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This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

In 2011, Coca-Cola India recognised the opportunity to access the rural and remote markets of India in a more effective manner by launching the 'eKOCool', a solar power operated cooler. This innovation had the potential to expand the hitherto underserved and hard to penetrate Indian rural market, and even bring home the first time consumers who had never tasted the company's beverages. It also facilitated an integration of the company's business development goals with its social responsibility initiatives - in particular, contributing towards the global 5by20 initiative of enabling economic empowerment of five million women entrepreneurs by 2020. To make this innovative product affordable, the technical team worked through the supply chain and brought down the costs to US$779, more than a third of the original cost. However, the company's top management acknowledged that for long-term sustainable impact and the scalability of the innovation, it was imperative that the cost be brought down further. How could this best be done, and how could the golden triangle of business, government and civil society come together to develop similar initiatives that would develop value for communities?

The case is set in November 2013, when Siam Park City - one of Thailand's biggest Amusement Park and Water Park - was celebrating its 33rd anniversary. Siam Park City was born out of the vision of Chaiwat Luangamornlert, a successful businessman who wanted to build an amusement park and water park for the people of Thailand that was of international standard, but yet available to the average Thai at an affordable price. With affordability as the cornerstone of the business philosophy, the park's entry fee was pegged at 'a reasonable price', with heavy discounts offered to Thai residents. Visitors also spent very little inside the park. This pricing strategy proved unsustainable for a business that had high set-up and operating costs, and the park suffered financial losses for more than two decades, ultimately leading to its bankruptcy. The financial loss was further aggravated by reputation loss, following two accidents in the park. Understanding that the park required a leadership change, Chaiwat stepped down from the helm in 2008 and handed over the reins of the business to his children. The new management team revamped internal operations and worked to diversify the park's customer base. The changes ushered in a new era for the amusement park - business improved and the company even earned a modest profit in 2012. Looking ahead, the new management faces the challenge of making the business financially viable over the long term, keeping in mind his founder's principles to keep the park affordable and accessible to locals.

In October 2011, NTUC Income, Singapore's largest automotive insurer launches the 'Orange Force'. It is a bold US$3.2 million initiative where a team of 30 expertly trained and distinctively attired motorcycle riders will arrive at an accident scene within minutes to assist and comfort those who have been involved in a road incident. They will then proceed to perform basic first-aid, call up the next-of-kin and/or a tow truck company, and advise the customer on how to record the accident details. The initiative has received an extremely positive response, and NTUC Income recognises that what had been originally envisaged as a fraud- reduction initiative is now a much larger offering in innovative customer service and branding.

This case describes the events and conditions surrounding a critical decision that Masao Yoshida, the plant manager of Tokyo Electric Power Company's (TEPCO's) Fukushima Dai-ichi nuclear power plant, must make on March 12, 2011. A day earlier, a massive 9.0 magnitude earthquake hit the region where the power plant was located. This caused significant damage to the Fukushima Dai-ichi nuclear power plant, disabling both the regular and backup power supply. Without cooling, the nuclear reactors' temperatures would steadily rise, ultimately leading to a meltdown of the reactor core. Yoshida decides to inject fresh water into the reactors using fire engines - a procedure that has never been tried before. He soon recognises that the limited fresh water supply will run out and so decides to replace it with seawater. Less than twenty minutes after the seawater injection has started, Yoshida receives orders from senior management to stop the injection. What should he do?

In 2001, Toshiyuki Inoko founded the Japanese digital artist collaborative, teamLab, with an aim to achieve a balance between art, science, technology and creativity by creating original digital designs. This involves the use of extremely sophisticated digital media work which can be presented via computers, high definition monitors, and/or projections, depending on the space available for installation. From a small group of five friends that set up the company in 2001, teamLab has since grown to over 400 employees working on more than one hundred projects at any point in time. teamLab's business model appeared to have successfully harnessed the creativity and expertise of its people to deliver innovative and imaginative products that were becoming increasingly popular in the market. But how could the company ensure that it did not let the excitement and novelty of their products wear off, as it was this uniqueness that provided them with a strong competitive edge? Moreover, with growth and success came a different set of challenges. The team had grown, which meant that collaboration among the team members would have to be managed far more systematically, and processes would need to be implemented to manage the growing business effectively - but this could also potentially impede an intrinsically disorderly creative process. How best could Inoko successfully manage the spectacular growth of his company and the challenges that came with it, while nurturing the creative spark?

In 1995, Titan launched the first branded range of jewellery - 'Tanishq' - in India's highly fragmented and disorganised jewellery market. Tanishq performed exceedingly well, attracting a large customer base that was assured of quality and purity. However, the jewelry business faced challenges on account of customer sentiments being impacted by inflation, uncertain economic conditions and rising gold prices. There was also concern that the young Indian woman was disinterested in jewellery. To address these issues, as well as expand the company's reach and customer base, the Tanishq team identified a hitherto neglected segment - working women. Within 12 months, it conducted activities ranging from customer segment identification and understanding, as well as defining the proper distribution channels, and launched 'Mia' - "the Tanishq for work wear, for the working women". Mia's design and retail strategy continues to evolve three years after its launch. But despite its growth, it is almost impossible to identify the market size of potential Mia customers. Moreover, the needs of these target consumers' are changing rapidly, and so, refreshing the range, while maintaining its affordability, is a challenge. How large would Mia's market be? Can it become a brand in its own right? Could it be the next Tanishq for Titan?