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This 2015 case is about the internal organizational transformation of the Hewlett Packard (HP) Enterprise Group (EG), which brought in $28 billion in annual revenue and had 50,000 employees. "EG Ignite," led by a small team of 10 people who reported directly to the head of EG, was designed to be the catalyst for the transformation and provide both a framework and problem-solving support for the most critical transformation initiatives. These included: 1) accelerating growth, 2) simplifying company processes, 3) becoming more customer-centric, 4) driving down costs, and 5) driving go-to-market changes. EG's leadership was especially focused on transforming the front line sales force. The EG Ignite team served as the interlock point between functions, business units, and regions, and it helped with the execution of the initiatives. At the same time EG Ignite was in full swing (18 months in), Hewlett Packard was in the process of splitting the $111 billion, 75-year-old company into two independent, publicly traded companies: HPI (Personal Systems and Printing business segments), and HPE (Enterprise Group, Enterprise Services, Enterprise Software, and Financial Services). The split came out of HP's desire to act with greater speed and agility so it could better compete in an environment in which technology, market, and customer expectations were rapidly changing. As a critical part of HPE, the Enterprise Group had to be sure its transformation was speedy, successful, and aligned with the imperatives of the company as a whole.

In 2015, Apple CEO Tim Cook knew that Apple, despite its phenomenal success, needed to continue to innovate in new product areas in order to continue its momentum into the future. This case explores three new (actual or potential) product offerings from Apple: the Apple Watch, Apple TV, and the Apple Car. All three categories represented significant opportunities and challenges. The smartwatch category was new and poised for growth when Apple released its Watch in April 2015, but the use case remained uncertain, and Apple would face a strong challenge from Android-based competitors. The television industry, facing growing dissatisfaction with traditional cable packages and the rise of online streaming, was ripe for disruption, but would Apple be able to build a competitive offering? The automotive industry, with the rise of electric cars and autonomous driving technology, was also on the cusp of significant changes, but the engineering and economic challenges of the industry made any move into that space a risky bet.

The 2013/14 exit announcement by Australian car manufacturers poses a threat to the survival of the country's automotive industry, and the pull-out is expected to have a significant and adverse impact on the Australian economy as a whole. The case highlights the dilemma that government decision-makers often face: Should they provide protection to loss-making industries in order to support domestic employment and economic output, or should they let struggling industries die out to make room for more prosperous economic activities? The case also highlights the dilemma faced by firms within a supply chain when original equipment manufacturers (OEMs) exit: Should the firm follow the OEMs or adopt survival strategies?

By the end of 2013, PC Financial remained one of the few successful no-frills banking providers in Canada. Since its founding in 1998, the company had grown into a significant competitor in consumer financial services with nearly three million customers and $644 million in revenue. The financial crisis of 2008 and the competitive situation in Canadian retail financial services had led to the acquisition and in some cases closure of several of its competitors. While the changes in the market arguably seemed to be beneficial by reducing competition, they also raised questions about the company's ability to continue as a separate operating entity.

Tele-Tichon Limited, a private company in India's telecom equipment manufacturing sector, was in deep financial trouble, after having experienced declining financial health for nearly 10 years. The company had made an attempt at corporate debt restructuring (CDR) six years earlier but its restructuring plan had not been approved. Now, with the company in deeper financial crisis and unable to service its mounting debt and interest burden, the chief executive officer and chief financial officer must weigh the various options for bringing their company back into the black.

The development and utilization of an intentional Field learning strategy developed for the Obama for President campaign in 2012 following an after action Review calling for it after the 2008 elections

The case looks at Ian Lambert's first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the job (September 2012 to February 2013), while Part B shifts attention to the following six months (March to August 2013). Part A: Ian Lambert took over as general manager of ElektroSecur in September 2012. The company was founded in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice-president, business development. ElektroSecur had annual sales of approximately $7 million generated by some 50 in-house products and roughly 100 products distributed by it. The company was making a small net profit of no more than $20,000 a year and had always struggled to remain profitable. Part B: Contrary to what Ian had hoped after six months on the job (Part A), the company's financial situation did not improve over the following six months. Financially speaking, it was shaping up to be the worst year in the company's history. Up to the month of May, sales were more catastrophic than ever.

The case looks at Ian Lambert's first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the job (September 2012 to February 2013), while Part B shifts attention to the following six months (March to August 2013). Part A: Ian Lambert took over as general manager of ElektroSecur in September 2012. The company was founded in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice-president, business development. ElektroSecur had annual sales of approximately $7 million generated by some 50 in-house products and roughly 100 products distributed by it. The company was making a small net profit of no more than $20,000 a year and had always struggled to remain profitable. Part B: Contrary to what Ian had hoped after six months on the job (Part A), the company's financial situation did not improve over the following six months. Financially speaking, it was shaping up to be the worst year in the company's history. Up to the month of May, sales were more catastrophic than ever.

Set in 2013, Hamidah Hassan works at SATS, a provider of gateway services at Changi Airport in Singapore. SATS has a symbiotic relationship with Changi Airport Singapore and Singapore Airlines in ensuring a smooth travel experience for customers. Hamidah is in charge of the operations at the check-in counter. As passenger traffic at Changi Airport increases, the lengthening waiting lines threaten to impair customer perceptions of the airline and airport. In order to implement an efficient solution, she has to balance her cost of operations against the cost of waiting for passengers and the terms of the service level agreement with the airport authority. This case analyses the problem and solves it using an integer linear program and simulation analysis.

Student spreadsheet 1 for case SMU288.

Student spreadsheet 2 for case SMU288.

Fuda Cancer Hospital is an early private entrant, specialized cancer hospital in China. Since its establishment 11 years ago, it has grown from a little-known private hospital to a well-known, specialized cancer hospital that has nearly 400 beds and attracts patients from more than 70 countries and regions. As China's healthcare care has long been dominated by public hospitals, Fuda Cancer Hospital was able to survive and grow by pursuing a differentiation-oriented strategy and a modern hospital management system. The hospital adheres to the strategy of "differentiated development" in the following aspects: Patient positioning - therapy of cancer in middle and advanced stage; Market positioning - Mainly overseas cancer patients in early stage Service; concept positioning - patient-centered, etc. To further expand operation, Fuda Cancer Hospital started to make preparations for IPO in 2011, planning to use the raised funds for hospital relocation and technical reform projects, scientific research and training center construction projects, and brand and market system restructuring projects. However, the hospital is faced with numerous setbacks in its endeavor to go public. From 2011 to 2013, the net revenue of the hospital has been declining, with a decrease of 47.80% in 2013. The cancer therapy, which the hospital is proud of, is challenged in the industry as it brings a negative impact on the IPO of the company. Moreover, since the national government has lifted policy restrictions on private capital in the medical market, many listed companies have invested in private hospitals, and Fuda Cancer Hospital will be confronted with fiercer competition. However, China's IPO market was frozen for nearly two years and Fuda experienced major roadblocks in its IPO journey.

By 2015, technological innovations-the smartphone and the advanced data connectivity that enabled it-created new opportunities for people to move around cities quickly and conveniently without owning a car, via car-sharing services like Zipcar or new ride-sharing services. Uber, a five-year-old startup, enabled users to order private rides via a smartphone app. In mid-2015, the company had achieved pre-IPO market valuation of $50 billion, with operations in 311 cities in 58 countries. Despite its scale and success, Uber often found itself embroiled in controversy, with resistance from a broad range of unhappy stakeholders-regulators, competitors, drivers, and even some customers and partners-across the U.S. and the world. Could Uber continue on this route?

In 2012, Pactera, a China-headquartered IT service firm, went public on the NASDAQ. In 2014, it was taken private by a consortium led by the U.S.-based global investment and advisory firm Blackstone. This accelerated the firm's expansion in the U.S. market and its plans to move up the value chain. Pactera's executive vice-president must formulate and implement the right strategy in order to continue its success in the U.S. market, gain access to cutting-edge technology and talent, and better compete against sophisticated American and Indian rivals. Failure to apply the correct strategy to its operations in the U.S. market could restrict its growth and negatively impact its performance in the global market.

Marie Jackson becomes chief executive officer of Renfield Farms during a period of sluggish growth and an organizational crisis. Jackson develops a new vision statement and begins to experience some success but is met with some skepticism from internal employees because the company's structures and systems do not seem to support the new vision. This case focuses on how Jackson engages and leads a senior team in formulating a vision during a period of change.

This case discusses the digitalization strategies of a leading bank in Turkey, Akbank, and how to position its digital banking products going forward. The Turkish banking industry was undergoing a transformation prompted by the demands of the country's digitally savvy, young population, and by new regulations on consumer banking that threatened banks' profitability. Akbank had a legacy as the best financial services company in Turkey, but bank leadership knew it needed to innovate to maintain that reputation in the digital era. The bank's chairman, CEO, and EVP of digital banking unit were evaluating their options. Should they have a separate P&L for the digital banking unit? Should they create a separate brand for digital banking? How should they structure digital banking so Akbank would remain profitable while achieving the vision for innovation and growth laid out by the bank's chairman?

This case focuses on how Johan Pienaar, Valent Biosciences Corporation (VBC) Global Business Manager for Plant Growth Regulators, should manage growth of one of the company's most successful products - ReTain. When applied to apples, ReTain reduces fruit drop, provides more consistent premium fruit, and aids in harvest and storage management. Large, sophisticated orchards realized a five to twenty-fold return on their use of ReTain, and as a result ReTain had a market share of roughly 65% of the Total Available Market in the U.S. apple industry. Further, ReTain could be applied to other fruit crops to aid growers. Johan's challenge was how to prioritize the various opportunities to grow revenues from the ReTain technology based on its application to other fruit where ReTain was known to be effective (e.g., peaches, pineapples, almonds) and in international markets (e.g., China, Europe). At the same time, he sought to defend ReTain from several threats (e.g., a much cheaper legacy technology, disagreements about its classification as organic) to its strong market position in the U.S. apple industry. Johan must also decide whether to invest some of these limited resources into R&D in an effort to establish whether ReTain could be effective on a heretofore untested crop.

The case describes the situation of over a hundred years old, family-owned, and male-managed business group - Qadri-Group (QG). QG was facing challenges in family's interplay with the group's business. Meanwhile QG also foresaw several new business opportunities and challenges in domestic and international markets that required greater focus and harmony among the family members and group companies. QG's Board of Directors (BoD) felt that a unanimously formulated Family Constitution was needed to manage the increasing complexity in the family and ownership, as the group ventured out to benefit from the emerging business landscape. Rizwan, a third generation family member of the BoD, initiated and advocated the idea of developing a family constitution as soon as possible to address the complex and lingering matters that the family faced. Rizwan appreciated that the challenges related to involvement of the family's fourth generation in the business and ownership would complicate the situation in subsequent years, during which more challenges related to QG business were also anticipated. He took on the responsibility to provide suggestions on how to govern increased family complexity (in terms of diversity of educational backgrounds, allocation of incentives to family members according to their profiles, involvement of daughters and their in-laws in QG's business etc.) and business complexity. Rizwan Qadri hoped that his suggestions related to the formulation of the family constitution would help address the following issues: 1. clarity on the issue of employment of daughters and daughters-in-law in the business 2. involvement of in-laws (unrelated by blood) in the family business 3. compensation for family members; competitive and merit based career planning Also he had to give suggestions for the process to be followed for arriving at a mutually agreed family constitution.

With four percent of the world's population involved in a sport that generated nearly $3.1 billion in annual revenue, it is no wonder that football clubs were seeking to capitalize on global opportunities. However, as football clubs moved beyond their traditional borders, they confronted the realities of globalization and struggled to determine how to evolve their marketing strategies to differentiate their brand among the competition. Club Atlético de Madrid (Atlético Madrid) was facing such a problem in 2008. Despite a rich history, loyal fan support, and even recent steps to internationalize-such as celebrity endorsements and exhibition matches against U.S. teams-the Club remained largely a Spanish brand and in the shadow of its cross-town rival Real Madrid on the world stage. It was the end of the 2007/2008 football season, and Club Atlético de Madrid appeared to have turned a corner in terms of performance on the field. The Club had recently completed its best season in ten years, finishing fourth in Spain's top professional league. However, the Club's revenue growth did not match expectations. Just one year earlier, CEO Miguel Angel Gil Marin had stated the following goal: "our brand will help us to double revenues in two years." Although he had added that the "Atlético Madrid" brand was a valuable asset very familiar among Spaniards, he had also admitted that the Club would need to adapt to the increasing globalization of football. The Club was committed to increasing revenue through a renewed focus on marketing and brand building intended to increase awareness and attractiveness of the Atlético Madrid brand. But how could the Club achieve this? Should and could it try to make Atlético Madrid a household name around the world?