This case traces the sustainable development (SD) journey undertaken by Hong Kong's flagship carrier, Cathay Pacific Airways, to bring environmental issues from the periphery to the core of the organization. In 2012, the airline set 20 SD targets to be achieved by 2020. It soon realized that integrating sustainable practices into the overall strategy was vital for the long-term viability of the business. The key challenge for the airline's Environmental Affairs Department was twofold-to embed sustainability into the mainstream thinking of the organization, and to align environmental and social initiatives that cut across all departments with the overall business goals of the airline.

DJI, founded by 24-year old Frank Wang Tao in 2006, grew rapidly from an unknown startup in China to a leading global player in the Unmanned Aerial Vehicles (UAVs) market for hobbyists within seven years. DJI saw its revenue soar 79 times in three years (2010-2013) and its staff grow 50 to 1,500 across Asia, Europe and the USA. The case describes how a tech entrepreneur started serving a niche segment moved towards a broader consumer market, by opening up new horizons for aerial photography and videos enabled by its innovative products. The case outlines DJI's product development strategy to establish its competitive advantage and the entrepreneurial process for taking a technology concept from initial idea to developing the prototype, and subsequently launching the new product in the market. The post-startup issues encountered by a growing technology venture and the challenges faced in an evolving marketplace.

This case deals with the CEO selection at Hong Kong-based Global Brokerage Group (GBG) a medium-sized financial brokerage house dealing in securities, futures, foreign exchange, wealth management, and precious metals. Since its inception in 2001 the company, led by founder Anson Chan and his close knit cohort of family and friends, achieved steady growth and a solid presence in the local brokerage industry. In 2013, Anson believed it was time to prepare the company for its next phase of growth via listing on the stock exchange of Hong Kong. To transition GBG from a privately-held business to a publicly-listed entity his priority was to professionalize the company with clear segregation of roles and responsibilities at the top management level. In view of the upcoming IPO, Anson's first task was to appoint a strong CEO. The case sets out the industry context, the importance of regulations administered by the Securities and Futures Commission and GBG's organizational and operational structure. Students take on the role of Anson who is reviewing the profiles of six potential candidates and weighing their pros and cons. Who should he choose?

Case B is set 6 months after the selection of the CEO (Case A). An unsuccessful CEO transition unfolds as the new CEO fails to win the support of the top management team even after six months at the top position. Despite his best efforts, the new CEO could make no headway with any of his organizational change initiatives aimed at streamlining performance management and compensation systems. In fact, the situation worsened to the extent that he was ready to step down. The case provides an opportunity for students to analyze the reasons for the new CEO's failure and to what extent Anson was responsible for the situation. Anson's immediate priority was to devise an action plan to avert the impending organizational crisis.

The case is based on Hong Kong Broadband Network (HKBN), the second-largest broadband service provider in the territory in 2012. The young and dynamic company is growing at a faster pace than its competitors, and attributes this success to its innovative approach to Talent management, which involves attracting, developing, retaining, and rewarding its 3,080-strong Talent base. HKBN's Talent enhancement programs are designed to drive strong individual, team, and organizational performance, inspiring a highly engaged workforce and a high-performance work culture across the organization. In mid-2012, when HKBN's parent company, City Telecom, sold HKBN and all related telecom businesses to a global private equity firm―CVC Capital Partners-it created a new challenge for NiQ Lai, head of Talent engagement and CFO. The new directive for NiQ was to lead HKBN to an initial public offering (IPO) in three to five years' time. To do so, the key question was, how should the management team leverage its Talent base to maximize the value of the company?