Set in March 2015, the case begins when the Baltic Dry Index (BDI), an economic indicator of the average price to ship raw materials, hits an all-time low. Khalid Hashim, Managing Director of Bangkok-based Precious Shipping Public Company Limited (PSL) is now tasked with navigating the company through economic uncertainty. In the past, PSL, has weathered similar volatility characteristic of the cyclical nature of the shipping industry. Though it was able to survive some of the biggest downturns in the market, most notably the Asian Financial Crisis of 1997 and the Global Financial Crisis of 2008, is it poised to sail through the next downturn?

In order to resolve severe water management problems in Metro Manila, the Government of Philippines began rolling out a privatisation scheme in 1995 with the objective to provide piped water to everyone in the city with regular 24-hour access. The scheme aimed to auction off service provision of Metropolitan Waterworks and Sewage System (MWSS), a government agency that handled all water and sewage services, through two 25-year concession agreements that divided Metro Manila into East and West. On August 1, 1997, Manila Water won the East Concession. By 2013, after 16 years of management and operations, Manila Water had more than doubled their customer base and achieved 24-hour access to safe and affordable piped water to 99 percent of its distribution network in the East Concession, whereas before just two-thirds had any access at all and only 26 percent had regular 24-hour access. Moreover, system leakage and pilferage were improved from 63 percent to 12 percent water loss. To come so far, Manila Water had to overcome both internal and external challenges. Internally, the company had to transform its highly centralised organisational structure and bureaucratic culture into a de-centralised one where actions could be undertaken through bottom-to-top directives. Human capital and leadership development, as well as putting in place the right incentives, were key to accomplishing this objective. Externally, Manila Water had to address environmental, socio-economic and political challenges. In this regard, tri-sector engagement between government, business and civil society was essential. Moreover, the company had to seek out new business and a means to sustainable growth if it were to stay relevant in the future.