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The case of mysterious deaths of children caused by eating litchi, a popular fruit in Bihar, India provides the classic context. There have been instances of deaths of children in Bihar after eating Litchi and this has been going on for years. Many children were brought to hospitals with acute neurological symptoms like swelling of the brain, seizures, and convulsions, although strangely they seemed to have been healthy just moments before. These symptoms of the sick children were treated for Acute Encephalitis Syndrome in the region. It left the families of the children and neighborhoods perplexed, and even the doctors were at a loss in understanding the cause of the deaths. It was finally diagnosed in 2014, based on a research finding published in Lancet that these deaths could be due to hypoglycemia triggered by children eating litchi and skipping dinner thereafter. Another study by John had concluded similarly. They recommended administration of dextrose as the treatment which helped bring down the incidences. The government did try to implement their recommendations. However, the disease struck again in 2019 with the death of about 125 children. The disease and the deaths again brought to the fore all the questions. This case is about the reality of conflicting evidence, how the issue was handled by the government and the stakeholders' response. At the next level, the challenge for the government is how to communicate the diagnosis, treatment protocol, and precautions to the parents regarding the risk their children are exposed to on eating litchi when they are hungry. There was consensus about the findings and treatment procedures. Given this, the challenge is in communicating this to the healthcare providers as well as to the parents and the general public. It has to be done without creating panic about litchi. The government, as well as the growers, had the overriding concern that the controversy should not damage the market for litchi.

The case presents the status of sports in general in India under official federations, place and shape of the football game before and after introduction of premier leagues, and global trend and debate around games going the path of premier leagues. In India, sports, in general, is dominated by the official federations whose performance track has been dismal. The premier football league is at the early stage of its life cycle. Marketization of the game has succeeded in bringing to the fore the latent demand and passion for the game. It has brought forth initial success in professionalizing the game, identifying the talents, upgrading the infrastructure, etc. However, the purists would like to voice their concern about unbridled marketization in terms of dominance of star players, financial viability, conflict with national games, etc. This case is built around All India Football Federation (AIFF) at the center and AIFF weighing the development of premier leagues and latest rift between two leagues. The challenge for AIFF is: Can it calibrate the contours and trajectory of the game to keep in check unhindered marketization? Can and should the official federation influence the rules of game, terms of engagement of investors, players, agents, etc. or best leave it to the leagues; and their influence on the game once the floodgates are opened? Or, is marketization such a juggernaut that it rolls on its path sidestepping regulations and national fervors? Can something be learnt from other sectors in protecting national brand against the onslaught of global brands in the context of international management?

The literature on change and transformation mostly focuses on for-profit organizations, even though not-for-profit organizations offer a richer context for study, and social entrepreneurs are most often at the forefront of large-scale change. The case is an attempt to examine the evolution of a development organization. It centres on a medical professional and his thirty-year struggle in ushering in social transformation in the BR Hills of Southern India, working for tribal and forest development based on a foundation of ethics, self-organization and the assertion of human and individual rights. In 1994, he was awarded the Right Livelihood Award (also known as the Alternative Nobel Prize) for his efforts.<br><br>This case can teach the evolution of a) a social entrepreneur into a leader; b) an amorphous service entity into an institution with a network of organizations and c) a low-profile, undemanding clientele with no voice to a demanding clientele expecting choices and rights. The case can also be used to explore the growth of a social enterprise (in terms of objectives, service delivery, roles, scale, etc.); concepts of change and social transformation; and the organizational life cycle and evolution of systems over the cycle. The case highlights the path civic service organizations (CSOs) and social actors tread over time in undertaking to provide public service.

The literature on change and transformation mostly focuses on for-profit organizations, even though not-for-profit organizations offer a richer context for study, and social entrepreneurs are most often at the forefront of large-scale change. The case is an attempt to examine the evolution of a development organization. It centers on a medical professional and his thirty-year struggle in ushering in social transformation in the BR Hills of Southern India, working for tribal and forest development based on a foundation of ethics, self-organization and the assertion of human and individual rights. In 1994, he was awarded the Right Livelihood Award (also known as the Alternative Nobel Prize) for his efforts. This case can teach the evolution of a) a social entrepreneur into a leader; b) an amorphous service entity into an institution with a network of organizations and c) a low-profile, undemanding clientele with no voice to a demanding clientele expecting choices and rights. The case can also be used to explore the growth of a social enterprise (in terms of objectives, service delivery, roles, scale, etc.); concepts of change and social transformation; and the organizational life cycle and evolution of systems over the cycle. The case highlights the path civic service organizations (CSOs) and social actors tread over time in undertaking to provide public service.