In November 2023, top of mind for Kristen Siemen, chief sustainability officer at General Motors (GM), was how to increase consumer adoption of electric vehicles (EVs). After committing to be carbon neutral by 2040, the automotive giant has its work cut out for it: while EV purchases increased to 14% in 2022, consumer concerns, such as range anxiety and cost sensitivity, are limiting adoption. Kristen Siemen must consider how the marketing, sustainability, and communication teams should continue to work collaboratively to address this slowdown in market penetration and how to optimally position GM to reach its goal of carbon neutrality.

Harambe was a non-profit organization whose mission was to build an ecosystem to identify promising young African entrepreneurs and provide them access to training, markets, capital, and support networks. From 2007 to 2021, Harambe had grown to a network of 367 entrepreneurs, known as "Harambeans". They had collectively raised over $800 million in capital, created more than 3,500 jobs, and claimed three of the six African startup unicorns in 2021. There was mounting pressure for Harambe to evolve to take advantage of its momentum, the changing entrepreneurship landscape in Africa, and increasing investor interest. Given this, Okendo Lewis-Gayle, founder and chairman, pondered the next steps for Harambe to maximize its impact in Africa. He considered three options: scale the current non-profit model, pivot to a for-profit venture capital model, or develop a hybrid model with a non-profit and a for-profit investment arm. Another important question was, "How should Harambe define impact?"

Eleganzia Group management faces tough decisions heading into the summer of 2010. With tourism on the decline due to the global economic recession, General Manager Giannuzzi must decide how to set prices at the Forte Village Resort, the Group's most well-known property. His management team is further divided on whether the pricing model at the resort should change to being all-inclusive (as opposed to one where guests are charged for each additional activity or dining option on a pay-as-you-go basis), and whether to convert a large number of the 4-star rooms into 5-star suites. Recently acquired properties, such as the Castel Monastero in Tuscany and the Maddalena Hotel & Yacht Club in north Sardinia, pose a branding challenge. Can all the properties, including the Forte Village, be successfully brought under one umbrella brand, namely, Eleganzia? Moreover, what should the character of each these new properties be?