environmentally-friendly. This was in spite of the increasingly competitive macroeconomic environment and the long-term need to improve shareholder value. Matex Executive Director Dro Tan elaborated on how open innovation was a key part of the firm's corporate DNA. Moreover, innovation was not only a central component of Matex's unique selling proposition, but also its competitive strategy. Dro further shared that the company's R&D agenda was influenced by its clients' needs. It was also highlighted that the timing to launch a new product was very much determined by market conditions, and governments and the legislation they passed were a key driver. For instance, Matex's latest product Megapro ECO®, a revolutionary dye that did not require the use of any salt, would not have gained impetus for its launch, had it not been for the stricter environmental laws that were enacted by China, the world's largest textile export market, in 2015. The case examines how innovation is actually a process, and explores the way Matex weaved sustainability into its overall strategy using innovation as a vehicle.

The case describes what happened in December 2019 when Guo Meiling, the chairwoman of Beijing Century Galaxy Group, needed to decide whether she should invest in the RMB 50 million (US$7.1 million) deal of Yisheng Health. Yisheng Health consisted of two O2O platforms, Yisheng At-home and Yisheng Carefree. Guo Meiling has already invested RMB 60 million in the firm in 2016, and this will be the second round of investment. Century Galaxy Group is established in 1994 as a for-profit group. It mainly operates in the healthcare business, in two major sectors, industrial operations and investment. The group has invested in several companies, and is also actively involved in CSR initiatives that includes charity donation drives and volunteering activities. In addition, Guo is attracted to impact investing, hoping that she can integrate her sense of compassion into the healthcare business. Under her leadership, the group has reinterpreted 'natural wellness' and made several double bottom-line investments. Yisheng Health is one of them. Guo's decision to invest further depends on her views on social investment, especially on impact investing. To date, China has accumulated limited knowledge about impact investing, and domestic scholars has not yet published any related articles. If Century Galaxy were to attempt to conduct impact investing, what would be a good international standard to follow? How could this type of investment be integrated into healthcare to create synergy for Century Galaxy? From the perspective of impact investing, should Guo invest in Yisheng Health?

In the span of half a century, Singapore's healthcare system had undergone a major transformation along with the country's economic growth. From a developing nation plagued with tropical communicable diseases and malnutrition in the 1960s, Singapore had progressed significantly to become the second-healthiest country in Asia in 2019, according to Bloomberg. Successive reforms had enabled Singapore to transition from providing residents with basic healthcare services in the 1960s to service quality and cost-effectiveness in the 1980s. In the Healthcare 2020 Masterplan, the country prioritised improving accessibility, quality and affordability of public healthcare services to cater to the future needs of an ageing population with longer life expectancies and declining birth rate. To this end, data analytics could play a catalytic role in facilitating the successful implementation of the Masterplan, and by the late 2010s, several data analytics initiatives had been carried out by Singapore's restructured public hospitals. For example, in patient treatment and preventive care, data analytics was used to reduce waiting time for surgery patients, and to forecast diabetic patients at risk of developing serious medical complications respectively. Looking ahead, what would further propel the adoption of healthcare analytics in Singapore?

Modernization has changed the way economies are exposed to, respond to, and are affected by disasters. Changes to the drivers of economic growth, particularly the move to a knowledge-based economy, should make us more resilient and limit the long-term effects of COVID-19.

Government digitization has proven to benefit both citizens and public agencies. On the one hand, citizens are able to find a consistent interface and reliable information on a single site and are able to access streamlined digital government services. On the other hand, centralized digital platforms enable governments to enhance services, reduce costs, and improve citizens' quality of life. In addition, by centralizing infrastructure that all agencies can leverage rather than having departments independently build from scratch, a platform approach can dramatically reduce software spending and maintenance costs. A unified government platform helps build interdepartmental relationships, fosters a user-centric mindset within the government, and allows public entities to focus their teams on their core services (education, health, etc.) rather than on building individual digital presence. Peru, Mexico and Argentina have led the way in digital transformation in Latin America, and have been able to build and launch unified government websites in short timelines by leveraging a user-centric approach. It is important to note that all these teams first focused on the problem, not a technical solution. Building a unified government website was one of the mechanisms to address the problem and goals. In Mexico, led by Yolanda Martinez and Alejandra Lagunes Soto Ruíz, the goal was to build a new relationship between society and government, focusing on the experience of the citizen as a user of public services. In Argentina, led by Julian Rodriguez Orihuela, the goal was to inform and provide services to citizens. In Peru, led by Daniella Raffo, Heidi Uchiyama, and Zoila Palza, the goal was to bring the government closer to its citizens through innovation. It is important in all product development to first focus on the problem and the people, and then see where technology fits to solve the problem.

Supplement to case 321034

The case opens in November 2019 as Ozgur Tort and Mustafa Bartin, CEO and chief large-format and online retail officer of Migros Ticaret A.S. (Migros), Turkey's oldest and one of its largest supermarket chains, are contemplating what the best fulfillment format and delivery model for the company's growing online arm, Sanal Market, and its under-30-minutes gorcery service arm, Hemen, are. Migros's online operations had grown over 50% year-on-year in the previous three years, and the target for 2020 was to grow 100%. With all of these considerations in mind, Bartin and Tort needed to decide which levers to pull for the last mile and fulfillment to best serve the future of Migros. The case chronicles the founding and growth of Migros as well as Sanal Market and lays the ground for food and grocery retail in Turkey complete with the competitive outlook. The case then provides a detailed overview of how Migros built online channels, Sanal Market and its recently introduced Hemen, and how Tort and Bartin have thought about fulfillment and delivery as well as omnichannel mentality. The case goes into detail about the three different fulfillment models, store pick micro-fulfillment center, and dark store, that Migros is piloting in 2019 as well as providing an understanding of what the company is thinking about logistics and last mile delivery as its online sales grow. While globally, online shopping and consumer preferences were changing fast, particularly in terms of how and with what frequency customers shopped online and how fast they wanted their groceries delivered, Migros was trying to find the optimum model for fulfillment and last mile delivery.

The case opens in February 2020 as Ozgur Tort and Mustafa Bartin, CEO and chief large-format and online retail officer of Migros Ticaret A.S. (Migros), Turkey's oldest and one of its largest supermarket chains, are looking over the results of the fulfillment pilot the company had been running since June 2019. Comparing the data from dark store, micro fulfillment center, and store pick models, the duo see that contrary to the expectations outlined in their business plan in May 2019, the mini dark-store performance metrics were superior to those of the dark store format. As the online grocery market is evolving, the duo decide to refrain from going forward with one fulfillment model only and decide to mix and match the fulfillment models as needed and buttress the efforts with automation for picking to increase efficiency. On the last mile, the teams decide to focus on pooling and developing an algorithm to automate deployment while trying to combine delivery efforts for both Sanal Market and Hemen. Decisions with regards to Hemen's offering are yet to be made as its competitors manage to raise money from Silicon Valley.

This note describes sampling and t-tests, two fundamental statistical concepts.

This supplement to Facelift at Olay (A) explains the major steps Procter & Gamble's skincare brand Olay took to reverse several years of declining sales.

El Celler de Can Roca (CCR), a small family business, is one of the best restaurants in the world. Its evolution can be characterized by its bet on innovation, respect for tradition and family culture. The case commences before the third BBVA tour and after the restaurant was voted, for the second time in June 2015, the world's best restaurant by "The World's 50 Best Restaurants". The case analyses the importance of the three Roca brother's leadership as well as the loyalty and commitment of everyone who plays a role in the organization. When the Roca brothers planned the BBVA Tours, one of their terms was that they would do them with the El Celler team. The case's main dilemma is whether the restaurant should continue with the BBVA world tours in 2017, which require a large amount of time to be invested in them, or whether the brothers should focus on developing the Roca brothers' foundation as well as projects that are entered on improving the restaurant.

Growing was critical to ensure the survival of PRAMER, a cable TV producer and distributor of regional content in Latin America (except Brazil). Growth paths were numerous, and so were restrictions on resources. Thus, deciding where and how to grow was essential for the future of the company. A possible alternative was to continue expanding in Latin America, focusing the marketing team on its development. Another option was to venture into the Hispanic market in the United States, a community with a rapid high growth rate that was beginning to gain influence in the American market. Both options would involve leveraging its flagship channel Elgourmet.com (EG.C), not only because it was the company's most successful channel, but also to profit from the current global gastronomic boom.

The Klockner case follows CEO Gisbert Ruhl and his team as they prepare for the operational consequences of digital transformation at the century-old German steel distributor. In the midst of the COVID-19 crisis, the Klockner team must rethink their sales, operations, people practices, and organizational structure to prepare for a future of increased automation and online platform sales for steel and other metals.

Shivam Finance is a private lending firm operating in the Bhilwara district in Rajasthan. It offers loans for buying two-wheelers to customers of nearby districts. The firm applied for a non-banking financial company (NBFC) licence in 2019 as the lending regulations changed, and it became difficult for the firm to operate in the two-wheeler financing space as a private lending firm. With this licence, it plans to scale up its operations two times and adopt a fintech-based model for making its processes more efficient. The case revolves around the future strategy that Shivam Finance would adopt to expand its business and transition into a fintech-based model, given the regulatory and customer adoption challenges. Key questions addressed include the following: What will be the risks and challenges in implementing a fintech-based model? How will it help in onboarding more dealers and customers? What aspects of fintech would be required for creditworthiness appraisal, disbursement and collection processes? Given the current customer behaviour, how could Alok Bhandari, co-founder of Shivam Finance, ensure that the transition into fintech enhances customer acquisition outcomes amongst present and new customers? How will the firm resolve the potential skill gaps related to changes in the business model? What would be the impact of COVID-19 on the transition? How much would fintech benefit a small NBFC like Shivam Finance? The crux is how a private lending firm transitions into a fintech-based NBFC, given the challenges within the firm and changing legalities in the auto financing space in India.

In early 2019, Alan Jay, an executive in the Quality, Safety and Risk Management (QSRM) department of Gloria Hospital, a full-service hospital that specialised in children and women healthcare, had been requested to gather insights and seek improvements to the pre-consultation waits at the hospital's Children's Emergency (CE) department. After an initial study, minor schedule adjustments were put into place, with many shifts starting one hour in advance to reduce snowballing of patients awaiting consultation. However, post-implementation data suggested that the patient load to capacity ratios remained uneven across each day of the week. Subsequently, a team of operations professors and students were assembled to join Jay in a second phase of the Children's Emergency Consultation Queue (CECQ) project, started April 2019, to better understand the actual waiting time of patients at the CE.

On June 11, 2018, Jake Veluz, portfolio manager at BDO Asset Management had to decide whether or not to invest in the initial public offering (IPO) of D.M. Wenceslao and Associates (DMW), a Philippine-based integrated property developer. The IPO price of DMW was reduced from ₱22.90 to ₱12 because of deteriorating stock market conditions. There is substantial concentration risk because most of the company's land is in a single location and it is subject to long-term competitive pressures. However, DMW also has good prospects for future growth and capital appreciation in real estate rentals and development. Veluz had to prepare an internal memo to explain the merits, risks, and fair valuation of a possible investment in the DMW IPO in the context of weak stock market conditions.