Flight Centre Travel Group (FCTG), a leading global travel agency based in Australia, faced unprecedented challenges during the COVID-19 pandemic. Known for its extensive network of physical stores and diverse travel services, FCTG experienced severe disruptions due to global travel restrictions and reduced demand. In response, it implemented a strategic transformation, focusing on digital enhancement, cost reduction, and securing additional liquidity. The company streamlined its operations, invested in technology, and formed strategic partnerships to adapt to evolving consumer behaviours. By diversifying its service offerings and making strategic acquisitions, FCTG positioned itself for recovery and growth in the post-pandemic travel industry. However, as international and domestic travel began to recover after 2023, new challenges emerged in the form of persistent inflation and rising living costs. FCTG now faced the question of how to maintain its competitive edge and expand its business while navigating these economic pressures, prompting a re-evaluation of its strategies for sustainable growth amid a rapidly changing market landscape.

Akshaya Patra was founded by ISKCON (religious foundation) in 2000. It started by serving Mid-Day Meals to about 1,500 students in 5 government schools. By 2017, it was serving ~ 1.7 million children in 33 locations across 11 states in India. Akshaya Patra had built state-of-the-art "mega-kitchens" along with a well-developed food supply chain. The meals were prepared in a hygienic environment but, to ensure safety and taste, a quality check was also carried out for every batch, before dispatching the same for consumption. However, the exponential growth was a cause of concern. The cost of meal preparation after reimbursement by the government kept increasing, but the donations that had helped bridge this gap in the past were not keeping pace. In addition, the organization had set an ambitious "Mission 2020" to reach 5 million children daily by 2020. It was this challenge of scaling up that forced Akshaya Patra to look at various options and led to the setting up of Akshaya Nidhi, a for-profit organization in support of Akshaya Patra. Over a period of 3 years, Akshaya Nidhi had grown steadily and entered various businesses. In such a scenario Vinay, CEO, Akshaya Nidhi, was wondering about the appropriate path forward, that is, which opportunities to pursue, and the related organization structure that was needed to support the same.

Set in 2018, the case describes the evolution of the Indian Premier League (IPL), a franchise-based professional cricket league in India. Since its inception in 2008, the IPL has enjoyed huge popularity among players and fans, despite being dogged by controversies. Students must analyze the team-design strategies of the franchises profiled in the case. This analysis helps uncover different models of team design, including their pros and cons, in human-capital-intensive contexts. Relating team design to team performance helps understand the significance of star performers and complementarity among team members.