On Monday, May 25, 2020 Ricardo Sierra, CEO of Celsia -a Colombian electricity generation, transmission and distribution company- was about to enter a meeting with Claudia Salazar, leader of the department of Human and Administrative Management. The objective was to review the company's successes and prospects in terms of organizational culture (known internally as Orange Culture), amid two challenges: the COVID-19 pandemic and the growing demands of the country's energy market. A mandatory preventive confinement measure to control the COVID-19 crisis had been decreed in Colombia two months earlier, and it was expected to be extended indefinitely. For Ricardo Sierra, the situation merited careful analysis. The measure altered the interaction and conduct of its employees and posed immediate changes in the company's practices. It also affected thousands of jobs and occupations and began to be reflected in a reduction of income for Colombian households and in the reduced capacity of low-income customers to pay bills. Simultaneously, the confinement was changing the energy consumption patterns of households and increasing demands from Celsia's customers for continuity and quality of energy service. The meeting provided an opportunity to address two issues that Sierra considered fundamental: How to keep the pillars of the Orange Culture alive during the lockdown? And in that context, how to use the Orange Culture as a support to continue to contribute to the good performance, effectiveness and competitiveness of the company? In the development of the case, students must apply models and theories of organizational culture to characterize Celsia's culture, to identify the main expressions of the cultural change proposed by Sierra and to recognize the key factors that favored such change. Likewise, students must propose recommendations that would allow the company to face the challenges posed by the pandemic and by new conditions in the Colombian energy market.

Rappi Inc. (Rappi) was an on-demand delivery mobile application (app) that allowed users in Latin America to shop online for groceries, meals, and other products and have these delivered to them. It also provided various other services, such as cash withdrawals and dog walking. Rappi was founded in 2015, and in less than five years, it had evolved from operating in improvised headquarters in a parking lot in Bogotá to becoming a member of an exclusive club of technological start-ups valued at more than US$3.5 billion.<br><br>In 2021, although the situation was highly favourable for Rappi, it still faced major challenges to consolidate as a technology firm that would make life easier for its users. The question for Rappi now was how to continue its growth path in order to become the leading super app for Latin America.<br><br><br>Enrique Ramírez R. and Andrés Gonzalez R. are affiliated with Universidad ICESI.<br>

Rappi Inc. (Rappi) was an on-demand delivery mobile application (app) that allowed users in Latin America to shop online for groceries, meals, and other products and have these delivered to them. It also provided various other services, such as cash withdrawals and dog walking. Rappi was founded in 2015, and in less than five years, it had evolved from operating in improvised headquarters in a parking lot in Bogotá to becoming a member of an exclusive club of technological start-ups valued at more than US$3.5 billion. In 2021, although the situation was highly favourable for Rappi, it still faced major challenges to consolidate as a technology firm that would make life easier for its users. The question for Rappi now was how to continue its growth path in order to become the leading super app for Latin America.