This case is designed to help students understand how to manage diverse employees with unique strengths and weaknesses. It features the Dialogue in the Dark ("DiD") China organization, a social enterprise franchise that employs visually impaired people to guide visitors as they experience daily life tasks in pitch-black. After briefly introducing DiD's origins in Germany and DiD China's founding story, this case describes how its founder, Shiyin Cai, managed the organization with an emphasis on selecting the right employees, providing training for their personal development, and giving employees opportunities to build self-confidence. Furthermore, this case explores how Cai considers the diverse perspectives of her employees and establishes personal relationships with them to develop enabling conditions that can help them thrive in both this organization and society at large. On December 16, 2021, the tenth anniversary of DiD China, Cai reflected on her past experiences. A month prior, had falsely reported to authorities that DiD Shanghai's operation was in violation of the fire code, an accusation that intensified the existing financial struggles caused by the COVID-19 pandemic. Through the ups and downs, Cai reflected on the challenges and rewards she experienced with founding DiD China. More importantly, on a personal level, she acknowledged her ongoing journey of learning and growth as a leader.

In 2006, two entrepreneurs founded Fugumobile Co. Ltd., a digital marketing agency based in Shanghai, China. The company grew organically in China by adapting to the evolving trends in digital marketing. In May 2021, the founders were facing a dilemma and had to choose between two options for sustainable and profitable growth of their company. The first option was to reach an extensive client base by continuing to deliver standardized services at affordable prices, which offered the company modest growth and profitability. The second option was to offer customized services at a premium price, which was more rewarding but would require recruiting experienced workers with a proven track record for selling and delivering high quality customized services, who were typically employed by large agencies and demanded significantly high salaries. The two founders had to decide which path to take.

In 2006, two entrepreneurs founded Fugumobile Co. Ltd., a digital marketing agency based in Shanghai, China. The company grew organically in China by adapting to the evolving trends in digital marketing. In May 2021, the founders were facing a dilemma and had to choose between two options for sustainable and profitable growth of their company. The first option was to reach an extensive client base by continuing to deliver standardized services at affordable prices, which offered the company modest growth and profitability. The second option was to offer customized services at a premium price, which was more rewarding but would require recruiting experienced workers with a proven track record for selling and delivering high quality customized services, who were typically employed by large agencies and demanded significantly high salaries. The two founders had to decide which path to take.

This case describes how Canature, whose main business is water filtration, spent like crazy to build a Zero Liquid Discharge (ZLD) system, turning its substandard wastewater discharge to zero discharge and even "negative discharge" since 2013. The ZLD system helped create a better campus environment while providing a basis for Canature to launch an industrial tourism program. When implementing the tourism program, Canature never advertised or marketed its products. Instead, it disseminated health-related concepts. Over time, Canature has initiated multiple extension activities to expand its industrial tourism program. After some shifts in the management team, Qu Yaming, who is son of the founder Qu Jianguo, took over the business and started redefining Canature's development path. Canature's water filtration business is booming overseas, increasing its sales revenue and profit significantly. Content as he is, Qu Yaming is wondering whether to generate ¥50 million in annual revenue from industrial tourism, the business that Canature prides itself on. He is thinking carefully if the effort is worthwhile and if so, how Canature should position its industrial tourism program.

In 2020, the EtonHouse International Education Group (EtonHouse) celebrated its 25th anniversary. Under the leadership of Ng Gim Choo, founder and managing director, EtonHouse has become a renowned education provider noted for its well-designed inquiry-based curriculum. Since its initial expansion in Singapore, the institution has spread across the world. Throughout its history, EtonHouse has faced many crises. However, employing paradoxical leadership, Ng has managed to accommodate conflicting demands and guide EtonHouse away from adversity. In early 2020, the coronavirus pandemic (COVID-19) posed an unprecedented challenge to EtonHouse. In addition to developing business strategies in response to COVID-19, Ng has been considering whether the time is ripe for handing over the reins to Ng Yi Xian, her son and EtonHouse successor. This multifaceted case study focuses on paradoxical leadership, women entrepreneurship, crisis management, and family business succession. It presents the entrepreneurial journey of a female protagonist, Ng, who established EtonHouse out of a passion for education and illustrates how she successfully addressed paradoxical challenges and navigated the company through crises. The dilemmas addressed in this case study concern whether Ng should delegate authority to her son to manage the COVID-19 crisis, and which EtonHouse should take to cope with COVID-19.

This case delineates how Fotile Group (hereinafter "Fotile") continuously upgraded its vision, mission and broader cultural system in its pursuit of becoming a "great company" and "delivering happiness to millions of families." Since its establishment in 1996, Fotile has attached great importance to corporate culture and invested substantial efforts to develop and transform its culture. Having gone through four main stages of exploration and development, Fotile devised a unique cultural system combining traditional Chinese culture with Western management theories. Since then, Fotile's unique culture has guided internal management. An employee management system promoted benevolence by providing love and care while assisting staff in finding material and spiritual fulfillment. In addition, Fotile's broadly-held consensus that "Culture is business" instructed the product development team to prioritize customers' happiness over profits and convey the firm's values via innovative and user-friendly products.