This case study explores how the VINCI Group, a French multinational operating in concessions, energy, and construction, bolstered awareness and adoption rates of new technologies within the organization. Through its separate innovation hub, Leonard, VINCI aimed to foster learning, creation, and experimentation to improve the group's day-to-day activities. However, while the company's highly decentralized structure encouraged entrepreneurial innovation, some argued it hindered collaboration by fostering internal competition instead. Were there opportunities being overlooked because of this structure? And how could Leonard continue to promote innovation in such a large group?

In November 2023, Mark Branson, the head of Germany's Federal Financial Supervisory Authority (BaFin), reflected on the efficacy of the reforms initiated since the Wirecard scandal. BaFin had been discredited after Wirecard's downfall in 2020. The press had derided it as a "toothless tiger" because of its limited supervisory powers when it came to addressing warning signs of large-scale accounting fraud. Why did BaFin fail to detect the Wirecard scandal? Were the reforms sufficient to prevent another large-scale accounting fraud and to build trust with investors?

ECOALF, a Spanish fashion brand and sustainability pioneer, aimed to tackle the industry's challenges of excessive consumption and production. The brand's mission was to create timeless apparel exclusively from recycled and eco-responsible materials, matching the quality and design of the best non-recycled alternatives on the market. ECOALF sought to demonstrate that success extended far beyond the reaches of financial profitability, though expanding the business was sometimes at odds with the brand's ambitious goal of achieving net-zero carbon emissions. Could ECOALF reconcile purpose and profit?

By August 2023, Re-Match, an artificial turf waste-to-value company, had operations in Denmark and the Netherlands and had recycled over 160,000 tons of waste and plastic fiber. With recent capital injection from the VC firm Verdane and a dual revenue business model, the company wanted to expand its operation to become the global leader in turf recycling. However, stakeholders were divided between rapid U.S. market entry and refining their proven model to generate more downstream revenue. This case study delineates Re-Match's business model and assesses the carbon reduction potential of recycling in comparison to landfilling or incineration. Additionally, it raises the question of whether to prioritize market dominance or operational efficiency and how to identify the most receptive market for Re-Match's recycling solution.

Dan McCrum, an investigative journalist for the Financial Times, had spent the past six years fighting to expose German payment processing firm Wirecard. The company had enjoyed years of exponential growth and was viewed by several investors as the poster child of Germany's tech sector. But to McCrum something smelled fishy and he couldn't help but wonder if Wirecard's true dealings weren't just hidden behind its complex business model. He started chronicling his suspicions of mass scale accounting fraud in his articles, but he could never had expected this would make him the target of several cyber attacks, spy operations and legal procedures. In June 2020, as Wirecard crumbles, McCrum reflects on his journey.

This case examines the challenges and opportunities of doing business in Greece. It highlights Greece's economic transformation in the decades leading up to 2023 in the context of its history, culture, and politics. The case gives an overview of some of the main obstacles faced by businesses operating in the country, such as extensive red tape, slow legal proceedings and a large informal sector, contrasting these with the efforts undertaken by the government to improve the country's business climate. This is illustrated through the discussion of a business dilemma in which Microsoft has chosen Greece for the construction of two of its data centers.