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Based in 2017, the case describes the entrepreneurial journey of a social enterprise (SE), Yangon Bakehouse (YBH), in Myanmar. Established in 2012, YBH's primary objective was to address the socio-economic development issues of disadvantaged women in Myanmar. The enterprise was based on a self-sustaining model, and ran a revenue-generating restaurant and catering business to help support its social mission. YBH recruited minimally educated women who lacked stable income for a seven-month multiskilling training programme that provided culinary skills for employability, and life skills related to healthcare and financial decision-making. The apprentices were also assisted in securing placement across cafes, restaurants and bakeries. The restaurant and catering business served a dual purpose by providing on-the-job training in a practical setting, and generating income to sustain the training program. The enterprise was a success, and by 2017, YBH had managed to train and place 91 women. Additionally, it ran two kiosks, one café, a centralised kitchen, a training centre and an office. However, sustaining this growth was proving to be a challenge given the highly skewed real estate market, restrictive loan policies, and lack of legal recognition of SEs in Myanmar. Furthermore, with three of its four partners' being expatriates, the longevity of the enterprise was under question. Would YBH be able to transition to local leadership and management? Most importantly, would the social enterprise model continue to be relevant in the changing Myanmar?

The case is set in December 2017, in Dhaka, Bangladesh, and describes the journey of a mobile financial service (MFS) provider called SureCash in Bangladesh, and the various facets of the MFS industry in the country. The MFS industry in Bangladesh is perceived to be oliogopolistic. While this is a difficult market for a new entrant to get into, it is not yet a saturated marketplace. This is primarily because a considerable part of the population in the country still remain 'unbanked'. Amidst two significantly large players in the MFS market in Bangladesh, smaller players like SureCash have tried to create a niche by associating themselves with education fee collection initiatives, salary disbursement programs and government led projects like the Primary Education Stipend Program (PESP) launched by the Government of Bangladesh. While associating with large scale projects like PESP has its own advantages, taking up such large scale creation of MFS accounts has several challenges as well. The case on SureCash encapsulates this story by elaborating on the difficulties faced by the company in digitising the PESP initiative and opening accounts for more than 10 million mothers. This had helped the company to promote Financial Inclusion in rural Bangladesh for a section of the demographic who were less likely to have access to formal financial services than their male counterparts. Notably, Bangladesh is a country where a significant percentage of the total population still remained 'unbanked'. What remained to be seen was whether SureCash could keep the mothers engaged in their MFS platform over the long run? Also what could be the best strategy for SureCash to grow their presence in Bangladesh?

Zilingo, a play on the word 'Zillions', is an online e-commerce platform for selling fashion products and was founded by Ankiti Bose and Dhruv Kapoor in Bangkok in 2015. Established with the vision of providing the small seller in South East Asia with an efficient online platform to sell their products, Zilingo had grown 25% month-on-month in its second year of operation. The Zilingo e-commerce platform is driven by data analytics-driven research tools to enable small sellers to target demand from customers and drive sales efficiently. Reports generated by the platform encompass buyer statistics, supplier statistics, fashion trends and buyer preferences. Suppliers can manage logistics through third-party logistics partners available on the platform, and better sell their products by using the myriad tools available on the mobile-friendly app to upload images of their products, manage inventory, schedule pickups, track orders, consult on price-setting, and even liaise with third-party loan providers. Zilingo had also built a significant consumer base by December 2017, with seller hubs in Hong Kong, Korea, Vietnam, Cambodia, Indonesia, Thailand, Singapore and China. The company had also proved to be one of the fastest growing e-commerce businesses in South East Asia and had been able to raise substantial funding (US$27 million) within its first two years of operation. In April 2018, the company had raised US$ 54 million in funding, making it among the top ten funded startup companies in Singapore. The company has also launched its B2B product in the US market in line with its market strategy of quickly growing its customer base as well as its geographic base.

Structo is a technology start-up conceived by Huub van Esbroeck and six other mechanical engineering undergraduates from National University Singapore (NUS) in 2014. The founding team at Structo had built a prototype of a 3D printer which could print four times faster than the 3D printers available in the market within the same price bracket. After building their proof-of-concept machine, the team had approached 3D printing service bureaus to sell their product. They discovered that their printer had to be heavily customised to meet the diverse needs of various printing jobs performed by service bureaus. Structo was a small start-up with limited funding and resources, and hence building customised printers was a nonviable business model for the firm. The company had to either find a new target customer base or identify large funding partners to sustain its business. Coincidently, the Structo team received a phone call from a dental practitioner in Singapore and discovered that their printer could meet the needs of dental practitioners with virtually no customisation. The 'Eureka' moment provided a new burst of enthusiasm. However, Structo soon discovered that unlike its first customer, most dental practitioners approached dental labs for their 3D printing needs. The Structo team pivoted their business model to suit the needs of dental labs, and the business took flight. By 2018, Structo's business had grown significantly. The company had also forayed into 3D printing materials business and started building its material. However, the company's medium-term goal and primary focus were to grow in the dental market. Structo was gradually transitioning from start-up phase to a growth phase in its entrepreneurial journey. Van Esbroeck now wondered how Structo could scale its business rapidly. How could Structo prepare itself as an organisation for the next stage of growth?

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.

Webasto Roof Systems, Americas, the North American subsidiary of Germany-based Webasto Group, limped into 2014 in poor financial and operational shape. The company's early optimism emerging from the financial downturn had proven naive, and now, five years later, the company was consistently losing money, and was battling severe operational challenges affecting quality and threatening customer relationships. Furthermore, senior leadership had completely turned over three times in the five year period. Now, the new--and young--leadership is attempting to navigate that crisis, and repair the organization, with an organization full of skittish and disengaged employees. Philipp Schramm, the new CFO, must figure out how to enact positive change with a team of unenthusiastic employees, and a near-toxic culture.

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.