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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.

Early in 2020, la Fundación Delirio (Delirio), a salsa dance, music, and circus arts show from Cali, Colombia, faced the abrupt and indefinite suspension of its presentations because of lockdowns associated with COVID-19. The general director and the staff who remained had to find new ways to connect with their audiences, relying on the strength of the brand, which help them stay afloat despite restrictions on live performances. However, when considering some of the alternatives to live performances, the general director also wondered about brand management: What impact might these short-term survival strategies have on the brand? What was going to happen to the artists?

Early in 2020, la Fundación Delirio (Delirio), a salsa dance, music, and circus arts show from Cali, Colombia, faced the abrupt and indefinite suspension of its presentations because of lockdowns associated with COVID-19. The general director and the staff who remained had to find new ways to connect with their audiences, relying on the strength of the brand, which help them stay afloat despite restrictions on live performances. However, when considering some of the alternatives to live performances, the general director also wondered about brand management: What impact might these short-term survival strategies have on the brand? What was going to happen to the artists?

The Hatsu brand of tea beverages and healthy food products emerged from the idea of two Colombian entrepreneurs in 2010 and evolved, in just over five years, to capture the interest of the leading company in the Colombian beverage market, Postobón SA (Postobón), which acquired it. In this context, Hatsu faced the challenge of consolidating itself in the tea beverage market while also venturing into other product categories (e.g., cereal bars, nuts, infusions, and sodas) and multiplying its sales without losing the lifestyle concept on which it was built and through which it had succeeded. By late 2020, Postobón’s premium business unit director needed to determine how Hatsu could be turned into a megabrand without losing its essence.

The Hatsu brand of tea beverages and healthy food products emerged from the idea of two Colombian entrepreneurs in 2010 and evolved, in just over five years, to capture the interest of the leading company in the Colombian beverage market, Postobón SA (Postobón), which acquired it. In this context, Hatsu faced the challenge of consolidating itself in the tea beverage market while also venturing into other product categories (e.g., cereal bars, nuts, infusions, and sodas) and multiplying its sales without losing the lifestyle concept on which it was built and through which it had succeeded. By late 2020, Postobón's premium business unit director needed to determine how Hatsu could be turned into a megabrand without losing its essence.

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.

Mattelsa was an urban fashion manufacturer and retailer based in Medellín, Colombia. With a disruptive business model - a warehouse with locked doors, no sign, no shop window, no mannequins, and no traditional advertising - Mattelsa had achieved remarkable results in terms of growth and profitability compared to others in the fashion industry. The company's purpose ("We are a community devoted to enjoying and respecting life; our hobby is to make the best clothes in the world") and philosophy (as expressed in the five pillars: food, sports, leisure, socializing, and knowledge) reflected Mattelsa's commitment to personal well-being and environmental responsibility. The case shows how Mattelsa's values, philosophy, and pillars influenced its business decisions and day-to-day activities, while its management practices challenged industry paradigms and best practices. Students will analyze an unconventional business model, evaluating its sustainability and estimating how transferable it would be to other organizations or even industries. The case also enables students to explore the concept of corporate social responsibility, to identify the key elements of conscious capitalism, and to consider the challenges associated with its implementation. Although the company discussed is Colombian, the themes and issues are universal.

In March 2017, the vice-president of the ice cream division at Colombina S.A. (Colombina), was in her office at the company’s headquarters in Cali, Colombia. She was reviewing the growth figures for the company’s ice cream business, for which she was accountable. The sales target set for the company in 2010 was US$1 billion by 2020, and the ice cream segment would play a fundamental role in reaching that target. The vice-president remembered what Colombina’s chief executive officer had told employees the year before at the last strategic planning meeting: “It is simple; in order to reach the sales target, we must continue to do three things: achieve organic growth of the businesses we already have, open new markets or new businesses, and acquire companies with which we can generate synergies with our ongoing businesses.” Despite having invoiced over $40 million in ice cream in 2016, a growth of 1 per cent over 2015, the vice-president was aware of the challenge this strategic guideline meant for her category, which led her to consider options for increasing sales and profits. What market opportunities should the ice cream division exploit? What channels should it grow? Should particular channels be grown more than others? Should the product portfolio be expanded?

In March 2017, the vice-president of the ice cream division at Colombina S.A. (Colombina), was in her office at the company's headquarters in Cali, Colombia. She was reviewing the growth figures for the company's ice cream business, for which she was accountable. The sales target set for the company in 2010 was US$1 billion by 2020, and the ice cream segment would play a fundamental role in reaching that target. The vice-president remembered what Colombina's chief executive officer had told employees the year before at the last strategic planning meeting: "It is simple; in order to reach the sales target, we must continue to do three things: achieve organic growth of the businesses we already have, open new markets or new businesses, and acquire companies with which we can generate synergies with our ongoing businesses." Despite having invoiced over $40 million in ice cream in 2016, a growth of 1 per cent over 2015, the vice-president was aware of the challenge this strategic guideline meant for her category, which led her to consider options for increasing sales and profits. What market opportunities should the ice cream division exploit? What channels should it grow? Should particular channels be grown more than others? Should the product portfolio be expanded?

On January 1, 2011, the Valle del Lili Foundation, a university hospital in Cali, Colombia, went from using paper for medical records and all associated clinical and administrative processes to managing everything electronically. This was a significant deviation from the industry norm since it was unusual for a hospital to simultaneously implement electronic medical records, computerized physician order entry, and enterprise resource planning. If they are implemented at all, they are generally done so independently. Also, hospitals that rise to the challenge of adopting information technology face a high failure rate, mainly for staff-related reasons, especially when medical staff resist its use. VLF's management team knew it had to achieve the buy-in of doctors as well as of clinical and clerical staff if it was to successfully implement SAP, a system that would reformulate workflows throughout the hospital. This case documents how the hospital achieved this ambitious goal. In doing so, it illustrates how organizations can manage large-scale change processes.