During the COVID-19 pandemic, SATA CommHealth, a Singapore-based social enterprise, made several strategic decisions in order to turn itself around, sharpen its organizational purpose, and reformulate its organizational strategy. SATA’s new strategy enabled it to secure a significant public contract in 2022, giving it a mandate as a primary care provider for migrant workers. As SATA’s financial performance stabilized, the board and the management were confronted with the next strategic dilemma: On the one hand, the organization could align itself with the national movement focusing on preventive care and population health; on the other, it could attempt to establish new capabilities to provide chronic disease care for an aging populace or dialysis care to a rapidly growing population of persons with end-stage kidney failure. Which course should SATA take to fulfill its mission of promoting lifelong health and serving the community in Singapore?

Established in 2003 with 120 volunteers, Food from the Heart (FFTH) is a Singapore-based charity organisation founded to alleviate hunger by providing reliable, consistent, and sustainable food support to the less fortunate through food distribution programmes. FFTH's digital transformation journey began in the middle of 2018 and it went through an overhaul in 2019. Among several digitalisation projects rolling out in early 2020, one was about distributing beneficiary cards with a Quick Response (QR) code to its beneficiaries. Having no direct access to beneficiaries and needing to rely on its community partners, the beneficiary card could be a game-changer for FFTH, yet implementing these cards through its community partners would be a challenge. The case requires students to analyse the managerial capabilities of a charity organisation and discuss how change management and change leadership could digitally transform an organisation. At the end of the discussion, students will recommend a stakeholder management strategy for FFTH to continue its digitalisation initiatives with its community partners.

The BreadTalk Group was a leading Singapore-based bakery and restaurant chain, consisting of eight different brands that were sold across 15 countries in Asia. In a span of 12 years, it had become a premier lifestyle bakery brand in Southeast Asia, China and the Middle East, as well as a cherished household name in its native Singapore. BreadTalk prided itself on having a culture of "creative differentiation". The company strived to stay "fresh" by continuously changing and adapting to consumer demand; and "relevant" by offering localised and customised products to its customers. Although the company could boast of many past successes, there were new challenges ahead. With the number of new players growing rapidly, the marketplace was becoming increasingly competitive. New markets offered both opportunities and challenges. And customers had come to expect a constant stream of innovative products from the bakery chain. As BreadTalk enters its mature stage of growth and comes head on with the challenges of international expansion, is its business model equipped to identify and address the risks associated with global brand management? Is the brand positioned well to seize future opportunity? Should it focus on its core competency and brand, or should it be looking to develop and aggressively promote other brands?